Navigating governance in the independent schools system

Overview

A prominent co-educational prep school in Surrey, known for its commitment to 13+ education, recently underwent a multi-year period of sectoral, political and operational change. The governance body is providing structured leadership during this time, focusing on institutional resilience, leadership transition and strategic planning, while maintaining stability for staff, pupils and families in an environment where financial sustainability is even more critical.

Context

The school operates in a competitive independent schools market increasingly shaped by financial and policy shifts, including:

• The introduction of VAT on school fees (January 2025)

• The loss of business rate relief for independent schools (April 2025)

• Managing the impact of the Teachers' Pension Scheme

• Uncertainty generated by wider political debate on the role of independent education

• Increased consolidation activity from school groups and private equity investors

• Rising affordability concerns among families

• Stronger demand for mental and emotional stability alongside academic provision

Strategic Priorities

The board identified and responded to several high-level challenges:

• Collective defined the school's strategy

• Managing the recruitment and appointment of a new Head

• Strengthening governance structure and oversight

• Supporting school preparedness for a successful regulatory inspection

• Preparing for and responding to national policy developments

• Upholding commitment to a broad, values-based 13+ education model

Board Actions and Governance Measures

1. Leadership Transition

• Oversaw the recruitment of a new Head, using a structured and inclusive process

• Delivered continuity planning and clear communication with staff and parents throughout the transition

• Aligned leadership succession with long-term strategic aims

2. Board Strengthening

• Appointed new governors with relevant expertise required to take the school forward

• Reviewed committee structures and composition

• Implemented routine board evaluations and training to support effective governance

3. Policy and Financial Strategy

• Undertook financial scenario planning in response to VAT and loss of reliefs

• Reviewed fee-setting frameworks and hardship support

• Maintained an evidence-led approach to policy engagement and institutional risk

4. Community Engagement and Inspection Preparation

• Commissioned detailed parental surveys to assess satisfaction, communication and confidence in the school

• Acted on feedback to support service improvement and pastoral responsiveness

• Successfully prepared for and completed an Independent Schools Inspectorate (ISI) inspection in late 2024, with strong results across the assessed areas

Outcomes

• Smooth Headship transition with continued alignment around school values and direction

• Strengthened board governance, oversight and collective decision-making

• Positive inspection outcome validating educational and pastoral strategy

• Strong parental engagement and confidence as measured through annual survey data

• Continued delivery of high-quality outcomes at prep-prep through to year 8

• Clear position maintained on remaining an independent, stand-alone school despite consolidation approaches from external operators

Impact

Through structured governance, scenario planning and stakeholder engagement, the school has sustained operational continuity and educational quality. It has maintained focus on delivering a broad, inclusive and academically rigorous education, while providing pupils with a stable and nurturing environment in a period of wider uncertainty.

Conclusion

This case study demonstrates how clear strategic governance, grounded in shared accountability and careful planning, supports independent schools to navigate sector disruption, maintain their mission and deliver consistently high standards. The approach taken here reflects wider trends in the sector, where governing bodies must now combine fiduciary discipline with long-term vision and community responsiveness.