Michael Gosling

I believe that an Advisory Board (AB) can only reach its optimal level of performance if it is representative of the sector in every respect. This is multi-layered: We know that an AB’s membership will be cross-phase, but I believe it also requires a range of different educational experiences e.g. working as part of a small, developing Trust as opposed to a larger, well-established one, is a vastly different experience. Furthermore, as well as containing those with the relevant expertise, an AB’s membership should also have evidenced a strong social conscience in its work to date.

In my role as CEO of an expanding Trust for the last six years, I have been well placed to understand the challenges associated with the continuing development of the academy sector, both as a whole and within a growing Trust. Whilst we are now more than ten schools (from ages 2 to 18), spanning five local authorities, we are still learning. It is empathy, borne from this perspective, which I would bring to an AB. I also strongly believe that an AB’s role should be one of guidance and support; its membership accountable to the educational leaders in the region it serves.