Emergency Governance Support – Academy Management Committees (AMCs)

An academy management committee is a concise emergency body of governance that is put in place to either replace a governing body that has been removed, or to support and boost capacity of a trust board that is in significant difficulty for one reason or another.  

I have been on such an AMC for a little over six months now and have had the opportunity of working very closely with the ESFA and RSC office to be part of effective governance where it was missing. It’s not just NLGs who help out in this way, highly effective trustees with a proven track record can be asked, all with the directive of rapidly improving governance.

It has given me the opportunity to reflect on the best practice principles we all strive towards, and observe that despite the best of intentions that it is easy for trustees to inadvertently let things slide. National Leaders of Governance are asked to support the chair of trustees and trust boards as well as being asked to step in to fill gaps on trust boards where there are emergency capacity issues or skills gaps, for a trust that is in serious strife. This can be for a short time, or sometimes a few months or more.

Challenge is a word used frequently in governance. Effective challenge is absolutely necessary and something different. Without it, and without properly holding leaders to account, there is the risk of serious mismanagement and infrastructure failing and those life chances of children in our schools being directly affected. This can lead to major issues.

Where an AMC is put together by the RSC, those individuals are tasked with getting up to speed very quickly, to effect rapid improvement to governance and therefore outcomes.  It is a tough task and doesn’t usually allow the luxury of time to unravel the complexities of each case at leisure, but to immediately get to grips with the issues at hand.  Where a normal induction process would be, is a rapid instance of “getting up to speed” and highlights the importance of key strategic information that is accurate and reliable, timely and clear. Effective communication is as critical, as well as having the right skills in place to cover the needs of the school, or trust. Regular meetings and monitoring is essential as is the full cooperation of the school leaders and CEO.

What is crystal clear to me is that the importance of effective governance is never underestimated by the ESFA or RSC, indeed highly valued and expected as an integral part of the solution. Where governance is weak, they will take strong steps without delay, in the interests of the children. Support and working in partnership with the ESFA and RSC go hand in hand,  and I have learned and valued the experience gained. Partnerships with our regulatory bodies is not to be feared, but welcomed and embraced if we are to get the rapid progress and improvement necessary in some cases.

If you would like to discuss reviewing your trust governance practices, please get in touch with Sally Timmins.