Education and Adoption Bill (First sitting)

Peter Kyle Excerpts

Tuesday 30th June 2015 Public Bill Committees

[Graham Jones]

Q 24 That is the answer, then: extremely hard. We are not measuring it is the real answer.

Richard Watts: No, we are not—not adequately.

[Peter Kyle (Hove) (Lab)]

Q 25 Thank you all for coming today. I will jump straight in because we are pressed for time. Sir Daniel, in your answer you talked about failing schools, yet we are talking about coasting schools. What tools are there for tackling coasting, not failing?

Sir Daniel Moynihan: Clearly, with a coasting school, the legislation is not looking at an immediate conversion, but seeing whether the school can put an action plan together to improve itself within a reasonable amount of time.

[Peter Kyle]

Q 26 And you think that academisation is the only response to coasting, not failing?

Sir Daniel Moynihan: No, I answered in response to inadequate. In response to coasting, those schools may not realise they are coasting. They may be complacent, and if that is pointed out they may be able to get their act together and improve themselves. But there are clearly—

[Peter Kyle]

Q 27 Okay. That is the answer that I was curious to know.

Mr Malcolm Trobe, did you hear the previous evidence session?

Malcolm Trobe: Yes.

[Peter Kyle]

Q 28 It was interesting that throughout that evidence session, all of the witnesses spoke about schools per se; they did not make the distinction between maintained schools and academies. When it comes to coasting, do you think there is a difference between academies and maintained schools in coasting indicators?

Malcolm Trobe: No. All schools should be judged effectively on the same range of indicators.

[Peter Kyle]

Therefore—

[The Chair]

If you ask a question, you must let the witnesses answer.

Malcolm Trobe: I think you then have to examine whether the most appropriate indicators are being used. One of the concerns that we have is the initial use of attainment indicators, effectively for the first two years, in making the judgment before we move to a progress indicator. We believe a progress indicator is the most effective indicator for this system, because it looks at the progress that each individual child makes and is therefore dependent on their starting point.

We have a major concern, however, regarding secondary schools where even progress 8, which is a progress indicator, has a cap on it. Because the use of comparable outcomes to determine GCSE results is linked to key stage 2 schools, this means that even with a progress indicator, you can only improve to a certain level, because the number of youngsters achieving certain grades in all subjects is essentially fixed by the GCSE comparable outcomes system. This will therefore cap the system. The only way that some schools can improve effectively is for other schools to—on a measure—go down, so there is a need to have a better, closer look at the use of the progress indicator.

[Peter Kyle]

Q 29 If the problem affects all schools, is it not strange that the Bill focuses only on maintained schools and not every type of school?

Malcolm Trobe: As far as I am aware—the Minister will be able to answer the question—the term “coasting school” will apply to all schools.

[Peter Kyle]

Q 30 No, it will apply only to maintained schools.

[The Chair]

Read clause 1!

[Mr Gibb]

We will use the definition when we assess academies.

[Peter Kyle]

Q 31 The legislation focuses just on maintained schools. Does that not strike you as odd?

Malcolm Trobe: I think we believe in fairness and equality and, therefore, all schools should be treated the same, whether they be academies or maintained schools.

[Caroline Nokes (Romsey and Southampton North) (Con)]

Q 32 I have a question on teacher recruitment specifically for Sir Daniel, but I am sure that others will want to chip in. Do you think that academies and multi-academy trusts find it easier to recruit good teachers and leaders?

Sir Daniel Moynihan: It is certainly the case that teaching schools—the Government set up a teaching schools scheme—like medical schools, can train their own teachers. Increasingly, multi-academy trusts have teaching schools within them, which are training large numbers of teachers outside the university system. We have got 94 trainee teachers for next September and we will be producing teachers not just for Harris schools, but for London schools. So in the sense that we now have the freedom to take teacher training into our own hands and deliver qualified teachers, it is easier to that extent.

