Today I am feeling not quite right, actually rather sad. I genuinely believe that it is because my time at working at my current school where I have been for a long time is coming to an end at what feels like turbo pace. Now I don’t want anyone to think I am not excited about my new venture- I am! But the memories, the comfort, the ease, the familiarity, the students, the staff which are more like family are what I will miss the most.

11 years seems an absolute lifetime at the moment- and actually since moving to the ‘sarrf’, I haven’t actually worked in another school. So as I sit here admittedly emotional, I began to ponder about my journey- and WOW what a journey it has been!

When I started am my school, myself (a KS3 science coordinator at the time) and the equally newly appointed second in science were pulled into the Headteachers office who explained that since our appointment back in November, she was the new Headteacher and the school was in special measures with Ofsted imminent. @MrsCole and I looked at each other in what I can describe as utter shock and horror! We both started looking a little bit green around the gills and were swiftly dismissed to get on with our jobs. There was many a time that my car buddy and I sat there and said “Shall we go to Brighton today and have fish and chips on the beach?” in hopes we could stall as much time as possible so we didn’t have to go in. The big O arrived, then arrived again, and then once more and boom! The special measures label had gone…

Now the real work began. This school has provided me with so many opportunities to grown and develop not only as a teacher but as a leader. From KS3 coordinator to Head of science, to head of year, to Director of teaching and learning, to Director of science, to whole school lead practitioner. This school has supported me through leadership qualifications, a Masters in Education, my science role across our MAT, my accreditation of becoming a specialist leader in education and most recently they had supported me in the final 3 of Biology teacher of the year. This school has made me who I am, the teacher I am, the leader I am and more importantly the learner I am and will always be. It have given me the opportunity to learn from some of the most inspirational teachers within the profession… and to this day I continue to learn and be inspired by them.

I have many fond memories that will stay with me a lifetime such as the staff pantomimes, gym and dance displays, open evenings, the endless cheeky comments from students where I could do nothing but laugh, the tears, the hugs, the successes! But I think my fondest 3 memories will have to be the Friday afternoon snack group where a group of year 11’s would come and work for hours on end and have an endless supply of food in my cupboard, another being my two amazing form groups that I have carried through from year 7 to year 11, and finally to the boy who shall remain nameless who came into my year 11 lesson from my other year 11 class and said “Miss…. I really need your help”, I replied and said “come in- what’s wrong Ryan”, to which he held his right hand up and said “look, I just can’t get it off!”. My jaw dropped, the whole class started giggling, he tried to contain his panic as I frantically tried to pull the test tube rack off all of his fingers!

Whilst working at this school I have grown, I have developed and I now have the confidence to take the next step for me to try and make a difference elsewhere… but it is with an extremely heavy heart- because this school ‘gets’ you, it gets under your skin, right down to your core and takes over your heart. The students are just amazing, but the staff- well I don’t know what I can say to do them justice! They are a team, a force of support, guidance, experience as well as youth. They are inspirational, motivators and innovators. They build you up and allow you shine…they are a Beacon of best practice, a Beacon of talent, a Beacon that I hope will burn bright and support its community, its students and its teachers.

Mrs S 🧬


Inspired by others…learning from the experience of others is crucial to development

On Wednesday 1st May I attended the By leaders, for leaders held in London and coordinated by Will Smith. To be honest I really didn’t know what to expect… and I was pleasantly surprised. The variety of leaders sharing strategies that they have implemented along with the successful impact they have had was a privilege to listen to, but what was more impressive was the golden thread running through every presentation which linked to introducing change, simplicity, clarity and communication are crucial to its success but more importantly it must be underpinned by your core values and ethos which must be embodied throughout the school and in everything you do.

The variety of speakers really enables me to gain ideas from every single person and so I have decided to include my notes from the day:

David Weston- CEO teacher development trust

-Developing professionals: one of the major challenges is collaboration between staff because of 3 main things

1. The Ikea effect- but we worked hard on that…pride is out of proportion/ sunk cost bias- if you work hard on an idea you really value it. If you constantly change this can disrupt staff feeling when introducing new initiatives. This is why getting people to change is difficult as people get attached.

2. Halo effect/ tribal bias- more likely to believe things from your context and peers, less likely otherwise. This can cause judgement or challenge. This is based on how connected we are to the person delivering the change.

3. Fundamental attribution error- it is not my mental failing, it’s your character defect. The challenge is if you don’t agree, you cause conflict which means you distrust them- this then reinforces the halo effect and the two concepts become cyclical.

The only way to overcome these biases is to create a culture where people are really connected and trust each other.

Kraft and Papay 2014- looked at the quality of professional development. They found that schools can plateau and this was linked to the quality of teacher environment. Schools that were higher performing noticeably had an “improvement” culture and continually improved rather than lower performing schools by about 40%. This idea of teacher improving year on year were down to big 6 factors;

1. Peer collaboration- to refine practice and solve problems in the school (coaching, collaborative enquiry, middle leaders), this can also be driven by research!! Solution based focus.

2. Principal leadership- school leaders support teachers, listen more and address concerns. Responsive to concerns (coaching, change management and staff surveys)

3. Behaviour for learning- a safe environment and rules are consistently enforced and school leader assist teachers (behaviour routines, pedagogical coaching and CPD). Student behaviour and teacher behaviour are both important. Collaborative approach the “we”.

4. Professional development- sufficient time, resources for relevant CPD and INSET. (CPD leadership, collaborative enquiry). Ensure that staff see the relevance and get buy in to their own practice. We don’t want superficial learning… we want ideas based on relevant impact to their students. We need to consider how we are leading CPD. Encourage teachers to revisit, reflect and measure their own impact in their own lessons. Strip it back and build in time. Don’t do too much- focus on embedding.

5. School culture- mutual trust, respect, openness, commitment to student achievement. (Coaching culture, effective conversation, CPD leadership) sense of team and collegiality. Effective team work conversation. Spaces and time for staff to work.

6. Teacher appraisal- meaningful, consistent feedback that helps staff improve their teaching (change monitoring and appraisal to coaching).

If you want staff to improve we need to consider culture and not just CPD. Unleash great teaching- great read.

Take the learning of your colleagues as seriously as the learning of your students.

Leann Swain- Disruption free classroom (easy Barnett school)

Be courages and deliberate when leading whole school change. Strategies that help:

1. Absolute clarity (keep it simple)

2. Over-communicate to all stakeholders- you are on board, others may not. Sell, sell, sell.

3. Remind, support, challenge

4. Evaluate

5. Repeat

Building up a culture of trust. Ensure that all stakeholders are on board with a change. Model the behaviour and develop confidence in staff to see through what you want to happen.

