I am just back from a day of visiting students on their final teaching experience and have spent the day considering the idea whether trainees should plan their own lessons, from a few elements that arose.

I would have to say that this has exercised my thinking at different points in the past thirteen years as a link tutor, for universities, Teaching School Alliances and a SCITT.

This thinking has been premised on a relatively straightforward notion; how does one get better at thinking about being a teacher? Teaching is a multifaceted set of demands, beyond the personal attributes of professionalism (TS8), behaviour management (TS7), having expectations (TS10) and subject knowledge (TS3).
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It’s very hard to describe a dynamic event in a 2D diagram, but a while ago, I sought to describe the idea of impact, to help trainees explore the thinking elements of teaching in a way that would fit with their day to day experiences and came up with this…
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Trainees often find themselves in a 2 or more form entry school. On occasion, these schools allocate specialist responsibilities to each other to write the plans for the year group, which suits a settled team, especially where the plans are reviewed in the light of previous experiences. However..

·         Plans are a distillation of broader thinking.
·         An experienced teacher should have the capacity to interpret the narrower plan into a more holistic whole and add personal value to the plan.
·         An inexperienced teacher or trainee may take the plan as a whole and find themselves in difficulty if children start to demonstrate that they are insecure in learning.
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Trainees and NQTs are learners and need support, as per this diagram.
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Trainee placements are in disparate schools, with variable approaches to planning and other school elements. The best that a training organisation can do is to provide generic advice on these, with the understanding that the trainee will encounter different realities in different schools.

They therefore need mentoring into planning in the school style and will still do so in their NQT year or even as a new appointee. The assumption that anyone is “ready-made” is misplaced.

Trainees, at the end points of their training may be offered the opportunity to plan a theme over a period of time, where they can explore all the different dimensions, but equally it is likely to be already decided. They still need to be taken through the process to fully understand the pre-determined lesson plans, in order to extract the essentials for their own lessons.

It shouldn’t be a magical mystery tour through someone else’s planning idiosyncrasies.

They also need to know the children to be able to calibrate their challenges and to be able to consider when children may not understand something.

Rather than argue that trainees should be following detailed school plans, I’d argue that both the trainee and the mentor gain a great deal from the reflective journey of mentoring and coaching, reviewing the school approaches.

Schools need to talk with trainees about their planning approach.

​It’s the bread and butter of their existence, but should be capable of review, even within the learning journey of a trainee. It should be based on easy to understand concepts.

Order and organisation (TS4) is fundamental to good teaching for progress. Disorganisation or lack of understanding of the nuances of the intended plan have more often been reasons for a trainee receiving negative feedback from an observation. Where they have receive the plan from a colleague, they do often feel aggrieved or let down. 

 Evidence of Impact? Rational thinking...
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I would want to suggest, in this blog, that system leaders should, as a priority, look at the demands made by their system and adjust accordingly, to reduce or ameliorate external demands where possible. Workload has an impact on well-being and work-life balance.
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I’ve spent the past 47 years in schools in some capacity, so have a lifetime’s experience of workload over an extended period. I’ve written some blogs about this in the past and the links are at the bottom of this post, for anyone interested.

A Twitter question in passing led to me offering some thoughts on the needs of a first time headteacher.
·         Start from a clear, preferably audited, description of where the school currently is.
·         Strengths/areas to develop.
·         Essentials/priorities.
·         Aspirations.
·         Create a map for development, term, year, 3 year.
·         Projects; what, who, when, how much?
·         Evaluation schedule.
·         Communicate fully.

When I reflected on these, it gave rise to broader thoughts on the workloads of individual teachers and the demands that can be made by management.

Workload has always been a relatively simple thing to express in terms of work; expectations and available time.
The time is a finite element, in terms of the teaching load and associated expectations from disparate parts of the system, planning, preparation of resources, marking and assessment and any necessary meetings.

Expectations are also personal, in that each of us is aware of the need to ensure that our knowledge is appropriate for the teaching that we have to do. I have never met a teacher who didn’t want to d a good job. Maybe I have been lucky in that, but with teaching being a thinking job, thinking doesn’t stop at the school gates. In addition, it is probably a truism that a less experienced teacher will take longer over planning, preparation, marking and assessment than an experienced teacher.

System demands vary between schools; some expect x amount of planning, while others might need x+ or x-. This may be as a result of school insecurity in a world where external (Ofsted) validation is needed.

System and personal demand can alter from one year to another, especially in Primary, where total responsibility for a year group can alter from year to year. If this is coupled with a change of school, contextual differences can be significant. This is very evident when working with ITE trainees moving to a second key stage in a different school; earlier confidence from the first placement can soon be dented.
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Ok, so what can be done to seek to support this variety of needs and avoid teachers looking like this?

As a headteacher of a one form entry Primary, I was very aware of these different aspects as I regularly taught as first line supply cover, which in some cases was extended periods. Organisational demands need to be capable of achievement within available time.

·         So, as a school, we looked at planning demands. There is a need to look at the planning needs over different timescales, long, medium and short.

·         Every subject area developed subject specifications for each year group, showing what was anticipated as a minimum level of understanding to be developed during each topic. This took place during staff meetings, closures or bought in cover time. This was occasionally supplemented by taking finalists ITE students, which enabled a small amount of extra release.

·         We eventually settled on an annual plan to show the coverage of the whole curriculum for the year. The structure changed with each new teacher, who could look at the overview and see their own linkage to get best advantage from successive learning. It allowed some element of creativity and utilised personal expertise. This was then captured within topic spec reviews.

·         This was developed during half of a closure in late June or early July, before the summer holiday. It included a two-week topic of the teacher’s own devising, which would be the only detailed planning that would be needed during the summer holiday.

·         On the second Friday of the autumn term, we had a closure, half of which was administration, the other half given to refining the planning detail of the rest of the term, based on the teacher knowledge of the new class. These plans were the teachers’ own plans and would only be referred to by others in development discussions, only on one occasion with reference to capability.

·         School resources were sought to needs, especially after Local Management of Schools (LMS). Every February/March, subject leads were asked to list those things that had to be replaced or updated and a list of those “nice to haves” that would enhance the school offering. These lists fed the budget decisions and gave each subject lead their allocated budget. Resources were listed on the topic specs.

·         Staff time was bought before PPA became an expectation, through the employment of PE coaches and a music teacher. In addition, I took the school, as infants and juniors for a half hour singing session, so that each half of the school could have a short meeting. How PPA time is allocated and then used to good effect is important.

·         The timetable of meetings was decided largely at the outset, in general terms, with additional demand such as parent evenings or reports leading to no staff meetings in those weeks. Closure plans were linked to staff meeting schedules, so that follow up could be more effective; retrieval practice for staff meetings? Closures and staff meetings were largely devoted to subject development, once a month for admin, or a ten-minute noticeboard, to need.

·         The NQT or newbie will need some support, so partnering or mentoring may be necessary for both, if there are not to be avoidable issues. A bit of help at the right time can be all that’s needed. A school where help is generally available, rather than “someone’s job” is better, in my opinion. Everyone a mentor would be my maxim, but I accept that for some purposes a single talk partner is needed, even as a headteacher.

·         It’s also a need for every member of staff to be the eyes and ears of the school, looking out for each other, seeking to avoid the inevitable additional demands when a colleague is off.

       There is one overriding question that everyone should continually ask; why are we doing this?

                                    Collegiality and communication are key components.

More on workload
https://chrischiversthinks.weebly.com/blog-thinking-aloud/on-workload
https://chrischiversthinks.weebly.com/blog-thinking-aloud/workload-thoughts
https://chrischiversthinks.weebly.com/blog-thinking-aloud/education-house-of-cards-workload
On planning
https://chrischiversthinks.weebly.com/blog-thinking-aloud/planning-learning
 

Curriculum 1971-2014; broad, balanced and relevant.
Curriculum 2018; knowledge rich (or learning rich)?

Put simply, classroom learning is children, context, engagement, guidance and adaptation, evaluation of outcomes. The whole captured within communication.

Remembering always the maxim that education( life) is a journey not a destination. (Ralph Waldo Emerson, an American essayist, poet, and leader of the Transcendentalist movement in the early nineteenth century.)

It’s strangely fascinating occasionally just to be a bystander to conversations on social media. There’s a current penchant for everything curriculum, as if it’s the next new thing that no-one has ever thought of before You can almost hear the sound of cash tills ringing with the book potential.

The recent Ofsted commentaries on curriculum are strangely reminiscent of earlier HMI statements, one series of which was dubbed the “raspberry ripple” books because of their covers. The September 2018 commentary suggested that there was a lack of curriculum development expertise. In some ways this is not surprising, as for twenty years curriculum and pedagogy has been engaged through ever tighter dictat, seemingly removing teacher and school discretion, whereas autonomy is the life-blood of a thinking organisation.

Forgive me for being old(er). I started as a classroom teacher in 1974 after three years at training college; my first Primary class will now be coming up to 55 years old. In that extended career, I never worked in a school without a curriculum in some form. Some were stronger than others. They might have been based on a scheme for maths and English, with Topics (now called the foundation subjects) being the area that was apportioned to specific year groups. Once you knew the topics, there was the search for the available school resources, or perhaps an investigation in the locality to seek out appropriate places to visit or people with local interests. We were, to all intents and purposes, organising the knowledge, supplemented by the County Library Service and, from time to time, museums and costume services. It was relatively easy to put together a package of essential knowledge that would be shared, sometimes with teachers making some kind of information book that was derived from the various sources.

In looking through my notebooks from my career, I came across a diagrammatic version that was the top layer of an early curriculum map. It’s not detailed, but an overview that enabled themes to be allocated to year groups, then further developed through locality resources and resource boxes.
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In many ways variations on this have been a feature of my career. Start at the top layer, then work ever deeper, providing greater detail at different points to support teacher thinking in their classroom. This last layer might include agreed details that have to be structured into the theme narrative and retained for future use.

