Tag Archives: diocese

Brand names for schools?

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What’s in a name? I suspect that St Mary’s, albeit in a myriad of different forms, probably remains the most popular name for a school; certainly, for primary schools.  For some reason, it seems like it is less common to use the name of a saint in the name of a church secondary school. The exception to this rule seems to be where the saint was a Martyr, and especially and English martyr.

However, with the growth of academies, is a new trend developing of including the name of the operator of the Multi Academy Trust to which the school belongs in the schools’ name? I was alerted to this possibility when entering headteacher vacancies. Recruiting headteachers in 2025 – a mixed picture | John Howson

In the course of entering vacancies, I came across a school called: ‘Saracens Broadfields’. Now, I have always associated The Saracens with a rugby union club, originating, I believe, in Southgate. This school provides no indication of its location in its name, but it is located elsewhere in outer London.

Some MATs, such as Dixons, provide both the brand name, Dixons, plus the location in the name of the school in the names of many of their schools.

Of course, it is important to know the group responsible for a school, and in the days before websites, when parents had to rely upon the noticeboard by the school gate, that noticeboard used to display the local authority, diocese or other operator of the school alongside the school’s name. In practice, most schools still have noticeboards, and these boards still contain the same information. However, it is often more of a challenge to find who is responsible for a school from its website.

Happily, the DfE has a solution, as the details of a school on the DfE information portal contain the name of any academy trust, diocese, local authority or other operator. This makes it possible to see all the schools under the control of the operator; very helpful where the schools are spread across several different local authority areas, as is the case with many dioceses, and a growing number of academy trusts.

Apart from Queen Elizabeth, and various Henry’s, royalty does feature highly in school names. These are usually references to Tudor monarchs that help establish the schools from with the current school can trace its lineage.  A few politicians, often former education ministers, such as Ellen Wilkinson and Rab Butler have been honoured to have schools named after them. Some other famous people have had local schools named after them, such as Sir Malcolm Sarget in Stamford and Sir Frank Whittle in Coventry. Florence Nightingale has a primary school named after her, and Elizabeth Garrett Anderson has a secondary school bearing her name, although from its web site it would be a challenge to discover why the school had that name, and that seems a shame.

So will schools be unceasingly likely to display their brand in their names. If so, what will happen when a school is traded between MATS for some reason or other.  Clearly, the name will have to change.

Let me finish this post, the first of 2026, by wishing readers all the best for the New Year. May 2026 be a good year for you.

London secondary school to close this summer

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Falling rolls have caused the closure of a secondary school in South London. Despite much of the country still battling with increasing pupil numbers across the secondary school sector, a London secondary school has announced its closure at the end of the summer term.

The statement on the school’s website states that;

The Southwark Diocesan Board of Education, Multi Academy Trust (SDBE MAT)

Due to the significant and ongoing challenges with falling pupil and application numbers in schools across London Local Authorities and the London Borough of Lambeth, and after considerable review subject to a listening period, it has been proposed to close The Archbishop Tenison’s Secondary School, Oval by the end of the academic year (August 2023).  

We understand the importance of continuing education for the students impacted by this decision and are working closely with parents, the school and colleagues at Lambeth Council, who are in the process of providing offer details for pupil placements in the academic year 2023-2024.

This closure will not be the last school closure, and raises important questions, including how soon after the unified admissions date for September entry should any closure be announced? Indeed, should closures be announced ahead of the general admissions date, and a hard date set by the DfE beyond which no state school will close for the following school-year and will be supported, if necessary, by special funding?

There are always issues with examination years and at least in this case:

The priority is for the current year 10 to have as minimal amount of disruption as they move into their final year of GCSEs as possible. The year 10’s will move as a bulk class to St Gabriel’s College which will match the curriculum and recruit some key staff from ATS to support the transition. Year 10 families are entitled to parental choice and to select a different school but we would encourage the move to St Gabriel’s College as it will support the GCSE offer that young people are already studying.

This suggests that planning had been taking place in the background. Fortunately, as this is London, there should be minimal extra transport costs as TfL picks up that bill across the capital.

