A positive, yes. I think one of the challenges is that sometimes the time it takes to make changes in leadership can be protracted and can be a barrier, sometimes, to the speed with which you can move. But, for a significant minority of the schools, there had been recent new appointments of headteachers, which was seen to be contributing, when you looked at the evaluation, to the speed with which they were able to engage.

The reason I was asking was I wanted to understand what lessons the Government is taking from that three-year investment, really, and how, maybe, you're applying some of those lessons to your wider school improvement programme. I know Professor Mel Ainscow identified six interconnected lessons, although I also note that the Cabinet Secretary didn't actually meet him for about six or seven months after coming into post. So, I'm just wondering, can you give us confidence that, actually, you are serious about taking lessons from Schools Challenge Cymru and applying them to the wider school improvement agenda?

Well, absolutely, Llyr. I don't think anything should be read into when I met the individual concerned, because officials were meeting the individual concerned. Individual challenge advisers were meeting with the regions, there was crossover work with the FSM agenda as well, and we are absolutely determined that best practice and those interventions that drove school improvement are embedded in the new support that we have via the regional consortia. It's no coincidence that some of the best people that were employed by Schools Challenge Cymru are now in the employment of our regional consortia. So, those people that were really good and really made a difference don't work for the Schools Challenge Cymru scheme any more, they work for our regional school improvement services. So, we're absolutely determined. The things that we have learned, as always, are around leadership. It is absolutely key and crucial to have strong, capable school leadership as a driver for change within the system. We're looking at systems and processes, so, actually, has a school got in place comprehensive systems of tracking and processes within the school? We're looking at the teacher quality—how can we ensure that we have got consistent strategies in place to drive up pedagogy and teacher quality in the classroom? Collaborative activity—again, absolutely key. A school cannot see itself in isolation, and one of the key themes of the national mission is a self-improving system, so, collaborative working where schools are looking outside of each other, learning from best practice from other schools. So, there are lots of things that we've drawn from the evaluation that you will see as key themes running through the national mission, and, as I said, it's no coincidence that our really good people that were working in Schools Challenge Cymru are now working for the regional consortia, being able to use that expertise not just for a very small proportion of our schools—but that expertise is available to all our schools.

Although Estyn has told us, of course, that you can't expect the consortia to really carry on with that level of intervention and the same kind of intensity as was provided previously, so I'm just wondering—


The reason I was asking was I wanted to understand what lessons the Government is taking from that three-year investment, really, and how, maybe, you're applying some of those lessons to your wider school improvement programme. I know Professor Mel Ainscow identified six interconnected lessons, although I also note that the Cabinet Secretary didn't actually meet him for about six or seven months after coming into post. So, I'm just wondering, can you give us confidence that, actually, you are serious about taking lessons from Schools Challenge Cymru and applying them to the wider school improvement agenda?

Well, absolutely, Llyr. I don't think anything should be read into when I met the individual concerned, because officials were meeting the individual concerned. Individual challenge advisers were meeting with the regions, there was crossover work with the FSM agenda as well, and we are absolutely determined that best practice and those interventions that drove school improvement are embedded in the new support that we have via the regional consortia. It's no coincidence that some of the best people that were employed by Schools Challenge Cymru are now in the employment of our regional consortia. So, those people that were really good and really made a difference don't work for the Schools Challenge Cymru scheme any more, they work for our regional school improvement services. So, we're absolutely determined. The things that we have learned, as always, are around leadership. It is absolutely key and crucial to have strong, capable school leadership as a driver for change within the system. We're looking at systems and processes, so, actually, has a school got in place comprehensive systems of tracking and processes within the school? We're looking at the teacher quality—how can we ensure that we have got consistent strategies in place to drive up pedagogy and teacher quality in the classroom? Collaborative activity—again, absolutely key. A school cannot see itself in isolation, and one of the key themes of the national mission is a self-improving system, so, collaborative working where schools are looking outside of each other, learning from best practice from other schools. So, there are lots of things that we've drawn from the evaluation that you will see as key themes running through the national mission, and, as I said, it's no coincidence that our really good people that were working in Schools Challenge Cymru are now working for the regional consortia, being able to use that expertise not just for a very small proportion of our schools—but that expertise is available to all our schools.

Although Estyn has told us, of course, that you can't expect the consortia to really carry on with that level of intervention and the same kind of intensity as was provided previously, so I'm just wondering—


Well, absolutely, Llyr. I don't think anything should be read into when I met the individual concerned, because officials were meeting the individual concerned. Individual challenge advisers were meeting with the regions, there was crossover work with the FSM agenda as well, and we are absolutely determined that best practice and those interventions that drove school improvement are embedded in the new support that we have via the regional consortia. It's no coincidence that some of the best people that were employed by Schools Challenge Cymru are now in the employment of our regional consortia. So, those people that were really good and really made a difference don't work for the Schools Challenge Cymru scheme any more, they work for our regional school improvement services. So, we're absolutely determined. The things that we have learned, as always, are around leadership. It is absolutely key and crucial to have strong, capable school leadership as a driver for change within the system. We're looking at systems and processes, so, actually, has a school got in place comprehensive systems of tracking and processes within the school? We're looking at the teacher quality—how can we ensure that we have got consistent strategies in place to drive up pedagogy and teacher quality in the classroom? Collaborative activity—again, absolutely key. A school cannot see itself in isolation, and one of the key themes of the national mission is a self-improving system, so, collaborative working where schools are looking outside of each other, learning from best practice from other schools. So, there are lots of things that we've drawn from the evaluation that you will see as key themes running through the national mission, and, as I said, it's no coincidence that our really good people that were working in Schools Challenge Cymru are now working for the regional consortia, being able to use that expertise not just for a very small proportion of our schools—but that expertise is available to all our schools.

Although Estyn has told us, of course, that you can't expect the consortia to really carry on with that level of intervention and the same kind of intensity as was provided previously, so I'm just wondering—

Well, we were told by Estyn in evidence that they didn't necessarily think that we could expect the consortia to provide the same type of tailored support, and certainly the level of intensity with the improvement boards and everything—


Although Estyn has told us, of course, that you can't expect the consortia to really carry on with that level of intervention and the same kind of intensity as was provided previously, so I'm just wondering—

Well, we were told by Estyn in evidence that they didn't necessarily think that we could expect the consortia to provide the same type of tailored support, and certainly the level of intensity with the improvement boards and everything—

Well, the improvement boards are carrying on, so the improvement boards still exist, and I would—not that I want to argue with Estyn—


Well, we were told by Estyn in evidence that they didn't necessarily think that we could expect the consortia to provide the same type of tailored support, and certainly the level of intensity with the improvement boards and everything—

Well, the improvement boards are carrying on, so the improvement boards still exist, and I would—not that I want to argue with Estyn—

Well, feel free; this is your opportunity to do so if you—


Well, we were told by Estyn in evidence that they didn't necessarily think that we could expect the consortia to provide the same type of tailored support, and certainly the level of intensity with the improvement boards and everything—

Well, the improvement boards are carrying on, so the improvement boards still exist, and I would—not that I want to argue with Estyn—

Well, feel free; this is your opportunity to do so if you—

What I would say is that those improvement boards are staying on, and our schools categorisation system is used to identify the level of support. Now, if you're a red school, that gives you the entitlement to 25 days of support. That is more than you would have got under the Schools Challenge Cymru programme, which would've been 20 days. So, actually, moving to this system allows us to really focus in on those schools that need that intensive level of support. And what's important for me, Llyr, in this, okay, is that those schools are not necessarily just the schools that were in the programme. Our system now of challenge, advice and support allows us to target resources across all of our schools and across all of our sectors, because you'll be aware that Schools Challenge was only available to secondary schools, not available to primary schools. What our system now allows us to do, via the schools categorisation, is to identify schools, wherever they are in Wales and whatever sector they're in, to have that intensive level of support that they need to make improvements.


Well, the improvement boards are carrying on, so the improvement boards still exist, and I would—not that I want to argue with Estyn—

Well, feel free; this is your opportunity to do so if you—

What I would say is that those improvement boards are staying on, and our schools categorisation system is used to identify the level of support. Now, if you're a red school, that gives you the entitlement to 25 days of support. That is more than you would have got under the Schools Challenge Cymru programme, which would've been 20 days. So, actually, moving to this system allows us to really focus in on those schools that need that intensive level of support. And what's important for me, Llyr, in this, okay, is that those schools are not necessarily just the schools that were in the programme. Our system now of challenge, advice and support allows us to target resources across all of our schools and across all of our sectors, because you'll be aware that Schools Challenge was only available to secondary schools, not available to primary schools. What our system now allows us to do, via the schools categorisation, is to identify schools, wherever they are in Wales and whatever sector they're in, to have that intensive level of support that they need to make improvements.

So, you're confident that that level of momentum is continuing through the consortia that was previously enjoyed by those particular schools, and you're also confident that there is minimal risk that they'll slip back to where they were, potentially, or at least part of the way back.