​These early thoughts were supplemented further with a very active inspection and advisory service and teachers centres that provided both courses and in-house support to school development.

From an earlier blog:

Curricula are usually written by experts, from the expert perspective, ensuring that information is delivered, whether or not it is appropriate for the learner’s current needs. 
As teachers, unconstrained by predetermined curricular expectations, we were able to assume the mantle of experts, reflecting on what the four year olds brought with them in the way of life experiences which would be the start points for school based experiences and exploration.

So history started as My story, based on storyboards created with a series of photos, then developed into His or Her story, with reference to parents and grandparents. Local walks to look at houses of interest started a link between History and Geography, with sketch mapping, drawing in situ or photos being taken (development time, much easier now?). Parents and grandparents came to tell their own stories, recorded onto c45, 60 or 90 tapes to be replayed and reflected upon. For homework, children were asked to telephone grandparents to ask a series of questions. Timelines were created throughout, so historical perspectives were constantly being revisited, as knowledge was added. And we got back to the Victorians with photograph based family trees, together with the accompanying narrative.

Building materials became the stuff of science, complemented by Lego or other construction material, as well as clay models of houses, made out of very small bricks, fired in the kiln. Trials with garden clay compared to the bought variety. One child brought in a tile found in their garden, which we took to the local museum to be told it was Roman. Visiting the local church we discovered even more tiles, being used as wall bricks and on the way back a local aunt offered the chance to have a look inside a house originally dating to 1580. I know, risk assessments, CRB etc. The Tudor context allowed exploration of timber as a building material. One idea often led to another, with settlements, including the Anglo-Saxon beginnings of the village being explored, with the support of the local history society.

In reality, what is a curriculum? It is a series of related contexts within which learners will enhance their understanding of the world in which they live, allowing opportunities for language acquisition, broadening communication, real contexts for writing and other recording.  The mathematics of measures and data creation supported the core learning at every age. So the basics were the backbone of topic work. The contexts provided the creative structures into which the relevant subjects could be fitted.

Asking questions and seeking answers were the basis for both library research and experiential science activity, which might be based on the notion of finding out interesting ideas to share with the rest. Every subject had value for what it brought to the child as thinking and learning opportunities. The art table was a permanent fixture within the classroom, with half a dozen children regularly interpreting information in picture form.

When the National Curriculum was brought in in 1987, I was a deputy in a First School. Our audit of the school curriculum against the NC showed a 95% correspondence, with a couple of tweaks to be effected.

This became a feature of revisions; small tweaks were needed to accommodate the update.

I came across my notes from 1987, when I had responsibility for science. I had grouped the sixteen attainment targets, yes 16, into three main areas; scientific processes, our environment, make it move/forces, and three supplementary areas; electricity/magnetism, sound and music and light. These might have been organised as larger, three-week projects, or perhaps a week of experiences.

It was not long before a reorganisation led to the sixteen ATs becoming four main areas; virtually the same content, but a reduction in areas for assessment, essentially materials, physical world, living world and scientific exploration.
When I became a HT in 1990, we worked hard on the curriculum, because, although the school had taken on elements of the NC, there were gaps which needed to be addressed.

The approach was refined over time and can ne read about in a blog on planning. There is a clear focus on layering.
In addition, as a school, we also looked at quality versus quantity in writing.

It was clear that children were being asked to undertake a considerable amount of writing, but that, for the most part, any writing in subjects other than English were of poorer quality.

We moved from this to identify the main writing approach for the week, which would be developed through different stages; modelled, organised and drafted, with occasional redrafting for display quality, for an audience.

The two-page approach to writing that we developed is shared as writing process, tweak your books which morphed through all writing in one exercise book, to using the exercise book as a personal organiser. This highlighted that writing is writing in every subject. It allowed for each week, or fortnight to be devoted to a particular project, perhaps a report from a practical experience, to letter writing, or imaginary story. As a head, I encouraged teachers to consider the use of time available for quality writing. This could be an hour by hour for essential teaching and modelling, note making or early organisation activities. It might be a morning to enable a range of drafting and evaluation/critique activities. Timetable flexibility allows quality to emerge, rather than unfinished work. Over time, the time frames reduced to emphasise fluency.

Topic areas, essentially the foundation subjects, were organised in different layers, as articulated in the planning blog. Topics lasted as long as was needed, but all allocated topics had to be shared. Topic themes were resourced by subject coordinators, with a topic specification and a collation of the resources available within the school. Book resources were sourced through the County Library Service.

Within these areas, we reflected on the commonality of learning themes and came up with the “Making Sense of Experience” model; a means of looking at deepening experience, at any age. The “Experience, explore, explain” mantra was central to the thinking; simple enough to remember, but embedding many different elements.

In 2014, the current NC was enacted. Having listened to Tim Oates, when we shared a panel, telling the assembled staff that the 2014 version was created to be easier to test, I started to worry. With it being maths and English heavy with testing in these areas, the next few years have shown that the wider curriculum has diminished, in some cases significantly. However, there is a strong argument for the curriculum retaining its breadth and depth.
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So why are we where we are?

My simple answer would be estate-wide small thinking, more from the point of view of ever closer attention on the minutiae of teaching and learning, especially by some individuals who have made national and international names, and a lot of money from publishing, by a focus on small bits. The words that we use, such as differentiation, assessment, planning, writing, reading, phonics along with others, have been packaged and repackaged into formulae, then interpreted into book form, to be sold into the education spending market, which itself has grown significantly over the past 25 years.

A couple of the latest high-profile areas are “growth mindset” and research. Each has the potential to become formulaic, distracting and ultimately to be devalued. The former, to me is what teaching and learning are all about, otherwise what’s the point and the latter, as an investigative mind-set, is what I’d want from all teachers, seeking to refine their practice.

The issue with buying a scheme for doing the thinking for you is that you can stop thinking about the whole and how things fit together, and that’s what I’d say some have done. These schemes can dictate timetables, as children are packaged up into appropriate sized groups to undertake the specified activities, often led by the less well-informed members of staff, so that, although “coverage” might be assured, the depth of understanding might be suspect for many. These groups are, by default, mini sets or streams, so can become self-limiting systems. Time is also lost, as children move between areas of the school to be part of their small groups.

There has been successive reorganisation of priorities, with literacy and numeracy taking over from English and Maths, with a subsequent downgrade of other subjects, all of which provide the background information against which English and Maths operate in the real world. There is talk of the knowledge curriculum, but the knowledge areas of the curriculum, in some places and for some children are under some threat.

The small thinking arises out of a sound-bite need for politicians, to show that they are doing something to improve the situation. The Literacy Hour was not the be-all and end-all of the Literacy Strategy, yet it became the simplistic message given on the radio and TV every morning. For the past four years, we have heard phonics equals reading as the mantra.

The problem with both messages is that it can distort practice to the point where other aspects of each subject, which are equally or more vital, are diminished, so teachers and children lose sight of the bigger messages.

Levels became the bête noire of the system because they became distorted into data points, rather than remaining as the progress descriptors that they were in the beginning. From misuse, they lost their purpose and became distorting, as they became high stakes in showing progress. The number and the data point lost the accompanying words, but, at least in some of the foundation subjects, the words could still be a useful starting point for reflection on progression.

Like all things, I’d argue that a focus on detail is essential, but that at every stage any change in one aspect needs to be reflected upon across the whole learning system, otherwise it can be distorting.

It’s a little bit like an exercise regime where concentration on one part of the body can create a distorting effect.
It's got to start with the whole, consider the parts and then put the whole back together. 

And when it comes down to simplicities, the whole relies on effective communication in all forms, pitched to the audience, using words that they can understand, sharing images to supplement the words and to enhance the capacity to make links with earlier experiences.

It takes an aware teacher to be able to do that with facility. Teachers need subject and pedagogic knowledge. Thinking teachers sharing a thoughtful curriculum and supporting each other with their own knowledge and sharing successful pedagogy can significantly alter the curricular diet for every child.
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The HMI report for 2018 includes a commentary about the teaching of and support for SEND.

​In many ways, I am not surprised. Working with Inclusion Quality Mark for eight years up to 2014, it was clear, from visits to and supporting schools, 2013-14, attending and presenting at conferences, that the complexities of the changes that were being wrought on schools in a very short time would be very difficult to achieve. That the changes also included system changes outside schools, at a time when austerity cuts were really beginning to bite, only served to exacerbate the situation for more vulnerable children.

Schools felt that they had to focus on curriculum and assessment, the latter having been put into free-fall by a Government unwilling to offer clear guidance. As schools would also be inspected on the new system, it became an imperative, especially for schools which felt vulnerable; borderline good, RI or SM.

Systems are still not yet fully effective in all schools. The sheer weight of requirement, especially for Primary schools, to embed mathematics and English, meant that the wider curriculum was sometimes given less prominence, to a point where this is flagged up as a concern for the 2019 inspection framework. It is also feasible now, after four years, that schools are beginning to see issues with their earlier decisions and are making adjustments.

One big structural change in 2014 was to put emphasis on the classroom as the prime place where good or better teaching and learning is seen as addressing the needs of all individuals. Therefore work has to be well planned, well delivered, activities engaged with, feedback given and supportive, developmental feedback afterwards.

In which case, the class teacher becomes the conduit through which SEND decisions are effected, with enhanced responsibility. Consider for a moment the position regarding Performance Related Pay (PRP) where a teacher can be held responsible for the outcomes of all groups of learners.

