The Government wants schools to take more responsibility for themselves and each other in delivering a true self-improving school system. It wants schools to look not to local authorities for expertise but to each other. We have no problem with that vision and think the wide range of models and structures already in place is a strength and proof of vitality. We support moves to give schools more freedom to innovate but we argue that the creation of a self-improving system needs a degree of coordination and strong incentives to encourage schools to look beyond their own school gate. Otherwise there is a danger that many schools will operate in isolation rather than in cooperation. Academy chains are generally performing well but raise particular questions and need specific solutions. We recommend that it should be made clear how academies can leave chains either with or without mutual consent. We also call for the Department for Education to monitor more effectively the extent to which convertor academies meet the expectation that they should support other schools. The report calls for, amongst other recommendations, that: Ofsted to be given the powers to inspect academy chains and for Government to formalise procedures for schools to leave academy chains by mutual consent, and to set out how an outstanding school can leave a chain against the wishes of the chain management
In this report the Education Committee recommends that children in care should be found residential homes in their own areas and local authorities should ensure that they have enough suitable placements to make this possible. The Committee was concerned at the number of children being placed in homes far from their own communities and families, and the Government should look at the impact of introducing a 20 mile limit on placements to increase incentives on local authorities to develop more facilities. It is also a matter of great concern that children are being placed in homes located in unsuitable and dangerous areas. The Government must act if its latest reforms do not adequately address this problem. The report also calls for: better training and development of the workforce in children's homes to ensure that staff and managers have the skills and outlook to create a culture which promotes the safety and welfare of children living in them; a national protocol that allows children's homes to deal with incidents of challenging behaviour to avoid the over-criminalisation of children; children to be given a greater role in selecting residential care workers.
The Government needs to prove that it is serious about closing the attainment gap for disadvantaged children by setting out coherent, long-term thinking on early years and children's centres. Ministers should start by making clear the Government's strategy for realising its aspiration to put in place a highly qualified workforce with equal pay and status between early years teachers and those in primary schools. The Government also needs to be clear what children's centres should be offering and who they are for. The Committee identified three different types of centres but this is not reflected in current policy. They also found that the stated core purpose is far too vague and broad. The core purpose needs to focus on achievable outcomes and reflect the difference between centres, especially where they do not offer early education or childcare. Stronger accountability is needed for how well individual children's centres perform and, critically, for how effectively local authorities use children centres to improve outcomes for children in their areas. Closing children's centres should go ahead only after proper consultation and where alternative options have been considered. While some changes may make the network as a whole more effective, it should be up to local authorities to decide how best to organise and commission services. Funding pressures mean some targeting of services is inevitable but all families should be able to access the services they need and that universal services of some sort play a significant part in encouraging families to engage in the first place
The landscape of schooling in England has been transformed over the last five years. Academy sponsorship has encouraged and facilitated the contribution of individuals not previously involved in education provision and laid down a challenge to maintained schools to improve or face replacement by the insurgent academy model. The development of outstanding Multi Academy Trusts like Ark and Harris offers an alternative system to the one overseen by local authorities while the unified Ofsted inspection regime and published performance data generally allows fair judgment of comparative performance. There is a complex relationship between attainment, autonomy, collaboration and accountability. Current evidence does not allow the Committee to draw conclusions on whether academies in themselves are a positive force for change. This is partly a matter of timing but more information is needed on the performance of individual academy chains. Most academy freedoms are in fact available to all schools and Committee recommends that curriculum freedoms are also extended to maintained schools.
How can school leaders shape organisations that offer consistently high quality, rounded and equitable education in the context of rapid change? How can wider education systems support and encourage all schools to succeed in this way? What are the challenges and opportunities involved? What can we learn from existing evidence and research? School Leadership and Education System Reform considers the ways in which school leadership and its practice has changed and developed in response to a rapidly changing educational context over the last decade. This new edition is substantially revised and updated, with ten completely new chapters. It includes contributions from a range of leading thinkers and researchers in the field of educational leadership and management. Theoretically and conceptually informed, the contributors draw on recent empirical research studies into leadership, learning and system reform in England and more widely to explore the key issues for contemporary school leadership and management in high-autonomy-high-accountability systems. New chapters look at: · System governance and lateral accountability in 'self-improving' school systems · Leading curriculum development and accelerating progress for disadvantaged children in schools · Effective deployment of teaching assistants/leadership for inclusion · School collaboration, partnerships and 'system leadership' · Securing improvement at scale, across multiple schools and across localities · New conceptions of leadership, including ethical and invitational leadership School Leadership and Education System Reform provides accessible but research and theory-informed chapters, each of which includes summaries and suggestions for further reading.
The classroom is a microcosm of society, a dynamic space where young minds are nurtured and shaped. It is also a frontline where educators grapple with a myriad of challenges that often go unnoticed or undervalued. This book is an attempt to shed light on the complexities of the teaching profession by offering a firsthand account of the issues that educators encounter on a daily basis. Through the lens of experienced teachers, we delve into the heart of the educational landscape, exploring the challenges that range from curriculum development and assessment to classroom management and student well-being. We examine the impact of external factors such as policy changes, resource constraints, and societal pressures on the teaching and learning process. This book is not merely a catalogue of problems. Rather, it is a call to action, inviting readers to understand the challenges faced by educators and to work collaboratively towards solutions. It is our hope that this book will serve as a catalyst for dialogue, reflection, and positive change in education. We have discussed about the Learning Poverty, a new and untouched concept in the academia. Ultimately, the success of any education system hinges on the dedication and expertise of its teachers. By sharing their experiences and insights, the contributors to this book aim to empower educators, inspire policymakers, and advocate for the creation of supportive and nurturing learning environments for all students.
