Presentation on theme: "Hilary Emery Executive Director"— Presentation transcript:
1Hilary Emery Executive Director The 21st Century school system: professional development for the children’s workforce in schoolsHilary EmeryExecutive Directorfor Development and Improvement27 November, 20091
2The TDA’s role as set out in the Secretary of State’s letter, September 2004 Highlighted 4 areas for action:i) bringing coherence to the occupational and professional standards used throughout the school workforce;ii) providing clear, high quality guidance to schools on CPD and human resources and giving leadership to local authorities in these areas;iii) monitoring the quality and coverage of CPD in regions and subjects and helping to shape national CPD strategy and priorities year-on-year; andiv) co-ordinating specific CPD programmes, where appropriate.2
3The TDA’s role: Education Act 2005 TDA’s objectives:to contribute to raising the standards of teaching and of other activities carried out by the school workforce,to promote careers in the school workforce,to improve the quality and efficiency of all routes into the school workforce,to secure the involvement of schools in all courses and programmes for the initial training of teachers.TDA required to “have regard, in particular, to the desirability of securing that theschool workforce is well fitted and trained”.3
4TDA advice and guidance 2005-2006 Definition of CPD: “a planned and sustained series of activities, designed to improve a teachers’ knowledge and skills”(TDA, 2005).TDA’s CPD Strategy for Teachers 2006 focused on:i) Stimulating informed demand for CPD through revised performance management arrangements and the new framework of professional standards for teachers.ii) Bringing coherence to CPD by working with stakeholders, providing leadership to local authorities and providing guidance to schools so that messages are consistent and priorities are agreed.iii) Ensuring that the range, variety, coverage and quality of CPD meets the needs of schools and is fit for purpose.In parallel published strategy development of the wider workforce “Developing peopleto support learning”.4
5Some highlights since then… Development of framework of professional standards for teachers, the NOS for staff supporting teaching & learning, and professional standards for HLTAs - majority of teachers are using the standards in performance management (PM).Guidance on effective CPD and its evaluation and national CPD database. With National College, developed a national programme for CPD leaders, established a network of CPD leaders in LAs, and trained nearly 400 local CPD champions to support schools.Through “The State of the Nation” and other research established a baseline of current practice and arrangements for future monitoringSupported postgraduate PD programmes, worked with others to develop training and development routes for the wider workforce, and started developing the MTL.5
621st Century Schools System - white paper vision Builds on Every Child Matters and the commitment to personalised learningSchools working in partnership through clusters – critical role of school leadersExcellent teaching meeting needs - Pupil and Parent Guarantees, personal tutors, one to one tuitionLocal and central government setting vision, direction, commissioning services and accountability- extended servicesWell-led, highly skilled workforce - increased collaboration through Children’s Trusts6
7The Pupil and Parent Guarantees Extended services including support and advice on parentingParent’s views on quality of schoolsPersonal TutorsSchool performance and improvementOne-to-one tuition in English or mathematicsSwift and easy access to support14-19 choicesChildcare (primary)High-quality activities in school and out of school hours
8Extended services are key to delivering the vision – managing the complexity is a critical factor in their effectiveness88
9The 2020 Workforce Strategy identified priorities for reform Integrated working to improve outcomes – clarity about who and when; strengthen evidence base; encourage multi-agency training; quality support materials; review of regulation to remove barriersLeadership & management: Leadership programmes for DCSs and aspirant DCSs; NCSL led group to develop proposals for middle leaders; talent management programme supporting interchange between future leadersShared values and common skills and knowledge: refresh the Common Core of Skills and Knowledge so that contains key skills everyone needs and is the basis for training in all parts of the workforceWorking with and supporting parents: Common core to include new material on partnership with parents; improving quality of parenting skills support (by NAPP)Qualifications, training and progression: improvements in sectors; explain how Integrated Qualifications Framework will bring coherence, flexibility & common standardsRecruitment: joint recruitment strategy from CWDC/TDA; promote children’s workforce as a career option through IAG in schools and to graduatesEvidence & data: knowledge bank of workforce evidence (addressing gaps); coherence in data collection; understand supply issues for all parts of workforce (currently just teaching)Vulnerable groups: ensuring workforce delivers for vulnerable group will be a key ambition of National Partnership and in implementation. Hope to develop differentiated skill framework.Clear strong arrangements for local leadership: CT legislation to include workforce plan as part of CYPP; support for CTs through CWDC Workforce Reform tool kit and from CWDC/TDA/NCSL joint local support offer.
