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How we worked together to improve Upton Heath

How we worked together to improve Upton Heath. Paula Moreton – Head Harry Ziman - Chair. Upton Heath C of E Primary. This is where our partnership started. Special measures Interim Executive Board Unhappy parents Low morale Inadequate SIAS inspection as a church school

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How we worked together to improve Upton Heath

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  1. How we worked together to improve Upton Heath Paula Moreton – Head Harry Ziman - Chair

  2. Upton Heath C of E Primary

  3. This is where our partnership started • Special measures • Interim Executive Board • Unhappy parents • Low morale • Inadequate SIAS inspection as a church school • No substantive head or deputy heads

  4. What is an Interim Executive Board? Similarities to a GB Advantages over a GB Smaller and with hand-picked people Faster, more energetic and flexible Very clear mandate • Responsible for governance • Still strategic in nature • Ultimately accountable for the school’s performance • Partnership between chair and head crucial

  5. Operational v Strategic GB - Strategic Head - Operational Expertise on education, teaching, curriculum Advises on what needs to be achieved and implementation Built school leadership team with support from chair Implemented difficult decisions knowing she will be supported Normal school communications • Contributes process to ensure rigour and accountability • Agree what needs to be achieved following advice from HT etc • Developed governance with support from head • Empowered head by providing both support and challenge • Managed stakeholders

  6. The Nature of Challenge and Accountability Helpful behaviours Things that don’t work “Why have you ….” Focus on what people couldn’t do Paperwork and meetings that kept the head in her office Dwelling on past shortcomings Using email instead of talking Disagreement in front of others Fear of things going wrong inhibiting action (cowardice) Obsessive concern about what is strategic and operational • Build on each others ideas to initiate innovative thinking • Ruthlessly objective focus on impact and outcomes • Transparent when handling complaints built trust • “How can we do things differently next time?” • Doing what we said we were going to do • Reflect and celebrate practice • Adapted the way we work as the school improved • Learning from each other • Recognition and praise

  7. The key is to work together • We have distinct roles but work as a team • Followed through on the things we said we would do • Rapid decision making • Joint leadership with a common vision • Very clear organisation with agreed priorities • Challenged ideas, concepts and issues … • Motivated and inspired each other • Respected the knowledge that each brought • Values, principles, systems focussed on outcomes for pupils • Celebrated successes • Not accepting second best … keep working on things until they are right • Communicate, communicate, communicate

  8. Ofsted were very helpful • Provided an imperative for improvement • Validated the work of IEB (governance) and Head • Frequent Ofsted reports provided evidence of improvement

  9. How are we doing? • Level 6 pupils • A source of best practice • PTA Chair of the year finalist • SIAS – Good • Strong governing body • Full intake

  10. The team is still learning together

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