This document summarizes an education law conference on mapping out the future landscape of education. It discusses the results of a school leaders survey which found that while educational prospects were seen as positive, financial prospects were viewed more negatively. It also lists priorities for school leaders, including implementing curriculum changes and restructuring staff. The presentation identifies emerging risks and key themes discussed, such as accountability and leadership challenges, in the context of budget constraints and increasing regulation. Attendees were invited to join the conversation online.

1. Education law conference
March 2017, Manchester
Mapping out the future landscape of education

2. Mapping out the future
landscape of education
Prospects & priorities over the next 12 months
15th March, Manchester
Dai Durbridge, Partner
Join the conversation #BJ_EDC

3. Session overview
• State of the ‘room’
• Key themes
• Emerging risks

4. School Leaders Survey 2016

5. Question:

6. Question:

7. Question:
Taking into account external factors, how do you assess
the educational prospects of the children/young people at
your organisation/group compared with 12 months ago?
Very
positive
Positive Neither
negative or
positive
Negative Very
negative
Don't know
/ Unsure
0%
10%
20%
30%
40%
50%
60%

8. Question:
Taking into account external factors, how do you assess the financial
prospects of your organisation / group compared with 12 months ago?
0%
10%
20%
30%
40%
50%
60%
70%
Very
positive
Positive Neither
negative or
positive
Negative Very
negative
Don't know
/ Unsure

9. Join in with Sli-do
Question:
To what extent is implementing curriculum changes likely to be a
priority for you over the next 12 months?
• major priority
• priority
• not a priority
• don’t know/ unsure

10. Join in with Sli-do
Question:
To what extent is staff restructuring likely to be a priority for you
over the next 12 months?
• major priority
• priority
• not a priority
• don’t know/ unsure

11. Join in with Sli-do
Question:
To what extent is creating/joining/growing a school group likely
to be a priority for you over the next 12 months?
• major priority
• priority
• not a priority
• don’t know/ unsure

12. Question:

13. Key theme 1
accountability & regulation
tendency to bureaucracy?

14. Key theme 2
leadership
how do we foster?

15. Key theme 3
central services
do we have an effective ‘corporate centre’?

16. Key theme 4
increased interventions
&‘re-brokering’
do we have a resilient operating model?

17. Key theme 5
talent management
do we develop the different
type of talent we will need?

18. 1. Are we moving to a robust operating model that is resilient to
shocks, including “re-brokering” of one or more of our academies?
2. Are we moving to a leadership & staffing model that does not
rigidly treat each school as a building that must have a head, SBM
etc?
3. How effective is our recruitment & talent management strategy?
Emerging risks (1)

19. 4. How will we improve attainment with the challenges NFF
presents? What mitigations are we deploying now?
5. With continued constraint in the public sector how do we avoid
“mission creep” in the face of increasing number of agendas
(Prevent, keeping children safe, ensuring mental wellbeing,
tackling obesity etc)?
6. Are we moving to a way of working that is able to effectively
manage service delivery & risk across multi-site operations?
Emerging risks (2)

20. Any questions?

21. Find out more
www.brownejacobson.com/education

22. Talk to us
Dai Durbridge | 0330 045 2105 | dai.durbridge@brownejacobson.com
Please note
The information contained in these notes is based on the position at
February 2017. It does, of course, only represent a summary of the
subject matter covered and is not intended to be a substitute for
detailed advice. If you would like to discuss any of the matters covered in
further detail, our team would be happy to do so.
© Browne Jacobson LLP 2017. Browne Jacobson LLP is a limited liability
partnership.