However, what is the role of The Regional School commissions – this is an academy? The local authority – that much maligned democratically elected body that it seems still plays an important part in state education – and in this case the diocese?

The Diocesan Board of Education has issued a statement including the following;

As one of the longest established schools in London with a rich history of provision in Lambeth, Archbishop Tenison’s leaves behind a great legacy of achievements. Our hope is that students will go on to receive a continued, strong, and positive local education in a ‘good’ OFSTED school.

 The Rt Revd Dr Rosemarie Mallett, Bishop of Croydon and Chair of the Board of Education said: “We hope that every family, every child and every staff member will know that we are praying for them, the situation and for flourishing going forward into the future.”

I am not sure if there is a word missing before ‘flourishing’, but perhaps this is an example of a more secular society shunning church schools. However, it may be the fate of an 11-16 school rated inadequate by Ofsted at their last visit that has succumbed to market forces and been squeezed out of existence by the workings of parental choice in an area with multiple alternative choice of schools and a good transport network.

The London Evening Standard newspaper, where I picked up this story predict that

In an attempt to avoid school closures, Lambeth Council is reducing places at a number of primary schools in the borough from next year and intending to merge eight schools. But the council has limited control over what secondary schools in the borough do, as most are academies like Archbishop Tenison’s and outside of local authority control.

This is, therefore, a warning sign for the DfE that some sensible planning needs to be put in place in a system where many but not all schools are academies and some rationalisation of the system will be needed because of falling rolls and budget deficits as schools struggle to stay open and spend ever more on marketing to attract a declining number of pupils.

Either make all schools academies, and control the distribution of schools at the DfE or give local authorities planning control over all admissions and a say over the number and distribution of schools to meet local needs. Inaction is not an option, especially in urban areas with a plethora of small unitary authorities whatever their actual titles.

Archbishop Tenison’s School – Home (tenisons.com)

South London school forced to shut because it doesn’t have enough pupils (msn.com)

TeachVac’s intelligence reports

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TeachVac has created a new suite of reports on the labour market for teachers. These report on the current state of play in the market for specific areas. However, reports by subjects and phase across wider areas are also available on request to those interested in specific curriculum areas. http://www.teachvac.co.uk

The basic report tracks the vacancies for teachers from classroom to the head’s study across schools in a given area and reports the finding by subjects or the primary phase in three categories:

The reports can be tailored to cover any grouping of schools, although local authorities and dioceses are the most common formats. However, MATs and parliamentary constituency-based report are also possible, along with reports for schools in either Opportunity Areas or the new Education Investment Zones or whatever they are called today.

Academies

Maintained schools

 Private Schools

Reports are produced up to the end of the month, with current report for 2022 covering the period from January to the end of May 2022.

The reports are currently useful for those considering the shape of teacher preparation provision in the future by demonstrating the actual need for teachers in specific parts of the country across both the State and private school markets. The DFE’s own evidence doesn’t take into account the private sector demand for teachers and misses out on some school in the TeachVac pool.

TeachVac’s reports can also be useful for those concerned with professional development by identifying middle and senior leader vacancies where the new postholder may need some professional development.

The basic reports on an individual or group of local authorities costs £250 per primary or secondary sector for a 12-month subscription.  Prices for other grouping or for multiple groupings are negotiable depending upon the amount of work required.

Sample reports are available on request from either John Howson at dataforeducation@gmail.com or enquiriies@oxteachserv.com

Reports can be generated for data up to the end of the previous month in a matter of days once an order has been placed.

Trends in school leadership

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Last week, the DfE published an interesting paper about the characteristics and trends in school leadership over the decade from 2010 to 2020. School leadership in England 2010 to 2020: characteristics and trends – GOV.UK (www.gov.uk) This document will no doubt provide the basis for many higher education dissertations and academic research articles. The DfE data also helps to validate the annual Leadership Review produced by TeachVac www.teachvac.co.uk over the past few years that in itself has been the successor to the research into headship turnover that I commenced with Education Data surveys way back in the 1980s: genuinely a lifetime ago.