Teachers need to know their children very well, to be able to personalise interventions and commentaries. The deployment of available support, for specific purpose, with defined, checkable outcomes, will be essential. However, as the highest trained person in the classroom, the teacher may reasonably be expected to take the greater burden of the most challenging learning needs, while the support does just that, supports other learners.
All aspects need to be considered, starting with the appropriateness of the task, or the necessity to adapt, the need for support to achieve an appropriate outcome.

Within the task, the deployment of staff to be the eyes and ears, with the capacity to intervene appropriately to need will be essential. It will become an essential skill to spot and deal with issues as they arise to smooth the learning path. These interventions will need to be noted in some way. Therefore a methodology needs to be considered. In the first instance, the exercise book could become a part of the dialogue of concern, noting advice given, as well as clear, readable, understandable feedback. A secondary need will be to keep a track of teacher thinking, within and between lessons, through post it notes, amended planning, or diary format.

The teacher needs to get better at initial investigation of issues.
 
In addition, within the 2014 NC, the idea of levelness gave way to yearness. I blogged about this, from 2013, as I could see considerable potential pitfalls, especially for children who didn’t “make the grade” in the previous year. This may have been further exacerbated as teachers chose to stay in the same year group for a few years, to make use of their need to get to grips with yeargroup requirements.

Primaries are possibly in a much more difficult position, in that the new National Curriculum is very year-group based, with the assessment criteria as articulated, to know and understand the year group requirements. The use of the phrase “Secondary ready” cast an implied level of expectation against the achievements at year six. The rhetoric to date seems to suggest whole cohorts moving at the same speed. Topics are also relatively year group specific, which could cause issues if a child is either slower or faster than their cohort at learning in a specific subject. It is arguable that for Primary schools, level-ness has been replaced by year-ness.  So measurement of progress will be against year group expectations. Within the documentation, it is possible to infer the hierarchy of expectation, so schools may do that to ensure that their learners are tracked against the new criteria.

Where schools have been freed from the need to use levels and asked to create their own systems, those which have been shared through social media like Twitter have to date looked very much like levelness in a different form. And they always will, because the schemes shared have been recording sheets to keep a track of children’s performance.

And that’s my main issue. Subjects have hierarchical skills, which have to be introduced, practiced and embedded in produced work. Levelness articulated the hierarchy of skills and allowed this within whole class tasks and topics, with all learners challenged at a personal level, in the best practice. Level and grade criteria support expectation, planning, in-lesson interventions, reformulating of challenge to need, feedback, both oral and written, then food for thought after the lesson.

Year-ness will do that, but I have a slight worry that the articulation of achievement within the new system at Primary level has the potential to become a new system created barrier to learning for a number of vulnerable learners.
We had a system that could have been tweaked to make it more coherent, challenging, robust and acceptable through the system.
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We may embed new issues. I hope that I am wrong.
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All classes are mixed ability, even a set or streamed group, so creates an internal dynamic that needs to be accommodated; from prior records, simple starter assessments to confirm or ask questions, to seek to refine planning that allows appropriate imparting of information and learning challenges, both of which may be subtly altered in delivery through engagement with individual or group needs.

This is articulated in another blog; 65, based on the teacher standards.

Not all Special Needs get identified early. Some become more obvious as school challenges get harder. Some may have a source outside school, but which impacts in the setting, eg social and emotional needs.

Individual responses will offer challenges and cause concern. This may multiply over time, if established as a seeming pattern of response. Investigation and recording of the developing situation informs a discussion with the school SENCo. Not to do so might result in a request to do so over the next period of time. This delay can be the source of irritation in a teacher who wishes an immediate remedy.

From 2013
·         SEND is no longer “someone’s job”, it is everyone’s job…

Training is an interesting issue, in that there are and will be significant calls from all sides for “more training”. The availability of external staff is likely to be seriously strained in the near future, as all schools ask for the same personnel. I can see a number of options addressing these needs.

Local specialists (possibly including Special School staff) to create fact sheets available to all local schools, to address possible concerns across a range of needs, ASD, ADHD, SALT, OT as an example.

• In-house solutions 1. Some special needs in learning can be evidenced against the outcome of younger children. Therefore, by definition, the expertise is in-house. Exemplar portfolios will help with decision making, if they incorporate both a statement of what’s evident and a description of potential next steps. In “old money” a level 2 child in year five is operating on a par with an average year 2 child. By talking with the year 2 teacher, the professional dialogue will offer insights into routes. In a separate system, it may be necessary to make links with feeder schools.
• In house solutions 2. The school SENCo, if (s)he has undertaken the required training, should be in a position to offer the broad-brush explanations necessary for class-based colleagues.
• Planning for learning needs to look at the dynamics as well as the fixed points. The plan, based on expectation, should prompt thinking on the hoof, ensuring interactions that result on lessons being tweaked to the evident needs.

The basic principle of SEND, know your children well, and that would be my suggestion for the 2019 inspections; how well do schools know and support their children’s needs?

It could be that simple…

Everyone needs someone to talk with?
 
In watching my Twitter feed over the past few days, it has been interesting to note the concerns raised in response to some colleagues coming together to express concern about the use of excessive isolation for some individual children. It made me go back to a number of school visits that I made with inclusive practice in mind. Perhaps it’s always better to look at realities rather than just to express an opinion. I am happy to accept that the schools concerned were wishing to demonstrate their inclusive credentials, so will have been a self-selecting group.
 
In no school, out of over fifty visits, did I encounter isolation facilities. The closest example would be a school that set up a restorative centre, in a small building at the centre of the school where children could either be sent or take themselves, should there be a need to do so. There was always at least one member of staff on duty, available to offer a listening ear. Other staff were available around these listeners, to provide greater help as needed. For some children, being able to articulate their feelings and needs was sufficient for them to see a way to resolve what they had perceived as a problem. For others, who needed signposting to wider help, resolution took longer, but identification, advocacy and coordination helpd to reduce the time between identification and help.
 
I am struck by the similarity of approach with the Samaritans, available to listen to people in need. This is also available in prisons, with prisoners acting as listeners to others. Articulation of a problem can sometimes put it into a practical frame with commensurate practical actions to be taken, in order to resolve the issue for oneself. Articulation also allows another to question further, to seek additional clarity.
 
In looking at this area, we have to accept that each school operates in a specific context, which includes the community, families, and available staffing, so each has to determine internal practices that address issues that arise. Current school funding may well be putting pressures on school ability to provide nuanced support to individuals. Sadly, this can lead to off-rolling as an alternative to supporting a child through their personal issues.
 
The route to exclusion should be well documented for most children, especially where issues are identified as persistent low level. For this, clear documentary evidence should be kept, for future reference as needed. I’ve appended a copy of an earlier blog that seeks to do this.
 
There are occasions, in any social situation, and we should recognise schools as always being a microcosm of their context, where the issue is immediate and dangerous, so requires immediate response to keep others safe.
 
In simple terms, every school decision should be capable of justification in the face of robust challenge, with evidentiary statements available for external review; in the first instance the school Governing Body, especially if faced with parent requests for review or complaint.
 
 
School 1
There is much evidence of creative and innovative practice. This is broadly shared within a staff seeking to develop its own capabilities. Within a challenging environment, staff often exceed what might reasonably be expected. This is fully recognised by parents and students, who expressed fulsomely their praise for the staff, individually and collectively.
 
Staff development is a strength of the school. Starting from being valued for the role being undertaken, staff accept challenge, which is not only met but often exceeded. Individual staff are enabled to take on responsibility, supported to succeed and enjoy personal growth as a result. This is a staff with considerable personal and collective expertise. They also present as happy, throughout the staff group.
 
Innovative practice is encouraged from all categories of staff.
 
There is much joined up thinking, with staff articulating their working relationships with others. This was particularly evidenced in conversations with the staff who are involved in Inclusion, where each found ways to describe how they work together for the good of children. This was endorsed through other conversations focused on curriculum entitlement, where children are supported to succeed. All conversations had a focus of building capacity, taking personal responsibility, good communication, demonstrating that each child in this school has an identifiable Team Around each Child, should they need that level of support, always looking to enhance opportunities.
 
Joined up thinking is also evident across other aspects of the school, with staff describing how roles interlink and sometimes overlap, to ensure coherence and consistency as well as a high level of adaptability to personalised needs. This was clearly described with regard to KS4 routes. The discussions about the timetable also showed flexible thinking. The timetable does not create curricular constraints.
 
The staff are enabled, supported and challenged to ensure that the best possible opportunities are created for children, that, where possible, barriers to progress are identified and remedied to minimise the impact of disruption. The whole staff are the eyes and ears of the systems. They are vigilant, proactive or reactive as necessary or possible, developing functional capacity in the child, the family, with support, or the school, where individual staff may be coached in specific skills.
 
Documentary evidence shows the interactive approach that is taken within the school to ensure that all vulnerable children are identified and supported through an internal Team Around the Child, as well as utilising appropriate external agencies for focussed work, both inside and out of school.
 
Inclusion Group descriptor
 
Multi agency meetings scheduled termly
Regular meetings with outside agencies re individuals, to help in overcoming barriers to learning i.e. Speech and Language Service, CAMHS, YPSS, YoT, Connexions, Social Services, EWO
Extended Services Core offer & Freetime Project
Extra-curricular uptake is high
Annual Reviews – SEND
Parents meeting with SENCO/ GLs / Inclusion Manager re bespoke programmes for students 
School nurse
 
School 2
The enriched curriculum is evident and the search for quality outcomes is a feature of a walk around the classroom areas, which benefit from a range of well put together displays. Children’s work in progress shows an attention to detail and care in finishing.
 
Words and phrases that come to mind when thinking of The F Education Centre include: -
 
Humanity, empathy, complex, personalisation, order and organisation, enriched curriculum, adaptable, creativity, stability, complementary, rigour, fun, expertise, valued, trust, communication, excellent information, distributive management, reflective, coherent, sensitive, independence, participatory, articulate, visionary, opportunities, clarity, team, expertise, problem solving, integrated, coherent, normality, humour, humility, spirituality.
 