Switch model (Heath and Heath)- you are the rider but you are not going anywhere unless you take the staff and students with you. Know your destination and script the critical. Outline the rules and find the feeling- discuss and share concerns. Shrink the change by sharing the expectation with the staff and students and absolute clarity is key. Grown your people through role modelling and development of staff confidence not only in you- but in the strategy. Motivate the herd. Use common language.

Shaping the path is important by tweaking the environment by reminders or expectations. Encourage good habits and enable formation of habits so it becomes responsive and automatic. Rally the herd to support this. Show how it works in other schools- enable staff to see this in other schools and how it works. Common language for staff is important and can be confusing for students- level of scripting is key (behind the scenes). Make it easy for the staff and encourage staff to follow the simple systems- SLT need to work hard to embed a system and not falter.

Communicate this to parents and students and ensure the environment is ready for the change so it can become habitual. Create a canvas by which teachers can teach- next step is to develop teachers.

“Be courageous and deliberate”

Joe Ambrose- More development, less monitoring of teaching and learning. (Henbury School)

First principles:

1. Practice informed by what works.

2. Improving the quality of teaching and learning is the core business.

3. Teachers improve most quickly when they receive frequent feedback and opportunities to practice.


All teachers will receive drop ins every two weeks by 2 professionals.

1. DDI are developmental

2. Last no longer than 15 minutes and scheduled

3. Lessons are visited in pairs

4. Teachers are set one achievable actionable target

5. Teachers ensure that feedback translates into practice.

Principles of better practice: feedback around the L&T principles, then a target takeaway form, this is then fed into a target sheet and links to what L&T principle it links to. This allows you to look at trends, patterns and can look at support. This enables triangulation of teaching need. You can then give an appraisal target to engage with this process- this then sets up accountability.

Books- leverage leadership (Bambrick Santoyo) and practice perfect (Doug Lemov)

Jill Rowe- Directing the ethos (Oasis academy)

Ethos is so fundamentally important and it has to be absolutely intentional. Ethos is the way we do things around here- this can be both intended and unintended. Does the ethos match between staff and what actually happens. Ethos is your exoskeleton that provides the shape and structure by which everything happens and is built upon. Ethos is really easy to get stuck on one aspect. Ethos is an indicator of what you are rooted in- it’s your distinctive. Values should be specific to you and your context. Your ethos needs to be your guiding principle for absolutely everything that needs and will happen. This enables you to identify the Golden Thread and the narrative that it is rooted in. This enables you to explore the origins of the values- if you don’t they will get discarded and lost. Ethos needs to be specific, clear and defined- they need to be seen, heard, discussed, embedded, they should be explored, explained and explicit. Your ethos is a declaration of intent and a description of the way you think the world should be.

Ethos needs to be embodied, lives, exemplified and led. It always begins with the leaders. What are you passing and and how do you know? Are you modelling your communicable acts and everyday interactions. When we are not in tune with our ethos there is dissonance- this can be crippling and damaging. Leaders need to be vulnerable, visionary and courageous but also intentional.

Introduce, embed and sustain! Enable your ethos to invite people to see the world differently.

Ben Parnell- Creating and sustaining brilliant teams (Greenshaw)

Dixon’s Academy in Bradford (email Oli to book in)

SLT need to know their school in and out. Do they know the children, their classes, the subject, the type of work and subject matter.

Relentless focus on teaching and learning that is evident in the structures and systems in what they do. Does it enable a genuine development of teachers. Purposeful drive to improve teaching and learning throughout.

High quality line management- this can really drive improvement. Eye to detail where nothing slips.

How can you address these?

1. Snags board- micro is not missed within the school. Nothing gets away from staff, anything that you notice then gets challenged and is addressed. The eye to detail is key. Everyone in the team being accountable. SLT have to be out and about- visibility is imperative to ensure high success and higher performing teams. This enables you to moderate and standardise the judgement between leadership members. This should then be linked to middle leaders and then into classroom teachers.

2. SLT Meeting every morning at 7:45. Check snag board and address, the. DDI structure then is the main bulk to try and spot strong teaching or possible concerns that need addressing. It is key that the SLT need to understand how to improve teaching and learning.

3. Experts in the exam specifications and examiners reports. If you don’t understand the subject how can you interrogate, coach and support if you don’t know. Become the expert in the subjects you manage. This should improve the quality of the line management meeting.

John Rudd- Positivity and marginal gains (Swimming and diving Ireland Head Coach)

Marginal gains is what we are about. It’s the small changes that can lead to total transformation. The aggregation of the small changes lead to a lever change that is more

likely to be adopted and embedded.

1. The window of opportunity is small

2. The chance of finding your full potential is challenging

3. Maximise everything that is positive

4. Eradicate everything that isn’t

5. Clear focus and direction

6. Process driven- control the controllable (you can not control the outcomes, but you can prepare the students or staff the best way you can)

7. Be patient

8. Reach the individual within the group- that is key

9. Common core delivery principles- beat the same drum

10. Quality of rest is as important as the quality of performance (students and staff)

11. Educate holistically, the lifestyle and the support network- person first, staff/student second

12. Develop self reliance, self management within individuals- put speed bumps in place to prepare them for challenges

13. High performance delivery is a step across not a step up. The expectations and standards are the same everyday so that the exams or the teaching aspects in department become consistent and embedded.

Don’t leave any stone unturned. Pay massive attention to the micro detail. Use the expertise of the people surrounding you, but you ultimately are accountable. Put the snags right!

Differentiation of approach directly correlates to the quality of delivery

Value added is the only factor that truly determines a professionals ability and their impact of those in their care.

We must consider:

-Deliver a performance in a moment that matters.

-Establish strategies to establish this as well as the direction.

-Culturally buy into this

-Forget the past- it’s gone

-Our behaviour has to be consistent

-Be resilient and ready for the challenge

-The path will never be as you thought, predicted or planned.

Know that every person you interact with is an individual and do have difference whether slight or massive. No one is bigger than the team.

High performing teams:

1. No one is bigger than the team

2. No one is more entitled

3. Earn it

4. No different rules, standards or conditions

5. You get what you put in

6. The right people make ordinary things extraordinary

7. Evolve as gains can be temporary

8. Enjoy the experience and not endure them

9. Deal with difficulties

10. Keep it simple

11. Leave egos at the door

12. Enjoy each other’s success and support each other

Building resilience:

1. The capacity to survive

2. Progress through difficulty

3. Bounce back

4. Move on positively

5. Nurturing realistic hope along controlled optimism

6. Firm elbows- be prepared

7. Foot up first- are you there first!

Resilience helps with mental health, flexibility, problem solving, show commitment, show control and can take on challenge. This leads to an enduring form of resilience which is hardiness.