The Trojan Horse affair epitomises many of the questions and concerns expressed elsewhere about the changing school landscape and the overlapping roles of the organisations responsible for oversight of schools. No evidence of extremism or radicalisation, apart from a single isolated incident, was found by any of the inquiries and there was no evidence of a sustained plot nor of a similar situation pertaining elsewhere in the country. The Committee's report therefore covers the response of the Department for Education and Ofsted to the situation and wider lessons for the school system. The number of overlapping inquiries contributed to the sense of crisis and confusion, and the number of reports, coming out at different times and often leaked in advance, was far from helpful. The scope for coordination between inquiries by the Education Funding Agency, Ofsted and others is restricted by their statutory roles but more coordination could and should have been achieved. All the reports included recommendations that went far beyond the situation in the particular schools concerned and the DfE should draw together the recommendations from all the investigations and set out its response.
This report finds that poor white British boys and girls are educationally underperforming - but great schools have a transformative effect. The problem of poor, white British under attainment is real and the gap between those children and their better off class mates starts in their earliest school years and then widens as they get older. Just 32% of poor white British children achieve five good GCSEs including English and mathematics, compared with 42% of black Caribbean children eligible for free school meals and 61% of disadvantaged Indian children. Poor white children also do less homework and have a higher rate of absence from school. But good schools and teachers can make a huge difference to the academic achievement of children eligible for free school meals. Twice the proportion of poor children attending an 'outstanding' school will achieve five good GCSEs when compared with what the same group will achieve in 'inadequate' schools. Guidance for schools is needed on how an extended school day could be used to provide space and time for children to complete homework. And more work is needed to understand what interventions can be most effective in improving parental engagement, early language stimulus and other home based conditions which can set children up to succeed. The Government should also publish an analysis of the incentives that influence where teachers choose to work, and use this to design a system that ensures that the most challenging schools can attract the best teachers and leaders.
Are current leadership roles and relationships appropriate in a rapidly changing world? Do we need to rethink key assumptions about leaders and leadership? Are you confident about the appropriateness and effectiveness of your chosen leadership styles and behaviours? These are questions facing leaders today and Understanding Leadership by Libby Nicholas and John West-Burnham can help find the answers, with an approach that is neither normative nor prescriptive but rather exploratory and developmental. Applying research and case studies from inside and outside the educational canon, Libby and John challenge prevailing orthodoxies and invite readers to reflect on their personal understanding as the basis for translating theory into practice. All leadership behaviour is based on a number of fundamental personal assumptions about the nature of human relationships and the basis on which human organisations function. Understanding Leadership helps leaders make their implicit understanding explicit and so informs and aids development of professional practice. Effective leaders develop and grow by understanding their personal mindscape the mental map with which they make sense of the world and developing it through reflecting, exploring, testing and questioning. The usefulness of any map is determined partly by its scale and partly by the information it depicts. As leaders develop, so their personal mental maps become more sophisticated and more detailed. The purpose of this book is to help leaders understand and refine their maps through reflective self-awareness facilitating the journey to understanding leadership. Leadership is fundamentally concerned with the complexity of human relationships, performance, engagement and motivation leadership has to be seen as relational. Leadership involves emotional engagement and sophisticated interpersonal relationships. The idea of a hero-leader single-handedly transforming a school is perhaps not a particularly useful or relevant vision of effective leadership for today. Libby and John encourage leaders to arrive at their own working definition of effective leadership and analyse how the myriad of carefully examined models and case studies might apply in their own school context. The eight chapters are underpinned by the following themes, questions and points of reflection: why leadership?; creating a preferred future leading change; leadership as a moral activity; learning as the core purpose of school leadership; leading through collaboration and cooperation; building capacity sharing leadership; leading through relationships; and leadership and personal resilience. High performance, effective leadership can be truly transformational. Leadership cannot be taught; it has to be learnt. It could be argued that school leadership is primarily concerned with learning: the leader's own, and facilitating that of the children. Questioning, interrogating and analysing ideas and practice are fundamental to that learning process. Libby Nicholas and John West-Burnham prompt leaders to do just that. Suitable for school leaders at all levels head teachers, principals, assistant and deputy heads, middle leaders aspiring to senior roles and in all educational settings. The book will also be of interest to education system leaders chief education officers and directors of education and, indeed, anyone concerned with developing effective school leadership; for example, governors and trustees, CPD trainers, coaches and mentors.
This new edition of Education, Law and Diversity provides extensive updated analysis, from a legal perspective, of how the education system responds to social diversity and how the relevant social and cultural rights of individuals and groups are affected. It spans wide-ranging areas of school provision, including: types of school (including faith schools), the school curriculum, choice of school, out-of-school settings, and duties towards children with special needs and disabilities. It gives extensive coverage to children's rights in the context of education and includes considerable new material on issues including relationships and sex education, exclusion from school, home education, equal access, counter-extremism and academisation. The new edition also retains and updates areas of debate in the book, such as those concerned with multiculturalism and the position of religion in schools. It continues to focus on England but also makes reference to other jurisdictions within the UK and internationally. It is essential reading for anyone interested in the legal and related policy issues surrounding children's education today.
