1. “When every child attends a good school we will be closer to a world class education system” Sir David Carter National Schools Commissioner

2. “ The power of collaboration in sustaining long term school improvement ” Sir David Carter National Schools Commissioner

3. A Sequence of Structural and Cultural Shifts 2010-2015 From –Changing the status of your school –Being part of single Teaching School Alliance –Governance –Single School Leadership –Informal Partnerships –School led Accountability –Relative Isolation 2015 onwards To –Using the status to drive change –Joining TSA together to add capacity –To strategic capability –Multi School Leadership –Formal Partnerships –Trust led Accountability –Collaborate to Improve

4. Strategic Priorities for the South West Developing our capacity to support Academies, free schools, studio schools and UTC –Growing our MAT capacity –Increasing the number of strong sponsors Intervening in underperforming academies Holding the system to account Developing the role of the Headteacher Board –Developing our 4 sub regional groups Increasing the number of Free Schools –32 open with 9 in pipeline –Further 50 by 2019-20

5. Performance Priorities for the South West Challenge 1-Progression for the most vulnerable children in our schools Challenge 2-Making sure that our most able children achieve Challenge 3-Ensuring that the culture of Continuous Improvement is true in every school Challenge 4-”Growing the Top” whilst we improve standards nationally Challenge 5-Recognising that poverty and deprivation is not unique to urban areas Challenge 6-Ensuring that there are enough great schools and leaders willing to support schools to become great

6. “ A Glimpse at the South West in September 2015” Building Sustainable Momentum

7. The South West now has… 117 Approved Sponsors and Multi Academy Trusts-429 Academies and Free Schools are in these groups 482 Primary Academies (24.9%) with 98 approved since September-96 joined MATs –364 Convertors and 113 Sponsored 233 Secondary Academies ( 72.1%) –160 Convertors and 67 Sponsored –32 Free Schools open 11 Academies have or are about to be re- brokered to new sponsors

8. The South West now has… The highest % of academies out of the 8 regions –29.4% of 2319 schools are academies –72% of Secondaries & 25% of Primaries The highest % of good or outstanding academies out of the 8 regions –87% are good or better The 7 th highest number of outstanding academies out of the 8 regions (24%) –South Central and NW London have 31%

9. Sponsorship, MATS & Leadership

10. What are the Key Progression Points leaders have to get right? Progression 1-ENTRY to SCHOOL Progression 2- RECEPTION to Y1 Progression 3-Y2 into Y3 Progression 4-YEAR 6 into YEAR 7 Progression 1-ENTRY to SCHOOL Progression 2- RECEPTION to Y1 Progression 3-Y2 into Y3 Progression 4-YEAR 6 into YEAR 7 Progression 5- TOWARDS GCSE Progression 6-ENTRY POST 16 Progression 7-HE and WORK – Each School leads on at least one transition point Progression 5- TOWARDS GCSE Progression 6-ENTRY POST 16 Progression 7-HE and WORK – Each School leads on at least one transition point

11. The Twin Leadership Intelligences for Collaboration IMPACT INTELLIGENCE SELF AWARENESS EMOTIONAL INTELLIGENCE IMPACT ON OTHERS SELF AWARENESS

12. Multi Academy Trusts Why Sponsorship? Why MAT? –Trust wide ethos –Accountability and Collective Responsibility for more children –School Improvement –Capacity –Economies of Scale –Career Development, CPD and Succession Planning –Shift from Isolation to Collaboration

13. Benefits of Multi Academy Trust Collective Responsibility for the results of all children –“If one fails we all fail” Flexibility to deploy staff in the most effective way to benefit the largest number of children Career Progression for staff –Retain the best staff in the trust if not in the same school Economies of Scale –Procurement and bulk purchasing –Trust Appointments on behalf of the schools –Trust Leadership Structure that incorporates Executive Heads, Curriculum leadership –Collaborative Practice Transmission of the best practice into some/all schools Strategic Governance allied to educational focus at LGB

14. Does membership of a MAT reduce Autonomy? Yes it Probably does! Ensures entitlement to the best education possible –Systems and Operating procedures –Data Collection Points –Common Exam Syllabi –Assessment and Reporting –Key Educational Policies –HR practice as one employer Not in every respect –Culture of the school –Uniform –Enrichment –Relationship with the local community –Educational networks unique to the school

15. What are the personal Skill Sets needed by Collaborative Leaders? Vision, Values and Beliefs –What does the leader of the collaboration believe in? Change Management Expertise –Scale, Scope and Reach of Influence Holding others (senior leaders) to Account for their decisions –and not making decisions for them –Leading through othe rs Using data to inform strategy –Test decisions against the core values Communication Skills –Written and Spoken Performance Manager –Every Meeting and Interaction counts Insight to see how a successful strategy in one context could be applied to a different one

16. My National Priorities Continue to improve standards –131 Academies are in special measures out of 5479 (Jan 1 2016) –Many sponsored academies were SM or RI at transfer. 45% now good and outstanding Grow the number of sponsors and multi academy trusts –20,000 schools in England and 5500 (approx) are academies –How many MATS will we need?

17. My National Priorities Enable trusts to grow but health-checks critical to ensure stability –Starter –Established –National –System Leader 100 Worst Academies and the 20 largest sponsors reporting in to the NSC 500 Academy Advocates across the system by 2016-17 Capacity Maps across the regions –Cold spots and what we do about them Academy Awards Events School to School support-TSA, NLE and NLG –Next Generation of CEO