Well, feel free; this is your opportunity to do so if you—

What I would say is that those improvement boards are staying on, and our schools categorisation system is used to identify the level of support. Now, if you're a red school, that gives you the entitlement to 25 days of support. That is more than you would have got under the Schools Challenge Cymru programme, which would've been 20 days. So, actually, moving to this system allows us to really focus in on those schools that need that intensive level of support. And what's important for me, Llyr, in this, okay, is that those schools are not necessarily just the schools that were in the programme. Our system now of challenge, advice and support allows us to target resources across all of our schools and across all of our sectors, because you'll be aware that Schools Challenge was only available to secondary schools, not available to primary schools. What our system now allows us to do, via the schools categorisation, is to identify schools, wherever they are in Wales and whatever sector they're in, to have that intensive level of support that they need to make improvements.

So, you're confident that that level of momentum is continuing through the consortia that was previously enjoyed by those particular schools, and you're also confident that there is minimal risk that they'll slip back to where they were, potentially, or at least part of the way back.

Well, actually, there are some really good examples of some of the Schools Challenge Cymru schools making that sustained improvement now that the programme has come to an end. You only have to look at Tredegar, where we have seen continual improvement and moving up through the categorisation system. That school is now a green school, so they've been able to sustain their progress at the end of the programme. If we look at Armando in Eastern High School, again—gosh, my goodness me, we had lots of debates in a previous Chamber about the future of Eastern. There was one person that said that Eastern had to be closed and that the only way forward for that particular school was for it to be shut down, but what we have seen is investment via Schools Challenge Cymru, but ongoing, continual support from the regional consortium, and that school has come out of special measures. I pay absolute tribute to the staff of that school and that community that have done such a good job. So, I'm absolutely convinced that where we've got good leadership and good support, some of those schools are making continued, sustained progress even after the end of the programme. The challenge for me is for those schools that Schools Challenge Cymru didn't work for, and we haven't seen that progress—how we can use our school improvement system now to continue to work with those schools to give them the level of support that they need to make a difference. So that's what my focus is on now: a whole-system approach, rather than choosing 39 schools to get that level of support, when we recognise that there are schools everywhere, potentially, that need intervention, support and challenge, and in the primary sector as well.


What I would say is that those improvement boards are staying on, and our schools categorisation system is used to identify the level of support. Now, if you're a red school, that gives you the entitlement to 25 days of support. That is more than you would have got under the Schools Challenge Cymru programme, which would've been 20 days. So, actually, moving to this system allows us to really focus in on those schools that need that intensive level of support. And what's important for me, Llyr, in this, okay, is that those schools are not necessarily just the schools that were in the programme. Our system now of challenge, advice and support allows us to target resources across all of our schools and across all of our sectors, because you'll be aware that Schools Challenge was only available to secondary schools, not available to primary schools. What our system now allows us to do, via the schools categorisation, is to identify schools, wherever they are in Wales and whatever sector they're in, to have that intensive level of support that they need to make improvements.

So, you're confident that that level of momentum is continuing through the consortia that was previously enjoyed by those particular schools, and you're also confident that there is minimal risk that they'll slip back to where they were, potentially, or at least part of the way back.

Well, actually, there are some really good examples of some of the Schools Challenge Cymru schools making that sustained improvement now that the programme has come to an end. You only have to look at Tredegar, where we have seen continual improvement and moving up through the categorisation system. That school is now a green school, so they've been able to sustain their progress at the end of the programme. If we look at Armando in Eastern High School, again—gosh, my goodness me, we had lots of debates in a previous Chamber about the future of Eastern. There was one person that said that Eastern had to be closed and that the only way forward for that particular school was for it to be shut down, but what we have seen is investment via Schools Challenge Cymru, but ongoing, continual support from the regional consortium, and that school has come out of special measures. I pay absolute tribute to the staff of that school and that community that have done such a good job. So, I'm absolutely convinced that where we've got good leadership and good support, some of those schools are making continued, sustained progress even after the end of the programme. The challenge for me is for those schools that Schools Challenge Cymru didn't work for, and we haven't seen that progress—how we can use our school improvement system now to continue to work with those schools to give them the level of support that they need to make a difference. So that's what my focus is on now: a whole-system approach, rather than choosing 39 schools to get that level of support, when we recognise that there are schools everywhere, potentially, that need intervention, support and challenge, and in the primary sector as well.

Okay. So, you wouldn't agree with a number of—well, the near-unanimous evidence that we've had from academics, some of whom are Government advisers from consortia et cetera, that this kind of programme such as Schools Challenge Cymru would probably need about five years to really have the impact that it was intended to have.


So, you're confident that that level of momentum is continuing through the consortia that was previously enjoyed by those particular schools, and you're also confident that there is minimal risk that they'll slip back to where they were, potentially, or at least part of the way back.

Well, actually, there are some really good examples of some of the Schools Challenge Cymru schools making that sustained improvement now that the programme has come to an end. You only have to look at Tredegar, where we have seen continual improvement and moving up through the categorisation system. That school is now a green school, so they've been able to sustain their progress at the end of the programme. If we look at Armando in Eastern High School, again—gosh, my goodness me, we had lots of debates in a previous Chamber about the future of Eastern. There was one person that said that Eastern had to be closed and that the only way forward for that particular school was for it to be shut down, but what we have seen is investment via Schools Challenge Cymru, but ongoing, continual support from the regional consortium, and that school has come out of special measures. I pay absolute tribute to the staff of that school and that community that have done such a good job. So, I'm absolutely convinced that where we've got good leadership and good support, some of those schools are making continued, sustained progress even after the end of the programme. The challenge for me is for those schools that Schools Challenge Cymru didn't work for, and we haven't seen that progress—how we can use our school improvement system now to continue to work with those schools to give them the level of support that they need to make a difference. So that's what my focus is on now: a whole-system approach, rather than choosing 39 schools to get that level of support, when we recognise that there are schools everywhere, potentially, that need intervention, support and challenge, and in the primary sector as well.

Okay. So, you wouldn't agree with a number of—well, the near-unanimous evidence that we've had from academics, some of whom are Government advisers from consortia et cetera, that this kind of programme such as Schools Challenge Cymru would probably need about five years to really have the impact that it was intended to have.

What I would say is that, from my understanding, from the outset, it was a time-limited programme. The schools were aware of that. There were no surprises that it was supposed to be a time-limited programme. Evidence from across the UK showed that school challenge programmes have differed in time. So, for instance, Manchester's challenge was a three-year programme. So, there's no consensus about how many years you need to run a programme for. The previous Minister was quite clear about the time-limited nature of the programme. That's not to say it was the wrong decision, because what's important, and an ongoing legacy of the programme, was the investment in regional school improvement capacity, because at the time our school improvement services and the regions were young, in their infancy. The ability of individual local authorities to make a difference, with so many local authorities in an Estyn categorisation, was limited, so one of the ongoing legacies of the programme is that significant investment of over £10 million in the capacity of the regions to be able to continue this support and the school improvement work.


Well, actually, there are some really good examples of some of the Schools Challenge Cymru schools making that sustained improvement now that the programme has come to an end. You only have to look at Tredegar, where we have seen continual improvement and moving up through the categorisation system. That school is now a green school, so they've been able to sustain their progress at the end of the programme. If we look at Armando in Eastern High School, again—gosh, my goodness me, we had lots of debates in a previous Chamber about the future of Eastern. There was one person that said that Eastern had to be closed and that the only way forward for that particular school was for it to be shut down, but what we have seen is investment via Schools Challenge Cymru, but ongoing, continual support from the regional consortium, and that school has come out of special measures. I pay absolute tribute to the staff of that school and that community that have done such a good job. So, I'm absolutely convinced that where we've got good leadership and good support, some of those schools are making continued, sustained progress even after the end of the programme. The challenge for me is for those schools that Schools Challenge Cymru didn't work for, and we haven't seen that progress—how we can use our school improvement system now to continue to work with those schools to give them the level of support that they need to make a difference. So that's what my focus is on now: a whole-system approach, rather than choosing 39 schools to get that level of support, when we recognise that there are schools everywhere, potentially, that need intervention, support and challenge, and in the primary sector as well.

Okay. So, you wouldn't agree with a number of—well, the near-unanimous evidence that we've had from academics, some of whom are Government advisers from consortia et cetera, that this kind of programme such as Schools Challenge Cymru would probably need about five years to really have the impact that it was intended to have.

What I would say is that, from my understanding, from the outset, it was a time-limited programme. The schools were aware of that. There were no surprises that it was supposed to be a time-limited programme. Evidence from across the UK showed that school challenge programmes have differed in time. So, for instance, Manchester's challenge was a three-year programme. So, there's no consensus about how many years you need to run a programme for. The previous Minister was quite clear about the time-limited nature of the programme. That's not to say it was the wrong decision, because what's important, and an ongoing legacy of the programme, was the investment in regional school improvement capacity, because at the time our school improvement services and the regions were young, in their infancy. The ability of individual local authorities to make a difference, with so many local authorities in an Estyn categorisation, was limited, so one of the ongoing legacies of the programme is that significant investment of over £10 million in the capacity of the regions to be able to continue this support and the school improvement work.

