Last week NAHT鈥檚 Improvement Commission reported with a positive vision for the future of education in this country. By rebalancing holding schools to account with helping them to improve we can unleash the potential within schools.聽At the heart of this vision is the belief that schools are only as good as the people that work in them.
It was a privilege to be part of this commission; it was a great group and we had such eminent people giving evidence.聽The conversations we had were fascinating and nuanced. We didn鈥檛 all agree with each other all the time, but it was expertly chaired by Nick Brook, NAHT鈥檚 Deputy General Secretary, who has managed to make good sense of the wide range of inputs.聽Lots of us arrived with our own agendas: I of course am always on the look out to make sure the role of governing boards is acknowledged.
罢丑别听has five themes
- Ensuring teachers thrive
- Empowering and developing leaders
- Collaboration and collective responsibility
- External support
- Equity and excellence
While there are some recommendations for the Department for Education, particularly as regards subsidising the costs of development, the more powerful message which comes over loud and clear is that we do not need the government to mandate a shift in culture and approach 鈥 the power to change the climate resides with school leaders, reinforced by their governing boards.
It is the role of the school leader to create the conditions in which teachers and other staff can thrive so that pupils can succeed. The report goes onto say: 鈥楪overning boards are expected to work closely with senior leaders to set a school鈥檚 vision, ethos and strategic direction. As such, they can play an important role in helping to establish a culture where teacher and leader CPD is valued and prioritised鈥. This endeavour is absolutely not a single-handed task; in fact it will fail if it is attempted from a heroic standpoint. The leader and board need to be as one in creating a healthy culture. I borrow this phrase 鈥渢one from the top and mood from the bottom鈥澛爁rom a聽. Boards need to come up with a way of knowing 鈥 even if very approximately that the culture that is strived for is actually experienced by all. There is even talk of even measuring culture: something I will investigate next year.
At 海角社区, discussion of the importance of organisational culture began quite a few years ago, but it has really taken up a pace now. In our聽annual conference seminar series聽this week, we touched on culture each day: on Monday, a culture for learning and aspiration, built on evidence; on Tuesday a culture for diversity, equity and inclusion, on Wednesday a culture for improvement and development;聽and on Thursday a culture for well-being. David Weston of Teacher Development Trust spoke of 鈥楥reating a culture of mutual trust, respect, enthusiasm in which communication is open and honest and building a sense of shared mission.鈥
People who do the leadership conference circuit will know the famous Peter Drucker quote: 鈥楥ulture trumps strategy every time: culture eats strategy for breakfast; but the other half of this musing is not repeated so often:聽鈥楢 strategy at odds with the culture is doomed鈥. So it is not that we give up on that first core function of governance, setting strategic direction towards the organisation鈥檚 vision, but we must make sure that there is synergy between the two as we cover in聽Being Strategic.
It is refreshing to see Continuous professional development (CPD) placed firmly and convincingly at the heart of school improvement, rather than a raft of separate initiatives. It would seem an omission for a school or trust strategy not to feature CPD as a priority. Developing the staff鈥檚 talents and knowledge will create success. I appreciate at the moment short-term survival is the name of the game, but shortly these conversations about medium-term improvement can begin again. So governing boards need to demonstrate their 鈥榖uy-in鈥 to the importance of CPD, sometimes a bit tricky where funding is scarce. But asking questions about ongoing CPD and its impact at board meetings is a start, requesting a paper on the topic.聽Modelling it in the way in which senior leaders are held to account, making development a core feature of聽appraisal, ensuring head teachers are accessing their own entitlement to mentoring and other CPD, and encouraging fruitful collaborations with other outside the school or trust.
Let鈥檚 make 2021 the year of school improvement through CPD 鈥 not the greatest of rallying cries. The Commission suggests that the current external accountability system, generally perceived as high-stakes by senior leaders, is a powerful tool for driving compliance to minimum standards but a poor one for creating excellence within a system. To improve standards further, the Commission identifies a need to rebalance holding schools to account with enabling them to improve. Actually governing boards can balance and even re-balance those two: they can both hold leaders to account and enable them to improve, encouraging and trusting leaders and staff to take up the mantle of learning themselves as well as teaching. Many already enthusiastically do, but elsewhere leaders are waiting for permission, a permission they do not need: but which is all part of this cultural change.
Governing boards: you have huge power and influence here. Please use it to put CPD for all at the centre of your school or trust鈥檚 improvement strategy. Let鈥檚 not wait to be told what to do by the powers who be, but instead empower school leadership to take the initiative, to clear the clutter and focus on developing staff in order to provide the best possible education for pupils.
The School Improvement Commission鈥檚 recommendations
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Ensuring teachers thrive |
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Empowering and developing聽 leaders |
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Collaboration and collective responsibility |
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External support |
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Equity and excellence |
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Former Chief Executive
After 14 years with 海角社区, Emma has departed from her role as Chief Executive. During her tenure, Emma was a strong advocate for the school governance community, engaging with legislators, policymakers, education sector organisations, and the media on a national level.