Skip to content

Skills matrix

For the helpdesk team

The skills matrix is the chair and clerk’s tool for understanding the governing body’s collective competence — and spotting gaps. Every governor self-rates against a set of categories; the matrix shows the result as a heatmap.

  • Categories — finance, education and curriculum, safeguarding, HR, premises, governance, IT/data, etc. Set per trust; seeded with a typical set.
  • Categories have weights — used in the rolling average so a proficient finance score weights more than a competent general-management score when calculating overall coverage.
  • Each governor rates themselves on a five-point scale: None / Aware / Competent / Proficient / Expert, with optional notes.

The page renders a table: categories as rows, governors as columns. Cells without a rating render as ungraded (visually amber). The aggregate per category — the rolling average — appears in a header row.

  • Green category aggregate (≥ Competent average) — board is reasonably covered.
  • Amber — coverage is patchy. One specialist; their absence creates a hole.
  • Red — no one’s rated themselves competent or above. Recruitment priority.
  • Recruitment — review before approaching new governors. Target the red columns.
  • Committee placement — assign governors to committees that play to their strengths.
  • Training — sponsor CPD for the amber columns where you can grow internal capacity.
  • Reporting — the trust’s annual report often references the skills picture.
  • Self-rating is just that. A medium rating from a chartered accountant probably means more than a high rating from someone using finance loosely. Use the matrix as a prompt for conversation, not a final answer.
  • New governors with no rating yet skew the matrix toward red. Don’t draw conclusions until everyone’s rated.
  • The matrix doesn’t recognise the difference between governor and trustee — both rate against the same categories. If you want them split, filter the table view by role.