Opinions

The shame of the sector

John Richardson of the ATL implores independent school leaders to treat their members with the respect they deserve

Easter 2009 provides the first opportunity for the independent sector to assess the impact of the economic recession on pupil numbers. This is because of the traditional time-lag between the recession – generally accepted to have started in April 2008 – and its effect on pupil numbers; and the term’s notice required from parents thinking of removing their child from September.

Judging by the calls from ATL members, the recession is having a significant impact: redundancy is now commonplace across the country and a few schools have been forced to close their doors. Unfortunately, in addition to the painful loss of jobs and schools, the recession is revealing a lack of professionalism among some leadership teams. 

Recently, a number of independent schools have closed abruptly, with little or no notice. Loyal, hard-working staff have been left unemployed and owed money, in addition to having missed the recruitment round.

Not everyone is the same
While there are many examples of excellent practice within the independent sector, nevertheless information that has become public after a school’s demise has in some cases revealed considerable weaknesses in the leadership and governance of the school concerned. Issues such as a lack of long-term planning, no financial or marketing strategy, and no analysis of demographics or local competition, are just some of the things that have come to light. 

These schools have lurched into crisis management, and have not taken action in time to plan alternatives such as going co-ed, a merger, joining a group of schools, becoming an academy, or just dignified closure.

One school facing falling rolls, for example, decided to go co-ed and took out a secured bank loan to build new facilities. Unfortunately, it had not done any market research to establish demand and, when the new pupils failed to materialise, the school couldn’t make the interest payments and was abruptly closed by the bank.

Moreover, far too many schools, including some well-known names, do not even have basic employment policies, such as a redundancy procedure.

Timing is key
Planning and timely action is of the essence. Shortly before one school closed, its stated aim was to sell the school as a going concern. But this was undermined by the fact that it had already provided parents with details of other local independent schools.

No one doubts the difficult task faced by owners of a business whose financial viability is based on the number of pupils that walk through the door. But there is no excuse, however well-intentioned the motives, in failing to plan for the future; to take timely action and meet the legal and moral duty to the staff.

ATL’s concerns about professional management pre-date the current economic climate. One graphic case that illustrates our concerns was the abrupt closure of the 150-year-old St Elphin’s independent boarding school in Derbyshire.

St Elphin’s was shut mid-term without notice by one of the directors of its limited owning company, who arrived by helicopter onto the school lawn, while pupils were in the middle of GCSE and A-level preparations. It was left to the staff, led by ATL members who, despite being unpaid and owed money, to make contingency plans for the potentially homeless boarders and for pupils taking their exams.  The limited company was declared insolvent. Subsequently, the school site was sold for housing. Staff eventually received their back salaries and redundancy pay when ATL secured the maximum award at employment tribunal. 

ATL has a well established track record of working together with independent school employers to avoid compulsory redundancy and promote good employment practice. However, we believe that more needs to be done on a regulatory basis.

ATL has called for a more robust test of fitness to be applied to owners of independent schools. We believe that, as part of a more regular inspection regime, detailed evidence should be provided of financial and strategic planning and adequate provisions, including proper notice, in the event of closure.

As ATL general secretary, Mary Bousted, says: “Running a school and being responsible for educating children is not the same as running a corner shop, and should be subject to far more stringent tests.”

John Richardson is the national official for the independent sector for the Association of Teachers and Lecturers.

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