So, how disappointed were you that the money for Schools Challenge Cymru went back into reserves and didn't stay in your envelope, as you described it earlier? I presume you made a pitch for it. Did you make a case for that money to stay within your department?


Okay. So, you wouldn't agree with a number of—well, the near-unanimous evidence that we've had from academics, some of whom are Government advisers from consortia et cetera, that this kind of programme such as Schools Challenge Cymru would probably need about five years to really have the impact that it was intended to have.

What I would say is that, from my understanding, from the outset, it was a time-limited programme. The schools were aware of that. There were no surprises that it was supposed to be a time-limited programme. Evidence from across the UK showed that school challenge programmes have differed in time. So, for instance, Manchester's challenge was a three-year programme. So, there's no consensus about how many years you need to run a programme for. The previous Minister was quite clear about the time-limited nature of the programme. That's not to say it was the wrong decision, because what's important, and an ongoing legacy of the programme, was the investment in regional school improvement capacity, because at the time our school improvement services and the regions were young, in their infancy. The ability of individual local authorities to make a difference, with so many local authorities in an Estyn categorisation, was limited, so one of the ongoing legacies of the programme is that significant investment of over £10 million in the capacity of the regions to be able to continue this support and the school improvement work.

So, how disappointed were you that the money for Schools Challenge Cymru went back into reserves and didn't stay in your envelope, as you described it earlier? I presume you made a pitch for it. Did you make a case for that money to stay within your department?

Llyr, we are constantly having discussions with the Minister for Finance around support for the education budget. The Minister for Finance was quite clear that it was a time-limited programme. We were able to secure investment from the Finance Minister to be able to secure the programme and run it and phase it out to make sure there was transition support, so as we moved from the schools challenge programme into the regional consortia, there were resources to do that.


What I would say is that, from my understanding, from the outset, it was a time-limited programme. The schools were aware of that. There were no surprises that it was supposed to be a time-limited programme. Evidence from across the UK showed that school challenge programmes have differed in time. So, for instance, Manchester's challenge was a three-year programme. So, there's no consensus about how many years you need to run a programme for. The previous Minister was quite clear about the time-limited nature of the programme. That's not to say it was the wrong decision, because what's important, and an ongoing legacy of the programme, was the investment in regional school improvement capacity, because at the time our school improvement services and the regions were young, in their infancy. The ability of individual local authorities to make a difference, with so many local authorities in an Estyn categorisation, was limited, so one of the ongoing legacies of the programme is that significant investment of over £10 million in the capacity of the regions to be able to continue this support and the school improvement work.

So, how disappointed were you that the money for Schools Challenge Cymru went back into reserves and didn't stay in your envelope, as you described it earlier? I presume you made a pitch for it. Did you make a case for that money to stay within your department?

Llyr, we are constantly having discussions with the Minister for Finance around support for the education budget. The Minister for Finance was quite clear that it was a time-limited programme. We were able to secure investment from the Finance Minister to be able to secure the programme and run it and phase it out to make sure there was transition support, so as we moved from the schools challenge programme into the regional consortia, there were resources to do that.

Did you feel there was a case to be made to add to the consortia's resources and be able to continue that level of support that schools had previously had?


So, how disappointed were you that the money for Schools Challenge Cymru went back into reserves and didn't stay in your envelope, as you described it earlier? I presume you made a pitch for it. Did you make a case for that money to stay within your department?

Llyr, we are constantly having discussions with the Minister for Finance around support for the education budget. The Minister for Finance was quite clear that it was a time-limited programme. We were able to secure investment from the Finance Minister to be able to secure the programme and run it and phase it out to make sure there was transition support, so as we moved from the schools challenge programme into the regional consortia, there were resources to do that.

Did you feel there was a case to be made to add to the consortia's resources and be able to continue that level of support that schools had previously had?

Well, we did make resources available to the regional consortia to do that. As I say, from the outset, the previous Minister was very clear it was a time-limited programme. Certainly the schools that I talk to—. And I want to be absolutely clear: I have visited many, many Schools Challenge Cymru schools. I have used that opportunity to talk to them about—Heolddu being one of them, Hefin, which we went to visit, and Willows, for instance. I'm going to one this afternoon—I'm going to St Illtyd's this afternoon, and I always take—. I've been to Caergybi in Anglesey. I always take the opportunity to speak to those teachers about their experience of the programme and to understand and assure myself that they are getting ongoing support that they see as an appropriate level for them. I think I've done 19 of the schools.


Llyr, we are constantly having discussions with the Minister for Finance around support for the education budget. The Minister for Finance was quite clear that it was a time-limited programme. We were able to secure investment from the Finance Minister to be able to secure the programme and run it and phase it out to make sure there was transition support, so as we moved from the schools challenge programme into the regional consortia, there were resources to do that.

Did you feel there was a case to be made to add to the consortia's resources and be able to continue that level of support that schools had previously had?

Well, we did make resources available to the regional consortia to do that. As I say, from the outset, the previous Minister was very clear it was a time-limited programme. Certainly the schools that I talk to—. And I want to be absolutely clear: I have visited many, many Schools Challenge Cymru schools. I have used that opportunity to talk to them about—Heolddu being one of them, Hefin, which we went to visit, and Willows, for instance. I'm going to one this afternoon—I'm going to St Illtyd's this afternoon, and I always take—. I've been to Caergybi in Anglesey. I always take the opportunity to speak to those teachers about their experience of the programme and to understand and assure myself that they are getting ongoing support that they see as an appropriate level for them. I think I've done 19 of the schools.


Did you feel there was a case to be made to add to the consortia's resources and be able to continue that level of support that schools had previously had?

Well, we did make resources available to the regional consortia to do that. As I say, from the outset, the previous Minister was very clear it was a time-limited programme. Certainly the schools that I talk to—. And I want to be absolutely clear: I have visited many, many Schools Challenge Cymru schools. I have used that opportunity to talk to them about—Heolddu being one of them, Hefin, which we went to visit, and Willows, for instance. I'm going to one this afternoon—I'm going to St Illtyd's this afternoon, and I always take—. I've been to Caergybi in Anglesey. I always take the opportunity to speak to those teachers about their experience of the programme and to understand and assure myself that they are getting ongoing support that they see as an appropriate level for them. I think I've done 19 of the schools.

With regard to it being a time-limited programme, the previous Minister was clear that it was a time-limited programme, but it wasn't quite as time-limited as you've decided to be. Is that fair to say?


Well, we did make resources available to the regional consortia to do that. As I say, from the outset, the previous Minister was very clear it was a time-limited programme. Certainly the schools that I talk to—. And I want to be absolutely clear: I have visited many, many Schools Challenge Cymru schools. I have used that opportunity to talk to them about—Heolddu being one of them, Hefin, which we went to visit, and Willows, for instance. I'm going to one this afternoon—I'm going to St Illtyd's this afternoon, and I always take—. I've been to Caergybi in Anglesey. I always take the opportunity to speak to those teachers about their experience of the programme and to understand and assure myself that they are getting ongoing support that they see as an appropriate level for them. I think I've done 19 of the schools.

With regard to it being a time-limited programme, the previous Minister was clear that it was a time-limited programme, but it wasn't quite as time-limited as you've decided to be. Is that fair to say?

No, it was supposed to be a three-year programme at the most. So, there's no differential between when I decided it was time-limited and the expectations—


With regard to it being a time-limited programme, the previous Minister was clear that it was a time-limited programme, but it wasn't quite as time-limited as you've decided to be. Is that fair to say?

No, it was supposed to be a three-year programme at the most. So, there's no differential between when I decided it was time-limited and the expectations—

So the time limit was the same that the previous Minister put on it.


No, it was supposed to be a three-year programme at the most. So, there's no differential between when I decided it was time-limited and the expectations—

So the time limit was the same that the previous Minister put on it.

But Mel Ainscow did tell us that there was a fade out in that third year—not that people were giving up, don't get me wrong, but clearly there wasn't that commitment coming from Government because the decision had been made, and people felt that it was just fizzling out a little bit, and that impacted on the momentum.


So the time limit was the same that the previous Minister put on it.

But Mel Ainscow did tell us that there was a fade out in that third year—not that people were giving up, don't get me wrong, but clearly there wasn't that commitment coming from Government because the decision had been made, and people felt that it was just fizzling out a little bit, and that impacted on the momentum.

I wouldn't characterise it as that. I think there certainly was a transition phase when we knew that the programme was moving and schools were moving into a different level of support, but I certainly wouldn't describe it as a fading out—not at all. As I said, we were aware that the programme was transitioning and we were determined to get that right for those individual schools, and to learn the lessons and, crucially, to be able to apply those lessons right across the board.


