School Governors

Anne Main Excerpts

Wednesday 24th October 2012 Westminster Hall

[Neil Carmichael]

That is a really good question, to which there are two answers. If you have everything corralled off into stakeholder groups, you are—are you not?—limiting the number of people who you can recruit. By definition, the pool is necessarily smaller. If you say that you must have parent governors or local authority governors—

[Mrs Anne Main (in the Chair)]

Order. I have waited quite a while before saying anything, but may I now issue a gentle reminder to the hon. Gentleman? Quite a few hon. Members seem to be speaking directly to him rather than through the Chair. I have not had any input into this matter, so I advise the hon. Gentleman to direct his comments through the Chair.

[Neil Carmichael]

That is a really important point, Mrs Main. I am suitably chastened.

If a governing body is recruiting from a relatively small pool, it will, by definition, be harder to recruit. That is my first point. My second point is whether we need to have 20 people sitting around the table. Should we not be looking at smaller governing bodies?

Governing bodies should recruit people from outside the education field as well, because it is imperative that schools have a better relationship with businesses, thereby improving career opportunities for their pupils. Part of a governing body’s role is to provide an interface between the school and future employment and further and higher education.

Let me now focus on the role of the chairman and the need for them to be properly trained and, possibly, remunerated. If we want someone who is going to spend quality time with the head teacher and who is able and willing to challenge them and to support them when they are implementing necessary changes, we need someone who has the commitment, the appropriate professional skills and, if necessary, the reward. I want to put on the table now the idea that we should be remunerating people. This is not a new idea, and it has been advanced by others, not least the chief inspector at Ofsted, and we need to consider it very carefully.

Another element of the role of the chair is whether or not they have been formally assessed. We need to introduce a system in which assessment is rigorous. We do not want a few old friends gathering around for a cup of coffee, slapping one another on the back and saying, “Hey, you have done a really good job.”

The other key person in a governing body is the clerk, and they must be someone who is capable of taking notes, ensuring that meetings run properly and advising the governing body on its statutory responsibilities and any other legal implications of its actions. I have seen too many governing bodies struggle without such advice and make inappropriate and sometimes quite useless decisions.

An issue that I have already raised in relation to one of the reports is whether, when parents have lost confidence in the school governors, they should be able to dismiss the governors en masse. That would be a final accountability mechanism that was not necessarily used often, but which was an ultimate threat. Such a mechanism would ensure that governing bodies were mindful of the need to interface properly with the parent body.

Those issues are important with respect to the chair and other aspects. On the structure of governance, I want to focus on three areas. First, it would be sensible to think in terms of more federal structures for governing bodies. The evidence is—this certainly shows up in the academies programme—that where we have governing bodies looking after more than one school, the likelihood of outstanding schools being developed is much higher. That is a statistical fact and one that we need to note. However, it is also important that we bear it in mind that good schools can spread best practice to the schools that need to improve, and through a federal or a partnership model of governance, that might happen more often and more readily. It seems to me that that is a direction of travel that has already started with the academies programme, but it should be promoted.

--- Later in debate ---

[Mr Robin Walker (Worcester) (Con)]

I am grateful to my right hon. Friend for giving way and to my hon. Friend the Member for Stroud (Neil Carmichael) for securing the debate. I apologise for missing some of the opening remarks.

My right hon. Friend points out the financial challenges that a number of authorities and schools are facing and with which governors are grappling, but does he agree that, for governors to be able to do their jobs well and to do their best for their school, transparency and clarity in education funding is absolutely vital so they know where they are heading? Will he join me, therefore, in calling on the Government to provide greater transparency on the new funding formula as soon as possible, certainly before the next general election?

[Mrs Anne Main (in the Chair)]

I am sure the right hon. Member for Hazel Grove (Andrew Stunell) will stay within the remit of the debate.

[Andrew Stunell]

Within the scope of the debate, I entirely agree with my hon. Friend the Member for Worcester (Mr Walker).

My hon. Friend the Member for Stroud mentioned the role of school clerks. School clerks, like parliamentary Clerks, are a vital link, and just as parliamentary Clerks ensure that we stay on track by giving us wise and sound advice, so it should be for school governors. I draw the attention of hon. Members to an extremely good programme run by the National Governors’ Association to find the school clerk of the year. There are regional rounds, a national round and, ultimately, a national school clerk of the year. I ask my hon. Friend the Minister whether the Department for Education will consider giving more encouragement to that process so that there are higher levels of participation, and using that to raise standards and improve the spread of best practice across the country. The Department might achieve through promoting excellence what may be much harder to achieve through a strong regulatory framework. I offer that suggestion in the spirit of helpfulness for which I am famous.

We need also to make sure that governors take a strategic view of their role. I entirely agree with my hon. Friend the Member for Stroud about them not getting too hooked up on the size of the chairs or the colour the toilet is painted, or even what days off the school should have. Instead they should be considering the important strategic issues of staffing, training, the delivery of education, and the relationship of the school to the community. There is a huge job to be done in that respect.

I urge the Government and Members of the House to work with governors, and not to impose things on them as we develop the support that they undoubtedly need for their more responsible and challenging role under our new arrangements. I want to add to the thanks that have been given for all the volunteer work that school governors do, and for the effectiveness of so many school governing bodies in raising standards and playing an active and effective part in providing good education. The debate is an opportunity to celebrate those things. I hope that the Minister will tell us that in the years ahead we shall go beyond celebration to support—and results.

