Governors need to be clear about their responsibilities and act accordingly. Responding to a suggestion that there should be smaller governing bodies federated or shared across schools, Anne Marie raised her concerns that such bodies would lose touch with the schools and lose the close relationships and knowledge which are key to effective governance.
Anne Marie Morris (Newton Abbot) (Con): The concept of a temporary executive board underlines the question of what exactly should be the role of the head teacher—we need clarity on this—which I had always thought to be executive, and the governing body, which I had always thought to be non-executive. In a sense, if we are talking about establishing an executive body, we must question whether the non-executive piece has done the right job. However, I am not sure whether we can equate the work of an executive temporary body with that of the governing body. I am interested to hear about the clarity that we will need between executive and non-executive bodies.
Neil Carmichael: That is an interesting question, but what I am trying to sketch out is the nature of the board itself. A board of 20 members and stakeholders, which effectively salutes the status quo and wants the status quo to be maintained, is a different thing from a smaller, more flexible and more responsive board that is charged with the task of improving the school. That is the distinction that I am trying to draw out, and we should have that in mind when we think about future governing bodies.
Anne Marie Morris: I assume that in all this discussion my hon. Friend still recognises that there is a real value in the governors’ relationship with and understanding of the school. The point, probably, is to look at all the players and ensure that they all play their part appropriately, because it would be unfortunate if the governance structure became so dislocated that it became a form of Ofsted. I do not think that is what even my hon. Friend wishes to see.
Neil Carmichael: Absolutely, my hon. Friend is right. It is not wise to say that we will go in completely the opposite direction. There is a balance to be struck, which is that where there are neighbouring schools with common interests and common issues that would benefit from a federal or partnership model of governance, that model would be good and should be welcomed. However, where there is a school that clearly does not fit that description, that type of model would not work. It is up to governing bodies to think that matter through. I am simply saying that the federal or partnership model of governance is one that we should promote where it is useful and relevant.