But Mel Ainscow did tell us that there was a fade out in that third year—not that people were giving up, don't get me wrong, but clearly there wasn't that commitment coming from Government because the decision had been made, and people felt that it was just fizzling out a little bit, and that impacted on the momentum.

I wouldn't characterise it as that. I think there certainly was a transition phase when we knew that the programme was moving and schools were moving into a different level of support, but I certainly wouldn't describe it as a fading out—not at all. As I said, we were aware that the programme was transitioning and we were determined to get that right for those individual schools, and to learn the lessons and, crucially, to be able to apply those lessons right across the board.

I can see where the perception would come if a programme director like Mel was managing the programme right to the end of the three years exactly the same, and it falls off—not a cliff, but it falls off, then the readiness for schools and the readiness in the system to hand over—so part of the shift of focus was that working as a Government with the programme in those schools to working with the programme, those schools and the region. So, I think, inevitably, one party might see it as a decrease in terms of emphasis on their work, but it was necessary for the transition.


But Mel Ainscow did tell us that there was a fade out in that third year—not that people were giving up, don't get me wrong, but clearly there wasn't that commitment coming from Government because the decision had been made, and people felt that it was just fizzling out a little bit, and that impacted on the momentum.

I wouldn't characterise it as that. I think there certainly was a transition phase when we knew that the programme was moving and schools were moving into a different level of support, but I certainly wouldn't describe it as a fading out—not at all. As I said, we were aware that the programme was transitioning and we were determined to get that right for those individual schools, and to learn the lessons and, crucially, to be able to apply those lessons right across the board.

I can see where the perception would come if a programme director like Mel was managing the programme right to the end of the three years exactly the same, and it falls off—not a cliff, but it falls off, then the readiness for schools and the readiness in the system to hand over—so part of the shift of focus was that working as a Government with the programme in those schools to working with the programme, those schools and the region. So, I think, inevitably, one party might see it as a decrease in terms of emphasis on their work, but it was necessary for the transition.

But does that cast a bit of a shadow over the transition, then—that one key player within that process felt as such, or are you confident that that was managed well and effectively?


I wouldn't characterise it as that. I think there certainly was a transition phase when we knew that the programme was moving and schools were moving into a different level of support, but I certainly wouldn't describe it as a fading out—not at all. As I said, we were aware that the programme was transitioning and we were determined to get that right for those individual schools, and to learn the lessons and, crucially, to be able to apply those lessons right across the board.

I can see where the perception would come if a programme director like Mel was managing the programme right to the end of the three years exactly the same, and it falls off—not a cliff, but it falls off, then the readiness for schools and the readiness in the system to hand over—so part of the shift of focus was that working as a Government with the programme in those schools to working with the programme, those schools and the region. So, I think, inevitably, one party might see it as a decrease in terms of emphasis on their work, but it was necessary for the transition.

But does that cast a bit of a shadow over the transition, then—that one key player within that process felt as such, or are you confident that that was managed well and effectively?

I think it was managed well, and we were very clear to recognise success where success has been achieved, but not to gloss over where the programme had not made an impact, because that wouldn't be good for anybody. There was a formal event to close the programme, which gave everybody an opportunity to get together, to be formally thanked, and for, as I said, congratulations to be given to those people who had really made a difference and, crucially, key staff transferred over into the regional consortia. So, for those individuals, they were able to continue their work, but just be able to apply that work on a regional basis rather than just in an individual school. So, I don't see that there was any fading out, but there was a transition into a new system, and many of those key personnel transitioned into the system with us.


I can see where the perception would come if a programme director like Mel was managing the programme right to the end of the three years exactly the same, and it falls off—not a cliff, but it falls off, then the readiness for schools and the readiness in the system to hand over—so part of the shift of focus was that working as a Government with the programme in those schools to working with the programme, those schools and the region. So, I think, inevitably, one party might see it as a decrease in terms of emphasis on their work, but it was necessary for the transition.

But does that cast a bit of a shadow over the transition, then—that one key player within that process felt as such, or are you confident that that was managed well and effectively?

I think it was managed well, and we were very clear to recognise success where success has been achieved, but not to gloss over where the programme had not made an impact, because that wouldn't be good for anybody. There was a formal event to close the programme, which gave everybody an opportunity to get together, to be formally thanked, and for, as I said, congratulations to be given to those people who had really made a difference and, crucially, key staff transferred over into the regional consortia. So, for those individuals, they were able to continue their work, but just be able to apply that work on a regional basis rather than just in an individual school. So, I don't see that there was any fading out, but there was a transition into a new system, and many of those key personnel transitioned into the system with us.

Have you got any figures for the numbers of staff who went from the programme into the consortia?


But does that cast a bit of a shadow over the transition, then—that one key player within that process felt as such, or are you confident that that was managed well and effectively?

I think it was managed well, and we were very clear to recognise success where success has been achieved, but not to gloss over where the programme had not made an impact, because that wouldn't be good for anybody. There was a formal event to close the programme, which gave everybody an opportunity to get together, to be formally thanked, and for, as I said, congratulations to be given to those people who had really made a difference and, crucially, key staff transferred over into the regional consortia. So, for those individuals, they were able to continue their work, but just be able to apply that work on a regional basis rather than just in an individual school. So, I don't see that there was any fading out, but there was a transition into a new system, and many of those key personnel transitioned into the system with us.

Have you got any figures for the numbers of staff who went from the programme into the consortia?

Not off the top of my head, but I can let you know.


I think it was managed well, and we were very clear to recognise success where success has been achieved, but not to gloss over where the programme had not made an impact, because that wouldn't be good for anybody. There was a formal event to close the programme, which gave everybody an opportunity to get together, to be formally thanked, and for, as I said, congratulations to be given to those people who had really made a difference and, crucially, key staff transferred over into the regional consortia. So, for those individuals, they were able to continue their work, but just be able to apply that work on a regional basis rather than just in an individual school. So, I don't see that there was any fading out, but there was a transition into a new system, and many of those key personnel transitioned into the system with us.

Have you got any figures for the numbers of staff who went from the programme into the consortia?

Not off the top of my head, but I can let you know.


Have you got any figures for the numbers of staff who went from the programme into the consortia?

Not off the top of my head, but I can let you know.

And can I just say, I met with some of them? I met with a selection of those people who had been involved in the programme to get their feedback on what they felt had gone right, and what they didn't feel had gone right in the programme. So, I took the time not just to meet the figurehead of the programme, but actually to meet the people who were doing the work in the individual schools. Sorry.


Not off the top of my head, but I can let you know.

And can I just say, I met with some of them? I met with a selection of those people who had been involved in the programme to get their feedback on what they felt had gone right, and what they didn't feel had gone right in the programme. So, I took the time not just to meet the figurehead of the programme, but actually to meet the people who were doing the work in the individual schools. Sorry.

Yes, I just wanted to ask you, you mentioned the figurehead there, I assume by 'the figurehead' you mean Professor Ainscow. And you've mentioned as well that you said you wanted to learn lessons from Schools Challenge Cymru, but he told us that nobody had been in touch with him since March of last year in order to have any sort of follow-up engagement, or to have a dialogue about his perspective on what worked, what didn't work, why there were failures in some areas and why there were successes in others. Why haven't you sought that level of engagement with the person who was responsible for running the programme?


And can I just say, I met with some of them? I met with a selection of those people who had been involved in the programme to get their feedback on what they felt had gone right, and what they didn't feel had gone right in the programme. So, I took the time not just to meet the figurehead of the programme, but actually to meet the people who were doing the work in the individual schools. Sorry.

Yes, I just wanted to ask you, you mentioned the figurehead there, I assume by 'the figurehead' you mean Professor Ainscow. And you've mentioned as well that you said you wanted to learn lessons from Schools Challenge Cymru, but he told us that nobody had been in touch with him since March of last year in order to have any sort of follow-up engagement, or to have a dialogue about his perspective on what worked, what didn't work, why there were failures in some areas and why there were successes in others. Why haven't you sought that level of engagement with the person who was responsible for running the programme?

I've had that conversation with Mr Ainscow. We had the evaluation of the programme. We've spoken to the people who were actually involved in running the programme on a daily basis in individual schools. We've spoken to the regional consortia. We've spoken to local education authorities. We've spoken to a wide variety of people to get their insight into the lessons learned, what was valuable and what was not valuable. So, a wide variety of people have been involved in those conversations.


And can I just say, I met with some of them? I met with a selection of those people who had been involved in the programme to get their feedback on what they felt had gone right, and what they didn't feel had gone right in the programme. So, I took the time not just to meet the figurehead of the programme, but actually to meet the people who were doing the work in the individual schools. Sorry.

