Head teachers of schools with trust status, an initiative designed to give them greater independence from local authorities, will be able to act as chief executives overseeing the progress of less successful institutions.

The plans come amid concerns that Labour’s record investment has failed to improve standards at the bottom of school league tables, with more than one in six secondaries now providing a second-rate education.

A confidential government hitlist has identified 512 secondary schools, from a total of 3,385, that are officially classified as “underperforming” because only 25 per cent or less of pupils attain five good GCSEs. An estimated 400,000 children attend these schools, with many leaving at 16 without the skills to get a job.

They include Montgomery School in Canterbury, where just 1 per cent of pupils achieved five A* to C GCSEs, including maths and English, in 2005, against a national average of 44.3 per cent. Also on the list is Ridings School in Calderdale, West Yorkshire, which achieved notoriety in 1996 after pupil behaviour and staff action plunged it into chaos. Despite the help of troubleshooting head teachers, just 5 per cent of pupils managed five A* to C GCSEs, including maths and English, last year.

Under the new plans, such schools would be taken over by high-achieving schools, linked together by a single independent trust. The trusts, set up under the new education Bill, would be run by a chief executive, usually the existing head of the lead school in the partnership.

The chief executive would appoint new heads for each of the partner schools and would have the freedom to take whatever other actions were necessary to raise standards, including the removal of up to 20 per cent of staff.

Sir Cyril Taylor, head of the Government’s specialist schools programme and the architect of the reforms, said that a large number of heads in high- performing schools had already expressed an interest in taking over underperforming schools nearby.

The key in turning round an underperforming school was good leadership and a strong vision. “I believe that the strong should help the weak. Best practice can be replicated with good leadership in even the most challenging schools,” he said.

Sir Cyril said that the reforms would help to nurture new leaders and address the leadership crisis in schools. At present 1,500 English primary and secondary schools lack a permanent head. “If we are short of 1,500 head teachers, it will clearly be difficult to find sufficient outstanding head teachers for every underperforming school, and this is where collaboration and co-operation between schools can be crucial in raising performance,” Sir Cyril added.

High-performing schools can already take over failing schools by forming a federation under existing legislation, but such arrangements cannot be permanent and have limited powers.

Under the new education Bill, expected to receive Royal Assent this year, a new breed of independent school trust, free from local authority control, will be possible.

In a speech today at the Federations and School Leadership conference in London, Sir Cyril will say that trust status will be key to making school partnerships work.

Those underperforming schools that were not taken over by others should either be closed down completely, if their pupil numbers were falling, and their pupils sent to nearby schools, or they should seek private sponsorship to become academy schools, he said.

Teaching unions are generally in favour of the move towards more partnerships between schools, provided that heads and teachers from failing schools who lose their jobs are properly compensated.

John Dunford, of the Association of School and College Leaders, said: “The principle of a successful school supporting a less successful one in partnership is an excellent one.”

However, he questioned the idea of classifying as “failing” all schools with 25 per cent or less of pupils attaining five good GCSEs. “It will depend on the ability of the children when they join a school,” he said.

Examples of successful take-overs include the Ninestiles Federation in Birmingham. In 2001 the highly successful Ninestiles School took responsibility for the Waverley School, then on the brink of special measures.

The partnership finished in 2005, by which time the proportion of Waverley students gaining five good GCSEs had risen from 16 to 75 per cent.

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