@coachjonrudd (Twitter)

Jeremy Turner- Inspiration to impact (Bushy Meads)

Inspire, trust, collaborate and improve.

The power of seeing things in action are very important. Cross school collaboration would be a great way for staff to see specific things. These can then be used and adapted to work in the context of your own school (target takeaway/hidden gems). Sharing best practice across staff.

Dive in deeper day… a day that enables cross collaboration. Use ideas of different school- seeing it in action- adapting to your own context. The idea of sharing solutions to develop a culture of excellence!

(Staff thank you- email from the head teacher to year 11 students, this was celebrated)

The Black book idea- each dept add a teaching and learning strategy and have the number of days as people I. Their teams, no repetition of strategies, extra feedback in weekly briefing and this provides a training booklet for new/ existing staff.

Will Smith- Leadership of outcomes (Greenshaw)

Curriculum- intent, implementation and impact . A broad and balanced, well manned curriculum. Delivery is crucial but if you take your eye off outcomes it can be detrimental.

Outcomes are life changing and transforming for the students. The curriculum underpins this and allows this to be successful. We need to make things less complex with clarity (not easy). Progress 8 is one part of a measure we aim to achieve…we need to develop a narrative surrounding how we are intending in raising standards in our context.

1. Set very high expectations in departments

2. No need to share target grades

3. Identify a raising standard leaders with the RSL chip fully inserted.

4. Reduce the amount of data collected

5. Create space or the subject leaders to lead

6. Focus on development on subject leadership- not constant monitoring.

RSL qualities

⁃ Clear in thought

⁃ Clear communicator

⁃ Disciplined

⁃ Relentless (energy creator)

⁃ Believer (have and generate)

⁃ Authentic

⁃ Wise

Authentic leadership- we are all on a learning journey and it stems from individuality. Sometimes it can be imperfect and that’s ok.

Manny Botwe- Keeping the main thing in focus (Tytherington School)

An ambitious school is at the heart of the community. Create spectacle and theatre. Values and correct culture really enables you to have difficult conversations as it enables you to deal with people effectively.

Raise the profile of the school- get in the local newspaper each week for something.


1. Focus on culture and values of the school- relentless focus!

2. Establishing the collective moral purpose.

3. Ambitious- always striving to improve, but considering the heart and community do schools.

4. High quality experiences for every youngster.

5. Relationships between staff are key and can make or break the school.

6. Obsess about building discretionary effort (Andy Buck- Leadership matters) – right bus wrong seat?

7. As leaders we have a responsibility to be inspirational every day- walking the talk, knowing and understanding your team. Have conversations with your team. Disciplining yourself so you don’t erode the culture.

8. Consider what you say/email- people interpret your words in different ways/ hidden meanings. Face to face works.

9. Model the behaviours you expect (this will drive the cultures that you expect in your staff). Overtly intellectual SLT culture will spread.

10. Invent tradition

11. Attack the great ideas for September attitude- do it now!

12. Look after your staff- talk to them, get to now them, crawl all over the school. How many students and teachers are you conversing with? This shows that you are valued and that people care for both staff and students.

My notes really don’t do any of the speakers justice- but their messages are important! Look after your staff, hold them to account, keep it simple and clear, don’t be afraid to over-communicate and drive the change in line in the image of your vision and ethos.

Mrs S 🧬

Leap of faith… I have finally jumped!

Change….an act or process by which something becomes different. Personally and professionally I love change, it keeps me fresh, motivated and constantly evolving as a teacher and leader. It opens my eyes to new experiences, learning and connections with many amazing professionals. Change is positive…but I am not going to lie I find change difficult to handle!

I have been teaching for 15 years now… my first 3 years in a truly fantastic school in Hull, called Malet Lambert. Within this school I learned so much from experienced colleagues, leaders, SLT and more importantly my NQT colleagues that are life long friends. I was lead by a phenomenal Head of Science called Paul Tempest who showed me what a great teacher looked like, but constantly encouraged me to be effective yet efficient as a work life balance is important. I fell in love with this school and the pupils within it. It was home.

Then it all changed, I met my soul mate, my best friend who encouraged the northern lass to move south. I saw an advert in TES for a 2ic in science at The Beacon School and thought- why not? I applied for the position and didn’t get it. However, they liked my style of teaching and offered me a position as a KS3 coordinator. I snapped their hand off- not just to get down south, but yet again I had fallen instantly in love with the school. As I interviewed in November, I reluctantly handed my resignation in at Malet Lambert. I arrived in the beautiful Surrey at Easter (having bagged a whole moth off due to how the Easter terms fell) and started my first day with the news that the school was in special measures. After the initial jaw dropping moment, Ofsted inspection in my first week with a class I had never met, lots of tears questioning my own decision, oh and being made going Head of Science 6 weeks in- I knew this was the place for me. Over the past 11 years, I have worked with some of the most inspirational people at every level- each teaching me to be the best version of me (I know it sounds cheesy- but it’s true). It is because of all these interactions with superb teachers like Kirsty Carlisle, Kayleigh Jackson, Lynzey Crabb, Kat Cole, Lisa Cook, Kerry Hemming-Taylor, Katie Greenwood, Anna Spencer just to name a few I am the teacher I am today. The teacher that doesn’t want to stop learning, the reflective practitioner, the researcher, the risk taker (in the classroom).

I have always made it openly known that I wanted to become a senior leader…but why has it taken me 6 years to finally take the leap? These were some of the things that crossed my mind:

  • Will I be able to do this and be a mum? My boy will always come first. I have been told by some leaders in my career that the job must come first and I believed this for a long time- and if so am honest, it did deter me.
  • Many people told me that the workload increases massively. I questioned could I actually work any harder? Will o have to give up time with my loved ones? Can I juggle this and do a good job?
  • I want to lead here. I always thought that so wanted to lead in my current school- that I had more to give, not considering how this would affect my relationships within the school.
  • Am I ready? Do I actually have the skills? Will someone believe in me enough to give me such a responsibility? Am I ready for the buck to stop with me?
  • What sort of leader would I be? Will I be able to adapt? Will I have enough ideas? Will I be surrounded by a team that enables me to be the leader I can be?
  • Will I be good enough? Will o be good enough for the staff? Will I be good enough for the students? Will I do a good enough job?