Yes, I just wanted to ask you, you mentioned the figurehead there, I assume by 'the figurehead' you mean Professor Ainscow. And you've mentioned as well that you said you wanted to learn lessons from Schools Challenge Cymru, but he told us that nobody had been in touch with him since March of last year in order to have any sort of follow-up engagement, or to have a dialogue about his perspective on what worked, what didn't work, why there were failures in some areas and why there were successes in others. Why haven't you sought that level of engagement with the person who was responsible for running the programme?

I've had that conversation with Mr Ainscow. We had the evaluation of the programme. We've spoken to the people who were actually involved in running the programme on a daily basis in individual schools. We've spoken to the regional consortia. We've spoken to local education authorities. We've spoken to a wide variety of people to get their insight into the lessons learned, what was valuable and what was not valuable. So, a wide variety of people have been involved in those conversations.

But you've hardly engaged with Mr Ainscow—with Professor Ainscow himself.


Yes, I just wanted to ask you, you mentioned the figurehead there, I assume by 'the figurehead' you mean Professor Ainscow. And you've mentioned as well that you said you wanted to learn lessons from Schools Challenge Cymru, but he told us that nobody had been in touch with him since March of last year in order to have any sort of follow-up engagement, or to have a dialogue about his perspective on what worked, what didn't work, why there were failures in some areas and why there were successes in others. Why haven't you sought that level of engagement with the person who was responsible for running the programme?

I've had that conversation with Mr Ainscow. We had the evaluation of the programme. We've spoken to the people who were actually involved in running the programme on a daily basis in individual schools. We've spoken to the regional consortia. We've spoken to local education authorities. We've spoken to a wide variety of people to get their insight into the lessons learned, what was valuable and what was not valuable. So, a wide variety of people have been involved in those conversations.

But you've hardly engaged with Mr Ainscow—with Professor Ainscow himself.

I would actually say that I have had meetings—


I've had that conversation with Mr Ainscow. We had the evaluation of the programme. We've spoken to the people who were actually involved in running the programme on a daily basis in individual schools. We've spoken to the regional consortia. We've spoken to local education authorities. We've spoken to a wide variety of people to get their insight into the lessons learned, what was valuable and what was not valuable. So, a wide variety of people have been involved in those conversations.

But you've hardly engaged with Mr Ainscow—with Professor Ainscow himself.

I would actually say that I have had meetings—


But you've hardly engaged with Mr Ainscow—with Professor Ainscow himself.

I would actually say that I have had meetings—

Yes, since March of last year. I haven't got the exact dates for you. I've had discussions with Mel Ainscow, and my line manager at the time, Owen Evans, also had meetings and discussions.


I would actually say that I have had meetings—

Yes, since March of last year. I haven't got the exact dates for you. I've had discussions with Mel Ainscow, and my line manager at the time, Owen Evans, also had meetings and discussions.

So, when he told us, 'Since last March, I literally have had no contact at all with anybody from Welsh Government', he was telling porky pies, was he?


Yes, since March of last year. I haven't got the exact dates for you. I've had discussions with Mel Ainscow, and my line manager at the time, Owen Evans, also had meetings and discussions.

So, when he told us, 'Since last March, I literally have had no contact at all with anybody from Welsh Government', he was telling porky pies, was he?

That's not my recollection. I'll go back and check for you.


Yes, since March of last year. I haven't got the exact dates for you. I've had discussions with Mel Ainscow, and my line manager at the time, Owen Evans, also had meetings and discussions.

So, when he told us, 'Since last March, I literally have had no contact at all with anybody from Welsh Government', he was telling porky pies, was he?

That's not my recollection. I'll go back and check for you.

If you could check and let us know, that would be good. Mark.


So, when he told us, 'Since last March, I literally have had no contact at all with anybody from Welsh Government', he was telling porky pies, was he?

That's not my recollection. I'll go back and check for you.

If you could check and let us know, that would be good. Mark.

Yes, well, I just talked about the celebration event to formally mark the end of the programme. My understanding was that it was July of last year, so people were engaged in that. And this idea that somebody has been ignored or frozen out is not how I see or how I regard that situation.


That's not my recollection. I'll go back and check for you.

If you could check and let us know, that would be good. Mark.

Yes, well, I just talked about the celebration event to formally mark the end of the programme. My understanding was that it was July of last year, so people were engaged in that. And this idea that somebody has been ignored or frozen out is not how I see or how I regard that situation.


If you could check and let us know, that would be good. Mark.

Yes, well, I just talked about the celebration event to formally mark the end of the programme. My understanding was that it was July of last year, so people were engaged in that. And this idea that somebody has been ignored or frozen out is not how I see or how I regard that situation.

I have to say, with Professor Ainscow my impression was he took great, great pride in the work that he'd done with Schools Challenge Cymru, and I think he really enjoyed the engagement, the work and the positive relations with the Welsh Government. But I think there was just a degree of disappointment, perhaps, that at least he didn't feel that he'd been interrogated as much as he might have been about the lessons learned from the programme, and how perhaps to entrench those as well as possible with the regional consortia. I just wonder, Cabinet Secretary, if you could invite the professor in, perhaps to have a further debrief with you and take account of some of his thoughts and suggestions for what might help in this area.


Yes, well, I just talked about the celebration event to formally mark the end of the programme. My understanding was that it was July of last year, so people were engaged in that. And this idea that somebody has been ignored or frozen out is not how I see or how I regard that situation.

I have to say, with Professor Ainscow my impression was he took great, great pride in the work that he'd done with Schools Challenge Cymru, and I think he really enjoyed the engagement, the work and the positive relations with the Welsh Government. But I think there was just a degree of disappointment, perhaps, that at least he didn't feel that he'd been interrogated as much as he might have been about the lessons learned from the programme, and how perhaps to entrench those as well as possible with the regional consortia. I just wonder, Cabinet Secretary, if you could invite the professor in, perhaps to have a further debrief with you and take account of some of his thoughts and suggestions for what might help in this area.

Well, Mark, as I said, I just don't think it should be right to characterise this as a failure to engage with a single individual.


I have to say, with Professor Ainscow my impression was he took great, great pride in the work that he'd done with Schools Challenge Cymru, and I think he really enjoyed the engagement, the work and the positive relations with the Welsh Government. But I think there was just a degree of disappointment, perhaps, that at least he didn't feel that he'd been interrogated as much as he might have been about the lessons learned from the programme, and how perhaps to entrench those as well as possible with the regional consortia. I just wonder, Cabinet Secretary, if you could invite the professor in, perhaps to have a further debrief with you and take account of some of his thoughts and suggestions for what might help in this area.

Well, Mark, as I said, I just don't think it should be right to characterise this as a failure to engage with a single individual.

I'm not characterising it that way, Cabinet Secretary.


I have to say, with Professor Ainscow my impression was he took great, great pride in the work that he'd done with Schools Challenge Cymru, and I think he really enjoyed the engagement, the work and the positive relations with the Welsh Government. But I think there was just a degree of disappointment, perhaps, that at least he didn't feel that he'd been interrogated as much as he might have been about the lessons learned from the programme, and how perhaps to entrench those as well as possible with the regional consortia. I just wonder, Cabinet Secretary, if you could invite the professor in, perhaps to have a further debrief with you and take account of some of his thoughts and suggestions for what might help in this area.

Well, Mark, as I said, I just don't think it should be right to characterise this as a failure to engage with a single individual.

I'm not characterising it that way, Cabinet Secretary.

As I said, I met with him, Steve has met with him, Owen Evans has met with him, my special policy adviser has met with him and had discussions. So, there has been an ongoing dialogue. But, Mark, I hope that I have demonstrated since I took on this job that I am willing to work with a wide variety of people and to tap into their expertise if it can help me to deliver on the national mission. And if the advice to me is that we haven't sufficiently learnt the lessons, then I'll gladly have another conversation. What I'm saying to you—and I'm absolutely confident—is that we have learnt the lessons, we are taking that work and the good practice forward, and we have done that with conversations with a wide variety of people who had a view on this, from individual schools that were involved in the programme, individual people who were working in those schools, local education authorities, some of which have been very scathing about the programme, I should say, regional consortia—. So, the lessons, I am confident, have been learnt.


Well, Mark, as I said, I just don't think it should be right to characterise this as a failure to engage with a single individual.

I'm not characterising it that way, Cabinet Secretary.

As I said, I met with him, Steve has met with him, Owen Evans has met with him, my special policy adviser has met with him and had discussions. So, there has been an ongoing dialogue. But, Mark, I hope that I have demonstrated since I took on this job that I am willing to work with a wide variety of people and to tap into their expertise if it can help me to deliver on the national mission. And if the advice to me is that we haven't sufficiently learnt the lessons, then I'll gladly have another conversation. What I'm saying to you—and I'm absolutely confident—is that we have learnt the lessons, we are taking that work and the good practice forward, and we have done that with conversations with a wide variety of people who had a view on this, from individual schools that were involved in the programme, individual people who were working in those schools, local education authorities, some of which have been very scathing about the programme, I should say, regional consortia—. So, the lessons, I am confident, have been learnt.