These can be summed up as people matter and a personalised approach as the default position.
 
These are essential characteristics of the staff team, who work tirelessly to ensure that the pupils attending the Centre are given the best possible opportunity to succeed. There is a significant team ethic, trust and collegiate approach, which ensures that each team member is supported by the whole group.
 
School 3
The college policy can be summarised as a dynamic continuum. There is 1) rigorous analysis of evidence leading to 2) detailed planning, including the provision of appropriate resources and staffing. 3) Students are actively sharing in their learning journey, which is 4) tracked and reviewed at regular intervals with 5) accurate and detailed records being collated and disseminated, allowing the process to be cyclic and developmental.
This process has been evolutionary, with some avenues having been explored, adapted to need or rejected, if not useful to college development. As in all college development, mistakes were the catalyst for rigorous consideration.
          As a result, Inclusion is evident in every aspect of college life, ensuring that Every Child Matters and, as an extension, that every person associated with the college is also fully valued.
 
SEAL is an integral part of college life, ensuring that Emotional Literacy is embedded within the inclusion aspects of college life. This includes active engagement in restorative conversations.
TAs have many individual specialisms, enabling them to be a strength of the system, supporting pastoral and learning needs. Many have been developed to become significant members of staff, including through GTP routes into teaching roles. The college supports staff personal growth.
 

Seeking greater clarity by fine tuning actions through a

Record of Actions, Discussions or Decisions, Interventions and Outcomes

(RADIO, in case you missed it!).

Building an individual case study.

Essentially, SEND practice describes a sequence of events, which seek to refine the actions and focus of attention, to identify, quantify and qualify the exact nature of a problem. Once this has been established, remedial action can take place. The longer the gap, the greater the problem can become, as further complications can become built into the experience, not least of which is learner self-esteem, affected by adult and peer responses to the circumstance.

Every teacher is a teacher of individual needs, which often identify themselves as little concerns when a learner either exceeds or does not grasp what is being expected.

The SEND framework 2014 does state that poor teaching approaches will handicap decisions on a child’s special educational needs. SEND is not a substitute for poor teaching or poor teachers. High quality teaching and learning should identify, describe and track needs within a classroom. Work sampling, annotations and record keeping will all contribute to good decisions. Some may say that this is additional work. However, it could be argued that well planned, well focused activities, with good oral and written feedback, to identified needs, in itself constitutes a reasonably clear start point of a record. An annotated personal record, for discrete individuals, as describe below should also be kept.

Teachers receive their classes from someone else, even at the earliest stages, where a parent or nursery member of staff has already become aware of little foibles, or gaps in understanding, or an area where there appears to be extra talent.

The parent is the child’s first teacher; it is to be hoped that their relationship is such that they get to know their children really well, through interactions at home and in places of interest that generate speaking and listening skills. As a Governor of a school in Gosport, as well as my own education career, I know that this is not the case, with children arriving operating at two year old levels, of speech and socialisation.

The adult role, teacher and support staff, is to be vigilant in spotting the child reactions in different situations, noting areas of concern, but also of achievement, so that a balanced picture can be built. The profiles built up during the Early Years stage is a more refined document than may have formerly been available.

If concerns emerge, there are likely to be three phases;

1.    Short (wave) term, classroom based. The teacher and other adults become aware that an area of need exists. They develop a short-term plan to address the issue and agree a monitoring approach that allows them to spot and track the outcomes. Where feasible, discussions with the learner might deepen the adult understanding of the learning issues. Outcomes are checked carefully to deduce any patterns arising, which are then shared with parents and decisions reached about next steps.

2.    Medium (wave) term, involving internal specialist colleagues. Where an issue goes beyond the current capacity of the classteacher, the school internal specialist, the SENCo, should be involved to oversee the record, to discuss with the teacher and the parent possible ways forward and to agree a new plan of action in the classroom. This may involve using a discrete approach to the identified problem, with some specified time need. For example, a child with a specific reading issue might need some individualised time with an adult, whose role is to undertake a miscue analysis during each session to deduce with greater accuracy the nature of the problem. The SENCo may be involved in classroom observations, keeping records of on/off task behaviours, relationships, task application, with outcomes being photocopied and annotated to deepen the understanding of the problem, thereby refining the classroom action. Interventions strategies must be SMART targets. Too often in SEND situations, classteachers operate at too global a level, so that the refined needs of the individuals are missed, until they become more critical. There is a need for regular work sampling and annotations to describe the learning journey and issues still arising. The lack of such a record could handicap a child and the teacher, as it will be requested before specific help can be offered, especially if the school SLT has to allocate additional funding/adult support to address the issue.

3.    Long (wave) term, the school will involve a range of specialist experts, to support the diagnosis of the issue. Diagnosis depends on the quality of record keeping in the classroom and the school, if patterns are to be describe and the area for investigation is to be narrowed. As a result, a programme of action is likely to be agreed, timescales set and evidence needed identified. This is likely to be similar to the needs above, but within a refined remit.

Over time, a case study emerges, with a record of actions, discussion, decisions, interventions and outcomes. It may be, at this stage, that the collective wisdom is that there is a problem that is greater that the system capacity to identify and remediate the need. In the new SEND framework, schools will apply for consideration of an Education, Health and Care Plan (EHCP).

The evidence file is sent to a panel for consideration, along with other applications. Each case is judged on its merits and there is no guarantee that awarding an EHCP will be the outcome. Equally, an EHCP may not guarantee extra funding or alternative education placement. The EHCP, if awarded, is quite likely to be a tighter descriptor of the learner’s individual needs, the education response to be allocated by the establishment, the timescale and regularity of reviews.

SEND issues cause teachers to become worried. I have suggested ways in which a teacher can expand their understanding of teaching and learning outcomes across the range of learners they are likely to encounter, in another post. Scroll down the page and click on download.

When a book starts with a quote from Archbishop Desmond Tutu, who happens to have been one of my heroes, there’s a fair chance that whatever follows will be interesting.

That quote runs as follows, “There comes a point where we need to stop just pulling people out of the river. We need to go upstream and find why they are falling in.”

This is an incredibly simple, yet powerful message; find the source of the problem rather than always dealing with the outcomes.

Jarlath tells the stories of his early days in teaching, openly admitting to making mistakes, but thinking about them and learning from them. He reflects on much early advice that any bad behaviour was always the “choice” of the child, that there were “simple” ways to ensure good behaviour, such as seating plans, for the class to devise their own rules, don’t smile until Christmas.

The evolution of Jarlath’s thinking, through many described episodes of having to question why some children were causing problems, working patiently with his team when a Head Teacher, building professional in colleagues and personal capacity in children. He quotes the title of Paul Dix’ book; When the adults change, everything changes and Linda J Graham’s Queensland study that found that self-regulation has a great bearing on a child’s educational outcome; it’s the learning to self-regulate that can cause additional social problems.

His introduction ends with a short series of things that he has learned over his almost twenty years of experience: -

·         Some children regard schools as risky, unsafe places to be, where failure is inevitable and painful and must be avoided at all costs.
·         Lasting behaviour change takes time.
·         Learning needs to be an intrinsically rewarding experience.
·         Negative behaviour communicates an unmet need.
·         Behavioural difficulties can be regarded as demonstrations of skills gaps that are getting in the way of a child being successful.
·         Sometimes we choose actions, sanctions and punishments that only meet the neds of the adults. We do this in order to say that we dealt with a situation, but, in reality, the situation remains, at best unchanged. At worst, damaged.
·         Time invested in children is never wasted.

Getting to know the children for whom you are responsible as a class teacher is fundamental to making appropriate decisions at the right time. Early Years and Primary teachers get to know their children very well, very quickly, simply because within a week, they will have worked with their class for almost 25 hours. At most, a Secondary specialist might see a class for 5 hours, some will be an hour or less a week. This will inevitably create a different dynamic in relationships.

The social demands of school will put some children into an anxious state. For adults to be aware of this and to be able to offer support can be the difference between sinking or swimming. Recognising that “they” are not a homogenous group is a first step. “Spotting and dealing” is an important element of teacher awareness. Personally, I have used the term “behaviour whisperer”; getting to a child in time to offer advice and guidance to head off a developing issue. Too often we are just too late and have to deal with the outcomes before the child need.

Some children need help in articulating their feelings; having someone who will actually listen can be slightly threatening if it is a novel situation. Jarlath uses anecdotes to amplify situations that he had faced and his behaviour within and after the situation. Teasing out the reality can be time consuming, something that can be a luxury in a busy school and we have to be aware that behaviour issues cause teacher stress. For that reason, it is essential that whole school systems are very clear, communicated at every opportunity and followed through by every member of the school staff, office, caretaking and lunchtime staff included. Civilised social situations are a team effort.

Some children may need a form of mentoring; someone who is interested in and has time for them. Jarlath quotes Carl Rogers; Show children unconditional positive regard. Our personal manner can determine how some children will behave for us.

Jarlath’s book is an excellent review of the multiple factors that make up a complex school environment including rules and expectations, motivation and rewards, sanctions and punishments, restorative approaches, partnerships with parents, and a chapter on SEN and behaviour.

His last chapter is a reflective challenge to one’s own style, with a refocusing on behaviour as a social interaction, environmental factors in the school’s control including the behaviour policy, ability to adapt to the needs of children in certain situations. He also challenges potential misuse of behaviour policies, with a focus on SEN children and the impact of involving senior staff purely for punishment purposes.

Schools need to be purposeful places if children are to succeed. Internal systems should enable the highest level of success for each child. A “we’re all in this together” approach, including parents, shares the load and offers hope to some vulnerable children. And it’s worth having in mind that we all get things wrong some of the time; no-one is perfect.

