How To Improve The South West

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1 Within the next 3-5 years the South West will be the best region to lead, teach and educate a child Sir David Carter RSC for the South West

2 What Attracted me to the role of the Regional Schools Commissioner? Sir David Carter RSC for the South West

3 My Learning from being a CEO My role as CEO of the Cabot Learning Federation from 2007 to 2014 taught me three things; Great Teaching is the most powerful form of intervention Great Leadership ensures every child is exposed to the best teaching and support Collaboration accelerates improvement

4 Our goal in the South West has to be to provide every family with a Good School in easy reach of their home Sir David Carter RSC for the South West

5 The Leadership Challenge Maintaining a relentless focus on improving our schools Underpinning outstanding performance through high quality delivery of Curriculum Teaching Assessment Keeping our children safe Ensuring every child makes exceptional progress Leading with a smaller resource

6 The Leadership Challenge What is the structure of our Education System going to be like over the next 5 years? Single School or Multi School groups Single Headship or Executive Headship Teachers and Leaders working across more than one school to give children access to the best The role of MAT, Federations, Teaching School Alliances

7 The South West Today Primary Sector 1698 Schools 180 have 100 students or less 20% are Academies 248 convertors and 83 sponsored and 4 Free Schools 81% of Primary Schools are good or better 257 schools are RI or SW/SM Secondary Sector 317 Schools in total and 74% are academies (234) 159 are Convertors 55 are sponsored and 20 are Free Schools, Studio Schools or UTC 75% of secondary schools in the SW are good or better

8 System Leadership is.. What is System Leadership? Overarching leadership that is regionally centred delivering nationally driven expectations Leadership that focus more on the collective performance of a cohort of children from a community, town, city, region or partnership Focused on holding the front line school leaders to account for outcomes that are as good as any school delivers from similar starting points

9 Core Aims of the RSC Role Monitoring the performance and intervening to secure improvement in underperforming academies Taking decisions on the creation of new academies Ensuring that the sponsor market meets local need by authorising new sponsors and challenging those that exist to perform even better

10 What does this mean for Academies and Free Schools? A different model of regional accountability Schools who were above the bar in a centralist model of accountability will be less secure in a regionalised model Best practice identification and transmission will become more closely aligned between the originators of the practice and those seeking to implement it

11 What does this mean for Parents and Children? Every family needs access to a good or outstanding school within reasonable distance of their home If achieved, the choice of school and provider will be richer as quality will be defined by specialism & ethos rather than by results The best schools will play a bigger role in helping weaker schools become great quicker than before Could an indication of sustained outstanding performance involve how well a school supports another? When a school gets into difficulties or is in decline it will take less time to intervene and improve it Prevention or Cure?

12 The SW Academy Performance Challenge Challenge 1-The performance of Pupil Premium students Challenge 2-The coasting school that needs to move forward Challenge 3-Improving the percentage of outstanding schools in the region Challenge 4-Rebrokering Academies and finding new sponsors Challenge 5-The performance of our most able students in the region Challenge 6-The performance of academies in seaside locations Challenge 7-The challenge of the SW rural poverty contexts which is different to the urban challenge Challenge 8-Ensuring there are enough groups and individuals able to deliver effective school support in the areas of greatest need

13 The HT Board Monitoring the performance and intervening to secure improvement in underperforming academies Taking decisions on the creation of new academies Ensuring that the sponsor market meets local need by authorising new sponsors and challenging those that exist to perform even better

14 Why a Successful School should become a Sponsor or Leader of a MAT? Moral Purpose It is the right thing to do. The sponsor extends what is provided for their students to those that experience something different Leaders take collective responsibility for more children s education A School Led Improving System It is the most obvious example of where a school led system creates real impact Goes beyond CPD, best practice and idea sharing The DNA of out best schools incubates wider and better practice The practice that made you successful can improve the life chances of more children

15 Why a Successful School should become a Sponsor or Leader of a MAT? Career Development and Succession Planning It can create career development opportunities for staff at every level of the organisation and can enable great teachers and leaders to stay longer Sponsor Schools usually improve as a result of the partnership The sponsor school frequently improves further as a result of the reflection and evaluation of the practice it is supporting Understanding learning better In a 3-19 context it makes sense of the whole learning journey of the nursery child to the Year 13 young adult

16 Building an Education South West strategy What we will do Engage the system to support the building of the SW improvement identity Invite Academy Principals to high quality seminars on key performance themes and reinforce their role as system leaders Build a cadre of potential Principals for the region by working with schools delivering NCTL Leadership suite Work with Teaching Schools and HE to ensure there is a pipeline of good teachers entering the profession Work with OFSTED to share the vision and accountability for the performance of academies across the region Work with business groups to build a Pool of trained trustees to join MAT Boards

17 What have I Learned? This is a strategic leadership role that calls upon all my knowledge of school and federation leadership The challenge is about consistent practice- schools with the same challenges and contexts perform better than each other The concept of disadvantage across the SW is different and varies between urban and rural settings Great Teaching + Great Leadership = GREAT SCHOOLS