Transcript Update for chairs

UPDATE FOR CHAIRS
National
initiatives
AUTONOMY
 “The new theology of the Coalition government is
autonomy and choice…Governors are more important
in a more autonomous system. Their ability to
challenge and lead is the key.”
 Sue Hac kman
 Chief Adviser for School Standards, DfE
 13.10.2011
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SOME IMPORTANT DEVELOPMENTS
 New executive agencies
 Changes to Ofsted inspection
 National College: National Leaders of Governance (NLGs) and
training for chairs
 The muddle in the middle
 More changes and developments
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BONFIRE OF THE QUANGOS
 Four new executive agencies responsible for key delivery
functions:
 Standards & Testing A gency (wef 1 .10.11)
 From 1 April 2012:
 Teaching A gency
 National College
 Education Funding A gency
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ARE GOVERNORS THE PROBLEM?
 "If local democracy had
worked, if local
governing bodies had
worked in the most
challenging schools and
for the most
disadvantaged children,
we would never have
needed academies"
 "Of ten governing bodies
are the problem,
actually“
 Sir Michael Wilshaw
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OFSTED – NEW AND NEWER
 January 2012
 September 2012
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INSPECTION FOCUSES ON..
 Overall ef fectiveness
 Inspector s evaluate the quality of the education provided in the school. In
doing this, they consider the evidence gathered to suppor t their
evaluations of the four key judgements:




„ ac hievement of pupils at the sc hool
„ quality of teac hing in the sc hool
„ quality of leader ship in and management of the sc hool
„ behaviour and safety of pupils at the sc hool.
 They also consider:
 the extent to whic h the education provided meets the needs of the range of
pupils at the sc hool
 how well the sc hool promotes all pupils’ spiritual, moral, social and
cultural development
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OFSTED: SEPTEMBER 2012
 “We need clear and demanding criteria for a school to be
judged ‘good’ or ‘outstanding’. A good school should have at
least good teaching, and an outstanding school should have
outstanding teaching. Good and outstanding leadership of
teaching and learning drives improvement and knows that the
culture of the school and the progress of pupils depend on it .”
 Sir Michael Wilshaw
 HMCI
 9 Feb 2012
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SEPTEMBER 2012
 schools cannot be judged ‘outstanding’ unless their teaching is
‘outstanding’
 schools will only be deemed to be providing an acceptable standard of
education where they are judged to be ‘good’ or ‘outstanding’
 a single judgement of ‘requires improvement’ will replace the
current ‘satisfactor y’ judgement and ‘notice to improve’ categor y
 schools judged as ‘requires improvement’ will be subject to a full re inspection earlier than is currently the case
 a school can only be judged as ‘requires improvement’ on two
consecutive inspections before it is deemed to require ‘special
measures’
 inspections will be under taken without notice being provided to the
school
 inspectors should under take an analysis of an anonymised summar y,
provided by the school, of the outcomes of the most recent
per formance management of all teacher s within the school, as par t of
the evidence for a judgement on Leadership and Management.
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NATIONAL COLLEGE
 National College responsibility for training Chairs of
Governors
 Chairs’ training
 NLGs
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NC SUPPORT FOR CHAIRS
Additional training
Core / targeted offer
Universal offer
Subject
Workshops
SFVS
Academies
Licensed delivery
Chairs programme
Blended learning
Leadership development
College website – Chairs web page
Useful resources
Licensed delivery
Free to all members
UNIVERSAL OFFER
• Free membership of the National College for all governors
• Resources available as part of an online group
• Provide advice and ‘how to…’ as part of a central set of
resources
• Signpost supporting organisations and bodies
• Access to Good Practice for Leaders and Leadership Library
• Online discussions, networking and hotseats
CORE OFFER - CHAIRS PROGRAMME
• Online diagnostic: generic leadership with chairs context
• The units are designed to develop chairs knowledge, skills
and understanding of:
1. the leadership role of the chair of governors
2. effective governance - leading and developing teams
3. improving the school – leading change and continuous
improvement
• Participants undertake only the elements of learning which
are relevant to them (as indicated within the diagnostic)
POSSIBLE DELIVERY STRUCTURE
Targeted offer
Universal offer
for new and inexperienced Chairs
Diagnostic to identify individual
training needs
Leading governors
booklet
How to……
Links to partners
resources
Governors online
community
Central source of
key policy updates
Shared resources
Free
Unit 1:
The role of the
chair
Unit 2:
Effective
governance
Unit 3:
Improving the
school
Face to face
session
Face to face
session
Face to face
session
Extend learning
through:
• Work based activities
• Online activities
Extend learning
through:
• Work based activities
• Online activities
Extend learning
through:
• Work based activities
• Online activities
Licensed
ADDITIONAL TRAINING – SUBJECT
WORKSHOPS
• Additional subject specific training
• Taking existing College content and amending to reflect the
chairs’ role
• Delivered through licensees with initial funding to provide
places
• Could be available during the 2012 Spring term
• Schools Financial Value Standard (SFVS)
• Academy Governance
• Financial Reporting for Academies
• New heads and Chairs
• Plus more?