Jarlath offers insights, but also, throughout each chapter, points for further reflection on a personal as well as an institutional level. This is a book that would benefit all schools, to be read in conjunction with Paul Dix.
​
Jarlath finishes with a quote from Dr Kevin Maxwell; Our job is to teach the children we have. Not the ones we would like to have. Not the ones we used to have. Those we have right now. All of them.

Teaching and learning are two sides of the same coin; on one side, the teacher, the other is the learner. In one lesson the emphasis might be on the teacher to share essential information, in another it is for the learners to demonstrate current achievement. It’s a dynamic, fluid scenario.
​

Everything that is meant to happen in a classroom is determined by the teacher, as it always has been.

The teacher is the lead thinker in the classroom, responsible for the analyse-plan-do-review-record cycle as it affects each learner.

Looking at any records that are passed from school to school or internally, is an essential start point for thinking.

The teacher is the organiser of the space, resources and interpreter of the curriculum (knowledge), divided up into appropriate sized chunks to offer on the journey. This journey needs to consider the whole year of journeys, ensuring that all end up at the planned destination. It’s no good starting off in the hopes of getting through everything. Some slippage is inevitable; schools are very good places for creating detours. If it’s caused by bad planning, that’s the teacher responsibility, not the learners. It is imperative to note developing gaps, to seek opportunities to “bridge the gap” at an appropriate time. (See planning blog)

Their ability to weave a good narrative, to speak articulately, using and extending accessible vocabulary and in a register that enables the learners to be partners in the development of their own interpretation. Artefacts, images and modelling are essential aids in supporting learners in creating their own working images; dual coding.

The teacher is also the team leader, especially if there are other adults involved; they need to know what’s expected of them, working under the direction of the teacher.

It’s the teacher plan that determines how everything will run. The teacher is also the determinant of appropriate behaviours for learning in that space. They can appear, on occasion, to be judge, jury and executioner; it is a position of some responsibility.

The learners, at the outset, don’t know the journey, so they need to be shown an outline, an overview, so that all subsequent parts have a logical place, with checks at the beginning that they are equipped to make a start, followed by regular progress/retention checks on the way that they are “keeping up”, or that they are “getting it”.

There are different structural demands within different pieces of work; an example might be the difference between a letter and a report. Each has structural constituent elements that need to be demonstrated within an acceptable finished product. These could be considered as the “success criteria” for each activity; what the teacher is looking for as an outcome.

Using visualisers during a lesson, to show what you are seeking, by using child examples, is an excellent means of sharing emerging quality, especially if it is always supported by further developmental discussion; modelling improvement.

There is subject specific knowledge. If this has to be retained for future reference/use, it can be useful to create aides-memoire, memory joggers, that attach to the edge of books/pages, that can be flipped out to need, especially if spellings are challenging. They can become, over time, if learners are shown how to be ordered and organised, useful aids for revision; personal knowledge organisers.

Understanding whether a learner has mastered essential knowledge is often judged through oral or written responses. Where this demonstrates language needs these can also be highlighted on flip sheets; eg write answers in complete sentences.

Flip sheets offer continuity of expectation, clarity of focus and brings the learner into the centre of their learning. (See blog on exercise books as personal organisers)

Teachers can’t remember the learning needs of every child in every teaching group. This is exaggerated in Secondary, where 200 plus children might be seen in a week.

The closer that a learner need can be tracked over time, the more chance there is that individuals will make progress.

It shouldn’t be down to a flip of the coin.
​

So, to summarise
​
·         Plan long, medium and short with different emphases on what’s recorded and share with supporting adults. Organise the “knowledge journey” developmentally.
·         Order and organise space, resources and consider the available time.
·         Pitch and pace each lesson to known needs of the curriculum and the learners.
·         Set learning tasks that provide some challenge.
·         Share outcomes as learner models of expectation within and between lessons.
·         Evaluate throughout, ensuring continuity of expectation.
·         Checks en route, memory, use and application in challenge.
·         Simple personal record systems of developing vocabulary and presentation needs.
·         Books to become personal learning records.
·         Know your children as fully as possible, recognising that you can’t see exactly what they are thinking.
 

Let’s try to put some things in perspective. Schools, in England and Wales, will soon reopen, teachers will receive their classes for the next academic year and the annual diary will start and pan out, plus or minus a few hiccups.
There are four areas of SEN description in the 2014 framework

• Communication and Interaction
• Cognition and Learning
• Social, Emotional and Mental Health
• Sensory and/or Physical needs.

The vast majority of children will arrive with their past educational history well documented, showing their earlier achievements and some areas where there appear to be continuing concerns.

A very few will arrive with an Education Health and Care Plan, EHCP, in place, with specific needs identified and methodologies and support required for them to achieve the needs. This may, or may not, include some statement of dedicated teaching time or adult support.

Others will already be highlighted on the school SEN register, with earlier needs identified. That these last two groups are known ahead of time allows the receiving teacher to prepare and plan, anticipating their ongoing need within the class plans.

There may well be some children whose needs only become apparent during the new academic year. This could be as a result of external trauma, resulting in unexpected responses to learning situations, or it could be an unspotted earlier need that becomes apparent as challenges become harder to accommodate.

If, after a couple of weeks back in class, with new children, one or two are causing some unforeseen concern, it is important that every class teacher and additional adult recognises their place as front-line eyes and ears of T&L need.

Changes to the organisation of SEND provision have been in train for the past few years, during which time I have blogged, as I have come across useful information. These blogs are archived within my blog, see Contents but I will refer to aspects to provide an introduction.

In this post, I am not looking to describe the range of individual needs that might be encountered. There are many expert colleagues who are much more able to offer insights into the specifics of individualised SEN(D). I have focused on issues as they affect mainstream school teachers, which can be summarised as developing a coherent, investigative approach that can fit with normal classroom practice, which is premised on the need to look, to reflect and record concerns to inform deeper conversations.

SEN is an area of teaching and learning where teacher expertise can easily be challenged.

A feeling of vulnerability, identifying a personal need can create a tension. There is always the possibility of meeting a child whose needs fall outside previous experience; the truism that “you’ve met one child with autism, so you’ve met one child with autism” can exemplify many areas of SEN.

For known needs, it is essential that earlier information is available, read and planned to be actioned within the new class organisation, and where needed, specific advice sought, considered and planned.

With any new class, there is a period of what I would call “calibration or sometimes recalibration”, the teacher challenge in learning being more generic, based on earlier reading of records and possibly earlier experiences with that year group. Outcomes show greater detail “in the moment”, resulting in more tailored responses, questioning and feedback/guidance. Outcomes also enable finer tuning of challenge levels and responses, as individual needs become apparent.

On entry into the formal learning situation, the staff eyes and ears should be alert to issues, noting down things that are said and done, to ensure that future reflections can be based on pattern finding or evidence across a range of issues. Evidence finding is the bread and butter of teacher life, in terms of interactions, questioning, feedback, support and outcomes.

General statements like, “x cannot read”, are unhelpful to discussion.

Investigating and sharing specifically what a child can and cannot do can lead to focused intervention, rather than general approaches.  Leaving a child in a situation where they are clearly failing, are seen to be failing and knowing that this is the case, is destructive to the child and to the teacher. Acknowledging specific issues and seeking the specific means to address the issues demonstrates a positive, professional approach.

There is no doubt that, when a teacher encounters a child who does not fit the “normal mould” that they are used to, that they may experience unease. Once a child enters school, it is less likely that concerns about potential special needs will be unknown, raised by parents or professionals, which hopefully have been followed up and investigated, so that, by the time a teacher encounters the child there may already be records with substantial supportive information available.

The journey to SEN decisions is likely to be a phased affair, especially with regard to learning issues and possibly over an extended timescale for many children, much to the frustration of parents and teachers.

“Getting a handle” on the problem can be a case of more structured investigation that may eventually lead to diagnosis, prescription and deciding on courses of action.

It is really important that teachers and other adults in class note down their concerns, from their earliest awareness, so that timely discussion with professional colleagues can distil patterns, suggest alternative courses of action and also avoid delay should there be a need to refer to an external form of support, eg the school Educational Psychologist (EP). Unless there is a track record of concern, the EP may well request that the classteacher undertakes activities that have already been tried, but the outcomes not recorded. This can add to unnecessary delays in addressing key issues.

Action is also embedded in classroom relationships and these need to be carefully considered. All children need teacher time, as they are the key strategic decision maker.

Children seem to know where they are in comparison with their peers. They can judge for themselves those who can achieve in an area and can also highlight what they can’t achieve, across a wide range of subjects. This can lead to self-esteem issues, to go along with their understanding of a learning struggle. Children know when they are being given easier things to do, so presenting appropriately challenging activities, with commensurate scaffolded support is important. Allocating a teaching assistant to an issue can create a mutually dependent relationship, with a child’s independence and decision-making capacity being limited by constant adult support. It needs careful oversight and review.

The children with the greatest need, need the best teaching.

The class teacher must teach these groups or individuals, to ensure quality teaching is available to them and also to deepen their understanding of the child(ren)’s needs.

Where this is the case, reference to teachers of earlier years can provide pedagogical and practical advice. In many ways, teaching standard 2, progress and outcomes, is THE key standard to support teacher understanding. What is the anticipated learning journey of children from early years through to year 6? While we know that learning is never linear, concerns about a child’s learning is often judged against such an expectation.

This crib sheet at the header might support record collection and prepare the ground for discussion. The centre box suggests an approach.

Teacher judgement plays a significant part. If a teacher has never met an issue, or makes simplistic inappropriate judgements, then the subsequent learning journey for the child will become more complex, with the potential for regression, rather than progress, as the relationships can become strained.

