Education and Adoption Bill (First sitting)

Bill Esterson Excerpts

Tuesday 30th June 2015 Public Bill Committees

[The Chair]

I am afraid we have time for only one more question, and I hope it will be brief.

[Bill Esterson (Sefton Central) (Lab)]

Q 18 We have talked predominantly about secondaries. What about primaries? What is the impact of the draft regulations on coasting when it comes to primaries?

Robert Hill: It is a threshold measure, as I understand it. If you get above the 85%, you are let off the hook. There will be a lot of primaries that will be above that measure where there will potentially be quite a lot of coasting going on. It seems to me that when people thought that the Government was going to act on the concept of coasting, they thought it was going to be seeking out underperformance in good or outstanding schools. In primaries the extent it might do that will be pretty limited.

[Bill Esterson]

Q 19 Rebecca, you said that identifying coasting primaries would be more difficult.

Dr Allen: I did. On the current definition, which includes a threshold measure—65% achieving level 4—and a median progress measure, by including the threshold measure you are knocking all of your schools that serve affluent communities out of having any risk of being deemed to be coasting. You have to be okay with that happening. If you are not okay with that happening, there is a simple solution: just cross out the threshold part of the measure and base it purely on progress. I would recommend that that happens.

The second thing to say about primary schools, which is serious, is that some primary schools are very small. When you have small schools, the measures of progress made by children from one year to the next are a relatively poor reflection of the true underlying quality of teaching and learning that are taking place in the school. The consequences of that are not quite in the direction that you think. A small primary school is going to have very volatile progress measures, which is not necessarily bad, under the definition of coasting; under that definition, a school has to be bad for three years in a row. The risk is that for very small primary schools—by which I mean a one-form entry and below—there will be poorly performing schools that manage to always just about escape being deemed to be coasting, because they maybe get lucky one year in their intake. This is an issue and means that the proportion of schools that are deemed to be coasting will relate to the size of primary schools.

[The Chair]

Thank you. I am sorry that the evidence session was shorter than we might have wished, but thank you for your contribution.

Examination of Witnesses

Malcolm Trobe, Sir Daniel Moynihan, Richard Watts and Emma Knights gave evidence.

--- Later in debate ---

[Kevin Brennan]

Q 46 On that point, Councillor Watts, the Minister used a piece of data at the beginning. He said that sponsored academies have improved more quickly over the past four years than all local authority schools, which is hardly surprising, is it?

Richard Watts: I am sure it is not. Some of the most interesting comparisons are like-for-like ones. Putting to one side the politics of this, I urge the Committee to consider the Sutton Trust report on this, which looked at the capacity of schools. It found that of the 20 academy chains considered, three produced above-average results, including Harris—on which, enormous congratulations to Daniel—and that of 100 local authority schools, 44 produced above-average results. As I say, you can pick data that show any point you wish. I do not think there is any overwhelming data that show the governance model to be the defining thing in the quality of a school.

[Bill Esterson]

Q 47 Should high-performing local authorities be allowed to take over coasting academies?

Richard Watts: There is a real challenge that the Government will face in pushing through this legislation: the capacity of high-quality sponsors to take on more schools. There are some excellent sponsors and there are some not so good sponsors. We have seen that capacity problems can develop where sponsor chains expand very quickly. The Department for Education has rightly intervened in a number of those rapidly expanding chains. If you are going to expand the pool of high-quality sponsors, it is common sense that good quality local authorities, or even outstanding maintained schools, should be able to become sponsors.

[Bill Esterson]

Q 48 Sir Daniel, do you agree that local authorities should be able to take over if they are high performing?

Sir Daniel Moynihan: I don’t, actually. No.

[Bill Esterson]

Q 49 Okay. So we are not interested in high quality.

Sir Daniel Moynihan: It depends. How do you define local authorities as high performing? They are not directly responsible for the management of their schools, so what does that mean? If the schools in a local authority are doing well, does that mean the local authority is high performing? I think the headteachers of those schools would have something to say about that; their view would be that they have delivered.

Emma Knights: Or the governors.

Sir Daniel Moynihan: So if those heads and governors could take over schools, yes, I would agree with that.