10Roles and responsibilities Central government:Set direction and drive improvementChildren’s Trusts/local authorities:Strengthen commissioningAccountability and intervention to address poor performanceSeek and take account of parents’ and children’s viewsLocal authorities:Drive school improvementPromote schools’ engagement and complianceIntervene effectively to tackle poor performanceSchool governance:Strengthened model for individual schools and clusters
11Workforce reform – developed and delivered in partnership Stage three: Excellence maintained, led and delivered by strong employers and workforce, supported by governmentStage one: Workforce is high priority & not fit for purpose – intensive government led reformStage two: reforms embedding; workforce- employer leadership partnership maturingGovernment leadership and delivery of workforce reformSector leadership and delivery of workforce supportIntensive reform – Government led with sector bodies involvedDifferent parts of the children’s workforce are currently at different points on this spectrum and will move at different pacesMaintaining excellence – workforce support and development is led and delivered by sector, in partnership with government
13The impact of local authorities: ‘significantly influence schools’ ability to deliver Every Child Matters and Extended Services agendasMOST EFFECTIVE LAsLEAST EFFECTIVE LAsClear visionFacilitate, broker and coordinate servicesSingle referral process (schools & agencies)Not a ‘top down’ approachView as a means to raise standardsMutual respect and trustSecuring better life chances for young peopleRemove barriers to learningCulture of collaborationSafe forums for information and discussionBroker and foster trusting relationshipsPut ECM and ES at centre of school development work‘Top down’, bureaucratic approachDifferent and competing referral processesSee ECM and ES delivery as schools’ agendaInfrastructures encourage differences and low trustNo clear, devolved delivery structure (such as clusters, hubs, partnerships)No clear model of change managementNo structure for supporting schools (so schools bypass the LA to get what they want)1313
15The TDA’s Professional Development Strategy 2009 Developed through the National Advisory Group of partners with TDAReflects basis for TDA engagement provided by legislation and remit and builds on progress to date.Reflects policy intentions in 2020 Workforce Strategy & 21st Century Schools System White Paper.Provides a national vision and a set of underpinning principles and identifies three national priorities that will shape TDA’s support for PD over next 3 years.Specific TDA activities in support of each national priority are set out in animplementation plan that will be reviewed on an annual basis.
16A 3-year professional development strategy CPD leadership training and development programmeEmbedding the linksCoherent support offer to Children’s TrustsCPD databaseCluster-based CPDImpact evaluation guidanceTraining schools16
19How the TDA’s plans relate to teachers & the wider children’s workforce in schools Professional Development strategy provides a single vision; a single set of underpinning principles; and a single set of national priorities for the whole of the children’s workforce in schools.But the scope of specific activities varies - some apply across the whole workforce and some are role specific - this reflects different starting points, contexts and needs.
20The current Professional Development landscape for teachers & wider children’s workforce in schools Statutory inductionStatutory PM providing context for setting and reviewing individual development objectivesSingle framework of professional standards setting expectations that underpin career & pay progressionRange of PD options available – some with accreditationAspiration that teaching becomes a Masters level professionPolicy commitment to a CPD entitlement and Licence to PracticeWider WorkforceNon-statutory inductionPolicy commitment to performance review for whole school workforceRange of national occupational standards and some role specific professional standardsRange of PD options available – some with accreditationAspiration that all staff working to support pupils’ learning will have or be working towards a Level 3 qualificationSo far no national terms & conditions that could provide basis for a CPD entitlement or Licence to Practice
21The future Professional Development landscape for teachers & the wider children’s workforce in schoolsReflects a single direction of travel towards more school-based Professional Development supported by clusters and other partnerships, including partnerships with HEIs and other ITT providers - providing scope for more joint development with other professionals, including and EY workforce.Based on effective links between standards, performance review, professional development,school improvement and impact evaluation across the whole workforceIs about developing a coherent continuum of professional development for teachers and the wider workforce that is grounded in the vision and principles of the Professional Development strategy that helps to raise standards, improve well being and narrow the achievement gaps.Helps to develop and retain a well trained workforce who are innovative, collaborative and committed.