These questions really made me think, but more importantly put me off going for jobs. For those of you who have met me I come across quite loud, confident and opinionated (especially if I am in my comfort zone), but for those who really know me have seen the self doubt, the constant questioning and strive to do better, the self doubt. So what changed? What made me apply for a SLT position?

I believe it is really important to be surrounded by honest people, and knowing who you can have an honest and professional conversation with. I had just this. My deputy head was fantastic as she talked, I talked, she listened, I listened and for nearly 2 hours we looked at all of the pros and cons for applying for this particular job, but it was one thing she said to me which was also reiterated by one of my colleagues on my department which was “you can’t not apply only because you are scared”. That was it… I was scared, no petrified! Terrified to leave my school where I have been so comfortable for the last 11 years, the place where the students, parents and staff know me, where my job was easy. It was this- this is what made me question maybe now was the time. Now don’t get me wrong, I love everything about my job, the ability to visit other schools where I have learned so much from so many, teaching my students… but the job at Meridian High School felt different. It felt like an opportunity for me to leap and find my wings on the way down.

When I teach I try to encourage my students to aim high, take risks and be the best they can be, and I believe it was important to take my own advice. I attended three #WomenEd and #Diverseleaders events this academic year and made me build up courage within. Inspiring talks from so many people who had made the leap made me think I can do it. So I did it, I met with the Head who’s vision I bought into instantly, I filled in the application form and attended the interview to which I was successfully appointed. I was elated, yet the bitter sweet pill of having to leave my current “home” brought an underlying current of sadness. The highs and lows of the emotions were unexpected, high of a new venture and low of leaving everything I have ever known whilst living in the south. But one thing is certain, I am becoming more confident and aware of my own skills and talents as both a teacher and leader and it want until I started to realise this that I could stand closer and closer to the ledge before finally taking the leap. I believe this was my 10% braver moment and I have no doubt there will be many more to come.

So advice for anyone thinking am I ready? Talk to someone who will give you honest and transparent dialogue, who will make you question your motives, your skills and give you the tools to realise that yes maybe you can. We all need a champion, and we all need to make that leap.

Mrs S 🔬🧬

Leadership is the ability to translate vision into reality.

Good leaders are hard to find, especially within the current whirlwind that is education- even more so within science. Leading a team of science teachers is no easy feat for many reason such as studying 3 disciplines under the huge umbrella that is ‘science’, usually the largest department in the school, a core subject that all students have to take (which is deemed not as important as Maths and English is most schools), progress buckets, quality assurance, lack of teachers available, non specialist teachers, and the list goes on… but this is not about why leading a science department is difficult (most leaders of any department will be feeling exactly the same), but more about what we can do to make our own leadership more proactive and effective.


Leaders help themselves and others to do the right things. They set direction, build an inspiring vision, and create something new. Leadership is about mapping out where you need to go to “win” as a team or an organization; and it is dynamic, exciting, and inspiring. Yet, while leaders set the direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way.

Some of the most important practices that have been pertinent to developing my own leadership style are:

  • Your own vision is important. Questions that I have asked myself when working with head of department or when leading my own team are; What are the goals for your department? What do you want to achieve? How will you get there? Who can help you with this? Once you have your vision, you really need to ask yourself- how does my vision align with that of the people I am working with? How similar or different are they? How will you encourage ‘buy in’ and how will that vision become a reality? Is there flexibility around your vision for others to contribute? When looking at vision, the most important aspect is communication in both outlining your vision, but maybe more importantly listening to what others think. Now I am not saying provide opportunities for a ‘moan fest’, but allow people to ask questions and engage with the vision to see how they can contribute. It is a great opportunity to build the collegiate nature of a team and encourage collaboration from day one. Revisiting your vision throughout the year can really unite the team at times of greatest need. The importance of ‘we’ is a powerful thing and I was reminded about this at the most recent PiXL science conference where Amanda Clegg delivered an insightful session about leadership. She discussed about the language we use and how this can be perceived, simply using the term we shows a level of support, but also a way to enable challenge and change within your own context or setting. ‘We’ exhibits that there is a collective and that there is a strive towards a common goal or purpose.
  • Being imperfect is OK! I wish I could call myself Mary Poppins and be practically perfect in every way- but it is simply not doable. This was possibly one of the biggest barriers I had to face at as a leader- I cannot be the perfectionist I like to be. According to a survey published by Forbes over 66% of female workers identify with imposter syndrome- this was also supported by ‘Breaking the mold’ conference speaker Carly Waterman (#WomenEd) who engaging spoke about how your own inner voice can be destructive. Men do too, but it is not quite as pronounced. One of my biggest gains over recent years was to take a coaching qualification and be coached myself. Once I was engaged within coaching as a practice, I found that I was using it more and more in different situations (students, staff members and teams). I realised that it was better to bring a simple idea to the table and talk them through with the team first. It saved me time in re-working, and allowed ideas to be challenged, potential barriers to be seen, alternative perspectives to be shared and the best idea to be put forward.
  • What matters? This is a great way to figure out the inner workings of your teams. Ultimately you are working with human beings and what matters to you, may be down the list of what matters to them. Meeting with your team members and finding out how they contribute to the department is a great place to start. It also provides you with an opportunity to see what matters to them and what they are worried about. It also enables you to reflect.
  • Give praise… the real praise not the pretend stuff. It is important to be able to look how far you and the team have come. A brief comment in meetings, a weekly newsletter showing progress and regular conversations which reflect the ‘wins’ are important for morale. In teaching, we do not get a quarterly review on profits, win a business deal or quickly see income rising. Our single big success is the summer exam results. It becomes apparent that satisfying moments in teaching are rare. “Quick wins” are important to maintain job satisfaction for all of us. More recently, I have come to value the opportunity to take a private moment to genuinely thank colleagues for something they have done, not the casual “thank you” when someone does something you ask, or the collective “thank you” that is overused and shows a lack of awareness of who has actually completed what you have asked them to or has gone above and beyond what you expect, but the more heart-felt comments that make a difference. There are endless ways that you can celebrate success within your teams, celebrate with individuals in your team when they have done something that matters. Put it in writing – keep some cards in your drawer, nominate them for a staff award, put them on the shout out board, print out positive emails from parents and stick them on our staff room door as a reminder of our impact. Feedback should happen both when things have been amazing and when things might need to improve. It is important that if things are not being done well that we do challenge them, as we are all accountable in the long term. Build up credits in order to make debits. It shows what you notice and value as a leader.