One of the issues that the DfE paper doesn’t draw out enough is the fate of older entrants into teaching. Now, I assume someone switching career in their late 30s isn’t normally interested in aiming for headship unless they have been persuaded to teach for that very reason. But, what of those in their late 20s? Can they expect the same promotion opportunities as new graduates? I expect that to be the case in the relatively flat hierarchies in the primary sector, but what of those talented career changers in large English and Mathematics departments? Can they achieve promotion fast enough to reach headships? Or is there still a barrier of age by which you must normally have reached first an assistant headship and then a deputy headship to be considered not ‘too old’ for a first headship in a secondary school?

The second leadership issue not adequately considered by the DfE paper is that of the staffing of leadership teams in faith schools, and especially Christian schools, in an increasingly secular society. Requiring adherence to the faith, not just in a notional manner but as a practicing adherent, can restrict the supply of candidates. How far, especially in the primary sector, where faith schools form a large proportion of the overall total of schools, does this issue affect leadership appointments. TeachVac annual review suggested that faith schools are more likely to need to re-advertise a headship than non-faith schools, although better management of teacher supply by some diocese has reduced the size of the problem from the levels seen more than a decade ago.

In terms of middle leadership, there seems little about difference between subjects in the study and any strain that a shortage of teachers in subject such as design and technology or business studies may place on middle leadership isn’t considered. Do teachers in these subjects reach middle leadership positions sooner that say, English or mathematics teachers?

Not surprisingly, in a survey that runs for 2010 to 2020, headteachers and other school leaders are more likely to be younger in 2020 than in 2010. This is partly due to the retirement of the ‘baby boomers’ in the years around 2010, and their replacement with new headteacher, usually in their early 40s. The trend to younger headteachers seems once again to be in evidence with record number so headteachers below the age of 40, although there are still relatively few headteachers appointed in their 20s. The ending of the compulsory retirement age has meant that in 2020 there were a record number of headteachers over the age of 65 still in post. Some may even be old enough to qualify for their bus pass.

This research is worth considering by policy makers, and it might be useful for the House of Commons Select Committee on Education to study the findings along with a discussion about whether or not the problems recruiting teachers has a longer-term effect on middle and senior leadership appointments?

Not the party we expected

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Follow this link to an article I have written for the Church Times on schools and the pandemic. It was written in early September.

https://www.churchtimes.co.uk/articles/2020/25-september/features/features/education-150-years-of-state-schools-not-the-party-we-expected

Happy Birthday

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Today is the 150th birthday of the 1870 Education Act. This was the Act of Parliament that established State Schools in England for the first time. There had been funding for schools before this date, but 1870 marked the start of a State education system.

However, there was no requirement in the Act to send children to school, and there still isn’t. Parents must educate their offspring, but it is up to them how to do it. If they make no provision, then the state school system is the default catch-all option: parents cannot simply ignore the issue of education once a child reaches statutory school age.

It is perhaps symbolic that the Prime Minister has chosen today, probalby unknowingly, .to talk of the new term and a ‘moral duty’ to get all children back to school.

As I said in an earlier post, I worry not for the children, but for those they come into contact with both at home and at school. High risk teachers should be deployed working with high risk and self-isolating children that cannot attend school by using the developing technology to offer appropriate learning strategies available to all.

Much also needs to be achieved with those that have fallen behind over the past five months so that they can catch-up without just facing a diet of just English and mathematics.

Cash strapped local authorities need to consider retaining uniform grants for those pupils attending schools requiring special clothes whose parents are unable to afford the cost of this specialist clothing. Schools should also make uniform optional, and not mandatory, in the present climate, and certainly not use it as a means of discrimination against certain pupils.

The government must also not forget further education and apprenticeships. Those with long memories will recall the TVEI scheme of the 1980s. Perhaps it is time to create a 20th century version, so that no young person leaves education without some offer of continued education or employment.

Local authorities should investigate how much cash they have taken from maintained primary schools through the Apprenticeship Levy that is currently sitting in bank accounts and set up task forces to ensure it can reduce youth unemployment locally. There is no point in giving the cash back to government. The same is true for the MATs.

MATs, diocese and local authorities should also review the level of school balances. Now is the time to spend them and not to leave them in the bank doing nothing. It is just a rainy day, but a monsoon of unimaginable proportions. If head teacher need convincing, then offer suggestions for how the cash can be spent.