So, from a classroom perspective, I’d offer the following:-

·         Start a RADIO* file on individuals who are raising worries. *Record of Actions, Discussions or Decisions, Interventions and Outcomes.
·         Annotate plans regularly with individual concerns.
·         Annotate exercise books with appropriate supportive commentary.
·         Make diary notes in the RADIO file to deduce any pattern arising.
·         All adults become “spotters”. Keep a post it note record of things that happen in the lesson, to add to the RADIO. Ask any support adults to do the same.
·         The record should allow the teacher to create a proper narrative, with action, outcome and judgements/decisions, refined actions. There should be a record of planning adaptation.

At this point, the class teacher can take the beginnings of a case study to the SENCo, thus avoiding the generic conversation that starts, “X has a problem with…” or “Y just doesn’t get it…” which then needs to go through the process outlined above. By adopting this approach early, and similar systems are embedded in many schools, valuable time for vulnerable learners is saved.

Neither the class teacher, nor the SENCo is not being asked to be a diagnostician, but an investigator and describer of learning, behaviours and outcomes. The TA or other adult support can provide additional insights into issues. The broadest view available will support decision making.

Stepping up a notch.

If the teacher has got to the point where the child’s needs exceed their expertise or experience, they may feel the need to involve another adult, an experienced colleague such as the SENCo, to seek advice and solutions. There is nothing wrong in saying that you need help with a specific child’s needs. By asking for advice, broader school awareness is raised.
This stage was previously called School Action (Plus), and may involve deeper exploration of the issues supported by a range of external expertise, all of which will be subject to reports to the school, enhancing the available evidence.

I’d expect some kind of agreed internal plan to be developed, with the focus on actions, from the teacher, to seek to effect specific change; to keep a further diary of interventions, and outcomes, over relatively short timescales. These Personal Action Plans need to be seen embedded in plans and visible in practice. They should be clear descriptors, accessible and shared with parents at each stage. The focus on classroom action is essential. Progress should be capable of being measured in some form. They were called Individual Education Plans, IEPs, but could sometimes appear to be disregarded in practice.

Regular reviews and refinements eventually build to a more substantial case study file, which is likely to be then supported with reports from a range of additional professionals.
These files start with the teacher spotting and recording needs over a time scale, investigating anomalies, so that the support systems around them can offer advice based on detail.
That’s teaching…
 
SEND is often linked to Inclusion practice
Inclusion can sometimes be seen as an add-on to “normal” teaching activity.
It is possible to argue that inclusion, far from being an add-on,
is an integral part of practice,
explicit in the detail of the standards for teachers.
Teachers will go to work each day to secure the best opportunities
for each and every child in their class.
Inclusion occurs in the best of teaching experiences.
 
Inclusion is not something that is done to people.
It is an aspect of ethos, a principle and, as such, exists or it doesn’t.
An inclusive environment is one where people matter,
their needs and aspirations are not only known but are also supported.
Therefore, it is a college of individuals which cares for each other,
the collegiate approach.
Inclusion is an ethos based on love and care,
with the opposite extreme leading to exclusion and a child being ostracised.
An inclusive ethos should allow individuals to express themselves
and, at times, to articulate different opinions.
Openness and articulacy can support the resolution of issues more easily.
Inclusive organisations often support discussion and resolution
through mediation and allowing advocacy for vulnerable members.
 
All school staff are the eyes and ears of the organisation.
In this approach, early identification of concerns,
such as behaviour change, physical hurt and absence
can lead to early intervention, by the most suitable means,
sometimes external to the school.
School staff have a responsibility to keep children safe.
Intervention can be testing for the adult,
but to ignore warning signs puts everyone at risk.
 
Every child is unique, demonstrably so, educationally,
physically, emotionally, socially, though heritage and life experience.
It is possible to perceive thirty different needs in a class of thirty children.
That puts a strain on a teacher’s organisational abilities
and their ability to engage with each individual.
However, differentially challenging activities can lead to deeper engagement
with small groups and individuals, where whole class teaching cannot.
 
Differentiation has been a significant challenge to teachers,
as it implies the need to plan for several layers of ability within groups.
Some schools organise in sets or streams, but it is arguable that even in sets there
is a continuum of ability, even if it is narrowed.
One only has to ask the simple question, “What’s the point in being bright in this classroom?”
to see that some may not be sufficiently challenged.
Challenge implies expectation,
where the teacher has analysed the child’s needs and can see what that the next
learning step is.
Expectation can lead to aspiration,
with targets being set slightly higher, but with support.
Teachers need to be aware that task
completion does not automatically mean success in learning,
but the combination of learning processes with positive outcomes is energising
to both the child and the teacher.
We all want the “light-bulb moment”.
 
Inclusion should imply personalised approaches to learning and teaching,
with individualised challenges for children
to enable them to become engaged learners and active producers,
rather than consumers.
 
Assessment, analysis and reflection are embedded within practice,
supporting individual and institutional progress.
The mantra for each school and each individual within a school should be,
 
“Inclusion is what we do.”


More reading?
​Practical SEN(D) Linking ideas into a coherent whole.
SEND 2014; possible class teacher Crib sheet.

If there is one word that I’d like to see feature more during the coming academic year, it would be challenge.

Challenge in itself holds together all the disparate elements that appear to make up the teaching lexicon, including resource and space need, differentiation, activity, thinking, talking, engagement, intervention, evaluation and assessment and resilience.

Challenge, in different forms, describes the purpose of action; trying to do something, which may be just a little harder or different to anything that has been tried before.

When faced with a problem, a difficult task, this can test earlier knowledge, by bringing to the fore earlier efforts and successes. The comparison between earlier and current needs can enable the practicalities of overcoming the perceived obstacle to become clearer, with a series of practical tasks to be accomplished. Problems can then become achievable. If, during the course of action, including dialogue, it becomes clear that the proposed solution, although initially decided as the best course of action, is going awry, the evaluation of the current need might lead to decisions to stall, to review, to seek additional information from external expertise, before continuing. These actions become useful life skills.

Working together, in itself, can be a challenge, in that collective decisions might be subject to disagreement, including opposition. The ability to negotiate through difficulty is another human need, occasionally requiring a moderating voice to be available.

There is a simple question that, to me, indicates the quality of challenge; what have they got to think about? This can vary from relatively simple recall of earlier facts through to dealing with an overarching challenge.

Activity may hold some challenges and there are some activities that have to be in place as practice tasks in order to undertake more significant challenges. In earlier incarnations of the Design Technology scheme in the National Curriculum, these were resource tasks. The principle can be applied across all curriculum areas. Of course, there is an easy way to ensure some level of concentration on these tasks. Simply ensure that children are aware of the purpose; we’re doing this SO THAT we can use it in the next challenge.

Resources, including space can be a challenge, but it’s feasible to consider challenge within the available resources. Tables can be moved to create different working spaces, covered, as needed for different activities. Resources availability, if planned ahead of time, in labelled boxes or drawers, can enable independence in retrieval and return.
I’d want to frame challenge over time, so that the timetable, in itself, does not become a limiting factor. Current timetables can appear to preclude continuity of challenge, ensuring that there’s enough available to fill the available hour. This can push some to discrete activities that might be less challenging. Quality outcomes can take a little longer, especially for some children. It might be better to have one finished piece of quality, as a baseline, rather than a series of unfinished pieces.

I said at the top that challenge incorporates other areas that make up teaching. Challenge is set by the teacher. In the early days with a class, the challenge may be generic, as a means of getting to know how each child thinks and reacts. Over time, this becomes more refined, as the teacher recalibrates expectations to the new group.  In so doing, the interactions are also likely to become more refined and meet the needs of each learner. In another blog, I propose that differentiation is informed dialogue.

The challenge of keeping going, in order to produce a piece of quality work, can require different levels of resilience, but might also require different layers of coaching intervention. This act, in itself, underpins assessment; how much could x do independently and in what areas did x need?

Ongoing challenge can be provided by low level sharing of developing outcomes; reading out loud an interesting fact or sentence; a child sharing how they have solved a maths problem. Visualisers or iPads linked to IWB can help to make this more overt.

Challenge can enhance dialogue, including the use of vocabulary appropriate to the task. Enabling different layers of planning and preparation provides the groundwork for taking first steps, including identifying the knowledge and skills that are likely to be needed.

At no point does a challenge curriculum divorce from the need to directly teach discrete elements. This has always been a need, it’s the simplest way to get information across to someone who needs it, and, in the context of learning, the knowledge and skills become “resources” in themselves. The challenge is to use and apply the knowledge and skills in the problem context, which, in itself, becomes the test.

Thinking a little further, I’d propose such things as Learning Objectives and Success Criteria are shared at the beginning of the challenge journey, as part of the overview of how the week, fortnight, half term will pan out. It will be the overview “so that”, sharing the eventual aim. Discrete pieces of resource tasking could have discrete LO/SC, eg how to set out a letter.

Children should be able to tell someone what they’re learning and why. That shouldn’t be the challenge.

For some time, I have worried that we have been in danger of over-scientising, or over-systematising teaching. There is a case that neuroscience has added to our understanding and that has to be for the best, but, in many ways, teaching has not altered since I first walked into a classroom in 1971, but as each generation comes to the role, they offer new vocabulary for older constructs. Relabelling doesn’t alter the essentials of the job.

It is essentially thinking and analysing available information, planning for progression in learning, presenting appropriately challenging information and learning opportunities, thinking during and between lessons, adapting to evident needs, recording those bits and pieces that are worthy of record, as aides memoire.

Of course, around these central elements lie further lists of sub-tasks, any of which can be grown, through over-systematising, into over-demanding activities, just to double-check the system.
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The essence is analyse, plan, do review, record. Each step is a thinking step… and anything that detracts from that is to the detriment of the children’s learning.