well done

  • Always ask first! When I started as a subject leader in science (leading a department of 22) there were many conversations that led to me taking on an extra jobs and removing the burden from colleagues. Upon reflection this maybe came down to the facts that I felt I needed to show people I could take on these tricky tasks and be successful, help the colleagues become less anxious, get the job done and it was easier to do it myself than role model it. It became apparent very quickly that this type of leadership would be unsustainable. Andy Buck discussed three types of conversations and the scenario described above would be termed a ‘monkey conversation’. These can be overwhelming and take you away from doing what really matters – which is leading. Critically I was de-skilling the team and potentially disengaging them because they felt they couldn’t do the task the way I wanted it done. Conversations where colleagues are seeking advice and guidance from you can feel great; but the job stays on their list. However if the person keeps coming back for advice then there is a possibility that they lack confidence or are not sure what you want. The colleague is not developing their leadership skills, so this is a perfect opportunity to really unpick the barriers through effective coaching conversations. I ask questions like “What would you like to do with this?” and show them that they really do know what to do. I give permission not to ask me unless they really are stuck, as I will support them if it does not go to plan. Finally the type of conversation I prefer to use involves great coaching questions from the start: Where are we? What is next? What impact did you see? What has not worked? What do you think we should do about this? This type of approach is very empowering and uplifting. The person trusts you to support them and that you will provide high challenge but low threat situations. It also enables the person to do things in a way that is comfortable to them, but taking the role of coach you can still hold them to account through your questioning.
  • Quality not quantity. As a new HOD, I was very clear in my mind the type of learner I wanted to produce in our students. In short, one who knows how to learn, is motivated, understands their exams and what they need to know, and has the skills to succeed. However, to achieve this I found I was overwhelmed by a plethora of resources to choose from. I quickly became effective when I started to cherry pick the resources and strategies that would best fit my goals, an example of this was the walking talking mocks delivered very early on at a PiXL science conference. I immediately saw the impact that Walking talking mocks (WTM) would have on our learners and planned sessions with KS4 students in the build up to summer exams. In our first few WTMs I led the session to a year half, but then more importantly I involved other staff, who then indirectly received the same training as students. Now we use the little and often approach, regularly explaining how to approach a single exam question in lessons. As a team this has now been built into biology, chemistry and physics. Our mantra is to ensure that we use fewer strategies effectively, rather than more inconsistently.
  • Strategically place your core team. Within any department, regardless of post, some people will see the value in the strategies we use, others have less vision or are unable to give time to them. The first time to contemplate the strategic placement of your science teachers is when the timetable is being constructed. Questions you may consider is which pairings or trio’s of teachers work best together?, which leaders within your team can work well with others and encourage a positive dynamic?, are there any classed that require a change in teacher? When working with other heads of science, I often get asked the question- “how do you deal with a negative or confrontational staff member?” There is a potential to move some forms of conflict to meaningful interaction and gain positive results. This is an ideal outcome for a leader, however we must recognise that some people just like the conflict. If this action persists it can create a negative work environment which can then permeate the morale of everyone in the tea, – as a leader we must become proactive in discovering ways to restore the positive working environment. We must also recognise that not all confrontational or negative people have the same motivation- nor are their common causes of it. This is why getting to know your team is vital. As a leader we need to be sensitive and try to discover how to appropriately deal with the root issue. Holmes (1858) states “Every persons feelings have a front door and a side door by which they may be entered” this implies that we could be dealing with highly emotional and complex issues and the approach may not always be straightforward. Sometimes the fresh perspective  and innovative nature can be a great asset for an effective leader. Ultimately as a leader we have to keep our vision and goal in mind. We want to be sensitive to people and offer the support needed, but also we need to balance the fact that we need to be productive and make an impact. To move a negative person to a point where they are making a positive contribution is worth considerable effort on the part of the leader.core


Top tips for dealing with people:

  • Be realistic- we can all be negative, moan and complain. It’s natural, but not always helpful. Provide a place to sound off if needed, but don’t let negativity breed throughout your team. Set realistic goals with those you work with.
  • Expect difficulty- not everyone is the same, and there are many variables to deal with when working with people. Make it your goal to enable people to improve and progress.
  • Fight for productivity- try not to let negativity affect your team’s effectiveness and try to diffuse it quickly to return to normalcy. Your working environment should be pleasant, even fun…and issues that take away from that should be dealt with quickly.
  • Don’t be afraid to deal with the root causes- discovering the reasons can help you deal with the issues more effectively and offer a more supportive approach if needed.
  • Take time to coach- this is a helpful initiative that can generate better results, the onus is taken away from you and the conversation can be quite powerful.
  • Act! Don’t react! Be willing to take the initiative. Don’t wait until the destructive forces have done extensive or irreparable damage. Leaders are responsible for damage control and action as a leader is essential in maintaining the best working environment.


  • Look to reduce workload where possible. With any change or new idea, comes the risk of changed working habits and the expectation of increased workload which can stop he adoption of new ideas- especially if the team had no contribution to the idea. Involve the team in the creation of the new ideas, as this will lead to an increased chance of the ideas being embedded, encourage the team to critically analyse and reflect on what is working and what isn’t, consider the impact of a new initiative (will it create more work? Is the impact significant to the staff/student?) and don’t be afraid to look at what is already being done either in your own school, in other departments or at other schools. Twitter has provided lots of opportunities for me to develop reductions in our departments workload- such as #Feedbacknotmarking lead by @MrsHumanities in looking at whole class feedback, which has now been embedded within our departmental marking policy after teachers trialed and evaluated

Taking on the role of head of department will always be a challenge, one that requires diversity of skills from IT support to behaviour mentor, counsellor and coach, whilst also focusing on staff morale and team dynamics. Leadership also includes looking for leadership potential  in others. By developing leadership skills within your team, you create an environment where you can continue success in the long term, and that is a true measure of great leadership.


Mrs S


Reflections! Ideas that have changed my practice this year…

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Today has been a day of productivity and reflection. Building and tweaking new schemes of work in light of the most recent GCSE and A level exams that have taken place and trying to embed the key knowledge and skills that enable students to be successful, and it really made me think that actually we are at interesting point, but also the most challenging of times for science education. As a fundamental cornerstone of ‘Bucket 2’ and a compulsory subject, the pressure is high for students of all attainment levels to achieve. As predicted many schools have relinquished their courses such BTEC science, OCR nationals and other vocational courses towards GCSE,  coupled with the removal of the ISA’s- the specification change really ramped up not only the quantity of knowledge to be covered but also the complexity of the concepts covered.

