The Government has always equated the relationship of head to governing body with that of chief executive to the board of directors. However, the powers given to heads in matters such as staff appointments and discipline still fall far short of those any self-respecting chief executive would enjoy. Responsibility without power blurs the line of accountability and makes it much more difficult for the head to be accountable on anything like a fair and equitable basis.
There are precedents for establishing a sensible balance between the policy-making role of the governors and the management role of the head. The polytechnics have always enjoyed appropriate arrangements - and the FE colleges followed suit when they became independent.
The Education Reform Act failed to cope with a central dilemma: governors are happy to exercise power but less happy to take responsibility when things go wrong. Heads are more than willing to have the responsibility but do not have the powers to underpin it, unless the governors choose to delegate their powers to heads. It is a confusing and illogical situation which needs to be resolved.
The articles of government should establish the head as chief executive of the school. This places him or her in the position of having overall responsibility for the executive management of the school, and of being personally accountable to the board of governors for the exercise of that responsibility.
The head should be empowered to exercise day-to-day direction of the school, not only in relation to his or her specific responsibilities, but also in relation to those other matters which the governors may, from time to time, decide to delegate.
There should be two distinct aspects to the head’s relationship to the governors: * accountability to the board for the proper discharge of his or her responsibilities as chief executive, and for implementing the decisions of the board * professional adviser to the board.
The designation of the head as chief executive is intended to highlight the difference in the role of the board and its members, and that of its senior paid officer. The broad parallel in industry and commerce is that of the managing director of a company, who effectively runs the business, but is answerable to a board of directors, which exercises general oversight of the company’s performance and development.
The board of governors, having appointed a chief executive and having provided the necessary framework in terms of policy and budget, should then expect the person appointed to get on with the task. Governors should, as far as possible, avoid becoming involved themselves in the detail of the school’s management.
It is the head’s responsibility to initiate discussion and consideration of all proposals concerning the school’s future development, and to present such proposals to the board.
Governors should determine the school’s educational character and “mission” - the head’s responsibilities will include making proposals for these. However, the process of forward planning and development is continuous.
The head has a responsibility to ensure that issues relating to the school’s future development are brought before the board at the appropriate time and with relevant advice.
In particular, he or she will play the leading role in updating and developing the school’s development plan.
Once the board has decided on any action, then it is for the head, as chief executive responsible for the running of the school, to carry out its decisions personally, or to ensure they are implemented through the school’s management structure.
Articles of government should make the head responsible for the organisation, direction and management of the staff of the school. Their duties should be determined through structures and systems which are established under his or her direction and should include the shape of the management structure, the composition of the senior management team and the faculty andor departmental structures.
The head should also be responsible for the day-to-day management of the working of those structures and systems, and for providing educational and managerial leadership to the staff of the school.
From time to time he or she may want the board’s advice on these matters; in exercising this oversight governors will wish to assure themselves that sound management arrangements are in place. But the prime responsibility for the structure and operation of such arrangements should rest with the head.
The key divisions of responsibility should be as in the chart (see above). The personnel function within the school should be under the direction of the head, subject to guidelines established by the board and to other detailed provisions in the articles.
David Hart is general secretary of the National Association of Head Teachers.