When you walk into a classroom and wait for your class to arrive, you have compiled some thoughts ahead of time. You may have had some oral or written records from a preceding teacher, together with any other important information or data about their prior performance.

You’ll have organise the classroom to provide the most efficient arrangement of tables, that enables ease of movement, as well as good sight lines from different areas of the classroom. You will have ordered and organised resources; some at each table and more in labelled drawers for easy access and return. Reading corners, maths equipment, display boards or working walls will be evident. Much more besides will have been labelled or arranged in a display.

In addition, you will have considered the curriculum organisation for the period of time that you are responsible for the class, with a specific focus on those areas that will form the initial topics in each subject. The best planning is longer term to focus on the interaction of knowledge and skills as they develop and are reuse during the year. Being ordered and organised is the hallmark of good teaching.

The sharing of information has always been a central feature of good teaching. The quality of information sharing can be a variable, in that all information exists in a narrative that draws from the children’s prior experience, sifting and adding the new information after challenge or reflection.

If you need to collate the relevant information to be shared, that seems like an excellent idea, but the narrative sharing abilities of the teacher, the security and depth of the information, together with the articulacy of the adult will determine whether imagery is conjured in the minds of the receivers. If images are shared, that support the narrative, children can utilise recall or perhaps indulge in abstraction to further their own imagination.

Classroom vocabulary is closely connected with contextual experiences; if children’s home experiences are limited, this will have an impact on their understanding, compounded if the linguistic experience is also limited. Teaching and learning rely on words, embedding worldly concepts. The teacher is the generator of words, through the breadth and depth of experiences that they offer, inside and outside the classroom. Words, in some form, are needed to be able to interact with the world.

The interactions between teacher, other adult or children are key. Quality of questions, responses to their answers, follow-up questions for clarification, providing feedback in timely fashion, subtle adjustments or specific coaching and modelling might be needed in some cases.

Pitch of challenge, interaction and feedback are the equivalent of tailoring; a piece of clothing might be approximately the right size, but for individuals might require taking in or loosening, depending on how it is perceived to fit.

Teacher standards 6&5 describe these detailed actions, within the 24652 continuum; know your children, plan efficiently, interact and adjust to need, make decisions about subsequent learning. If planning was broader, over a longer timescale, with teachers making notes on next needs, it might decrease some anxiety about workload. Much planning is, in effect, continuous, with additional information added to need.

• Standards 6 and 5 are the key to getting closer to individual, group and class needs. The judgemental aspects of standard 6, between and within lessons, are effected through adaptations between lessons or within a lesson. That nuance can be lost in a delivery model. It is often evident in ITE trainees, who are focused on getting through the lesson more than the actual learning and getting to know the needs of individuals.
• Assessment, to my mind, has always meant knowing your children. It also means knowing the generic progression in each of the subjects that make up the Primary curriculum. Marrying the two together is the essence of good planning that embeds appropriate challenge for different needs.
• Planning is, at heart, a(n) hypothesis, a general descriptor of what will happen if all your prior judgements have been accurate.
• All plans should be subject to adjustment within the lesson, if, on the balance of evidence and the teacher judgement, individuals, groups or the whole class seem to be finding aspects harder or easier than expected. In-lesson interactions and oral and written feedback are likely to be influenced by these judgements.
• Teacher Standards 6&5 together effectively mean spot and deal with learning issues in a lesson.
• Reflection after the lesson, or period of lessons allows for future plans to be adjusted to outcomes. This could be in the form of “interleaving” or adjusting future demands to cater for known needs.

Every teacher is adrift with a boat load of children. They deserve good maps and the ability to captain their own ships with certainty. They carry a valuable cargo, who should be enjoying time to look around and take in the experiences as they pass, rather than being kept too busy to look, or only allowed to see the world through a small port hole.

The teacher, as a good captain, should also be looking out for the well-being of her team.
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It’s not simple, it never has been simple and, given the complex nature of any group of humans, will never be a simple role; but it is still a great job and you get to be captain…!

Challenge, as a central concept, has been a part of my whole teaching career.

This was linked to knowing your stuff and being aware of children’s learning needs, with match and challenge, aka pitch, being the precursor of differentiation.

​In many ways, problems started, for some, when differentiation became a thing to do, resulting in a more activities-led approach, rather than the earlier more analytical approach. It embedded, in some practice, the need for different activities for different groups, creating an appearance of catering for different needs when there might be too little or too much challenge. The ease of downloading activities from the internet and easy reprographics aided and abetted this approach.

There are different layers of challenge, starting with the curriculum, where concepts might be simply introduced in one year-group, added to in subsequent years; a progressive building of knowledge. It does require, though, from the teacher, an awareness of previous learning, to be able to make appropriate links that enable recall to underpin the new information.
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Challenge will be embedded in the introductory part of the lesson, where information is shared directly, orally, supplemented by visual or other means, aka dual coding, building a coherent narrative, developed further through careful question and answer to fine tune responses and ensure security. The extended vocabulary, exploring new concepts, must be linked to earlier understanding and linked vocabulary; it cannot be assumed that each child will make the links without them being made explicit; modelled retrieval practice, within and between lessons.
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One of the significant pleasures in my work life in being enabled to unpick how a school works, is that the schools are invariably open and honest with me and are seeking the external view that might nudge them forward in their development. As each school is subtly different, that can mean that interrogation has to look in fine detail at different elements, to determine how they link and possibly how they either support or hinder aspects of growth.

I am also very visual in the way that I think about systems. I have to have the bigger picture, so that I can explore the constituent parts. Schools, after all, are systems, of interlocking systems, with the key one being the system that operates around each learner, so that they are enabled to make the best progress at that point in time. This also allows for those individuals for whom expectations of the whole group may not be applicable, as a result of issues specific to them. As teachers, we have to accept that life does affect learning patterns. It does for adults, so it does for learners and they are young, so may not yet have built their coping mechanisms.

There are many elements which go together to make up the complex event that we call learning.

Some commentators argue that you can’t “see” learning in a lesson, and yes, perhaps that, as a phenomenon is not easily visible, but, I think it is feasible to explore the learning intentions of the lesson and to qualitatively explore the learning environment, the experiences, the challenge and effort being demanded, so that it is possible to determine the likelihood of whether learning might be taking place at that point.

Knowing where the learners are at the beginning of the discrete series of experiences they will encounter though a series of lessons is essential, so that they will then be taken on a journey alongside the teacher, rather than the teacher running ahead and learners lagging behind in a long tail. Knowing where they are headed is important too. If the “map” is only ever in the teacher’s head, then learners are not aware of the destination, nor can they have an understanding of where they are on the journey. If one was to take a climbing analogy, as I have done in another post, from the base camp, we want to journey to a specific point, or pitch, where we can take stock before moving onto the next one, so that the journey as a whole is always within the learner’s understanding.
Having an understanding of what “getting there” might look like is also an essential element of the learning process. If this is not clear, then effort can be misdirected into other areas, which might have lesser impact on a learner outcome. For some, the journey to each point may need to be broken down further and they may require guidance on the way, so the leader/teacher/TA has to “drop back” to encourage and support. Some might like to “climb/run ahead”. If that is the case then the teacher has to determine whether this can be accomplished safely. They can’t fall off an exercise book, so it is probably very safe, but some teachers do supply limitations. This is the point at which real independence can be developed through appropriately set challenges.

Task Setting (What’s the challenge?)

Limitations can be embedded in the activities that are given to children. I looked at task setting in another post, and it is to this that I’d want to return, as it is, without doubt, the determinant of progress. Real learning, at least to me, requires embedding through use and application of what is known into overcoming a challenge and solving problems. School learning can be based on activities, doing, following a set of instructions, which can be seen as modelling or scaffolding, more rarely applying knowledge and skills to challenging scenarios. This “recipe” approach to teaching can be effective in the right hands, as can all approaches, however in the wrong hands it can embed a limitation, created by the task. A level x task, given to a level x learner, will produce level x learning. Task choice and challenge is therefore an essential skill.

Unpicking the level of challenge, the need for learners to think, to plan, to organise, to select, to determine routes and ideas rather than just follow instructions, is an important aspect. Completing an activity sheet does not necessarily equate to learning. End to end activity sheets does not mean a scheme of work or a curriculum.

The process of learning has to be a dynamic interplay between the learner and the context, making active links between what is already known and what is being laid before them. To that end the interplay of the formal lessons, homework and time between lessons would also appear, to me, to be critical. How much homework is an unrelated activity, just because homework has to be given? What if the challenge was continuous, so that homework became pre-thinking, preparation for the lesson, or a reflection on the learning outcomes of the current one?

Boxing everything would appear to embed potential limitations, in inexperienced hands, but sometimes in more experienced hands, as a result of the system. From that point of view, the diagram at the header is limited as it implies boxes rather than a dynamic.

Knowledge and Skills

Learners need to know things in order to understand the world around them. Knowledge underpins all thinking, but the awakening by teaching or discovery through experience of new knowledge has to be explored in relation to what is already known. Making links is essential.

The knowledge area provides the context for the learning, sometimes in discrete subject areas, sometimes in less discrete manner; the real world of young children does not exist in subject boxes.

 Discrete area allows specific concepts, (current) knowledge and subject specific skills to be explored and developed to hone the skills over time to provide capacity to explore for oneself, at different levels, each of which, I would argue has validity.

One does not have to reach a specific level of expertise before using what is known to explore. As a teenager, I was interested in entomology, not as an expert, but as a way to explore the natural world. It was a specific interest, but linked with GCE and A level studies, allowed deeper insights in a very specific area.

The skills of the subject often provide the thought and practical processes, and it is this area that needs careful consideration, as it is within the process skills, use and application, that reflective practice enables the involved teacher to determine where any gaps occur.

