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Changing structures
• CECET’s data analyst will review all data on a regular basis
with a view to identifying areas of strength and weakness,
and in particular areas requiring intervention.
All of these mechanisms will be designed to provide CECET’s
Directors with an accurate assessment of the performance of each
academy within the CECET umbrella.
Powers of Intervention
A novel and unique difference from the usual umbrella trust is
that CECET will be able to take direct action through powers of
intervention to address underperformance and introduce steps
to improve standards.
It is envisaged that interventions will be applied on a sliding
scale, depending on the nature of the issues to be addressed,
with areas for potential intervention grouped according to
the four areas currently inspected by Ofsted: achievement of
pupils; quality of teaching; behaviour and safety of pupils; and
leadership and management. Various ‘trigger points’ will be used
to trigger use of the powers of intervention and the nature of the
interventions could involve:
If one thing is
certain in this rapidly
changing education
environment, it is that
there will a growing
need for alternative
provision delivered
through arrangements
that can provide
overarching strategic
support
• Deploying a task group (which would include as a minimum
accredited Ofsted inspectors) into an academy in order to
investigate particular issues or concerns, or to determine the
extent and nature of intervention required;
• Issuing a formal warning note to the Directors of a SAT or
MAT, requiring them to take remedial action in respect of
school performance, or other matter of concern (including
instituting capability or disciplinary action against the
Principal and/or other members of staff);
• Requiring the Directors of a MAT to remove or limit powers
of delegation to a local governing body (LGB) within the
MAT, or in extremis to remove the LGB;
• Removing CECET-appointed Directors in a SAT or MAT.
Conclusion
If one thing is certain in this rapidly changing education
environment, it is that there will a growing need for alternative
provision delivered through arrangements that can provide
overarching strategic support. The successful implementation
of CECET will depend on its ability to co-ordinate and combine
the expertise effectively and resources within the arrangement in
order to deliver integrated, strategic and continuously improving
services.
Christopher Whittington is a partner at
Geldards LLP and Colin Hopkins, Director of
Education for Lichfield Diocese, the second
largest education diocese in the country
with 104 schools.
Summer 2014 | 73