Thames Gateway Teaching School Hub (TGTSH) has been asked to provide a case study for the national TSH network, focused on our Governance structure. Please see below an introduction to the structures behind our success:
Strategic Governance for TSH Success
“The creation of a robust governance structure has been crucial in our TSH set-up and implementation. These structures have now played an essential part in our readiness for Year 2.”
Esther Cook, Hub Director
What was the situation?
As a former Teaching School Alliance in an established network, ensuring a Teaching School Hub structure built on true collaboration and a feeling of shared ownership was essential. We wanted a governance structure which reflected our geographical area and had room at the table for the wider system. We knew this would bring established partnerships into the TSH.
However, we also had closer links with certain parts of our region due to the growth required by the TSH remit. We needed to make sure new working relationships could be forged and leaders identified. We also wanted to be certain that capacity and expertise were not lost in the transition, whilst making sure that our new shared vision and values and shared commitment to quality assurance was established.
We also needed to be certain that strategic oversight and financial responsibility were maintained at the Trust level, enabling our new systems to fit into established processes. The systems we created needed to be collaborative, efficient and effective.
“Teaching School Hubs articulate a clear vision, mission and strategic goals to drive their work in teacher and leader recruitment, retention and development. TSHs engage governors and partners in developing strategy, and align staff around hub goals and culture to create coherence, direction and purpose to the staff’s work.” (TSHQF)
What did you do?
We put together a structure which used a tiered approach as outlined here:
Our Strategic Board gives strategic oversight and decision making responsibility to a core team of executive system leaders. These are comprised of MAT, Lead School and regional representatives, and follow an approved Terms of Reference. It was decided to incorporate strategic oversight of our Maths Hub into this Board to ensure a robust, efficient and effective process. This Board is a subcommittee of our wider Trust structure.
The Strategic Board follows our Scheme of Delegation, which includes specific parameters for decision making, which makes sure risks are managed appropriately and leaders are effectively held to account.
Identifying the right personnel to take up these seats was essential, particularly for the regional roles. Headteacher Associations in each region were asked to nominate a representative, with the co-opted seat being awarded to ensure full phase coverage on the Board. We ran with a vacancy for one region until an appropriate system leader could be identified. This appointment was made through discussion with identified system leaders in the region and has resulted in a highly skilled Board, able to oversee financial and risk management, driving the strategic direction of our Hub.
This Board meets three times per year, and is presented with an agreed agenda. This includes financial reporting, including a 3-year budget and management report. The Director’s report then outlines progress against our DfE approved KPIs and action plan, as well as our operational detailed plans. Key decisions are outlined in accordance with the Scheme of Delegation, and specific challenges are discussed and probed. This has included decision making regarding staffing, the ongoing relationship with Lead Providers and the challenges raised by the need to plan for rapid growth.
To be effective the Strategic Board needed to be streamlined and a wider opportunity for consultation and partnership was essential in truly representing our region. Our consultative Partnership Board is constructed using these agreed Terms of Reference. These representatives come from a full range of phases and types of schools, bringing Early Years, SEND and AP expertise. The agenda for these meetings follows the outcomes of the Strategic Board Director’s Report discussions. It is comprised around each of the main areas of TSH work. A document providing an update on this area is presented in advance, along with between 2 – 4 questions for the Board to consider on each area of work. This allows feedback on strategy, and the needs of the wider system to be incorporated into operational action plans. It also makes sure that partners from across our region are fully involved, feeling ownership and commitment to the Hub.
“High-quality, effective and ethical governance is key to success in our school system. TSH leaders have a responsibility to ensure that staff know, understand and are held to account for their professional responsibilities.” (TSHQF)
What was the result?
The strength of our Governance has been a crucial factor in the success of Year 1. In particular, these structures described have impacted:
- Our reach and engagement
In Year 1 79% of the schools in our region engaged in at least one area of our work. Over 350 schools worked with us. This success is due in part to the relationships we have with schools. Our governance structure has given our valued partners the opportunity to contribute and shape their Teaching School Hub.
- Our alignment to vision and values
The skilful questioning of our Boards has enabled us to keep focused on our core priorities. As complex decisions have been discussed, our Board has ensured we keep our core purpose, our vision and values, central to our work. This has been seen in areas such as our quality assurance. Quantitative and qualitative feedback has been constantly analysed to make sure that we are delivering on our commitments. The question of how our work displays our vision and values has been asked of each area of our delivery.
- Our strategic decision making
The need to grow rapidly at scale has meant fast-paced decision making. The security of our governance structure means that decisions are always carefully considered and held against our approved scheme of delegation and planning documents. The decision to extend our team, bringing on an ECT Coordinator, Induction Moderators and an NPQ-focused Business Administrator apprentice in-year was approved by our Strategic Board. These carefully considered decisions have then been implemented, ensuring the readiness and capacity of our Hub for Year 2 of delivery.
Key takeaways for other hubs:
- Be specific about the purpose of each tier of your Governance structure, this will focus agendas and increase the impact of their work.
- Present key discussion questions in advance, encouraging Board members to bring feedback from their wider communities, increasing ownership and a sense of collective responsibility.
- Build time into diaries for careful agenda and Board paper writing, this will increase the efficiency and effectiveness of your meetings.
Links to resources:
- Strategic Board Terms of Reference
- Strategic Board Scheme of Delegation
- Partnership Board Terms of Reference
- Vision and Values (on our website)