NATIONAL LEADERS OF GOVERNANCE
 highly effective chairs of governors who use their skills and
experience to support chairs in other schools/academies
 deploy the first cohort of NLGs by 31 March 2012: a ‘test and
learn’ phase
 NLGs will undertake deployments of up to 20 days. Examples of
the focus for a deployment might be supporting the chair of a
school/academy …
 ... where the chair, headteacher/principal and/or leadership
group are improving working practices
 … in an Ofsted and/or LA category or at risk of going into one
 … where attainment is below the floor standards in challenging
circumstances
 … where the school/academy is changing status
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WHAT ARE THE CRITERIA?
 At least 3 years’ experience as a chair in the last 5 years
 Able to demonstrate the positive contribution their
leadership of the GB has made to school/academy
improvement
 Be judged to be part of a good leadership team
 Have the full support of their GB
 Show consistently effective leadership skills
 Able to commit up to 20 days a year to the NLG programme
and prepared to travel when necessary
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WHAT IS THE ROLE OF THE BROKER?
1. Receive a request from a Local Authority, diocese or
headteacher/principal for support from a National Leader of
Governance (NLG)
2. Liaise to agree what the deployment entails, including
desired outcome and timescales
3. Liaise with the NLG to agree the deployment
4. Point of contact for the client or NLG during the deployment
5. Participate in a review at the end of the deployment
6. Inform the College of key outcomes and learning points
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Need for NLG support is identified
6
NLE identifies
requirement for NLG
support
6
NLE contacts NLG
6
NLE brokers deployment for
NLG
6
6
LA or diocese
identifies requirement
for NLG support
6
Headteacher or
governing body (GB)
identifies requirement
for NLG support
6
LA or diocese
contacts broker
6
Headteacher or GB
contacts broker
6
Broker arranges
deployment for NLG
6
Broker arranges
deployment for NLG
6
6
Broker informs College (Chairs of Governors team) of deployment
6
NLG undertakes deployment
6
NLG/Broker evaluates deployment and feeds back to National College
WHAT WILL AN NLG DO?
 S c h o o l p e r fo r m a n c e:
• S u p p o r t i n g t h e c h a i r to f o c us m o r e c l o s e l y o n r a i s i n g s t a n d a r d s a n d l e a d i ng
i m p rov em e n t
• H e l p i n g t h e c h a i r to u n d e r s t a n d a n d i n te r p r et s t r a te g i c s c h o o l / a c a d e my d a t a
 H e a d / c h a ir r e l a t io n s h i p :
• C o a c h i n g a c h a i r i n d ev e l o p i n g s o l u t io n s to i d e n t i fi e d p r o b l em s o r i n p r ov i d in g m o r e
e f f e c t i ve c h a l l e n g e to s e n i o r l e a d e r s
• H e l p i n g t h e c h a i r b u i l d h i s / h e r r e l a t i o n s h i p w i t h t h e h e a d te a c h e r / p r in c i p al
 Process:
• H e l p i n g t h e c h a i r to b et te r ev a l u a te h i s / h e r o w n p e r fo r m a n c e a n d d ev e l o p h i s / h e r
l e a d e r s hi p, e f f e c t iv e n e ss a n d c o n f i d e n c e
• O b s e r v i n g a G B m e et i n g a n d p r o v i d i ng a d v i c e to t h e c h a i r o n p r o c e d ur e s , p r o to co l s
a n d b e h av i o ur s
• H e l p i n g t h e c h a i r i d e n t i f y p r i o r it i e s f o r G B d ev e l o p me n t a n d d r aw u p a n a c t i o n p l a n
• M e n to r i n g a c h a i r to p r o v i d e s u p p o r t t h r o ug h a p a r t i c ul a r p r o c e s s
• P r o v i d i n g ex p e r t i s e to h e l p w i t h a n a s p e c t o f a G B ’ s w o r k
• S i g n p o s t i n g o r b r o ke r i n g a d d i t i o n al t r a i ni n g a n d s u p p o r t
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BENEFITS
• Host school/academy has a more ef fective chair who ensures
the GB makes a dif ference to school/academy improvement
• The system recognises the important role of leading
governors and the impact that ef fective governance can make
on school/academy improvement
• The NLG receives recognition for his/her skills, the
opportunity to develop them further and is able to contribute
to a better understanding of ef fective governance
• The NLG’s school/academy receives a grant that could be
used to further develop the GB as well as reimbursing the
NLG’s expenses
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THE MUDDLE IN THE MIDDLE
 LAs declining – year on year budget cuts
 More Academies and Free schools outside LA control –
responsible to Sec of State
 Academy chains growing
 Private companies – for and not for profit
 For profit companies running schools?
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WHAT’S NEXT?
 New National Curriculum - delayed
 New assessment regime and methodology – in line with new
NC
 Progress measures
 EBacc and its ef fects
 How well deprived groups do
 What happens when they leave?
 Floor standards – enforced academisation
 Value for money – results vs expenditure
 What are your internal school performance indicators?
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