Stressed at School

For half an afternoon a week, I used to volunteer at daughter’s infant school. Whilst, I know that my daughter’s infant school is/was an “outstanding school” with dedicated, brilliant, hard-working teachers, I was nonetheless shocked to enter the classrooms and see how chaotic a room of 30 five-year olds was. Spending time, week after week in the classroom, I came to the realisation that there were simply too many children in that classroom. Thirty, five-year-old children in one classroom struggled to sit still for the time enough time required for the teacher to talk. Teaching was regularly interrupted, understandably by children needing water, the toilet or simply wanting to share their thoughts about the subject being discussed.  Many of the children seemed bored by the lengthy times spent having to sit on the carpet or at their desk, being talked at and their attention clearly waivered. With such large classrooms the learning seemed often to occur by rote with little time for questions or exploration of the subject.  It seemed to me the ‘real learning’ for most of the children occurred when teaching support staff, who took small groups out of the classroom in groups of 4 and 5 to concentrate on a specific area usually reading or maths. I myself, helped children with their reading and maths in small groups of up four which worked well. The environment was intense, noisy and physically cramped and I often came home feeling slightly overwhelmed, thinking it was a miracle, that the children learnt anything.

I was therefore horrified to hear that in my daughters very well-respected junior school, the class size would now be 32 in an even smaller classroom. When I investigated further, I found that class sizes of 32 are standard across the city. As parents we have come to accept this as a norm but from my experience, it is clear to me that this it is not a healthy environment for children or their learning or for the teachers.

 My daughter is now 8 and (like many I’m sure) she continues to be a very lively, boisterous thing. At home she never stops moving and/or singing. She ‘gets’ what needs to happen at school so complies, but when I pick her up from school, I can see that it has been a struggle to sit still, to hold it together, to stop talking, to concentrate and to try and learn. Being at school for her clearly requires lots of effort and it means when we get home she can often be quite emotional with lots of mixed up feelings. I can see she finds school stressful and I am certain it doesn’t have to be this way.

 I consider our family lucky. Her teachers are brilliant, the school is one of the best locally and very highly regarded. I still have lots of contact with the school and I can see everyone at school she encounters tries their hardest to to do their best by her. However, there is no getting away from the fact, I feel that her class is too big with too many children with different, competing and at times complex needs.  The fact that 2/3 of schools locally have had to reduce school support staff really worries me. I know that, it is these staff that have historically supported teachers to ensure learning can happen for all the children. The fact that my daughter learns anything is a testament to the hard work of her teachers and the support staff. If our school were to lose any more support staff, I am certain my daughter’s learning would grind to a complete halt.

Finally, I wish school could be more of a joyous experience for my daughter. I wish it could be an experience filled with a sense of wonder, pleasure and discovery, rather than an experience she simply must endure. It makes me sad for her and for the children of her time and I worry that collectively as parents we are allowing the government of the day to fail them.

Headteacher resigns over cuts

I was a teacher from September 1980 until August 2017, with two short breaks for maternity leave. Despite moving up though the ranks, becoming a Head in 2014, I never stopped teaching, with the quest for outstanding teaching and learning being my passion. In many ways, the 9 years I spent as an AST were the most fulfilling, but I succumbed to headship because I wanted to influence T&L across a whole school; I adopted Steve Covey’s, ‘The main thing is to keep the main thing the main thing’, with T&L being that ‘main thing’.

Unfortunately, as soon as I picked up the reins, I could see that the school was heading towards financial difficulties in the next academic year, due to cuts in funding and rising costs. Many may not know this, but a stand-alone Academy cannot submit a deficit budget without the threat of being put into financial special measures by the Education Funding Agency (EFA), so I had no choice but to take evasive action.

