seizing the agenda | establishing a shared culture between schools
TRANSCRIPT
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From Raising the Floor to Raising the Ceiling
Whole Education 6th Annual Conference
Twitter | @WholeEducation #Seizingtheagenda
Establishing a shared vision for school improvement
Seizing the Agenda
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Wakefield City Academy
Our Journey
Marie Hunter – Co Headteacher/NLE/Senior Director -WCATSuzanne Austwick – Co Headteacher/NLE/Head of Teaching School (WRTSA)
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Distributed LeadershipCo Headteachers - September 2010Fast track Convertor Academy - January 2011National Teaching School – April 2012Wakefield City Academies Trust – August 2013
Structure of Leadership teamAlan Yellup - CEO2 Co Headteachers Marie – Senior Director of
WCAT Suzanne – Head of WRTSA1 Deputy Headteacher3 Assistant Headteachers 1 Business Manager
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Creating A Positive CultureBy: stressing EPM not ECM winning the staff & students consult and listen – open door policy not top down make staff feel valued distributing leadership identifying movers & shakers using Influence not Power establishing a no fear culture taking risks focusing on the positives – praise
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Our beliefs hands on/ lead from the front not what you say but how you say it raise standards with dignity – not
coercion or threat communication never complacent team- in it together have a sense of humour !
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WCATChallenges• retention of staff• drawing on the academy• time management• retaining ‘Outstanding’• expectations• autonomy
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What works for us ! communication- us - SLT - trust meetings SLEs, Associate SLEs prioritise City recognising the benefits Sense of humour !
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Culture and leadership across the MAT
Alan – prior to conversion Lead staff from City Base at City new recruits huge team for support
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Same v different insist on same principles develop the same culture develop a positive ethos high expectation
autonomy – name, uniform, procedures/ practices local governing body
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Nene Park Academy
Part of CMAT
(A Contextualised MAT)
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• Previously Orton Longueville School – ex-grammar school with a good reputation in Peterborough
• Below 40% A*-CEM since before 2003• Falling roll – built for 1100, 785 on roll and dropping. PAN 180, Sept 2010 we
had 52 first choices• 35% EAL• Poor ethos• Poor curriculum• Poor standards
• CMAT joined in Sept 2009 (1 person, 1 day/week) on a gaining ground project• Easter 2010, CMAT took over the leadership of the school• Sept 2010, CMAT Principal, Vice Principal, + 5 other staff• Using the support of the Trust was critical
Nene Park Academy
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• Outward facing– National Challenge support school– Gaining Ground Support school– SSAT involvement at many levels– Work for and with the LA– Involved with BSF for LA
• Developmental– Introduced distributed leadership– House model (personalisation)– Curriculum model (personalisation)
• Built Capacity
Swavesey Village College
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• Immediate fixes– New Bodies who ‘get it’ – The Core Intervention Team– Existing bodies who quickly ‘pick it up’– Staff structural change– Student support structural change– Curriculum change– Expectations
Grafting the Model
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• Peterborough United• Nene Park• Local business• LA support/partnership• Other schools• EAL
Using the Context
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• Longer term issues– Academisation– Sustainability of the model at NPA – Developing the MAT through partnership
• Lead from the front– School to School support (Triads)– SCITT– Teaching School– Peterborough Learning Partnership– PRS management group
Grafting the Model
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• PLEDGES & Inclusion– Take the idea and improve it within the context
• Develop and share– LinC2, 3 yr KS4,
The Return Journey
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• Results – 2011, 44%; 2012, 49%; 2013, 60% (in old money)– First Oxbridge entrant this year
• Ethos – Ofsted ‘Good’ in all categories– Took in 200 yr7 this year at the request of LA– 185 first choices for 2016
• Partnerships– Schools– Business– Parents
• Confidence
The Impact