Finally, I have suggested before that the class of 2020 that graduated as teachers all be offered work in view of the steep decline in vacancies that has led to many not being employed for September.

Let us celebrate this special day in the history of education in England by working to provide the children of today with the best possible education in these unprecedented times.

Another Oxford issue

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Earlier this week the eyes of the country were on Oxford because of the story about issues with cancer treatments at the Churchill Hospital, the regional oncology centre. Locally, the Oxford Mail, the City’s daily newspaper, had at front page lead with concerns around one of the secondary schools in the city, St Gregory the Great.

Regular readers of this blog will recall a post about ‘a tale of two schools’ from last autumn. St Gregory the Great is a an all-through school under the auspices of a Roman Catholic Multi Academy Company, called the Dominic Barberi MAC. This is a group of Roman Catholic academies in Oxfordshire, of which St Gregory is the only secondary school. It might be described as the classic pyramid model of a MAT.

St Gregory the Great came into being when Oxfordshire remodelled the previous three tier system in the city into a conventional two-tier system in the late 1990s. A ecumenical upper school, St Augustine, was replaced, after heavy lobbying of the then School Organisation Committee by the Roman Catholic Church, with a Roman Catholic secondary school; St Gregory the Great.

For the first decade, the school lived an untroubled life, serving both Roman Catholics pupils and local children whose parents were willing to send them to the school. Problems started with the move towards academisation. The need for more primary provision in that part of Oxford meant a decision to create an all-through school with a new primary department. This resulted in a financial disaster when the school overestimated the funds it would receive from changing its age range. At the same time, absence rates in the secondary school were on the increase, and during a period of falling rolls, the school was not the top choice of schools within Oxford for many parents.

Eventually, in 2016, the government’s Funding Agency put the school in special measures and required a plan to eradicate the deficit. The head teacher was replaced. Eighteen months later the school was declared inadequate by Ofsted. Since then further problems have emerged. Many are of a longstanding nature.

In June 2014, I received the following response to a question at Oxfordshire’s Cabinet about attendance cross the county.

Supplementary:  Responding to a question on whether the Cabinet member would make representations to the school commissioner and Ofsted as to the very high non-attendance at St. Gregory the great school, Councillor Tilley replied that the School Improvement officer had been sent into the school to try and establish the underlying cause of the high absence rate.  She had further requested that an analysis of poor attendance be undertaken on a class by class and year by year basis. This has been successful in improving attendance in the past.  Should this not improve attendance, she would then consider contacting Ofsted?

Attendance fell in 2016-17 (Trust Annual Accounts, page 23) and remains a key issue for the school.

I want to see this school succeed, because it is needed for the pupils of East Oxford, whether Roman Catholics, pupils of other faiths or those of no faith.

However, it isn’t clear that the present system of governance is working. Who has the lead responsibility of turning around academies that are failing?

The regional School Commissioner – no obvious action on his part or interest from the Headteacher Board; the EFSC – since putting the school in special measures it hasn’t cured the ills of the Trust, just cut the deficit at the school and possibly imperilled the education of many pupils as a result?  Indeed the Trust accounts for 2017 point to procurement issues; lack of supporting receipts on credit card expenditure and a lack of timely bank reconciliations and insufficient evidence of review. (Trust Annual Accounts, page 32)

Ofsted – a second school in the Trust has now been declared inadequate, but Ofsted is powerless to act against the Trust as a whole. The Roman Catholic Church – the Church needs to prove it is concerned for the welfare and education of all pupils and is not trying to create a school only for Roman Catholic pupils with no concerns for the other pupils in the area leaving someone else to pick up the pieces. The recent removal of the head and deputy of the school over the Christmas holidays needs to be justified and an explanation as to the experience and expertise of their replacements to deal with the problems facing the school needs to be made clear.

The DfE has issued a statement to the media today saying that they are taking action, but it isn’t clear what they are doing or how they are operating, other than presumably some behind closed door discussions with the Academy Company and presumably the Diocese of Birmingham.