I'm glad to hear that, Cabinet Secretary, but I still say that, listening to Professor Ainscow's evidence, there was a perception, at least from him individually, that the programme should not be seen to be a failure, but a desire that the lessons should be learnt and a feeling or exception, at least on his part, that there was more that he still had to contribute to the process. And just to take one particular example, I think he referred to the Schools Challenge Cymru advisers being very successful in bringing in people who might not otherwise have contributed to this, and the regional consortia have had greater challenges in recruiting people, perhaps in some areas, of the same high standard of some particular individuals, but also from a wide range of different areas that the Schools Challenge Cymru do, and that there could be more to learn in that area as to how to support real excellence and a greater diversity of recruitment for those people. Is that something you could perhaps draw on his thoughts further about? Because I think he does feel that he has more to say to Welsh Government to help in this area.


I'm not characterising it that way, Cabinet Secretary.

As I said, I met with him, Steve has met with him, Owen Evans has met with him, my special policy adviser has met with him and had discussions. So, there has been an ongoing dialogue. But, Mark, I hope that I have demonstrated since I took on this job that I am willing to work with a wide variety of people and to tap into their expertise if it can help me to deliver on the national mission. And if the advice to me is that we haven't sufficiently learnt the lessons, then I'll gladly have another conversation. What I'm saying to you—and I'm absolutely confident—is that we have learnt the lessons, we are taking that work and the good practice forward, and we have done that with conversations with a wide variety of people who had a view on this, from individual schools that were involved in the programme, individual people who were working in those schools, local education authorities, some of which have been very scathing about the programme, I should say, regional consortia—. So, the lessons, I am confident, have been learnt.

I'm glad to hear that, Cabinet Secretary, but I still say that, listening to Professor Ainscow's evidence, there was a perception, at least from him individually, that the programme should not be seen to be a failure, but a desire that the lessons should be learnt and a feeling or exception, at least on his part, that there was more that he still had to contribute to the process. And just to take one particular example, I think he referred to the Schools Challenge Cymru advisers being very successful in bringing in people who might not otherwise have contributed to this, and the regional consortia have had greater challenges in recruiting people, perhaps in some areas, of the same high standard of some particular individuals, but also from a wide range of different areas that the Schools Challenge Cymru do, and that there could be more to learn in that area as to how to support real excellence and a greater diversity of recruitment for those people. Is that something you could perhaps draw on his thoughts further about? Because I think he does feel that he has more to say to Welsh Government to help in this area.

Firstly, can I say that I have never described the programme as a failure? I would understand, as someone who has put so much personal investment into the brand of schools challenges, that he would not want anybody to characterise that particular approach to school improvement as a failure. And I want to be absolutely clear that I have never described the programme as a failure, and I want to reassure Mr Ainscow of that. As I've said, gosh, my goodness me, if you saw my e-mail inbox and you saw the letters that come in, people are never shy in coming forward to give me advice on what I need to do, what I need to do next, what I'm doing right, what I'm doing wrong, and, you know, our doors are always open to listen to people who have interesting things to say about how we can deliver our educational mission. So, people aren't slow in coming forward, I can assure you, with advice.


As I said, I met with him, Steve has met with him, Owen Evans has met with him, my special policy adviser has met with him and had discussions. So, there has been an ongoing dialogue. But, Mark, I hope that I have demonstrated since I took on this job that I am willing to work with a wide variety of people and to tap into their expertise if it can help me to deliver on the national mission. And if the advice to me is that we haven't sufficiently learnt the lessons, then I'll gladly have another conversation. What I'm saying to you—and I'm absolutely confident—is that we have learnt the lessons, we are taking that work and the good practice forward, and we have done that with conversations with a wide variety of people who had a view on this, from individual schools that were involved in the programme, individual people who were working in those schools, local education authorities, some of which have been very scathing about the programme, I should say, regional consortia—. So, the lessons, I am confident, have been learnt.

I'm glad to hear that, Cabinet Secretary, but I still say that, listening to Professor Ainscow's evidence, there was a perception, at least from him individually, that the programme should not be seen to be a failure, but a desire that the lessons should be learnt and a feeling or exception, at least on his part, that there was more that he still had to contribute to the process. And just to take one particular example, I think he referred to the Schools Challenge Cymru advisers being very successful in bringing in people who might not otherwise have contributed to this, and the regional consortia have had greater challenges in recruiting people, perhaps in some areas, of the same high standard of some particular individuals, but also from a wide range of different areas that the Schools Challenge Cymru do, and that there could be more to learn in that area as to how to support real excellence and a greater diversity of recruitment for those people. Is that something you could perhaps draw on his thoughts further about? Because I think he does feel that he has more to say to Welsh Government to help in this area.

Firstly, can I say that I have never described the programme as a failure? I would understand, as someone who has put so much personal investment into the brand of schools challenges, that he would not want anybody to characterise that particular approach to school improvement as a failure. And I want to be absolutely clear that I have never described the programme as a failure, and I want to reassure Mr Ainscow of that. As I've said, gosh, my goodness me, if you saw my e-mail inbox and you saw the letters that come in, people are never shy in coming forward to give me advice on what I need to do, what I need to do next, what I'm doing right, what I'm doing wrong, and, you know, our doors are always open to listen to people who have interesting things to say about how we can deliver our educational mission. So, people aren't slow in coming forward, I can assure you, with advice.


I'm glad to hear that, Cabinet Secretary, but I still say that, listening to Professor Ainscow's evidence, there was a perception, at least from him individually, that the programme should not be seen to be a failure, but a desire that the lessons should be learnt and a feeling or exception, at least on his part, that there was more that he still had to contribute to the process. And just to take one particular example, I think he referred to the Schools Challenge Cymru advisers being very successful in bringing in people who might not otherwise have contributed to this, and the regional consortia have had greater challenges in recruiting people, perhaps in some areas, of the same high standard of some particular individuals, but also from a wide range of different areas that the Schools Challenge Cymru do, and that there could be more to learn in that area as to how to support real excellence and a greater diversity of recruitment for those people. Is that something you could perhaps draw on his thoughts further about? Because I think he does feel that he has more to say to Welsh Government to help in this area.

Firstly, can I say that I have never described the programme as a failure? I would understand, as someone who has put so much personal investment into the brand of schools challenges, that he would not want anybody to characterise that particular approach to school improvement as a failure. And I want to be absolutely clear that I have never described the programme as a failure, and I want to reassure Mr Ainscow of that. As I've said, gosh, my goodness me, if you saw my e-mail inbox and you saw the letters that come in, people are never shy in coming forward to give me advice on what I need to do, what I need to do next, what I'm doing right, what I'm doing wrong, and, you know, our doors are always open to listen to people who have interesting things to say about how we can deliver our educational mission. So, people aren't slow in coming forward, I can assure you, with advice.

Just very quickly. I'm sure the Minister is aware that Cardiff put extra funds of its own in to continue Schools Challenge Cymru advisers. So, obviously, they appreciated the value of the scheme, but it does query whether it should have gone on longer.


Firstly, can I say that I have never described the programme as a failure? I would understand, as someone who has put so much personal investment into the brand of schools challenges, that he would not want anybody to characterise that particular approach to school improvement as a failure. And I want to be absolutely clear that I have never described the programme as a failure, and I want to reassure Mr Ainscow of that. As I've said, gosh, my goodness me, if you saw my e-mail inbox and you saw the letters that come in, people are never shy in coming forward to give me advice on what I need to do, what I need to do next, what I'm doing right, what I'm doing wrong, and, you know, our doors are always open to listen to people who have interesting things to say about how we can deliver our educational mission. So, people aren't slow in coming forward, I can assure you, with advice.

Just very quickly. I'm sure the Minister is aware that Cardiff put extra funds of its own in to continue Schools Challenge Cymru advisers. So, obviously, they appreciated the value of the scheme, but it does query whether it should have gone on longer.

Julie, I think, to be fair, there are some people who think the scheme was absolutely fantastic. I've had feedback from people who didn't think the scheme was helpful at all—in fact, they felt it was a hindrance. I'm very much of the view that the scheme worked really well for some schools in some areas and had less impact in some areas. There is a mixed picture. What's important to me is that we understand what it was that led those schools to make those big changes, how we can—like Mark talked about, the expertise—how we can keep that expertise in the system, and how we can apply the lessons to all schools.


Just very quickly. I'm sure the Minister is aware that Cardiff put extra funds of its own in to continue Schools Challenge Cymru advisers. So, obviously, they appreciated the value of the scheme, but it does query whether it should have gone on longer.

Julie, I think, to be fair, there are some people who think the scheme was absolutely fantastic. I've had feedback from people who didn't think the scheme was helpful at all—in fact, they felt it was a hindrance. I'm very much of the view that the scheme worked really well for some schools in some areas and had less impact in some areas. There is a mixed picture. What's important to me is that we understand what it was that led those schools to make those big changes, how we can—like Mark talked about, the expertise—how we can keep that expertise in the system, and how we can apply the lessons to all schools.

