Earlier today the Regional School Commissioner (RSC) for the area that covers Oxfordshire appeared in front of the county’s Education Scrutiny Committee. This was his second annual visit since taking up the post of RSC. He brought along his new deputy to listen to the exchanges. The discussion was robust at times. The RSC revealed that he now has a staff of around 50 people in his office and has established three sub-regional boards because the area he covers is so large. However, he didn’t know what his total budget for the office of RSC was, but promised to write to the Committee with the figure.
Two other interesting facts that came out during the discussion were, first, that the chairs a committee that includes civil servants from other bodies such as the EFA and Ofsted so that he can co-ordinate ‘soft intelligence’ about schools. Chairing such a committee places an RSC in a very important position with regard to all the academies in his area. He also revealed that he thought multi-academy trusts should probably normally range from 1-15 schools depending upon location. He also wasn’t seemingly in favour of clusters of secondary schools in the same MAT, as in the ARK and Harris models. This is despite his view that the reinvention of advisory teachers for those that want to stay in their subject and not more into general leadership seem an attractive idea to him. Without some degree of local groupings of secondary schools the travel involved, apart from being wasteful of resources, might also dissuade some good candidates from applying for such a post.
Taking the point about wasting of resources in a time of austerity and tax cuts for business further, an average size of a MAT of ten schools might require around 2,000 extra schools leaders if replaced across the county, once the post of CEO of a MAT replaced the former Executive Head role. With on-costs this might cost around £200 million a year, as this blog has pointed out before. Even an average size of 20 schools in a MAT might cost upwards of £100 million. That figure would cost the equivalent of more than 3,000 classroom teachers across the sector. That seems a high price to pay for ditching local democracy and imposing an NHS style direct rule system on the school sector.
The RSC agreed that local authorities have the duty to provide education for pupils in academies where the plug is pulled for either financial reasons or persistent poor performance, if a transfer to another MAT cannot be organised. Why would a MAT want to take on a school with a financial deficit even if the MAT was prepared to try to overcome a long-standing period of under-performance against expectations?
In answer to a question the RSC seemed to accept announcing a school closure for September any time after Easter would place a burden on a local authority with regard to finding alternative school places. With reduced resources in local government, such a burden could probably only be met by taking staff off of other work. The Committee didn’t ask about the effects of closing a school in a rural area if it meant increased transport cost to local council Tax payers.
All in all the RSC must have felt the session was good preparation in case he is ever asked to appear in front of a parliamentary Select Committee, but it left this member of the Committee wondering whether the benefits of the system really outweigh the costs?