SUMMARY OF QUESTIONS AND RESPONDENT INFORMATION FORM

Question 1

The Headteachers’ Charter will empower headteachers as the leaders of learning and teaching and as the lead decision maker in how the curriculum is designed and provided in their schools. What further improvements would you suggest to enable headteachers to fulfil this empowered role?

Whilst we are supportive of the principles with the proposals to strengthen headteachers position as leaders of learning and teaching within the school, indeed, many headteachers in Highland havea degree of autonomy already. Of greater concern is the situation with the national shortage of teachers, coupled with the responsibilities already placed on headteachers. Many headteachers are already working at capacity and any additional duties will affect their ability to perform their core role of leading on learning and teaching. The duties and responsibilities proposed may, without a review of remuneration and career path, further deter applications to headteacher posts and this is already an issue in Highland, where clustering is seen as a more sustainable model in smaller schools to alleviate this issue and attempt to address financial resourcing constraints.

Question 2

The Headteachers’ Charter will empower headteachers to develop their school improvement plans collaboratively with their school community. What improvements could be made to this approach?

We agree that the school improvement plan is an important document. Across Highland the establishment of Associated Schools Groups (ASGs) gives a local basis for these plans and feeds towards the relevant 11-18 campus where a 3-18 campus is not available. We have concerns about the Regional Improvement Collaborative given executive powers rather than based on collaborative desire to improve attainment as there is a huge diversity of needs across the region. Many schools already engage with the Parent Councils to try and develop the plans – this is a function of parental involvement but the development must be based on academic standards primarily to meet CfE national standards – this should not become a ‘postcode lottery’.

Question 3

The Charter will set out the primacy of the school improvement plan. What are the advantages and disadvantages of this approach?

Whilst not necessarily directed by current legislation, we believe that our schools already follow this approach.

Question 4

The Headteachers’ Charter will set out the freedoms which headteachers should have in relation to staffing decisions.

  1. What are the advantages and disadvantages of headteachers being able to have greater input into recruitment exercises and processes adopted by their local authority?

Headteachers across Highland already have engagement with the LA in recruitment processes which are at times hampered by LA HR resource and limited by the requirements of the law.

b. What are the advantages and disadvantages of headteachers’ ability to choose their teams and decide on the promoted post structure within their schools?

Set against a backdrop of a national shortage of teachers, which already has a number of gaps across Highland in key subjects / age groups, particularly in STEM subjects this is seen as unrealistic as the ability to choose is more constrained by supply.

Question 5

Should headteachers be able to decide how the funding allocated to their schools for the delivery of school education is spent? If so, what is the best way of doing this?

Highland already has devolved school budgets where the LA believes this is practical. What often prevents value for money is more driven by LA processes with preferred contractors across the wider geographically region / volume seen as more cost effective. Additionally in terms of estate management in particular, older school infrastructure can be more costly to upkeep / repair and this cannot be blamed on individual headteachers. There are also wide ranging concerns about within the boundaries of GIRFEC the provision of Additional Support Needs (ASN) practitioners and correctly resourcing those with additional needs without this proving disruptive / detrimental to the class as a whole. In practice staffing budgetary control is a big responsibility and without suitable support structures we believe many headteachers would not wish to be held to account on more budgetary matters.

Question 6

How could local authorities increase transparency and best involve headteachers and school communities in education spending decisions?

We believe Highland Council offers a suitable degree of transparency on its education budget decisions and does engage with headteachers and the community in making difficult spending decisions. Care and Learning accounts for approx. 2/3 of Highland Council’s budget however this is being stretched considerably – not least by complex cases of Looked After Children. The wider impact of austerity and budgetary restraint is leaving gaps in service provision and without resources being addressed appropriately, particularly given the vast geographical and small school constraints of our diverse community, we are particularly concerned that models that work in smaller regional collaboratives are simply not viable / practical for our region – one size certainly does not fit all’. Fundamentally the proposals do not address the issues that currently concern us: staff reductions and staff shortages (including supply), availability of subject choices, the real effect of core budget cuts, and workload/bureaucracy which is not seen to be reducing.

Question 7

What types of support and professional learning would be valuable to headteachers in preparing to take up the new powers and duties to be set out in the Headteachers’ Charter?

This question is best answered by Head Teachers and we offer no comment other than this must be available all, and a baseline established of what expectations are. Without suitable investment and training this will distract Headteachers from their primary role. It is also worthy of note that this appears to be primarily driven at senior phase for secondary schools / academies. A possible suggestion is that Headteachers should be mandated to have served as a Principal Teacher in the secondary environment prior to being eligible for Head Teacher appointment.