[Louise Haigh (Sheffield, Heeley) (Lab)]

Q 50 While we are talking about data, the Local Schools Network has managed—incredibly, given the lateness with which the Government made public the regulations last night—to crunch the data and has found that 814 secondary schools would be defined as coasting under the Government’s regulations. Some 342 of those are academies, a high proportion of which are converter academies. That is surprising given that, as the Minister points out, those would have been good or outstanding when they were converted, but 125 of them had a progress 8 value added measure. Is progress 8 wrong, or is the Government’s definition of “coasting” wrong?

Sir Daniel Moynihan: Do you mean that they had a positive progress 8 measure?

--- Later in debate ---

[Caroline Nokes]

Q 66 We heard from the last panel—apologies, but this is again directed at Zoe—that geography is important when it comes to multi-academy trusts and that the region had an impact. It was easier to manage academies if they were in close proximity to each other. From your experience, what do you think there is by way of capacity in your area, were a number of the primary and secondary schools to be required to become sponsored academies? Is there the capacity there in the shape of sponsors?

Zoe Carr: One of the successes of the regional schools commissioner board for the north of England has been to increase the number of small sponsors coming forward who are prepared to take on one or two more schools. That has been a real benefit of the work that our regional schools commissioner has been involved in with the wider board over the past year that they have been in office.

I certainly see proximity as an important factor. We have staff who I know personally, because I have worked in each of the four schools. If I see a particular need on leadership in a school, we bring together our teachers and our leaders at all levels to work together to solve the problem, or to coach or to mentor. In that way, I have seen the rate of improvement in our schools go up much more quickly than if we did not have that talent bank within our organisation to draw on.

It is important that, within that local context, you stay connected to the local area. One of our schools is a teaching school, and we have lots of schools within the alliance that are both academies and maintained schools. It does not make any difference to me where the support comes from. We work with outstanding maintained schools and with outstanding academies to serve our own ends. Wherever the support is most appropriate, that is where the support will come from.

[Bill Esterson]

Q 67 Dr Major, the evidence that the Sutton Trust came up with suggested that, overall, multi-academy trusts—chains of academies—are not performing as well as local authorities, when it comes to looking after the schools they are responsible for. Given that academies are increasingly where we are going—and this legislation is going to accelerate that process—what is the answer? How do we make sure that sponsors improve so that they are outperforming the existing system?

Lee Elliot Major: We found that overall there was a variation. Some academy chains were doing incredibly well and improving attainment progress and others were not. We tried to look at the factors behind that. Basically, they are the things that we all know about: good leadership and a focus on teaching in the classroom. All our evidence suggests that that is the one major issue in schools. If you have good leadership that focuses on that, you will get results. It sounds simple, but that is the basic issue that the evidence throws up.

Over and above that, we found that the successful chains had steady growth. They were not taking on too many schools too quickly. They had a clear strategy for school improvement. They had geographical clusters of schools, which I think you were alluding to earlier.

What should you do to encourage that? I am in favour of Ofsted inspecting chains of schools as well as schools themselves. We are heading in that direction. We may come to this point later, but I think the accountability measure should explicitly look at disadvantaged students as well. When we talk about thresholds of 60% or 85% being over a certain grade, or progress measures, we should apply those to children as a whole, and also to those children from poorer backgrounds. I would therefore measure academy chains alongside those data.

[Bill Esterson]

Q 68 Will you say a bit more about the accountability measure you are looking at for disadvantaged children?

Lee Elliot Major: Our argument would be that the accountability measures that we are discussing here, for example, for coasting schools or for inadequate schools are as follows. At the moment, you have general accountability measures, which say that children need to get over a certain proportion of grades to be successful. We would say that you should have an explicit separate measure, to which schools should be accountable, which would measure that for disadvantaged children—those on free school meals.

[Bill Esterson]

Q 69 You mentioned the quality of leadership and teaching. Emma Knights mentioned that the accountability measures and the increasing complexity are not helping governors to recruit school leaders. What are your thoughts on what Emma Knights told us?

