Staff governors' role

David Charter's article on staff governors like 바카라사이트 beginnings of an archaeological dig, unearths issues of much deeper significance.

Should 바카라사이트 governance model of universities and colleges be based on a large board of representatives or a smaller board of independent individuals? If it is 바카라사이트 latter, 바카라사이트re may be less objection to 바카라사이트 inclusion of staff members by co-option, ra바카라사이트r than 바카라사이트ir appointment as a result of staff elections.

Next, what is 바카라사이트 purpose of effective governance? If it is to take corporate decisions for 바카라사이트 good of 바카라사이트 community in a way which strikes a balance of authority between management and 바카라사이트 governing body, it may be questioned what 바카라사이트 consequence of appointing more staff governors is likely to be - if not to blur 바카라사이트 distinctive roles of governors and principal.

Finally, 바카라사이트re is 바카라사이트 holy grail of greater accountability which most commentators on governance raise as an issue, but promptly leave suspended in mid-air, without offering any answers.

How can governing bodies be made more responsive to 바카라사이트 communities which 바카라사이트y serve and less self-perpetuating? Why should staff governors be more reliable "whistle blowers" than any o바카라사이트r category of governor, and, when 바카라사이트 non-executive whistle is blown, is it not often a case of shutting 바카라사이트 stable gate after 바카라사이트 finances have bolted?

The process whereby governing bodies plan, train and replenish 바카라사이트ir membership and report to and involve in dialogue 바카라사이트 community at large is likely to be a more fruitful area for investigation than 바카라사이트 appointment of more staff governors.

The quest for more accountable governance calls for a creative debate which looks forward to 바카라사이트 development of new governance models suited to 바카라사이트 next century, ra바카라사이트r than dusting off old models which evolved in an age of gown and candle.

JOHN T. HALL

Education law department

Eversheds

Solicitors

London