Now the new government is settling in it is perhaps time to take stock of achievements in music services over the last decade and be clear about what is needed for the next five years. Let’s be absolutely clear about our successes, but also our determination to make things even better for all the children, families and communities we serve.
Ten years ago the head of the service that I worked for said he really wished that we could bring instrumental teaching closer into the curriculum and I agreed with him. Well now we have. Wider Opportunities, which is now recognised as a world class success, has transformed music in the primary school and brought out the best of classroom and instrumental teachers working together. Musical Futures has turned traditional pedagogy on its head and been a leader in personalisation. A Common Approach has provided a world leading curriculum framework for instrumental and vocal teaching and, with our National Standards for Instrumental Teachers and our rigorous self evaluation programme, has enabled us to raise standards of achievement, learning and access. The profile and advocacy of music services is stronger, due in many ways to the sterling work of the Think Again team and Watershed Consulting and we are providing more and better professional development opportunities, not least with our new, highly regarded leadership programme. All these things support the work of individual teachers in all our music services.
Enough of blowing our own trumpet, though it’s important for everyone to appreciate the achievements of music services in the FMS. But we are also very much aware that all these qualities provide the underpinning for the future development that is now needed in music education. We have to help the new government address wider issues other than music and we can do that through music. We have to acknowledge the unevenness of provision across the UK, even though many of the contributory factors have been beyond our control. We have to be clear about finding solutions and answers to problems and to do so we need to lead from the front and relish opportunities to be innovative and creative. Above all we must unlock the resources of all organisations involved in music education and be at the centre of deep and trusting partnerships.
So here are a few strategic objectives to think about.
1. We must strengthen our investment in leadership so that there are sufficient people who have the skills and understanding to ensure that the nation’s vision for music is realised. We have made a perfect start with the 10 day leadership course managed by Richard Crozier - and there are some brilliant people around.
2. We need to capitalise on the progress made with self evaluation. The country needs to know that every child wherever they live will benefit from the same high quality opportunities to fulfil their potential in and through music.
3. We must build on our high pedagogical credentials and ensure that through curriculum developments and revisions of A Common Approach (digital and interactive) we can make our workforce really fit for the 21st century.
4. Our teachers are our life blood; without them we can do nothing. Therefore we have to raise the bar of professional development and support for individual teachers.
5. We must remove any obsolete barriers in terms of structures, or ways of working, so that partnerships are deeper and are characterised by trust and mutual advocacy. All music services ‘provide’ some form of music education, but our role is now much wider. The greatest appreciation of what we do comes when we also foster partnerships, facilitate the work of others and build bridges. It seems to me that the future of music service provision will depend on the ability of the music education sector to unite, not just in its message, but in its ability to maximise its resources for the good of all.
6. We have to be adaptive and imaginative in the ways we ensure the greatest efficiency and best value. In particular we need to have determination and skills in finding new business solutions and structural configurations that are fit for purpose in a more difficult economic climate. Therefore I am delighted that we are about to undertake some important work with Ernst & Young in this area.
7. Our close relationship with schools must be further strengthened so that our work is truly integral to all their curricula.
8. And, as important as anything else, we must continue to tell the story, communicate the message and fight for the future of music education, for the sake of all children.
When we say we have a world-class music education system we make the point that the country must use it well, sustain it and invest in it. In return we must commit ourselves to continual and sustained improvement. Like schools, or any other institutions, we are not perfect. But we are ‘good’ and determined to make things better. We are already shaping music education in the 21st century. Let’s make sure that music services play their full part and make the most of every morsel of resource that is in their reach – sharing, promoting, collaborating and supporting everyone who contributes to the ongoing improvement in education. Together we are ‘on the threshold of a dream’ – so I hope I will see you at our important conference in Belfast this year on 17 and 18 June when we will be dreaming about the future, whilst we are wide awake!
The Federation of Music Services (FMS), the organisation that represents all music services in England, Wales and Northern Ireland, has announced that Virginia Haworth-Galt is to become its new Chief Executive. She takes up the post on the 9th August 2010.