Strategic Level 1 High (Board) A Five Year Vision for ODBE 2017-2022 In the light of significant new structural changes to education, ODBE must review its current strategic plan to ensure it is both fit for purpose and able to meet the new needs of schools as the MAT landscape develops. It must also ensure it retains a pertinent and meaningful role in its Church schools and indeed work to develop new roles as opportunities arise. There is no question we are at an important juncture and the next 5 years will be critical for both schools and the DBE itself. The core values of ODBE in Church schools in being a vehicle of service and a testimony to the love and inclusive hospitality of God must not be compromised as we look at both the challenges and the opportunities we now face in education. The following key areas of work have come into sharp focus as the SLT have discussed and debated both the near and longer-term future and we ask for your views and governance on this summary vision. We have outlined a set of strategic priorities and success criteria which we feel describes a set of desired outcomes. For each strategic priority, we have also given a rationale and a possible process to achieve this. This vision has been debated and discussed at the Executive and Development Committees. This document will therefore form the basis of the current DBE strategic plan (2017-2019) and be expressed in a document for external stakeholders outlining the Role and Purpose of the DBE. Strategic Priorities 2017-2022 Multi Academy Trusts Development School Improvement Leadership Investment Parish Engagement Land and Trust Management Marketing and Communications Development Multi Academy Trusts Development The carpet of mixed MATS will exist. Church schools in the Oxford Diocese which have either chosen, or have been required, to convert will be in appropriate and effective Multi Academy Trusts where the unique Christian /Church school character of these schools is preserved and maintained by giving schools choice from; the provision of at least three Diocesan MATS; ODST, Bucks and possibly Pan Berks, serving around 100 + schools by 2022 1
a number of (Church) school-led MATS which have had appropriate amendments to their Articles to allow them to include CE schools, the DBE having negotiated the necessary percentages of DBE appointed Members, Trustees and LGB members 10 new CE Free Schools will be established (2 Sec 8 Pri) increasing the total of individual CE schools in the OD to 300 (including Associate schools) National government policy initially all schools were to be be academies in due course, now, although this has been considerably softened new players may pose a threat to Church schools; we need to retain Church schools identity and Christian character and individual schools relationship with the DBE and wider Diocese through local Church connections. Ultimately schools need our help here and if we do not actively move on this now, the threat of losing schools, either literally or metaphorically, is significant. (Esther 4 v 14) However, the positive opportunity to engage with community schools here is also significant. Salt and light principles are possible here in a mixed economy where CE schools are working closely with non-church schools as this introduces new levels of potential Christian witness and influence. (Matthew 5 v 15) We continue to work to establish a mixed MAT culture in order to ensure there is an appropriate academy solution for every school where DBE is confident that its Church school /Christian character is preserved Ensure at least a core SLA is maintained with individual schools, subsidised by ODBE (right of relationship) We maintain this influence by providing high-quality services both via SLA and additional eg HT PM We seek DBE appointed Members, Directors and governors to hold governance in MATS at all levels to account. This area of work is extremely high on need but cannot be funded from schools SLAs The issue with this work currently is, despite its significant potential, it cannot be funded from schools individual SLAs. To date this year, the team have conducted over 100 academy meetings with both individual schools and groups and this is time which cannot therefore be used for other income-generating activities. For the current team therefore, this is limiting our overall capacity, although this pressure is likely to be short term (3-5 yrs). School Improvement An ODBE team of School Improvement specialists /consultants will be working in schools and all MATs to ensure that no Church schools are in an Ofsted Category and that increasing numbers of (all) schools in the OD are Outstanding in both Ofsted and SIAMS. The team will be known for the provision of high quality outcomes delivered with integrity commensurate with the values of ODBE. We will use excellent school improvement as a fundamental vehicle of service to schools (Matthew 25, 31-46) 2
