DEMIE & LEWIS 2018 - Strong Leadership
• The headteachers set high expectations for the senior team and the staff as a whole. There was a relentless focus on improvement, particularly in the quality of teaching and learning, effective use of data and higher achievement by students. The headteachers were very well supported by senior teams exceptionally effective in guiding, monitoring and evaluating the many aspects of the schools’ work. Staff were trusted and valued by the leadership team, expectations of all pupils’ social andacademic achievement were high and the schools were deeply embedded in the life of the area they served. There was an exceptional sense of teamwork across the schools. This was reflected in the consistent and committed way managers at all levels worked towards the schools’ aims to raise achievement. :fire:
Overall there was a clear emphasis on collective responsibility in the school which ensured that senior and middle leaders were fully accountable for their areas and pupil progress.
• At termly Learning Assessment meetings, the needs of individual pupils and their EAL targets, drawn from the Stages of English assessments, were discussed with headteachers, deputy headteachers/ inclusion managers and EAL staff, and interventions put into place and monitored regularly for effectiveness. In the schools designated EAL teachers, together with EAL support staff, many of whom were bilingual, supported teaching and learning
• Placing bilingual teaching assistants here also helped build sustainable partnerships with parents as bilingual teaching assistants were often able to communicate with parents and therefore engage them in their children’s learning and the life of the school.
small study sample which may make it unrepresentative in other schools.
Lack of staff training
lack of funding and time