1. The professional clerk A requirement or a luxury?
Clare Collins
NGA Head of Consultancy

2. Purpose of slide: understanding NGA’s purpose and position, and the credibility of the organisation
If they are not members, please explain:
NGA is funded by membership subscriptions and so is independent
NGA is the only national organisation only focused on school governance and as such is the first port of call for government and other policy makers
NGA is heavily referenced in the DfE’s Governance Handbook
There is a discount if their GB joins as GOLD – quote the code
The website has a dedicated section for clerks called Clerking Matters
If they are members, check that :
They know the above
They receive the e-newsletter and magazine (if not this may be a password / home address issue) and advise that they ask their clerk to sort. They can also phone the office.
They can convert to GOLD – quote the code
If they don’t know, ask:
If they get the e-newsletter or magazine (if they don’t they may not have a password / have supplied their home address)
Advise that they ask their clerk to sort. They can also phone the office.

3. Why clerking matters Clerking – required or not?
Knowledge, skills and behaviours
What constitutes professional clerking
Supporting your governing board
Developing your practice

4. 1. Professional clerking is a requirement

5. The DfE’s Governance Handbook
4.4 The professional clerk
35. High quality professional clerking is crucial to the effective functioning of the
board. The clerk should be the boards’ ‘governance professional’. Their role is
not only about good and effective organisation and administration, but also, and more importantly, about helping the board understand its role, functions and legal duties and supporting the chair to enable and facilitate strategic debate and decision making. This is crucial in helping the board exercise its functions expediently and confidently, so that it can stay focused on its core functions.
15 mentions – most have the word ‘professional’ coupled to the word ‘clerk’

6. The DfE’s Clerking Competency Framework
Non statutory guidance
Sets out competencies required
Applicable to local authority maintained schools governing bodies, SATs and MATs
Demonstrates the importance of professional clerking and depth and breadth of knowledge skills and behaviours required to support it

7. Professional clerking
Manages elections and tracks attendance
Makes sure there is a meetings’ plan for the year and sends reminders
Drafts agendas including managing actions’ log
Circulates agendas and papers in good time in advance of meetings
Chases papers for meetings
Tracks action points
Minutes all meetings
Circulates draft minutes promptly after meetings
Manages and clerks panel work including advising the panel on procedure
Works with chair to keep the focus on strategic priorities
Gives independent and expert advice and guidance
Manages induction and training
Manages policy review schedule
Ensures compliance with statutory requirements e.g. website, GDPR
Manages expenses claims
Supports chair(s), ensuring that as volunteers, their workload is not excessive

8. Benefitting effective governance
How does effective clerking support
NGA’s eight elements of effective governance? 1
Right people round the table 2
Knowing the role and responsibilities 3
Good chair 4
Professional clerk 5
Good relationships based on trust 6
Knowing the organisation 7
Committed to question and challenge 8
Confident to have courageous conversations

9. 2. Knowledge, skills and behaviours

10. For those clerking in academy trusts
Your articles of association
Your scheme of delegation
Your funding agreement

11. Question
Is a different approach required depending on context? For example does the clerk for a large MAT board need different skills to a clerk to an academy committee?

12. 3. Professional clerking

13. Defining professional clerking
Ensuring the efficient functioning of the board by providing:
Administrative and organisational support
Guidance to ensure that the board works in compliance with the appropriate legal and regulatory framework, and understands the potential consequences for non-compliance
Advice on procedural matters relating to the operation of the board
Professional clerking may also involve designing structures and procedures for the sound governance of the organisation - particularly in larger and more complex organisations.
How would they define professional clerking?

14. Governance in the public sector
Boards are the guardians of the organisation’s vision, ethos and values: ‘No crooks; no cronies; no cowards’ The Tyson report, 2003

15. Being the clerk
The clerk is the ‘constitutional conscience’ of the governing board
and s/he should be accountable to the governing board
It is important that there is a clear separation of functions and lines of reporting
The main responsibility for managing the relationship between the clerk and the governing body should rest with the chair of the board
Governing boards need to make sure that the clerk receives adequate remuneration, is annually appraised, and receives appropriate training/support

16. Handout 1 Do these competencies reflect your role?
The competencies
Handout 1 Do these competencies reflect your role?

17. A model job description
Handout 2 Which area are you most confident about? And least?

18. 4. Supporting your governing board

19. My clerk keeps us on the straight and narrow, always giving accurate and sensible advice.
Having a good clerk makes the job of being chair manageable. Without a good clerk the job is just not possible to cope with.
My clerk always gets the draft minutes back to me within the week, so I can check them whilst it’s all still fresh in my mind.
A good clerk transformed my role as chair.  I had been doing a lot of the admin such as compiling skills audits and training records, and chasing meeting papers and actions.  I also spent much more time making sure that agendas were appropriate and that minutes were correct.  The clerk also helped the headteacher to be more efficient by helping with the compilation of meeting reports and contacting members of staff for information.  She improved communication with the governing body and increased everyone’s effectiveness.
A good clerk knows how to capture good governance and quality challenge in the minutes which can demonstrate effective governance. 
The impact of our clerk cannot be understated.  Her diligence, organisation, knowledge and doggedness ensured that we were ready for a ‘make or break’ inspection.  The quality of her documentation looked professional and gave us a lot of confidence at a very difficult time.  We would be lost without her.
What chairs say

20. The importance of agendas

21. Compiling agendas Format List or table?
Sectioned? e.g. Board Business (to include apologies, minutes, board appointments, urgent matters etc.) / Strategy (to include update on outcomes, senior executive leader report on progress with on key priorities, budget report etc.) / For information (next meeting, school events)
Items
Numbered
Purpose made clear e.g. to receive / to agree / to approve / to note
Lead
Role e.g. Chair / clerk / HT / SENCO
Papers
Numbered to match item number
Long documents to have page numbers
All attached i.e. none to follow (!)
Timings
Either items to be timed or groups of items to be timed so that expectations for how long each item will be discussed are managed

22. Barriers and challenges
Lack of realistic job description
Conflicts e.g. also being the headteachers PA
Lack of training
Lack of appraisal and performance management
Lack of time to do the job
Not having the confidence to advise / intervene when things go wrong
Timely responses from the chair / board / senior executive leader
Chasing papers
Tracking action points
Draft minutes not being reviewed by chair / senior executive leaders

23. 5. Developing your practice

24. Options for development
Explore training options with your local authority or a neighbouring authority or teaching school alliance
Keep up to date with organisations like NGA and ICSA
find the NGA Clerking Matters area of the NGA website, get involved with the NGA’s clerking network, come to NGA clerks’ conferences,
Create your own local network and share practice
Register for a government funded national training programme

25. NGA Leading Governance

26. Development for clerks

27. Clerking does matter
Professional clerking is required and is not a luxury
Professional clerks have the knowledge, skills and behaviours required to do the job properly …
… and know what constitutes professional clerking and should be properly recognised for this
Professional clerks supporting their governing board …
… and governing boards should support their clerk by ensuring that they can develop their practice