So what’s all this government flapdoodle? I understand the legal requirements of the CEO position and funding regulations and goodness knows I’m no fan of Kevin Courtney but I’m truly flummoxed. How can schools and colleges be safe environments if their opening leads to an increase in the R rate? Safe for whom? Pupils and older students may be asymptomatic if they test Covid positive but they take the virus home to their families. Teachers and support staff who hold student facing roles may be issued with face masks but no other PPE and they are expected to remain within a limited space with significant numbers of young people for long periods of time. They may be able to sustain a two metre distance but the new virus variant must mean the environment is compromising. The government has not suggested that teachers will be treated as front line workers when it comes to the vaccination programme and I understand from Catherin Cole, Principal of Farnborough College, that support for student testing for the virus has been minimal. Without a properly funded and supported testing programme and protection for school and college staff through early access to the vaccine, schools and colleges should remain closed this term and teaching and learning take place on line until the virus is brought under control and the national vaccine programme is significantly advanced.
Gavin Williamson and his team should set up a task force to work on short and longer term plans for this year’s examination season and how to bridge the gaps in pupil learning and remedial support for those whose mental health has been affected by government flimflamming – and communicate these as soon as possible, by the end of January latest (I won’t ask why this hasn’t been done already!)
I retired as a Principal of a large Sixth Form College at the end of August and have first-hand knowledge of the decision making and communication challenges of the March to June school and college closures and partial reopening from June 2020. Leadership in a time of such uncertainty was tricky but good leadership involves listening and thorough sense making. As a Principal this means students, parents, teachers and support staff and checking in regularly with governors. The Senior Leadership Team is crucial as they have expertise and comprehend the detail of what college closure means for examinations and student progression, student well-being and the business wing of the college such as marketing events and the international student body. Professional groups such as the Sixth Form Colleges’ Association, Association of School and College Leaders and other Principals are a considerable help not just through moral support but in sharing interpretations of government briefings, providing HR and legal webinars for example on furloughing staff and in practical ways too such as a forum for sharing risk assessments. And once this sense making is done good leaders have a strategy, a direction of travel and a desired destination and of course a detailed action plan and risk assessment which takes account of the need to be flexible if required. The strategy is firm and clear, well communicated and well resourced and starts strong so everyone knows what is required of them – everyone can feel secure and get on with their jobs or their education.
A government changing its mind about the strategy every five minutes, gearing up and then gearing down is poor leadership, helps no one and causes greater distress and for schools and colleges will lead in turn to a poorer educational experience.