At the heart of this mess is the governance structure for academies and the ability of a Trust to act appropriately for the good of all. After all, only 37% of pupils and 30% of staff at St Gregory the Great are declared Roman Catholics according to the Trust annual accounts (page 21).

I declare an interest as a councillor in Oxfordshire, but one only has to look at the fortunes of the two secondary schools declared inadequate in 2017 by Ofsted for the issues to become glaringly apparent.

As the new Secretary of State was educated in a Roman Catholic school, he needs to tell his officials to sort out the problems at St Gregory the Great and across the school group. Otherwise, Oxford will have two national disaster stories about public service failures at the same time: not a record to be proud of for any government.

 

 

 

Time for action

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Burnt out teachers in struggling schools where nobody has the long-term strategic responsibility for improvement. That’s what I take from the headlines about the Ofsted chief Amanda Spielman’s first annual report. Apparently, there are about 100 schools which have not reached “good” status in inspections since 2005.

None of this is news; none of it is unknown. Indeed, one might ask whether politicians of all Parties have created barriers to overcoming this situation. The two parallel systems of maintained schools and academies, created since Mr Gove’s revolution, have not led to a system of oversight that allows meaningful discussion on how to deal with the schools that need the most support.

Labour now plans a National Education Service, on the lines of the National Health Service, without explaining where any extra funding for improvement will come from. As readers of this blog know, the cost of just the minor changes the government are making to student funding is going to cost £800 million according to the Budget Red Book. That doesn’t leave much for schools and early years. The Conservatives having failed with a system to encourage teachers to work in challenging schools are now trying Opportunity Areas, a scheme seemingly not dis-similar to Labour’s Education Action Zones of the late 1990s.

Nowhere yet at Westminster does there seem to be a recognition of the need to re-energise local democracy into taking an interest in developing and improving education services. If you believe services such as schooling should be subject to democratic oversight, then that surely requires a coherent form of local government backed by Westminster retaining oversight for strategic matters and with the power to intervene should local government prove not up to the task. Central government will also have to bear the funding of schools, but must recognise that sending all the cash to schools is not the right way to either create economies of scale or aid schools that need help from time to time.

What the government at Westminster can do is end the era of schools competing with one another. All state funded schools are part of the same enterprise: the development of learning for all our children. We do need to work together for the common good and not just for the good of the school. If burnout is a real issue for those working in some schools then managed moves for teachers and periods away from the classroom may be necessary. This is challenging when schools in MATs are spread geographically long distances apart and downright impossible when maintained schools cannot fund such a system under the present rules.

Then there is the growing practice of putting secondary deputies into primary schools, either directly as heads or to work alongside heads. Dioceses can do this with their schools, as can MATs, but it is difficult to see how maintained schools can create effective systems without overall control. These are but two examples of why the present system won’t tackle the concerns of the Chief Inspector.

The time has come to end the present unworkable governance system in schools and return to a common framework with a single purpose: every school a good school.

Is there a headship crisis?

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According to a story in The Times today, one in ten schools is losing its head teacher each year. Reading the headlines of the story, outside the pay wall, there are examples of schools advertising up to seven times to find a replacement and of schools without a permanent head for three years. Local authorities, still seemingly worth talking to about schools, even by this Tory supporting newspaper, tell of high turnover of heads and head teachers of small schools being enticed away to larger schools by promises of more money. All this makes for a crisis.

Between the early 1980s and 2012, I studies the labour market for head teachers on a regular basis. I stopped, partly because I didn’t’ think there was a crisis at that time and partly because I left my long-term database with my former employers. Since the establishment of TeachVac, I have gradually started to rebuild the data on leadership turnover and will report fully this time next year when there is sufficient comparative data.

A turnover of ten per cent isn’t, in historical terms, anything out of the ordinary, especially as some of the total will have been made up from head teachers required for new schools due to increasing pupil numbers and the 14-18 UTCs and studio schools as well as genuine ‘free schools’. Although there probably not as many of these as a previous Secretary of State might have wished.