[Tristram Hunt (Stoke-on-Trent Central) (Lab)]

It is a great pleasure to serve under your chairmanship, Mrs Main, and to follow the right hon. Member for Hazel Grove (Andrew Stunell). It is always a joy to discover people who realise after they have left the Government that the rhetoric about localism and decentralisation is suddenly not as true as they thought. Perhaps in time, the right hon. Gentleman will discover the same things about the Department for Communities and Local Government as he has discovered about the Department for Education.

I thank the hon. Member for Stroud (Neil Carmichael) for securing the debate, his interesting practical suggestions and his work on the question of school governors. Like him, I pay tribute to the 300,000 people who serve as school governors in communities, as well as to governors in my constituency of Stoke-on-Trent Central. We, like many cities, could do with more, and higher calibre, school governors—there is no point in hiding from the Ofsted figures on the quality and satisfactoriness of governors—but I am not sure whether the Government’s education reforms are helping to improve governor capacity. In short, the confusing morass of competing initiatives arguably undermines the capacity for local leadership and muddies the waters as to what is required of a governing body. That relates to the importance of building capacity before we establish a vacuum in local governance, rather than finding that a situation has arisen and thinking about how to resolve it.

That point is particularly relevant to academies. The speed and slapdash nature of the academy conversion process under this Government is putting at risk people’s willingness and ability to serve their schools. That is, first, because of the competing powers of academy sponsors and existing governing bodies. Governance provisions for converting to an academy set only minimum requirements and allow for a reduction in size and composition of the governing body. The laxer rules are more open to abuse. As we heard from my right hon. Friend the Member for Exeter (Mr Bradshaw), in academies a lack of governor control can be particularly worrying. Indeed, there are widespread reports of academies selecting their own governors or manipulating the process. If we are interested in proper accountability and a proper non-executive role for governors, we must sort out the relationship between sponsors and governors. Evidence shows that where such changes in governance have taken place previously, the governors nominated by parents, staff and the local authority are the casualties.

I am not ideologically opposed to the academy programme. There are some able academy sponsors in Stoke-on-Trent—notably Stoke-on-Trent college and the Church of England diocese of Lichfield—but aggressive takeovers of governors can put communities’ backs up and affect the success of the academy conversion process. Furthermore, what is happening represents a massive centralisation and accrual of power by the Secretary of State. I always thought that conservatism was about the little platoons of society. I thought that the big society was an attempt to revive the great teachings of Edmund Burke for the 21st century. Instead, we have in our Secretary of State, with his minions, a Jacobin centralist of whom the Rev. Richard Price would have been proud. The Government are intent on gutting local communities and local democracy to hand over the practice of teaching and the inculcation of citizenship often to carpet-salesman chains and car dealerships.

[Mrs Anne Main (in the Chair)]

Order. I am sure that the hon. Gentleman is going to get back to the debate on governors, rather than carpet salesmen.

[Tristram Hunt]

Absolutely, Mrs Main.

Since the Education Reform Act 1988 came into force, the Secretary of State has accrued an extra 2,000 powers, including on questions of local school governance. Indeed, the Secretary of State, not Parliament, has almost total de facto control over what schools do, even including the curriculum, thereby subverting the role and contribution of a governing body. There are now often no intermediate bodies or forms of civil society standing between the head teacher and the Secretary of State. That is a recipe for the arbitrary misuse of power—something that the Tory party was originally established to fight against in the late 17th century. Surely good school governance is about respecting local democracy and civic engagement. It is about having the right people round the table with the right composition of skills and a balance of capabilities, and providing effective strategic oversight, not day-to-day management. The comments of the hon. Member for Stroud on the role of federations in that context are particularly germane and interesting.

Good school governance is about conducting professional recruitment procedures, drawing on specialist expertise, and, where necessary, holding teachers to account in the interest of parents and pupils. Like my right hon. Friend the Member for Exeter, I have experienced in Stoke-on-Trent a situation involving a strong-willed and arguably devious headmaster and a governing body that was unable to take control. It was up to the local education authority to step in and deal with that situation. Had that happened in an academy, I would have been worried about the teaching of those children and their prospects.

To act properly in such situations, governors require the right support. They need professional induction training and professional clerking services. I take the points made about mandatory training and the costs involved, but we want that to become almost the norm, without it necessarily being mandatory. Although that requires greater professionalisation and dedication on the part of governors, it also requires wider respect for that role from the Secretary of State and the Government. We have had the Teach First campaign, which the Labour Government successfully inaugurated, but what about a “Become a Governor” campaign—not necessarily with a picture of Arnold Schwarzenegger? Instead of talking governors down and undermining their role in the school ecology, we should celebrate them as civic heroes. We need, as the right hon. Member for Hazel Grove suggested, to raise their esteem. That is what the 2010 report suggested. Instead, the Secretary of State has condemned those civic-minded individuals

“who see being a governor as a badge of status, not a job of work.”

Surely, it should be both, as I am sure it is in St. Albans, Mrs Main. It should be a mark of status and should be taken seriously and conscientiously as work. Just as with the stakeholders-versus-skills question, this is not an either/or option.

As the Government’s reforms grind on and local education authorities are stripped of their functions, the role and importance of the governor will only grow. When we think about such questions in the Labour party, we always have in our mind creating brilliant schools in local communities. The Government—a Conservative Government, of all things—seem concerned with denigrating governors’ volunteerism, undermining their capacity and transferring all power to Whitehall functionaries rather than local champions. If we want true governors creating great schools, we should focus on capacity-building, training and raising their esteem.

[Mrs Anne Main (in the Chair)]

I call the Minister— [Interruption.] Sorry, I call Kevin Brennan. The Minister has a few more minutes.