preparing for ofsted pajes 13 th may 2015 clare collins nga lead consultant © nga 2013 1

Preparing for Ofsted

PaJeS

13th May 2015Clare Collins

NGA Lead Consultant

© NGA 2013 1www.nga.org.uk


Welcome and introductions


Join NGA

Representing the governors and trustees in all state funded schools in England, our aim is to improve the effectiveness of governing bodies by providing expert and tailored information and advice, and challenge when appropriate.

Benefits include access to the members’ area of website, a wealth of guidance and free resources, a weekly newsletter, bi-monthly Governing Matters magazine, free places at events … and more

Standard governing body membership is £77

GOLD governing body membership is £260

and includes an advice line


Purpose of the session

At the end of the session governors should have an understanding of:

– What Ofsted expect from the governing body

– What ‘knowing your school’ means

– The criteria against which the governing body will be judged

– What to expect from the Ofsted visit


‘without strong and effective governance, our schools simply won’t be as good as they can be’

HMCI


HMCI and the Ofsted framework

• Since September 2012, Sir Michael Wilshaw, HMCI, has changed – and continues to fine tune - the Ofsted framework

• Significant changes to the criteria against which governance is judged from 1st September 2014

• There is more emphasis on governance in Ofsted inspections– Expectations of governance are greater but reasonable– External reviews are being recommended for schools where

governance is seen to be in need of strengthening – All governors are expected to be familiar with their school’s

Ofsted data dashboard– All governors need to know their school’s strengths and

weaknesses

Organisations with strong governance do not fail



Issues for school governance raised by the ‘Trojan Horse’ enquiries

1. Conduct according to the principles of public life

2. Conflicts of interest

3. Avoiding cliques and group think

4. Review appointment and re-appointment of governors

5. Reflecting the community and listening to parents

6. Staying strategic and not becoming operational

7. Broad and balanced curriculum: preparing for life in modern Britain

8. Relationships with headteachers and CPD for leaders

9. Review HR processes

10. Safety of pupils: the GB role


Ofsted and governance Ofsted are looking at the effectiveness of governance including how well

governors:

1. Carry out their statutory duties, such as safeguarding, and understand the boundaries of their role as governors

2. Ensure that they and the school promote tolerance of and respect for people of all faiths (or those of no faith), cultures and lifestyles; and support and help, through their words, actions and influence within the school and more widely in the community, to prepare children and young people positively for life in modern Britain

3. Ensure clarity of vision, ethos and strategic direction, including long-term planning (for example, succession)

4. Contribute to the school’s self-evaluation and understand its strengths and weaknesses, including the quality of teaching, and reviewing the impact of their own work

5. Understand and take sufficient account of pupil data, particularly their understanding and use of the school data dashboard

6. Assure themselves of the rigour of the assessment process


7. Are aware of the impact of teaching on learning and progress in different subjects and year groups

8. Provide challenge and hold the headteacher and other senior leaders to account for improving the quality of teaching, pupils’ achievement and pupils’ behaviour and safety, including by using the data dashboard, other progress data, examination outcomes and test results; or whether they hinder school improvement by failing to tackle key concerns or developing their own skills

9. Use the pupil premium and other resources to overcome barriers to learning, including reading, writing and mathematics

10. Ensure solvency and probity and that the financial resources made available to the school are managed effectively

11. Are providing support for an effective headteacher

12. Monitor performance management systems and understand how the school makes decisions about teachers’ salary progression , including the performance management of the headteacher, to improve teaching, leadership and management

13. Engage with key stakeholders

14. Are transparent and accountable, including in terms of recruitment of staff, governance structures, attendance at meetings, and contact with parents and carers.

Ofsted School Inspection Handbook, July 2014


Ofsted’s expectations


Discussion

How do you as governors get to know your school?


Key sources of information

• The school’s website

• The self evaluation document (SEF)

• Strategy document with school vision / key priorities / KPIs / targets

• HT report and other reports from key staff

• Data to support and evidence judgements

• Information about the quality of teaching

• Survey and focus group reports (pupils, staff and parents)

• External consultant reports

• Governor visits


Visiting the school

• Is the purpose of school visits clear?

– Getting to know the school

– Monitoring improvement priorities

• Is there a policy and protocols which have been agreed and shared with

staff?

• How do governors report on visits?


Knowing the school

Too often governors don’t know what they don’t know …• Is the school self-evaluation fit for purpose and do all governors know the

key issues facing the school?• Is the headteacher’s termly report to the governing body focused on the

school’s strategy for improvement and the key priorities?• How does the governing body use the Ofsted and FFT data dashboards and

RAISEonline? • Does the governing body receive regular internal in year pupil progress

tracking data for all year groups, in an agreed format, and know which groups of children are not progressing well?

• Do governors know how the Pupil Premium is being spent and the expected outcomes?

• What does the governing body know about the quality of teaching, staff performance and pay?

• How do governors know what pupils, staff and parents think about the school?


Exercise

Look at the criteria and assess whether your governing body is weak, sound or strong

Feedback:One aspect you are confident you are strong inOne aspect you may need to review


Reflection

Are there any issues that our governing body needs to address prior to our Ofsted visit?


The Ofsted interview

1. The timing

– usually end of day one or beginning of day two

– make clear what suits you as volunteers

2. Who goes

3. What to take

4. Answering the questions

5. Expressing concerns


Possible questions

1. What are the strengths and weaknesses in your school? How do you know?

2. What do you know about the quality of teaching? Do you observe lessons?

3. What is your school doing to narrow the gap? What does pupil premium amount to? What is the expected impact of interventions this year?

4. Progress in English in key stage three is poor … what is the school doing about this?

5. Is your curriculum broad and balanced, so preparing the children for life in modern Britain?

6. How do governors monitor staff performance and make decisions on pay advancement?

7. Are parents happy with the school? How do you know?


The Ofsted report

• The feedback meeting

– What time / who goes / what to do and say / confidentiality

• The draft report

– 24 hours to comment: chair must have sight of the draft and the

opportunity to comment (check accuracy of language used)

• Publication

– Usually within three weeks

• Evaluation and appeals

– Check details


Next steps

Key issues …

• To be dealt with by whom?

• How?

• When?


Reviewing the session

We have covered:

– What Ofsted expect from the governing body

– What knowing your school means

– The criteria against which the governors body will be judged

– What to expect from the Ofsted visit

Any questions?


www.nga.org.uk

[email protected]

0121 237 3780


http://www.nga.org.uk/

mailto:[email protected]

preparing for ofsted pajes 13 th may 2015 clare collins nga lead consultant © nga 2013 1

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