After working with Karen Collins (PiXL Science lead) on how to best support students in science we had many a discussion surrounding how accessible the new GCSE is for lower achieving students. We then discussed how the Department for Education states that in order to achieve Grades 2 and 2-2 in science at GCSE candidates will need to be able to:

  • Demonstrate some relevant scientific knowledge and understanding using limited scientific terminology.
  • Perform basic calculations.
  • Draw simple conclusions from qualitative or quantitative data.
  • Make basic comments relating to experimental methods.

It was clear on embarking on this new GCSE quest that we would really scrutinise the content, number and length of examinations, literacy levels of the questions and lack of resilience and stamina in all learners. This became a real debate within our department, but also I felt the same vibes from other forms of social media. Science leaders and teachers were asking the same questions.

  • How can we effectively manage the transition from a largely controlled assessment based curriculum to one which is 100% examination?
  • How can we help our lowest achieving students access the language and skills of GCSE?
  • How can we increase literacy and data handling levels to enable students to address these questions effectively across all students?
  • How can we ensure the acquisition of key knowledge and the elimination of common misconceptions?
  • How can we build resilience in preparation for the examination series in Year 11?

Like every hard question there are no easy answers and at the time I can honestly say that the new specification felt incredibly daunting especially for those students who would find science hard to grasp. However revisiting these questions and my one woman quest for personal professional development, I believe upon reflection we are really starting to address this in our learning, teaching and planning across all key stages. Here are some of the most valuable things that I have learned so far that are improving the teaching and learning of science across all key stages based on some of the excellent practitioners research, findings and hard work that our department has and will continue to embed in our daily practice.

Language and literacy: Amanda Fleck

I have seen Amanda present many times, and have worked with her closely for a number of years. I know her passion around language and the language of learning is key, so to listen to her presentation at ‘Meeting of minds’ at Brunel University was fantastic. She discussed and advised many strategies to help make scientific literacy more accessible to all stating how the language and the concept need to go hand in hand. The ability to conceptually link words will enable students to become more familiar with the word and the meaning behind it. Amanda also advised that we need to increase the amount of reading and teach students to decode words, use dual coding and help develop fluency. This was a clearly something that can be implemented quite easily and have immediate impact. I found myself then linking this to the 3 levels of comprehension:


What struck me about comprehension and reading was how they linked to the assessment objectives given by the exam board- so development of these skills would be crucial. To tackle this we developed more opportunities for reading in class with targeted questions to assess students knowledge and understanding of particular concepts. Exam questions with longer text were also embedded in KS3, 4 and 5 lessons so students feel more confident when answering these in a test or assessment. Modelling and working through these were also really important- it allowed for careful scaffolding so students could access, but also through effective questioning, really push students to maximise marks.

How does learning emerge in science classrooms? Mark Hardman

After attending Mark’s presentation I found his talk really refreshing and practical. I enjoyed how he discussed the idea that assessment should be linked to the activity which should have an overall link to concept acquisition. Mark quoted Willingham (2009) stating “memory is the residue of thought” so we must have more of a focus on cognition in the classroom. The research explained was really interesting and centered around expert micro-teaching, verbal protocols and retrospective debriefing all to support the learning taking place. We watched a clip of a lesson in which the teacher was driving meaningful cognition by many different teaching techniques such as feedback, effective questioning, actions, gestures and playing dumb. He emphasised that students learn from specific models that are delivered by the teacher and our job is to give thoughts to develop the narrative and meaning to help build semantic memory, continually develop narrative as to address misconceptions, feedback and correcting and problem solving and ensuring meaning through context, relationships etc. This is something that has been easy to implement just by reflecting on what has actually happened through my own lessons this year and actually addressing whether or not I am creating opportunities for meaningful cognition. This is definitely something that I will continue to develop over the next academic year.

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Why science teaching is hard- but wonderful!- Jasper Green

During Jasper’s presentation I found that I was thoroughly engaged from the start. Jasper commenced by discussing the purpose of challenge and how we can make concepts come to life whilst considering the relationships between them. Jasper introduced me to the idea of a schema, and how we can develop synoptic links that can support meaning through relatable knowledge. As an A level biology teacher this is a skill that is pertinent to an A level biologist- so introducing this from a much earlier age will hopefully support more secure learning in the future as students can create links between concepts not only across biology, but science too. However, the crucial piece of the puzzle is that we aid the students development, but the schema is constructed through the eyes of a student so in order to make these schemas fruitful we need to diagnose what students know and what they don’t and provide feedback to them

“If you are not challenged, you don’t make mistakes. If you don’t make mistakes feedback is useless” Hattie

The most applicable aspect of the presentation was linked to surfacing mistakes and misconceptions. This could be addressed in lessons in many different ways, dependent on what you are trying to do:


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Ultimately Jasper’s presentation concluded with the notion that challenge is important because students will make mistakes, this provides us as professionals with a ‘symptom’ in which we can diagnose a ‘treatment’ through effective feedback to develop a fruitful schema.

Top 5 new resources I have used to support learning in lessons this academic year:
  1. Revision clocks- These have been a great tool for me to use to see what the students do know under timed conditions. (Jo Morgan- @mathsjem)
  2. Foldables- These have worked really well to aid students in sequencing particular concepts such as mitosis, meiosis, the menstrual and cardiac cycle. Great for revision too as students can cover and recall what they know, then check their answers.
  3. S.L.O.P booklets- courtesy of Adam Boxer and the cognitive science team, I have really looked into these and the idea of drilling questions to ensure that students know what they need to know.
  4. Knowledge organisers for KS5- these have been so useful and have been used as an extensive tool over the last academic year by year 13.
  5. Structure strips- These have really helped me develop extended answers from nearly all students. Through the careful scaffolding students have been able to describe, explain and evaluate in much more detail.


So a massive thank you to the people that have inspired me to be a better teacher this year and I believe the quote below sums it up.

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Mrs S


Collaboration, Personalisation and Deliver – Implementing a CPD policy to your department.

In 2016-17 I completed my MA in Education: Leading innovation and change through St Mary’s University. The purpose of the MA was to really unpick what leadership and change from a theoretical perspective, but also looking at how this translates in the context of your school and how change can actually be achieved or not in some cases. Through the 5 modules we completed the aim was to create a policy proposal for something that you would like to change. This was possibly the hardest thing for me as my brain never seems to switch off- so hundreds of ideas were whizzing through my brain and a million miles an hour. I had to really think about the change that would make the most impact and have the longer term gains if embedded properly. This lead me to look into the the CPD of science teacher and the bespoke training they could receive to improve their own classroom practice.