Lee Elliot Major: There is some real challenge here. I would argue that one of the biggest challenges facing schools now is recruitment. You will all know about the situation with both maths and English teachers. We all need to think about that. One of the big challenges is getting good teachers into the system. The second challenge is how to develop teachers. I still do not think that we have a strong enough system in this country to develop teachers to observe and appraise each other. The biggest variation in teaching is within schools, not between them. It is perhaps outside this Bill, but we need a stronger programme of development and learning for teachers and we also need the leaders. We need more leaders and I think that will come from the system.

[Bill Esterson]

Q 70 Coming back to the point about accountability measures and the changes that the Bill will bring about, are there things that you think we should look at as we examine the Bill line by line? Are there things we should look at changing to reduce the concerns that Emma Knights raised about recruitment?

Lee Elliot Major: It is difficult. I think you have to go outside the Bill. I totally agree that you have to have strong accountability measures, but they have to be counterbalanced with very strong professional development of teachers. All the international evidence suggests this. The countries that do best in education have strong autonomy and accountability, but also a very strong sense of how they are going to develop their teachers. I am not sure whether that is in the scope of the Bill, but I would say that you need that counterbalance.

[Bill Esterson]

Q 71 A question for Tim Coulson. Where will the additional sponsors come from to meet the expansion in the number of academies?

Dr Coulson: The additional sponsors will come from schools that Zoe has described. The really big trusts such as Harris have limited additional capacity, although they are terrific and we are delighted when they do agree to take on another school. However, even in the last couple of months since the direction of the Bill was announced, I have been encouraged that I have been contacted by more schools in the region I work in which are interested in stepping up and starting to set up their own multi-academy trusts. For me, the big capacity to generate is, locally, the very best school in an area, to set up a trust that is capable of running three or four schools. That is the main area of capacity that we need to grow.

[Bill Esterson]

Q 72 How will you assure the quality of those sponsors? We have seen some high-profile problems. How will we avoid those?

Dr Coulson: There are two things. One is that the system is learning a bit about sponsors—those that have been successful and those that have been less successful. The work that Zoe described about headteacher boards has brought greater scrutiny by headteachers of those kind of decisions. That has been a very helpful development in the last year. When someone wants to be a sponsor, they have to go through various processes when they apply. Potential sponsors now have to go into a level of detail, and they have to demonstrate why they would be any good at this, what the governance is and all those kinds of things. Certainly on this the bar has been raised very significantly, even in the last 12 months.

The second thing is the work we have begun to do in the last year to hold academy trusts accountable much more quickly when schools do not appear to be doing as well as we would expect. There is also the use of mechanisms in the funding agreements that allow us to give warning notices and pre-warning notices to academy trusts, which make clear that, unless things change, we will have to move schools from one trust to another.

[James Berry (Kingston and Surbiton) (Con)]

Q 73 I should say that I am a primary school governor. Dr Coulson, there are different tools for improving academies. Could you briefly explain a little about those? I understand that the Government will extend those methods to failing and coasting schools.

Dr Coulson: In terms of improving academies, when those academies that I have got to know in the last year have not been going successfully, crucially, the kind of measures which led to improvements have brought much greater local support. Typically those schools that have struggled are rather dispersed from other schools in their trust. They are schools which do not really have a local understanding of their area, and have struggled to succeed in the progress debate of the children, who typically are in quite low attaining schools. It has been about leadership, as you have heard many times. It has been about the academy trust being able to draw on the local leadership capacity that perhaps they had not previously had. It has been about bringing in fresh leadership to have a fresh look, and sharing some of the key people, whether they are heads of English or heads of maths. This gives a fresh look at departments where children have not been making the kind of progress which you would expect, certainly in these key subjects.

In terms of the second point about failing and coasting schools, there is a big distinction between failing and coasting. In failing schools, I would absolutely expect to see the kind of measures I just mentioned, so an academy trust would immediately take responsibility for the school and do the same kinds of things. In coasting schools, I think that there is a considerably wider group of possible interventions, of which joining an academy trust is one. There are some of the things which Emma Knights talked about, such as interim executive boards; some of the other measures that the Bill mentions, such as insisting on joining up and making arrangements with strong partners for support, and making use of teaching schools and national leaders of education. All those kinds of things are some of the measures we would expect to see a coasting school engaging in. The important thing about the Bill is that there is an expectation that the plan works, one way or another, and that we use every single tactic until we have made sure that it does. That then might include moving to academy status if necessary.