Any school in an Ofsted category is at risk of forced academisation where DBE have no formal right of veto over the MAT destination and we are working to continue our current policy of excellence in all Church schools. Significant opportunities are also beginning to emerge to support our other (now 14) school-led MATs. We are currently working in many of these mixed MATS to provide varying levels of school improvement service across the (whole) MAT, due to the growing reputation of the team. The opportunity this affords is significant. Maintain and increase current levels of support and SLA buy-in. Utilise additional consultants as required and building of leadership network ** Further develop the current EIG programme and build active effective networks of governors It is difficult to predict the amount of work which could be required here. As the buy-in increases, it generates additional opportunities. Currently the team is just covering the demand, but in order to increase the buy-in we must be able to provide speculative services. However, ultimately, many elements of this aspect should be self-sustaining. Leadership Investment A network of school leaders will be established and effective for school-to-school support, brokered by advisers. A modular training programme will include aspiring and new leaders of church schools who are identified and invested in, for the future. This network will deliver an ongoing potential pool to secure high quality Christian leadership of Church schools who want to stay in the family due to the high quality, holistic and distinctive education delivered in CE schools and the excellent support for them from each other and the central team The school-to-school support model is currently highly favoured by the DfE, but there is little or no LA capacity left and we need to establish and train an effective network for mutual support and also to meet the growing crisis of leadership recruitment in schools. (We have in the last 3 years, seen a 40 % turnover of Head Teachers across the Diocese and the number of early retirements of our experienced Diocesan HTs is growing considerably, leaving a vulnerable void) We are sleepwalking into the greatest teacher recruitment crisis ever in the UK (Estelle Morris) and we need to begin to address this need in and through our Church school family. Develop and establish a new modular Diocesan Leadership Programme for current, new and aspiring leaders to specifically train them for leadership in a Church school with clear Christian principles establish a home-grown culture which can meet recruitment needs Work with schools to gain information on prospective leaders who could then be signposted to vacancies as they arise and then supported as above. Using the above, establish local networks of leaders /aspiring leaders to support one another and become more effective. 3
Parish Engagement All MATs (and all individual schools therein) will have an effective, meaningful engagement with both the local and wider Church. Links between both local and national initiatives will be further established and the relationship between church and school will be relevant, meaningful and mutually beneficial. Clergy will be supported in their work with schools and chaplaincy models will be explored and in place where appropriate, utilising the service and skills of both laity and clergy to provide pastoral and spiritual care and training as required. There is a continued need for local churches to reclaim their schools and vice-versa. Significant reciprocal support networks are as yet largely untapped. Relationships need to be refreshed and reinvigorated. As schools become academies, potentially in other school-led MATs, local churches need to be supported to be part of the salt and light principle in order to see the missional opportunities to minister across MATs and to additional community schools. Continue to work at Deanery and Parish level to create and support relationships between churches and schools Work closely with DoM to train clergy and teams in how to support Church schools Utilise the Strategic Development Fund bid (with DoM) in October 2016. This is likely to be a 3 year project, building on existing DBE work and principles of Renewal and Reform. TBC Again, this work cannot easily be charged, either to schools or to parishes but is nevertheless essential if the wider Diocese is to understand both the missional and pastoral opportunity in new groups of schools. Land and Trust Management All Church-owned land is adequately protected and funds deployed appropriately should a school close. All land trustees are able to carry out statutory duties effectively The academies programme requires land to be transferred (via Supplemental Agreement) on academisation and there is significant risk where Church land becomes occupied (and managed) by a non-church organisation. This is particularly a risk to the Trustees who personally hold this authority. Similarly, where a Church school closes, due to viability issues, land must remain the property of the Diocese. Continue to offer schemes whereby the DBE can become the Land Trustee, thus supporting the local Trustees Hold information sessions for current Trustees to ensure they are aware of all the potential implications in the event of academisation or closure. 4
Marketing and Communications Development The ODBE brand will be clearly understood by both schools and churches, in terms of its ethos, character and crucially, purpose. Its range of activities and its effectiveness and quality of services will be widely acknowledged. There will be a clear, distinctive, corporate brand consistent in all related companies in order to facilitate and identify the DBE in the above areas of work. The SLT are clear that the ODBE needs a new brand, an effective online presence and a reputation known for quality support for schools. Currently the ODBE brand is unclear. Schools are unaware of the distinctions between the diocese, ODBE and (potentially) its sister companies eg ODST. This needs careful and considered action if our services are going to survive and become successful. All of these services outlined above will need a clear identity, and effective marketing in the current global marketplace. 5