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The policy I proposed to the senior leadership team resulted from the data collected from my MA research with the purpose of answering whether subject specific CPD can improve the quality of teaching and learning within Science. This was further supported by Calman (2014) who claims that we should move towards post-modern approaches to analysing social phenomena. The proposals discussed with the senior leadership team are outlined below:

  • At the start of a new year, each subject leader needs to critically reflect and evaluate both the strengths and areas that need developing within their department. Subject leaders need to identify potential CPD that their department require to best address the areas of development highlighted. The best time for this to occur in in conjunction with the departmental self-evaluation review (SER). This is supported by Gewirtz and Cribb (2006) who support the idea of reflective practice.
  • Subject leaders need to identify strengths that specific staff can offer within their department. This supports the thinking of Fullan (2003) that we need the right people in the right positions. Once the CPD is allocated to the staff, subject leaders need to have professional conversations to highlight the key criteria that needs to be addressed within the session linked to the SER. This is a vital step and could determine the success of the CPD being delivered because staff will feel that they are involved in the creative process and more likely to produce their best work (Nishimura 2014). The CPD needs to be reviewed at the end of each session. The subject leader needs to create an open and honest environment so staff can evaluate the CPD effectively.
  • In order for subjects to triangulate the data they have received from the questionnaires, they need to conduct learning walks and observations to see if strategies are being implemented within daily practice and to analyse data to see if there are any improvements in student attainment (Lichtman 2006). This may sound like a lot of work but in practice this goes hand in hand with the QA and monitoring that a subject leader will normally do.


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The benefits of these proposals are comprehensive. If subject specific CPD addresses areas that need to be improved within a school and in this case at the department level, then the critical advantages will be with the students and will contribute to whole school improvement especially if every department can a adopt a model  similar that will work for their department whislt addressing the development needs of their teachers. Staff within my science department feel galvanised to engage in CPD that is significant and important to their developmental needs. By delivering this policy, the emergence of leaders is inevitable as teachers feel empowered to take ownership, which is required to propel the policy forward (Cherry 2014). This policy also supports the notion that subject leaders should adopt a distributed leadership style (Crawford 2012) and successfully disseminate the delivery of CPD to people who are best suited for that task.  Finally, this policy has materialised from my own moral purpose (Fullan 2003) as teaching and learning should be the heartbeat of every school, and this policy can lead to an improvement in teaching and learning, which in due course will lead to an improvement in student attainment and progress and will improve their chances as a competitive global citizen. (Education Scotland 2016)

A significant benefit of this type of policy proposal is that it is a ‘bottom up’ proposal rather than a ‘top down’. The policy has derived from data originated from teacher’s experiences in the delivery and participation of CPD within the context of my school which is relatable and applicable to them. This approach is advocated by Hargreaves (2009) who states that ‘top down standardisation’ can lead to significant declines within motivation and participation which would be detrimental to the policy. Some argue that the ‘bottom up’ approach has its own flaws which include not producing generalizable or universal results, but one could argue that within my policy this is not necessary as the policy has been constructed based upon the context of my school and the development needs of its teachers.

The implications for resources for the implementation of the policy across the school would depend on the specific departmental needs as the CPD and resources that would be delivered would be personalised to them. Dependent on the specific needs outlined by the subject leaders, some departments may require funding for resources, training or for external bodies to deliver CPD if the expertise is not present within the department or school. The most essential resource that staff require for the policy to be successful is time. This is crucial for reflection, assigning CPD to delivering staff, to have professional dialogue to agree the success criteria for the CPD, to effectively plan and deliver the session and importantly conduct learning walks and observations to see if the practice is being utilised in teaching. It is down to the subject leader to promote the model of CPD and ensure the departments they are leading can see the importance and impact it could have on their daily practice, but more importantly the students they teach. If this is done correctly and in a transparent manner this will increase staff motivation and enthusiasm, which in turn will increase their willingness to participate which is critical to the sustainability of the policy. The evolution of this policy has already led to middle leaders sharing CPD across the school. This is supported by Hargreaves (1999) as a school taking ownership of its own knowledge creation.

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This model of bespoke departmental CPD enables middle leaders to have more autonomy over the training and development of their teachers they are leading. Ownership of one’s department can be an intrinsic driving force for improvement and advocated by Putnam (2000).  This also supports the subject leader in adopting a distributed leadership style as they are enabling other teachers to lead effective CPD for their department. The challenge presents itself when deciding who is the ‘expert’, playing to strengths of the department whilst not overloading the same teachers (Fullan 2003) and removing personal bias. This model promotes staff to work collaboratively and to intermittently reflect on their own practice, which will contribute to both personal and whole school improvement (Wallace and Kirkman 2014). Maguire (2012) argues that the emphasis within education is moving away from learning and ‘moral seriousness’ and is mostly concerned with measurable targets and outcomes. The proposals outlined within the policy should align with the moral purpose of any teacher which is their ‘love of learning’ on their own lifelong continuum of learning as explained by Senge (2006) as participants will be adding to their own ontological beliefs and working towards outcomes that are important to their daily practice which have a shared meaning across their department and school (Bush and Middlewood 2013).

If you would like to implement and monitor a policy  you really have to consider how you are going to do this as I believe it could make or break what you set out to achieve. This could occurred through two potential avenues. The first is to allow it to be implemented and monitored by middle leaders. This encourages middles leaders to reflect, evaluate, track and monitor how the CPD they feel is important is being implemented across their department either in a formal or informal way (Lieberman and Miller 2008). It also shows more trust in the subject leader from the senior leadership team, which can be a powerful tool. The second option is to use senior leaders to introduce the ideas through exam analysis and SER meetings. This could then be linked to appraisal targets which could then disseminate through to teachers. When discussing these options with the senior leadership team I opted for the middle leader route as this may help this project become more effectively embedded and sustainable. This enables them to have more autonomy for the developmental needs of the department. My concern with the second option is that if this is imposed by senior leaders rather than agreed by middle leaders, the policy could be met with some resistance. Another concern is that the policy may be used as a tool to enable personal agendas to be met, this again could lead to middle leaders becoming uncomfortable in delivering what may be imposed upon them, thus leading to resistance towards the policy. This encourages further discussion about the nature of change in an educational setting.