For most of the early part of this century, re-advertisement rates for secondary heads were in the 20%+ range; for primary schools, the rate exceeded 30% in most years between 1997/98 and 2009/10, so re-advertisements are nothing new in the leadership market. Indeed, recruiters have made a tidy sum from encouraging schools to take ever larger and glossier advertisements on the basis of recruitment challenges. As regular readers know, TeachVac challenges this principle by offering a free service.

Any school seeking a new head teacher for September that advertises in January and runs a sensible recruitment round should have no problems recruiting unless it has one or more of the following characteristics:

It is a faith school,

It is located in London,

It is a small or very large school,

If a secondary school, it is single-sex or selective (or a secondary modern in a selective area).

Two or more factors and it needs to consider carefully how to recruit a new head teacher, especially if outside of the normal recruitment season from January to March where around 50% of vacancies are advertised each year.

Advertising outside the first quarter of the year, when fewer candidates are looking to move schools, is also often a waste of money, as is putting off candidates through the content of the advertisement or taking a long time over the process; candidates often apply for several posts and may be hired by another school if the process is too long.

Being a school in challenging circumstances has become more of a handicap as MATs and governing bodies seem to think the head teacher needs changing if there is a poor Ofsted report or a disappointing set of examination or test results. There are cases where a change of leadership is appropriate, but not, in my view, in every case.

Without a mandatory qualification for headship, it is difficult to know in details the size of the talent pool for future head teachers, something that should worry those responsible for the system at the EFA and NCTL, since a lack of supply will always drive up the price of a good or commodity and headship is no different to any other type of job in that respect.

At least some head teachers can look forward to recognition through the honours system, and I was delighted to see Professor John Furlong honoured in the latest list for his lifetime of work in teacher education. John, your OBE is a well-deserved mark of respect.

 

 

 

Schools in chains or not?

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The DfE’s recent publication of some case studies relating to effective academy chains presents a useful contrast to the departure of an academy chain earlier in the week; the first such chain to effectively fold. The DfE research can be found at: https://www.gov.uk/government/publications/academy-sponsor-profiles

Both these events set me thinking about the issue of control of schools. For the past three years, the favoured solution, at least in terms of what has been happening on the ground, has been the converter academy model where in most cases a school goes its own way. This has replaced the sponsored academy model introduced by the Labour government, and now often reserved for either newly formed schools or school that are taken over after failure by Ofsted, or possibly groups of primary schools.

Of course, both chains, and individual schools within the State system, are nothing new in education. The dioceses that manage the large number of church schools might be described as the original chains, and it is interesting to see the Diocese of Wakefield as one of the DfE’s academy chain case studies. At the other end of the spectrum were those individual voluntary aided schools that traced their history back to charitable foundations. Many were, and often still are, selective secondary schools, but, for instance, around London there is a ring of schools linked either to the livery companies or to long-established charities. At one time there were many more, but the amalgamations of the 1980s, during the drop in pupil numbers, witnessed the disappearance of quite a number, including the final vestiges of three in Haringey alone.

Now that the remaining community schools are not very different from academies in respect of their control as local authorities have few powers left, even where they are able to retain considerable influence, the question of the span of control needs properly debating properly.

The chief officer for Children’s Services in Hampshire recently expressed concern to the Select Committee about a dip in performance in some converter academies, and the DfE recently released figures for the number of schools not opening an email about safeguarding. Both these incidents raise the question about effective span of control. The other key question is the place of education in the democratic process?

Put the two questions together and you essentially ask the question successive governments since the Thatcher era have ducked; town hall or Whitehall as the key player in education.

Despite my preference for the local, especially for primary schools, where most children attend their nearest school, and there must be key links to other community services such as health and welfare, I fear we are moving inexorably towards a Whitehall run system with un-elected local commissioners; and not even the semblance of a School Board as in the USA.

I predict that whoever wins the 2015 general election, assuming the nation isn’t in a state of legislative paralysis after a hung parliament when the notion of five year fixed term parliaments may yet come back to haunt the electorate,  any sensible government will take decisive action to make clear the policy and decision-making processes within our school system.

Hopefully, the system that emerges will be effective at continuing to raise standards. Certainly, it won’t be as democratic as what has been the position during most of my lifetime, and possibly it will be expensive in managerial overheads. Whether small chains will survive is still a matter for debate.