Question 8

Are the broad areas for reform to the Scottish Schools (Parental Involvement) Act 2006 correct?

Is anyone (Mark) better placed to answer this – I am not particularly read in. Concern is many schools have issues with engaging parents to hold office appointments on a voluntary basis – further legislation cannot mandate volunteers to be accountable where they are specialists. In practice, many of our schools have a healthy dialogue between the school and the parent forum – where this can be demonstrated to be not occurring this legislation amendment may prove useful.

Question 9

How should the Scottish Schools (Parental Involvement) Act 2006 be enhanced to ensure meaningful consultation by headteachers with parents on substantive matters of school policy, improvement planning and curricula design?

Schools should be encouraged to involve parents on such matters; practical enforcement and lack of feedback cannot be

Question 10

Should the duties and powers in relation to parental involvement apply to publicly funded early learning and childcare settings?

We have difficulty recruiting representatives to our parent council at the current time. All parent council members are volunteers who participate in the interests of supporting their children. We are totally against the imposition of any legal duties on the parent council as they are not fully equipped with all skills necessary to participate in education decisions – this should be left to the education professionals. This would further deter parental/carer participation and we may not be able to continue to operate a parent council.

Question 11

Should the Bill include a requirement that all schools in Scotland pursue the principles of pupil participation set out in Chapter 3? Should this be included in the Headteachers’ Charter?

We support the principles of pupil participation but do not believe this should necessarily be mandated in the Charter.

Question 12

What are your thoughts on the proposal to create a general duty to support pupil participation, rather than specific duties to create Pupil Councils, committees etc…?

We support the proposal to create a general duty to support pupil participation rather than being prescriptive on specific duties.

Question 13

Should the Bill include provisions requiring each local authority to collaborate with partner councils and with Education Scotland in a Regional Improvement Collaborative?

The Northern Alliance informal collaborative arrangements already exist between partner councils on a voluntary improvement of attainment / best practice basis. We have real concerns about the effectiveness of a Regional Improvement collaborative of the size and nature proposed for our area as a legislated . There are already many conflicting priorities between schools in the area and this would only increase. We have concerns about the introduction of this legislation but without greater clarity of proposals and the associated costs of introduction are unable to offer more specific comment.

Question 14

Should the Bill require each Regional Improvement Collaborative to maintain and to publish annually its Regional Improvement Plan?

We have concerns about the effectiveness of the proposed regional improvement collaborative in our area due to the size and diverse nature of the area. Whilst we support the sharing of best practice, much concern exists with the introduction of additional layers of bureaucracy and to whom headteacherswill be answerable to and the relationship with the LA. There will also be a mismatch between the bodies providing policy direction and the funding that may be required to deliver these improvements. The fundamental budgetary settlements limit this across our RIC.

Question 15

If we require Regional Improvement Collaboratives to report on their achievements (replacing individual local authority reports), should they be required to report annually? Would less frequent reporting (e.g. every two years) be a more practical and effective approach?

Parents are fundamentally concerned with the issues that affect achievement of their children. By diluting the frequency and coverage of the report in the case of the Northern Alliance the detail could be lost and we would see average achievements as a benchmark. This is currently a criticism of the reporting metrics used by LAs (INCAS / Insight) to show where improvements occur. At the same time, any change requires a suitable period of adjustment to show improvement, indeed CfE has not yet seen the initial entry cohort reach graduation – the many concerns reported around CfE framework and attainment already risk ‘a lost generation’ in Scottish Education. Our young people do not have time to wait which often is the answer to improvements are on the way.

Question 16

In making changes to the existing planning and reporting cycle, should we consider reducing the frequency of national improvement planning and the requirement on Ministers to review the National Improvement Framework?

We think that national improvement should be planned in the context of a medium to long term view as detailed in Q15 response.

Question 17

Are the proposed purpose and aims of the Education Workforce Council for Scotland appropriate?

We believe the defined purpose and aims are appropriate.

Question 18

What other purpose and aims might you suggest for the proposed Education Workforce Council for Scotland?

Question 19

Are the proposed functions of the Education Workforce Council for Scotland appropriate?

Question 20

What other functions might you suggest for the proposed Education Workforce Council for Scotland?

Question 21

Which education professionals should be subject to mandatory registration with the proposed Education Workforce Council for Scotland?

Question 22

Should the Education Workforce Council for Scotland be required to consult on the fees it charges for registration?

Yes.

Question 23

Which principles should be used in the design of the governance arrangements for the proposed Education Workforce Council for Scotland?

Question 24

By what name should the proposed Education Workforce Council for Scotland be known?

Really - Scottish Care and Learning Executive (SCALE).