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Mrs S

Diagnosis, therapy and testing…what it looks like in my science classroom

pexels-photo-433267.jpegAfter teaching for 14 years, you often see new ideas or ‘trends’ come into play, some a fleeting glance and some have the opportunity to ‘go the distance’ and become successfully embedded within your daily practice. Now I am not suggesting the diagnosis, therapy and testing is a new method (we all know that a good teacher does this already) but the structure and process has really changed the way I look at what I do on a daily basis. DTT has allowed me to streamline by practice and focus on what is important and that is the learning that takes place when I am there. I was recently approached by a colleague I used to work with who asked me to share with her school how I have embedded this in our department which has allowed me to reflect on what we did.

Schools have been given the freedom to design their own systems for formative and summative student assessment since the introduction of a new national curriculum in September 2014. These changes to the national curriculum and its assessment criteria signaled a fundamental shift in ideas about learning and assessment.  It’s important to remember that this new approach to assessment goes well beyond changes to teaching content and materials – it triggers changes in the day-to-day nature of assessment, tracking and reporting.

“Assessment should focus on whether children have understood key concepts rather than achieved a particular level.” Tim Oates, Group Director of Assessment Research & Development, Cambridge Assessment

DTT is a PiXL strategy and one that I feel has a significant impact in the classroom when done well. This technique resonated with me due to its cyclical approach and the ability to address misconceptions and difficulties in learning from an early point rather than leaving it until intervention, revision or when a child completes a test. It refocuses the teacher on quality first teaching which as we know has the greatest impact on student progress.  Another advantage of the DTT method is that it can be used in many different ways and across any subject. This is how we have successfully embedded DTT across our science department…

Stage 1: Personal learning checklists


For all our KS3 topics we designed our PLC’s based on our schemes of work. This provided us with a clear overview and direction for learning. This could be reviewed as lesson content was taught by either the student or the teacher or in fact both. Students were encouraged to be honest and self reflective when completing the PLC’s- but this was only the starting point.

Stage 2: Teaching using the PLC’s

For each topic we ensured that the relevant PLC was stuck in at the beginning (we all know the joys of gluing in work sheets correctly!). The tasks on the PLC’s were then embedded into the scheme of work and made explicitly clear to both teacher and student when a particular point was being taught. More importantly where a PLC statement was in action this was always followed with an assessment point or as we call them  ‘learning pit stop’. This provided the best opportunity to see if learning was happening and would usually determine the direction of the lesson.

Stage 3: Diagnosis

This was the easy part- assessing the learning. The PLC provided a great platform for this, but the variety of assessment opportunities are what has enabled this to really flourish. In some topics such as space or inheritance students were produced the most amazing and outstanding projects which were then assessed based on the PLC criteria. Some learning assessed through multiple choice questions, exam style questions, ‘badger’ style tasks, TV adverts, role play and group presentations. Students where possible are always encouraged to be self reflective- essentially diagnosing themselves as I believe this will build the independent skills needed for a GCSE and A level learning of today.

The worst scenario is one in which some pupils
who get low marks this time 
also got low marks last time 
and come to expect to get low marks next time.

This cycle of repeated failure 
becomes part of a shared belief 
between such students and their teacher.

Black and Wiliam, 1998

Stage 4: Therapy

pexels-photo-533425.jpegMarking plays a central role in teachers’ work and is frequently the focus of lively debate. It can provide important feedback to pupils and help teachers identify
pupil misunderstanding. The PLC’s provide an easy way to do this, but more importantly it is what you expect the student to do once they have received the feedback and how they can act upon it. All of the feedback that we now give within the science department at my school is centered around D.I.R.T (Dedicated improvement reflection time). Teachers are clear in what the students need to do (task based) and more importantly time is built in to lessons to enable this to happen successfully. The methods that we have found most successful for us include:

  • A question or bank of questions for students to answer based on what they don’t know alongside carefully scaffolded reading material.
  • Guided learning – This was actually something I saw work really successfully in primary schools. The students would be grouped according to the content they need to develop. They are then given an activity based on that topic that will provide them with a lessons worth of independent work. Whilst this is happening the teacher (me) will then take each mini group and teach the content that the students were struggling with usually followed by an exam style question. I have found this works really well with smaller groups and also at KS5. This can be done at any time too so promotes flexibility.
  • PLC spreadsheet and the Smith proforma. These provide a clear visual aid to show students how they are progressing.
  • Carefully scaffolded tasks or worksheets.
  • Students to create revision cards based on topics they need to develop
  • Walking talking mocks or walking talking marks.


Stage 5: But do they get it?

This is possibly the most important stage of the cycle- seeing if the hard work has paid off! It is vital that once we have completed the ‘therapy’ part of the cycle that we ‘re-test’ the learning of our students. We need to know whether it has made an impact…Now this could be completed in many ways:

  • Sitting the same assessment paper
  • Sitting a different assessment paper
  • Effective questioning
  • An exam question
  • Online testing system such as educake, show my homework or tassomai
  • A practical
  • Multiple choice questions


Stage 6: Non- negotiables

Once this cycle was trialed as a department we came together and looked at the pro’s and con’s of embedding this. We tweaked schemes of learning, amended PLC’s, devised assessments both within the lesson and after the topic that would test the content we had been teaching- we had done the hard bit! It was at this point, after the ‘hard slog’ that we decided as a team what our non negotiable’s were:

  • Embedding of assessment opportunities throughout the schemes of learning that address the PLC statements
  • Ensuring that the assessment links to the criteria you have set out on your PLC
  • Students self assess- reflection is important!
  • Teachers need to assess student progress and build in DIRT time and tasks bespoke to the learning needs of the student or group
  • DIRT tasks need to be clear, structured and well scaffolded to allow students to access them
  • Students need to complete them (yellow box from teacher toolkit has revolutionised our marking!)
  • Testing needs to address the learning that has taken place through the therapy sessions

We have now been applying these strategies for the past 3 years with our KS3 students and it is working effectively. We have scrutinised our schemes and this rejuvenation has enabled us to really raise the engagement level (how can we not- science is just awesome!), develop practical skills in line with what is required at GCSE and really tackle assessing as accurately as possible. As a team (and wonderful they are!) we are now in the throws of replicating this structure at GCSE and hope this provides a smooth transition into the brave new world of science GCSE’s.

When a teacher teaches, no matter how well he or she might design a lesson, what a child learns is unpredictable. Children do not always learn what we teach. That is why the most important assessment does not happen at the end of learning – it happens during the learning, when there is still time to do something with the information.

Dylan Wiliam, 2011

Mrs S