What is then, @lifeissweet? Genuine question, what is the solution?
Where to start?!
This is the ideal:
To begin with, I want an Education Secretary who values education (outlandish, I know) and one who is advised by a board of education experts from a range of backgrounds.
I want an overhaul of inspections. They need to be far less prescriptive. I want them to go into schools and judge what they actually see and not pre-judge based on data. I want less focus on data all round - it can be manipulated and children aren't products where you put in x and get out y.
I want them to come up with plans for improvement rather than a list of faults with no suggestions. I think Ofsted reports are horribly unhelpful about what improvement looks like.
The whole thing needs to be less punitive and more focused on improvement. Bin the grading. Inspect every school on the same timetable (outstanding schools are left alone for far too long). Parents can read the reports and choose a school based on the strengths noted. Want great pastoral support? Choose one with that as a strength. It would stop parents going for one with an 'outstanding' badge just because of that. It causes inequality.
I want more involvement from local authority - or other - improvement partners, so schools are given tools to help and regular peer inspections to share good practise across schools. Some do this and do it brilliantly. Some (mostly MATS) are very insular and don't take advice very readily.
I want an overhaul of SEN provision and some actual research about the impact of so many more SEN children in mainstream schools. If they want to close special schools or limit access, then teachers need more training, schools need to be resourced to manage it and a more holistic approach needs to take place (I'm thinking more mini-resource bases where resources and expertise are pooled. This is far less wasteful and more efficient and reduces the pressure on mainstream teachers)
I want investment in buildings (that one is obvious and shouldn't be an outlandish suggestion)
There needs to be more admin support so that teachers are able to concentrate on planning and resourcing great lessons and not getting bogged down in data input which isn't using their skills. It's a waste of money for teachers to be photocopying and data inputting in their PPA time.
I want well trained and well paid TAs to run teacher lead and planned interventions. Not putting up displays or babysitting, but supporting learning. This is supposed to happen, it increasingly doesn't - and now they are all being laid off anyway.
I feel like much of this was in place when I started teaching. I've just read it back and, Ofsted aside, we did a lot more collaborative work across schools and had more input from LA advisors than now. It did make a difference - and it doesn't cost the Earth.
Unfortunately, cuts to LAs and academisation has ruined all of those brilliant networks. Schools are more like stand-alone businesses now.
As for recruitment, I think the idea of having all teachers having M.Eds is not such a bad idea of a previous Ed Sec (can't even remember which, now. We've had so many).
Teaching is more attractive if it is better respected. What garners respect is higher qualification and skill, plus good pay. If you judge a profession to be well qualified and well respected it becomes attractive. Not necessarily for the pay in itself, but because of the message it sends about what society thinks of a profession. Well paid = well valued.
This costs money. You'd need training providers, bursaries for training to that level and then a tempting starting salary.
So:
- stress reduced by a different inspection regime
-stress reduced by a DfE who understands and values education and doesn't move the goalposts all the time with unevidenced initiatives.
- stress reduced by proper SEN support
- stress reduced by proper TA support
- stress reduced by admin support
- better trained teachers who are incentivised to stay
...
All with benefit to the children.
Idealistic. I know.