Challenges ahead the future of schools and SBMs

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Challenges ahead the future of schools and
SBMs Professor Dame Pat Collarbone 24th April 2007
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Agenda

• Global and national context
• Extended services - working in a multi-agency
  environment
• New and emerging leadership models

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A global context

• Political the global threat of poverty and
  religious ideology leading to conflict
• Economic the growth of China, India and Brazil
  as global economic players
• Sociological changing and expanding
  expectations and aspirations of people across the
  world
• Technological the major structural and
  organisational changes which accompany rapid
  technological growth
• Legal the human rights of the individual versus
  the perceived needs of governments and
  multi-national companies
• Environmental global warming and the threat it
  poses particularly in Africa, India and South
  East Asia

A PESTLE is a useful tool for examining the many
different external factors affecting an
organisation globally, nationally and locally
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The cultural shift

• Short term
• Reaction
• Compliance
• Autocratic
• Competition
• Independence
• Stress
• Universal learning

• Long term
• Initiative
• Creativity
• Distributed
• Collaborative
• Inter-dependence
• Fulfilment
• Personalised learning

We cant solve problems by using the same kind of
thinking we used when we created them. - Einstein
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The Every Child Matters outcomes improving the
life chance of all pupils
11 million children
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Some school-based statistics
Pupils gaining Level 4 at KS2
Pupils gaining 5 A to C GCSEs
Average expenditure per pupil in English schools
in real terms (2005/06 base year)
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National priorities for schools
Emerging technologies for learning
Remodelling the workforce
Personalised learning
Extended schools
Inclusion
The School
Building schools of the future
Multi-agency teamworking
Leadership
14-19 Strategy
Healthy schools
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The growth of support staff in schools
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A role for schools

• Remodelling is a proven approach to managing
  change that encourages and enables positive and
  lasting change. It embeds a proactive culture
  where staff have the skills, experience,
  confidence and commitment to apply an effective
  remodelling approach to all significant
  challenges at all times.

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Personal experience
Discussion
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Agenda

• Global and national context
• Extended services - working in a multi-agency
  environment
• New and emerging leadership models

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The core offer for parents and familiesaccessed
through all schools by 2010
Quality childcare (primaries only)
A varied menu of activities including study
support
Core offer
on site or through local providers
which engage children and young people and
provide a safe place to be
Parenting support
Community access
Swift and easy referral
including adult learning
early identification and support
including family learning
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Delivering extended services involves working
effectively across many organisations and demands
exceptional change management skills
National/regional organisations and support
NCMA DfES
NHS NFPI Daycare Trust
Other government depts
TDA
Police NCSL
WAMG Governors Ofsted
APYCO
Reg. government offices
Communities
Childrens Trusts
Families
ContinYou 4Children
Directors of Children's Services
Other local organisations
Children
Chief Execs
Local authorities
Youth offending teams Local businesses Primary
Care Trusts Faith Groups Voluntary and
community orgs
Business support officers
Youth
ESRAs/ESRCs/SWAs
(LEA) RAs
SureStart
Schools Headteachers School change team SBMs, ES
Co-ordinators, workforce Governing bodies,
Parents, Pupils
Youth services
Local authority extended schools teams
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One of the challenges is to understand the needs
of these interlinked workforces
School workforce
Teachers
Childrens Centre workforce
TYS
IYS workforce
Extended services workforce
Children and young peoples workforce
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There seems little disagreement that joined-up
working makes sense

• Pooled budgets
• Common management
• Common outcomes
• Common structure

Full Integration

• Sharing information
• Altering activities for a common purpose
• Formal links and shared resources
• Shared responsibilities, risks and rewards

Positive outcomes for children
Collaboration

• Sharing information
• Altering activities for a common purpose
• Formal links and shared resources

Co-operation

• Sharing information
• Altering activities for a common purpose eg joint
  training

Co-ordination
Networking

• Sharing information

(Based on Himmelman)
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Personal experience
Discussion
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Agenda

• Global and national context
• Extended services - working in a multi-agency
  environment
• New and emerging leadership models

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Models of leadership
PricewaterhouseCoopers report, 2007
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A changing role
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Some key recommendations from PwC report

• Proactively promote new and emerging leadership
  models
• Review policy and practice in relation to
  accountability in order to facilitate greater
  distributed leadership
• Review governance
• Streamline policy
• Develop people, diversity and succession planning
• Adopt a new approach towards leadership programme
  and qualifications

PricewaterhouseCoopers report, 2007
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Take hold of the future

• Prepare for the unexpected

• Develop cultural sensitivity

• Invest in technology

• Acquire faster reaction times

• Implement flatter structures

• Create family

• Instil purpose and meaning

• Identify teams and partners

• Recognise that leadership will be everything

• Recognise the global village

Adapted from Dixon, 2002
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Integrated teamwork, leadership and management of
change is key
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Personal experience
Discussion
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• The future is not a result of choices among
  alternative paths offered by the present, but a
  place that is created - created first in the mind
  and will, created next in activity.
• The future is not some place we are going to, but
  one we are creating. The paths are not to be
  found, but made, and the activity of making them,
  changes both the maker and the destination.
• John Schaar