Richard Watts: Although I would note that that power is open to all schools, I think that teacher recruitment is much more about geography and somewhere being an interesting place to come and work than about the governance status of the school.

Malcolm Trobe: One way in which multi-academy trusts and chains have a big advantage is that they work collectively, effectively to have continuing professional development programmes that run across the trust. They are able effectively to grow their own leadership and develop their own leaders and that, therefore, enables some movement of staff into key positions. So if you have a school in a multi-academy trust that is hitting certain difficulties, you have often got some flexibility to move teachers around.

The biggest difficulty is in schools, particularly those in coastal regions, that are isolated and do not have access to teaching schools. One might call these areas teacher education deserts: there is no provision for young teachers coming into them.

--- Later in debate ---

[Kevin Brennan]

So to do an outstanding job you will need a little more extra resource is what you are telling us.

[Peter Kyle]

Q 61 May I also place it on the record—I should have done it before—that I am chair of governors of an academy?

Zoe Carr, based on your extensive experience, how important is parental involvement and community engagement to the long-term improvement of a school?

Zoe Carr: I think it is absolutely vital. The four schools that we serve are all in areas of very high deprivation, ranging from double to three times the national average. We have had success for a number of years and have employed our own staff to work specifically with parents. If you engage parents appropriately and get them involved and interested and upskill their knowledge and understanding of the education their child is having, that absolutely pays dividends in supporting the child. It is vital, particularly in areas of high deprivation, to break down the barriers. Often parents themselves have had a negative experience of schools, and the thought of going into a headteacher’s office can be daunting. We have staff to go between the parents and the headteacher, who the parents see as being on their side and wanting to get them into the school.

[Peter Kyle]

Q 62 Thank you. That is an interesting response. Conversely, removing parents and the community from the discussion about the future of a school could presumably hinder improvement in the long term.

Zoe Carr: I disagree with that point. The situation that we are talking about is where schools have failed and are inadequate. In my experience, the need to move quickly in relation to getting—

[Peter Kyle]

Q 63 May I make a distinction then, before we carry on, because time is pressing—I am sorry for interrupting you—about failing schools? The evidence from the previous panel was clear on this, as well. The shadow Minister put on record that the Opposition agree that, with a failing school, the price of removing parental engagement is worth paying for the short-term improvement and benefit that can result from academisation. Many of us have experience of that. When it comes to coasting, do you think the price of removing community engagement and parental involvement is worth paying for the potential increase in outcomes that academisation will deliver?

Zoe Carr: On coasting, it is about determining whether that school is fit to improve itself. In my experience, it always comes back to the leadership aspect. Sometimes parents have a certain view of the leaders of a school that may not always be accurate. As we have heard with governors, parents might not be able, because they do not have enough contact with the leadership, to determine sufficiently whether the leaders are suitable in turning that school around to lead to better outcomes for their children.

[Peter Kyle]

Q 64 May I put the same question to Dr Major? Do you believe that where a school is coasting—not failing—removing consultation with parents and the community is likely to produce beneficial outcomes?

Lee Elliot Major: It is difficult to say. I always come back to the evidence on that, and we have very little evidence. We know that parents have a huge impact on children’s outcomes, but we have little evidence of what interaction is supportive and what works and what does not work. It is not a fudge, but there is no evidence to know which way it would go.

[Peter Kyle]

Q 65 As a final question, I invite you to put forward other tools that could be beneficial in challenging coasting schools, in addition to academisation. Is there any other way that engagement could be brought forward to provide the jolt that is needed?

Lee Elliot Major: There are some brilliant academy chains that do transform lives. There are also academy chains that have not done so well. One thing I would say is that you have to be careful about which academy chain you engage with. There are other options that the Government are considering on coasting schools, such as working with the leadership to begin with—I would totally support that—and, as I understand it, looking at a number of options before going into the discussions on becoming an academy.

[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.