The next questions, and the final questions, are from John. So, we're going to need succinct questions and succinct answers.


Just very quickly. I'm sure the Minister is aware that Cardiff put extra funds of its own in to continue Schools Challenge Cymru advisers. So, obviously, they appreciated the value of the scheme, but it does query whether it should have gone on longer.

Julie, I think, to be fair, there are some people who think the scheme was absolutely fantastic. I've had feedback from people who didn't think the scheme was helpful at all—in fact, they felt it was a hindrance. I'm very much of the view that the scheme worked really well for some schools in some areas and had less impact in some areas. There is a mixed picture. What's important to me is that we understand what it was that led those schools to make those big changes, how we can—like Mark talked about, the expertise—how we can keep that expertise in the system, and how we can apply the lessons to all schools.

The next questions, and the final questions, are from John. So, we're going to need succinct questions and succinct answers.

Some questions on regional consortia, Cabinet Secretary, and, first of all, the role that you believe they should play and how schools use PDG.


Julie, I think, to be fair, there are some people who think the scheme was absolutely fantastic. I've had feedback from people who didn't think the scheme was helpful at all—in fact, they felt it was a hindrance. I'm very much of the view that the scheme worked really well for some schools in some areas and had less impact in some areas. There is a mixed picture. What's important to me is that we understand what it was that led those schools to make those big changes, how we can—like Mark talked about, the expertise—how we can keep that expertise in the system, and how we can apply the lessons to all schools.

The next questions, and the final questions, are from John. So, we're going to need succinct questions and succinct answers.

Some questions on regional consortia, Cabinet Secretary, and, first of all, the role that you believe they should play and how schools use PDG.

Well, it's an absolute—. It's one of the things that I have been very clear to the regional consortia that I expect their challenge and support advisers to be asking schools about. So, one of the conversations that they need to have when they are in schools is exploring, with that school, how they are using their PDG, and how they're demonstrating an impact for those resources. So, it's a fundamental role for the challenge and support advisers in the regional consortia in their school improvement work. It's crucial.


The next questions, and the final questions, are from John. So, we're going to need succinct questions and succinct answers.

Some questions on regional consortia, Cabinet Secretary, and, first of all, the role that you believe they should play and how schools use PDG.

Well, it's an absolute—. It's one of the things that I have been very clear to the regional consortia that I expect their challenge and support advisers to be asking schools about. So, one of the conversations that they need to have when they are in schools is exploring, with that school, how they are using their PDG, and how they're demonstrating an impact for those resources. So, it's a fundamental role for the challenge and support advisers in the regional consortia in their school improvement work. It's crucial.

That sort of brings to mind some of the research that's been done on the role of the challenge advisers, Cabinet Secretary, which suggested that they're not actually challenging schools in that way, and that there's very little evidence of schools changing their decisions on the use of PDG as a result of any challenge from those challenge advisers. So, how would you respond to those findings?


Some questions on regional consortia, Cabinet Secretary, and, first of all, the role that you believe they should play and how schools use PDG.

Well, it's an absolute—. It's one of the things that I have been very clear to the regional consortia that I expect their challenge and support advisers to be asking schools about. So, one of the conversations that they need to have when they are in schools is exploring, with that school, how they are using their PDG, and how they're demonstrating an impact for those resources. So, it's a fundamental role for the challenge and support advisers in the regional consortia in their school improvement work. It's crucial.

That sort of brings to mind some of the research that's been done on the role of the challenge advisers, Cabinet Secretary, which suggested that they're not actually challenging schools in that way, and that there's very little evidence of schools changing their decisions on the use of PDG as a result of any challenge from those challenge advisers. So, how would you respond to those findings?

Well, as I said, in my scrutiny of the role and success of our regional consortia, I specifically asked them about free-school-meal performance and the use of PDG within their particular region. I think there is increasing evidence to suggest that good use is being made of that resource, and I think that is being fed back into us. Estyn tell us that it's one of the areas of school expenditure that is closely linked to research and an evidence base. But, clearly, there is more to do, and that's why we have appointed the new regional advisers for PDG going forward, because we think there can be improvements in how this agenda can be supported at a regional level.


Well, it's an absolute—. It's one of the things that I have been very clear to the regional consortia that I expect their challenge and support advisers to be asking schools about. So, one of the conversations that they need to have when they are in schools is exploring, with that school, how they are using their PDG, and how they're demonstrating an impact for those resources. So, it's a fundamental role for the challenge and support advisers in the regional consortia in their school improvement work. It's crucial.

That sort of brings to mind some of the research that's been done on the role of the challenge advisers, Cabinet Secretary, which suggested that they're not actually challenging schools in that way, and that there's very little evidence of schools changing their decisions on the use of PDG as a result of any challenge from those challenge advisers. So, how would you respond to those findings?

Well, as I said, in my scrutiny of the role and success of our regional consortia, I specifically asked them about free-school-meal performance and the use of PDG within their particular region. I think there is increasing evidence to suggest that good use is being made of that resource, and I think that is being fed back into us. Estyn tell us that it's one of the areas of school expenditure that is closely linked to research and an evidence base. But, clearly, there is more to do, and that's why we have appointed the new regional advisers for PDG going forward, because we think there can be improvements in how this agenda can be supported at a regional level.

Okay. So, you would recognise the findings from that research.


That sort of brings to mind some of the research that's been done on the role of the challenge advisers, Cabinet Secretary, which suggested that they're not actually challenging schools in that way, and that there's very little evidence of schools changing their decisions on the use of PDG as a result of any challenge from those challenge advisers. So, how would you respond to those findings?

Well, as I said, in my scrutiny of the role and success of our regional consortia, I specifically asked them about free-school-meal performance and the use of PDG within their particular region. I think there is increasing evidence to suggest that good use is being made of that resource, and I think that is being fed back into us. Estyn tell us that it's one of the areas of school expenditure that is closely linked to research and an evidence base. But, clearly, there is more to do, and that's why we have appointed the new regional advisers for PDG going forward, because we think there can be improvements in how this agenda can be supported at a regional level.

Okay. So, you would recognise the findings from that research.

Yes. There's always more that we can do, and we are strengthening that role by the appointment of the new regional PDG advisers, so that individual school challenge advisers know what they should be looking for, know what they should be doing, and there is a regional approach to good practice.


Well, as I said, in my scrutiny of the role and success of our regional consortia, I specifically asked them about free-school-meal performance and the use of PDG within their particular region. I think there is increasing evidence to suggest that good use is being made of that resource, and I think that is being fed back into us. Estyn tell us that it's one of the areas of school expenditure that is closely linked to research and an evidence base. But, clearly, there is more to do, and that's why we have appointed the new regional advisers for PDG going forward, because we think there can be improvements in how this agenda can be supported at a regional level.

Okay. So, you would recognise the findings from that research.

Yes. There's always more that we can do, and we are strengthening that role by the appointment of the new regional PDG advisers, so that individual school challenge advisers know what they should be looking for, know what they should be doing, and there is a regional approach to good practice.

Okay. Could you tell the committee, Cabinet Secretary, how effective you believe the relationship was between the Schools Challenge Cymru programme and the regional consortia's school improvement functions, and to what extent it varied by region?


Okay. So, you would recognise the findings from that research.

Yes. There's always more that we can do, and we are strengthening that role by the appointment of the new regional PDG advisers, so that individual school challenge advisers know what they should be looking for, know what they should be doing, and there is a regional approach to good practice.

Okay. Could you tell the committee, Cabinet Secretary, how effective you believe the relationship was between the Schools Challenge Cymru programme and the regional consortia's school improvement functions, and to what extent it varied by region?

I think it's fair to say that, on occasion, I have received feedback that there was a conflict between what was going on at an individual school under the school improvement programme and whether, then, they welcomed support from the regional consortia as part of that. So, in some cases, if we're being absolutely honest, there could sometimes be tensions between the two, but in most cases, the relationship was very, very positive and there was continuous feedback between the work going on in the schools under the programme and the regional consortia challenge advisers. But I'm going to be blunt and honest with people—in some cases, it has been reported to me—it's only anecdotal evidence; I haven't got hard and fast evidence—that there sometimes was a conflict: 'We're a school challenge school so we don't need to participate or listen to any advice that's coming from the regional consortia.' Or, a local education authority said to me, 'We felt that we couldn't get involved in that school anymore because it was part of a different programme.' Those were isolated incidents, and, as I said, it's only anecdotal feedback. In most cases, the relationship was a very positive one.


Yes. There's always more that we can do, and we are strengthening that role by the appointment of the new regional PDG advisers, so that individual school challenge advisers know what they should be looking for, know what they should be doing, and there is a regional approach to good practice.

Okay. Could you tell the committee, Cabinet Secretary, how effective you believe the relationship was between the Schools Challenge Cymru programme and the regional consortia's school improvement functions, and to what extent it varied by region?