Whilst it was my strong belief that I should devote my time to leading T&L, I had to put the ‘main thing’ to one side and become a financial strategist, which is hardly what I trained for. Staffing is easily the biggest financial outlay of a school, so that is where I had to start. I wrote a 12-page ‘staffing restructure and deficit reduction plan’, which was no mean feat, and whilst its contents are lengthy and probably not interesting to many, I detail it below, because you need to be aware of just how many cuts I had to make, and how serious and unpalatable they were:

            The number of planning periods per teacher per cycle decreased by one

            The number of teaching groups in Years 7 and 8 decreased by one (thus larger classes)

            The ‘extra’ teaching groups in the core subjects in Years 10 and 11 removed

            The disapplication groups in Year 10, except for SEN pupils, removed

            VCert music removed as a GCSE option for Year 10

            Food technology removed as a GCSE option for Year 10 and removed from KS3

            AS French removed as an option for Year 12

            Art and photography taught together in Years 12 and 13

            Workskills Springboard removed from Year 12

            Departmental capitation reduced by approximately 10%

            CPD limited to training for the new exam specifications only

            Stationery ordered centrally, not by department

            Work experience removed for the majority of pupils in Year 11 (only remaining for the few who would really benefit)

            Business & Enterprise budget reduced

            Alternative curriculum reduced

            The equivalent of one full time post removed from the SLT team, and the portfolio distributed amongst the remaining SLT members

            One food technology teacher post removed

            All 4 Lead Practitioner posts removed

            The fourth post on the leadership spine not undertaking SLT responsibilities removed

            The number of TLR points per subject leader, and the number of non-contact periods per subject leader, to be based solely on the number of teaching periods delivered by the department (thus leading to a reduction)

            TLRs for Thinking skills, Data, Business & Enterprise and Work-related learning removed

            The TLR for Alternative Curriculum reduced from TLR 2 to TLR 1

            The TLR for Exams reduced from TLR 2 to TLR 1

            One science technician post removed

            One food technology technician post removed

            The administrative roles of 1) Cover/attendance, 2) First Aid/Administrator, and 3) Educational Visits Coordinator amalgamated into two roles

I cannot begin to explain how upsetting and disagreeable I found these changes to be; they amounted to a saving of approximately £410,000 and yet by the end of the following academic year, it was clear that we would have to cut more subjects at A-level and more staff, and that is when I decided I could not and would not go on. I felt that I would be condoning the government’s regime of underfunding if I continued to hack away at the curriculum and staffing still further, just to balance the books, especially as it struck me that it was likely to become an annual occurrence.

I was coming up to 60 when I reached ‘enough is enough’, and in that sense I was more in a position to ‘go’ than a Head in their 30’s or 40’s say, but I had been a single parent for 21 years by then, my two daughters were saddled with huge student debt (after completing 5 university courses between them), and I had an interest-only mortgage, meaning I would have to sell my house to pay it off, so my decision wasn’t without its complications.

But personally, it’s the emotional toll, not the financial one, that I feel most acutely. I ‘went’ at least 5 years too early, with so much  left to give.

Spread Too Thin

I am a qualified teacher but have worked as a Teaching Assistant for the past three years in a mainstream primary. The biggest impact I have felt is the effect of cuts on the children’s experience and learning support. We no longer have specialist music or MFL provision, and the school counsellor, who used to come weekly to our school has had to go too. We are thin on the ground on MDSA’s and any illness or absence impacts hugely on how we are able to support children.   We have access to a field we share with another school, which we cannot use regularly at lunchtimes simply because we don’t have enough staff to spread the children across multiple locations at break.
Our school is unique (it seems) in that it has not had to make any cuts to in-class support staff this year, but this has come at a price.  And our leadership team has made it clear they are doing all they can to prevent that from happening, but cannot sustain this long-term. We have a mixed-ability intake with a high level of SEND, and extra funding for this support is sparse and hard to get. The journey families and schools go on to get the minimal amount of extra funding is convoluted and often unfruitful – assessments are denied, support services such as CAMHS and BHISS are grossly understaffed and underfunded, and even getting the professional advice required can take weeks if not months.
As a result, any existing TA support is driven to high-need children, with the vast majority of kids with ‘regular levels of difficulty’ often having to fend for themselves. Teachers and support staff often go beyond the remit of their jobs and contracted hours to meet children’s needs, and we are eternally juggling who gets the support and who doesn’t. It is often a heartbreaking exercise of sharing insufficient provision, knowing that you will simply not be able to help everyone who needs it.

Resources are limited to the bare minimum now. Apart from the narrowing of the UKS2 curriculum due to the results-driven syllabus, there is the element of lack of funds to provide the students with enrichment experiences, art and science equipment, topic resources and musical instruments.

It cannot go on.