In schools, it has become a common refrain: there are no easy decisions left. Whether it鈥檚 allocating shrinking budgets to meet growing SEND needs, deciding whether to close schools with falling rolls or restructuring to stay financially viable, leaders are confronting choices that carry both moral and material weight. But while CEOs and headteachers often carry the visible burden of these calls, it is easy to overlook the critical role of governance, frequently supportive and guiding, but sometimes too passive or out of step with the pace and complexity of change.聽 And yet, boards remain the ultimate decision-makers. They approve the budget, set strategic direction and hold leaders to account. In times like these, when scrutiny is high and stakes are even higher, the question is not whether governance matters, it鈥檚 whether boards are equipped to lead with clarity, confidence and impact. It is one of the few levers capable of steering schools through uncertainty while protecting long-term outcomes. And yet, the development of boards too often stops at clarifying roles or ensuring compliance. That鈥檚 not enough. What鈥檚 needed now is a more ambitious vision for governance鈥攐ne that is strategic, evidence-informed and built on strong relationships. In a system under pressure, board culture becomes a critical variable. Governance should be where the most difficult trade-offs are aired and interrogated鈥攚here data is shared transparently and decisions are grounded in trust and accountability. Instead, there is a risk that boards鈥攕tretched for time, made up of volunteers and often lacking comparative insight鈥攃an fall into either micro-management or disengagement. In neither case are they supporting leaders to do their best work. We need a more ambitious vision for governance But how good is our governance really? Sector frameworks like those from the Confederation of School Trusts and the Department for Education have raised the bar for clarity and consistency. We have a much clearer picture of what good governance should look like, but we do not yet see the full picture. We now need to dive deeper into how governance actually plays out. We need to build national insight into how decisions are made under real pressure, how boardroom cultures operate, and whether those responsible for scrutiny and strategy truly share a common understanding with executive teams. We need to start thinking carefully about how we build the requisite capacity and culture of our boards. From our work across the sector, we鈥檙e beginning to see patterns emerge in the trusts that are best able to govern through uncertainty. These boards do three key things: They define what matters most. In a world of infinite demand, they help pinpoint the non-negotiables and give leaders the space to focus. They lean into discomfort. They don鈥檛 shy away from tough conversations about morale, exclusions or persistent absence, understanding that challenge鈥攚hen grounded in trust鈥攊sn鈥檛 a threat but a necessity. And they treat governance as a strategic asset. They don鈥檛 just sign off plans; they shape them. They bring perspective, ask the right questions and help leaders see the horizon. Such insights shouldn鈥檛 remain anecdotal. In a sector that demands accountability and continuous improvement, it鈥檚 time to take governance just as seriously. We wouldn鈥檛 accept a school improvement plan that lacked evidence, benchmarking or structured reflection. So why accept governance arrangements that rely on goodwill, assumptions and opaque expectations? That鈥檚 why we need a clearer picture of governance in practice鈥攚here it鈥檚 working, where it鈥檚 under strain, and how boards and executive leaders can collaborate more effectively. And that is why ImpactED have launched , a new national research project aiming to build sector-wide insight into governance culture, capacity and effectiveness. It鈥檚 just one example of a growing recognition across the sector: that governance matters more than ever, and that we need to learn more, together, about what makes it work. We’re now inviting schools and trusts to take part in the research and receive nationally-benchmarked and actionable insights. To join the research group, get in touch at hello@impactedgroup.uk