By Geoff Hampton
In February 1994 Northicote institution, located in a disadvantaged zone of Wolverhampton, was once the 1st within the nation to be named and shamed, OfSTED known as the varsity 'appalling in virtually each way'.Then Geoff Hampton took over as head - 5 years later he was once offered a knighthood for remodeling the fortunes of this failing institution; and its pupils.This publication pulls out the major issues from the 5 yr programme and stocks winning options with different heads, governors and academics. filled with transparent suggestion and counsel fro new and skilled headteachers, containing sections on: handling the reactions of employees and students to an unfavorable OfStED document discovering a favorable path to development _ motion making plans _ employees and student concerns _ The function of the headteacher _ altering the tradition of the varsity _ regarding the broader neighborhood _ _ This tale is inspirational however it is grounded within the sensible realities dealing with headteachers and senior administration groups in schooling at the present time. The reader can't fail to be prompted via what has been accomplished.
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Extra resources for Transforming Northicote School
Example text
Among the techniques used by Geoff Hampton to encourage improved job performance were the following: • • • • precisely defined tasks setting out what was expected adequate resources to perform the tasks a clear statement of required results In-Service Education and Training (INSET) and staff development, where appropriate Pupil issues If the staff are the principal agents of change, then the students have to be the main focus for change. In The Intelligent School (MacGilchrist, Myers and Reed, 1997) we are reminded that students get just one chance.
Consequently, the initial audit of strengths and weaknesses was very important. The school embarked upon a critical examination of its teaching processes which included curriculum content, teaching methodology and classroom layout, as well as the structure of the school day. This exercise was intended to reinforce what was good as well as to identify areas for further development and improvement. The crucial factor was that all of the staff were involved in the process and that the ‘secret gardens’ of some classrooms were now open for others to share.
He held discussions with all staff and visited them in their classrooms. The discussions were open and the feedback, following classroom visits, frank. 1 Action plan 30 Transforming Northicote School them the new head teacher was beginning to form a view of where staff strengths and weaknesses lay. There were several strengths that he could point to, in some cases even within departments about which the inspectors had made adverse comments. Not all of the staff within a specific subject area are always seen by inspectors and, even among those who were observed, their performance can vary.
