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The Nolan Principles
In 1994, the UK government established a Committee on Standards in Public Life. The remit of the committee was to make recommendations to improve standards of behaviour in public life. The committee was chaired by Lord Nolan, and the first report of the committee established the seven principles of public life, also known as the “Nolan principles”.
The Seven
Principles of
Public Life
Selflessness
Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other benefits for themselves, their family or their friends.
Integrity
Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties.
Objectivity
In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.
Accountability
Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.
Openness
Holders of public office should be as open as possible about all the decisions and actions they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands.
Honesty
Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.
Leadership
Holders of public office should promote and support these principles by leadership and example.
Governors should also be mindful of their responsibilities under equality legislation, recognising and encouraging diversity and inclusion. They should understand the impact of effective governance on the quality of education and on outcomes for all children and young people.
In addition, all those involved in governance should be:
Competency Framework
Attributes
Committed
Devoting the required ambition, time and energy to the role to achieve the best possible outcomes for young people. Prepared to give skills and knowledge of development for themselves and others for highly effective governance.
Confident
Of an independent mind, able to lead and contribute to courageous conversations, to express their opinion and to play an active role on the board.
Curious
Possessing an enquiring mind and an analytical approach and understanding the value of meaningful questions.
Challenging
Providing appropriate challenge to the status quo, not taking information or data at face value and always driving for improvement.
Collaborative
Prepared to listen and work in partnership with others and understanding the importance of building strong working relationships within the board and with executive leaders, staff, parents and carers, pupils, the local community and employers.
Critical
Understanding the value of critical friendship which enables both challenge and support, and self-reflective, pursing learning and development opportunities to improve their own and whole board effectiveness.
Creative
Able to challenge conventional wisdom and be open-minded about new approaches to problem-solving; recognising the value of innovation and creative thinking to organisational development and success.
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