I think it's fair to say that, on occasion, I have received feedback that there was a conflict between what was going on at an individual school under the school improvement programme and whether, then, they welcomed support from the regional consortia as part of that. So, in some cases, if we're being absolutely honest, there could sometimes be tensions between the two, but in most cases, the relationship was very, very positive and there was continuous feedback between the work going on in the schools under the programme and the regional consortia challenge advisers. But I'm going to be blunt and honest with people—in some cases, it has been reported to me—it's only anecdotal evidence; I haven't got hard and fast evidence—that there sometimes was a conflict: 'We're a school challenge school so we don't need to participate or listen to any advice that's coming from the regional consortia.' Or, a local education authority said to me, 'We felt that we couldn't get involved in that school anymore because it was part of a different programme.' Those were isolated incidents, and, as I said, it's only anecdotal feedback. In most cases, the relationship was a very positive one.

Just very quickly, I think that, across the board, it was more complex in the beginning, getting—[Inaudible.]. But when the programme itself recognised that they needed to work with the regions, and the regions needed to work with them—and I think Mel Ainscow in his evidence referred to this—it strengthened after some early challenges. I think Mel Ainscow was working in a number of regions—I can't remember which ones—so he's established relationships—[Interruption.] Sorry?


Okay. Could you tell the committee, Cabinet Secretary, how effective you believe the relationship was between the Schools Challenge Cymru programme and the regional consortia's school improvement functions, and to what extent it varied by region?

I think it's fair to say that, on occasion, I have received feedback that there was a conflict between what was going on at an individual school under the school improvement programme and whether, then, they welcomed support from the regional consortia as part of that. So, in some cases, if we're being absolutely honest, there could sometimes be tensions between the two, but in most cases, the relationship was very, very positive and there was continuous feedback between the work going on in the schools under the programme and the regional consortia challenge advisers. But I'm going to be blunt and honest with people—in some cases, it has been reported to me—it's only anecdotal evidence; I haven't got hard and fast evidence—that there sometimes was a conflict: 'We're a school challenge school so we don't need to participate or listen to any advice that's coming from the regional consortia.' Or, a local education authority said to me, 'We felt that we couldn't get involved in that school anymore because it was part of a different programme.' Those were isolated incidents, and, as I said, it's only anecdotal feedback. In most cases, the relationship was a very positive one.

Just very quickly, I think that, across the board, it was more complex in the beginning, getting—[Inaudible.]. But when the programme itself recognised that they needed to work with the regions, and the regions needed to work with them—and I think Mel Ainscow in his evidence referred to this—it strengthened after some early challenges. I think Mel Ainscow was working in a number of regions—I can't remember which ones—so he's established relationships—[Interruption.] Sorry?


I think it's fair to say that, on occasion, I have received feedback that there was a conflict between what was going on at an individual school under the school improvement programme and whether, then, they welcomed support from the regional consortia as part of that. So, in some cases, if we're being absolutely honest, there could sometimes be tensions between the two, but in most cases, the relationship was very, very positive and there was continuous feedback between the work going on in the schools under the programme and the regional consortia challenge advisers. But I'm going to be blunt and honest with people—in some cases, it has been reported to me—it's only anecdotal evidence; I haven't got hard and fast evidence—that there sometimes was a conflict: 'We're a school challenge school so we don't need to participate or listen to any advice that's coming from the regional consortia.' Or, a local education authority said to me, 'We felt that we couldn't get involved in that school anymore because it was part of a different programme.' Those were isolated incidents, and, as I said, it's only anecdotal feedback. In most cases, the relationship was a very positive one.

Just very quickly, I think that, across the board, it was more complex in the beginning, getting—[Inaudible.]. But when the programme itself recognised that they needed to work with the regions, and the regions needed to work with them—and I think Mel Ainscow in his evidence referred to this—it strengthened after some early challenges. I think Mel Ainscow was working in a number of regions—I can't remember which ones—so he's established relationships—[Interruption.] Sorry?

Central south. He has already been working in that, so I think it possibly had a stronger springboard in terms of the early working.


Just very quickly, I think that, across the board, it was more complex in the beginning, getting—[Inaudible.]. But when the programme itself recognised that they needed to work with the regions, and the regions needed to work with them—and I think Mel Ainscow in his evidence referred to this—it strengthened after some early challenges. I think Mel Ainscow was working in a number of regions—I can't remember which ones—so he's established relationships—[Interruption.] Sorry?

Central south. He has already been working in that, so I think it possibly had a stronger springboard in terms of the early working.

Because he already had relationships that he had already developed in that particular region. As always, with many of these things, it's about individuals and relationships.


Central south. He has already been working in that, so I think it possibly had a stronger springboard in terms of the early working.

Because he already had relationships that he had already developed in that particular region. As always, with many of these things, it's about individuals and relationships.

Okay. Finally from me, Cabinet Secretary: in 2015-16, Estyn reported on regional consortia not sufficiently focusing on particular groups of pupils and tracking their outcomes—for example, vulnerable pupils. I just wonder what you are able to tell us in terms of to what extent there has been necessary progress since 2015-16.


Central south. He has already been working in that, so I think it possibly had a stronger springboard in terms of the early working.

Because he already had relationships that he had already developed in that particular region. As always, with many of these things, it's about individuals and relationships.

Okay. Finally from me, Cabinet Secretary: in 2015-16, Estyn reported on regional consortia not sufficiently focusing on particular groups of pupils and tracking their outcomes—for example, vulnerable pupils. I just wonder what you are able to tell us in terms of to what extent there has been necessary progress since 2015-16.

Okay. Well, I think it's important to recognise that all four consortia underwent monitoring visits in the autumn of last year, of 2017, which weren't reflected in the Estyn annual report for 2015-16. Estyn, through these 2017 inspections, have said that three out of the four regional consortia are making strong progress in their particular work, and we are continuing, as Welsh Government, to work with the other regional consortia to address the findings of the Estyn report.


Because he already had relationships that he had already developed in that particular region. As always, with many of these things, it's about individuals and relationships.

Okay. Finally from me, Cabinet Secretary: in 2015-16, Estyn reported on regional consortia not sufficiently focusing on particular groups of pupils and tracking their outcomes—for example, vulnerable pupils. I just wonder what you are able to tell us in terms of to what extent there has been necessary progress since 2015-16.

Okay. Well, I think it's important to recognise that all four consortia underwent monitoring visits in the autumn of last year, of 2017, which weren't reflected in the Estyn annual report for 2015-16. Estyn, through these 2017 inspections, have said that three out of the four regional consortia are making strong progress in their particular work, and we are continuing, as Welsh Government, to work with the other regional consortia to address the findings of the Estyn report.

And that would include these particular issues.


Okay. Finally from me, Cabinet Secretary: in 2015-16, Estyn reported on regional consortia not sufficiently focusing on particular groups of pupils and tracking their outcomes—for example, vulnerable pupils. I just wonder what you are able to tell us in terms of to what extent there has been necessary progress since 2015-16.

Okay. Well, I think it's important to recognise that all four consortia underwent monitoring visits in the autumn of last year, of 2017, which weren't reflected in the Estyn annual report for 2015-16. Estyn, through these 2017 inspections, have said that three out of the four regional consortia are making strong progress in their particular work, and we are continuing, as Welsh Government, to work with the other regional consortia to address the findings of the Estyn report.

And that would include these particular issues.

Yes, absolutely. The committee probably hasn't had an opportunity to see, but, only this morning, Estyn has released a report on more able and talented, and has positive things to say in the field of more able and talented, which was being asked about earlier by Members—you know, evidence of improved working and support in that particular arena. But, again, we need to ensure a consistency across all the regions, and that the findings of Estyn's most recent reports into regional performance are followed through.


Okay. Well, I think it's important to recognise that all four consortia underwent monitoring visits in the autumn of last year, of 2017, which weren't reflected in the Estyn annual report for 2015-16. Estyn, through these 2017 inspections, have said that three out of the four regional consortia are making strong progress in their particular work, and we are continuing, as Welsh Government, to work with the other regional consortia to address the findings of the Estyn report.

And that would include these particular issues.

Yes, absolutely. The committee probably hasn't had an opportunity to see, but, only this morning, Estyn has released a report on more able and talented, and has positive things to say in the field of more able and talented, which was being asked about earlier by Members—you know, evidence of improved working and support in that particular arena. But, again, we need to ensure a consistency across all the regions, and that the findings of Estyn's most recent reports into regional performance are followed through.

Okay, thank you. As we've got a couple of minutes left, if I can just jump back to the issue of practical uses of the PDG—because it's the only thing we haven't really covered and it would be good to get on the record—can I ask to what extent you'd like to see the PDG used to track the progress of eligible pupils? And the committee's heard that there are several different tracking systems and tools used by schools. To what extent is that an issue to do with what the Welsh Government is promoting? Or is it down to consortia or individual schools? And do you think there needs to be a more centralised push on how the tracking is undertaken?