Active Processing- Making Sense of Things

While a teacher might present knowledge in contexts in ways that they think are suitable for the children in their classes, there is never a guarantee that the message gets across to the learner.

The teacher language style, and the vocabulary being used might preclude a learner from picking up the essential information that they need to make progress. Not all learners are active listeners and even those who are can miss parts of information as they reflect on an earlier snippet of knowledge.

Even if the message does get across there is no guarantee that the learner will have the capacity to process the knowledge, in some cases because they do not have prior experiences which allow them to link the new information to an expected position. They already have a deficit, which, if undetected, embeds and deepens the deficit, by adding a further layer of deficit.

And, even if they have the capacity to take the information in and to process it, there are some learners who have difficulty in expressing what they know in ways that are acceptable as outcomes.

The teacher role is to place learning opportunities in front of children, it is also to walk along beside the learners, especially identified vulnerable groups. Engaging and investigating their progressive understanding supports fine tuning of interactions, the feedback, the guidance in a lesson, the alteration of learning expectations and the written feedback.

It is a cyclic event, with each successive outcome creating a new baseline of expectation, based on learning outcomes.

So to simplify the diagram at the header of this post.

• Teaching and Learning is a series of interlocking expectations over time; long, medium and short term.
• Analysis underpins the detail of planning, which in turn describes what will happen in the lesson, during and after which the reflective teacher adjusts expectations to evident outcomes, with appropriate records kept as aides memoire.
• Tasks set embed the expectations of the learning, which should be challenging to thinking rather than activity based.
• The product, the outcome and the process are important, with the latter capable of investigation to discover the aspects which a child finds difficult, receptive, processing or expressive difficulty. The former can be compared to aspirational outcomes and investigated for future learning steps.
• You don’t really know what they know unless they can communicate it to you and there are many routes to communication. It’s not just spoken or written.

Is it good enough?

That is for the teacher and the learner to determine. If exemplars are shared, they can be discussed against the learner outcome, with a descriptor of next steps shared. Once shared, they become a common expectation, for the learner focus. Showing progress can be good enough for an individual. If there is a “bottom line” expectation, this can be explored with learners to establish the personalised route necessary to achieve this. Specific support and guidance may be needed.

Target setting.

This might suffer from being an adult concept, especially for younger learners. Perhaps it would be more useful to talk in terms of what learners are trying to get better at.

Current target setting is also often a hidden agenda, with targets stuck inside book covers, in another booklet, or in a teacher’s planner. It also suffers in some places from lacking a dynamic; three targets set for a half term review. If not achieved, then reset. It sucks the life out of learners putting effort into their learning.

An alternative approach is to

• Put personalised targets on a fold out slip, at the edge of the exercise book, so that during the lesson, the child and the teacher can be aware of the specific targets.
• This can prompt conversations specific to that child, support the learner’s self-evaluations and also support teacher oral and written feedback, as the slips can be folded out during marking.
• Targets can be achieved , then become non-negotiable in future work, with new ones added.
• This approach also supports record keeping, as the slip forms an on-going record of achievement.

And so the cycle starts again, new tailored challenges, regular, purposeful engagement, reflection, adjustment, feedback, reflection and improvement, ad infinitum.

We are all, or should be, life-long learners, more often without a teacher. Life offers challenges. We need to create solution finders.
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A rule of thumb when considering teaching plans…
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Know your children well (baseline). Challenge them appropriately. Engage in the journey; support and guide as necessary. Explore and Improve outcomes. Outcomes become new baseline. Repeat.
 
It is always interesting talking with student teachers, because, by definition, they are still learning; they are students in Initial Teacher Education. Trying to unpick different elements that go to make up good teaching can give rise to interesting side issues, not least seeking synonyms for different aspects of the role. The two most common to seek alternatives are differentiation and assessment.

I quite like to start with simpler models then build onto that framework of understanding. When I was training, I had a friend whose first port of call for any topic was the Ladybird series, where there was easily available a rapid introduction to a subject, so these books provided the sub-headings to be filled in with detail later.

It is very important for trainee (and qualified) teachers to develop a holistic awareness and knowledge of the needs of the full range of children with whom they will work, so that, when faced with a particular year-group, their attainment can be seen in context and provide the basis for planning.
Knowing the children in their classes holistically, as described in the diagram above, supports decision making. Visualising education in the round and being aware of the children’s backgrounds can enable the teacher to underpin areas where the prior, background experience may become a limiting factor.

My own model of what teaching is can be described as a cycle; analyse, plan, do, review, record, or, even more simply, as in the nutshell below.
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Knowing your children well, as a start point can be the greatest confusion for a teacher, as the records passing with the child may be incomplete or confusing, or simply based on data. In an era without a common assessment language between schools, this could become a significant issue at transfer, if not within transition, as teacher judgement is embedded in assessment information.

The range of children within a class can vary significantly, but, even within selected classes, such as streams and sets, there is a range to be accommodated, with both subject knowledge and skill needs to be addressed. Knowing the different needs of the children ensures that challenge within tasking can be tailored to their needs, with the need to articulate challenge being greater than the need to show different activities, which can be the fall-back position.

It is, in reality, the need to see children challenged within a lesson that an observer wishes to see. What have the children got to get their teeth into, to think about, to talk about and then to write about? That this will be different for different children seems to me to be self-evident, but then, I taught before the initial National Curriculum, quite often in an Integrated Day, group-based approach, which was then a feature of Primary practice. Group-based tasking was normal.

So, the first word that needs to be evident in the classroom is challenge and how this is manifest and visible across the range of abilities. It can be embedded in personal challenge or learning targets, which can be the main focus within a broader tasking.
Improvement is the second word that needs to be in common use in the class. If the challenge is correct, then there will be an outcome. Whatever the outcome, it should be capable of improvement, so sharing this with the group or class through the available technology should enable the children to talk through how they would seek to add even greater value to the shared outcomes.

The use of display, as in WAGOLL (What A Good One Looks Like) walls can be a valuable asset to discussing improvement. It is a case of constantly putting quality in front of children, so that they can build a visual image of expectation and take some charge of their own efforts.

Every outcome should become a new baseline if the process of challenge and improving outcomes is embedded in classroom practice. Each successive outcome becomes a descriptor of progression.

Of course the issue then is how to describe progress across a subject, so that there is a framework against which to make the judgement. The question is; how far have they travelled and where next? And so we go round the houses, especially without clear frames of reference. It might be better to consider security of learning, with successive descriptors of capacity supporting this thinking.
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​Tasks (should) embed a wide range of challenges for learners, including: - 

• Some will be investigative, some problem-solving, some using and applying what is known into new areas. All should be challenging to thinking and have an impact on learner progress. The context for a practice task needs to be considered carefully.
• There will be the intellectual challenge; do they understand the task and the nature of the challenge? Can they perceive the strategies that they will need to fulfil the task?  Some of this will be determined by the teacher explanation of the task criteria, and what needs to be done to be successful, ie the success criteria, or what the teacher will be looking for.
• For some there will be the social challenge, such as the ability to cooperate with others in sharing available resources, organising, or being organised by, others.
• Some tasks will challenge independence. This, for the adults, is sometimes a difficult judgement call. Some tasks will need direct adult support, supervision and guidance to be successful. The amount and the detail of the adult support needs to be considered when reflecting on outcomes. What could the learners do for themselves?

​Some tasks will challenge learners to take what they know, to address the challenge with that baseline understanding, then to tackle new issues, identifying what they now need to know in order to make progress in the task.

For interest these are tasks, extracted from work planning diaries that I have used with young children.

Set up a fair test to find the best colour to wear when walking along the road.

Design and make a device that will project a ping pong ball 4 metres into a container.  

Using newspaper, build a framework strong enough to… hold a 100g mass 50cm above a table.. hold a cup of water… hold a cream egg… span a 50cm gap between tables and hold 100/200/500g

Consider how to find out of a full balloon weighs more than an empty one.

How much stretch does an elastic band have?

Using squared paper, always the same size, fold a series of rafts with different area bases and different height sides. Which design holds the greater mass?

Other ideas are embedded in subject related blogs.

In addition, there was a two week “getting to know” topic planned for September, totally in the teacher control, to re-establish working habits; see planning blog. There was also a school-wide expectation on the use of the workbooks; example (click for blog)
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For many years, there have been studies that showed between year expectations may be different, sometimes significantly so, with inter-school transition having the greatest drop. I spoke about this at Beyond Levels #LearningFirst Bath.

​Teacher standard 2 is progress and outcomes. In September, in any year, a blank book does not provide a baseline, so a child can seek to depress a teacher expectation, should they be so minded. There is a “truism” that there is a drop off in achievement during the summer holiday. This approach tests that assumption.

To have previous examples provides a simple baseline expectation that may not be provided by written or oral reports. At it’s simplest, it can be as easy as having one piece of work stuck into the workbook as an aide memoire, but, to have extended examples could provide a greater reference point, for both teacher and child, enabling early interventions (TS6&5) to seek to regain earlier achievement levels.
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It supports teacher decision-making, but also saves money on books… what's not to like?

Picture; the seventh wave, by Bobbie Bale.

Assessment is a part of the process…

In the first part of an exploration of the visual world, I looked at the potential for the external world to become the stimulus for a great deal of learning, including developing the broadest possible vocabulary to support dialogue.

If children are not developing a broad vocabulary, then we may have to look at the adult models interacting with them and the experiences that they encounter in their school and home lives. This is not a new issue. When I started my teacher training in 1971, studies from Bristol were being used as baselines for our discussions. Harold Rosen had written about Language Across the Curriculum and Jerome Bruner was talking about the link between experience, language and thought, among many others.

The world is full of things to look at, to describe, to explore, to measure, to speculate about, to evaluate, or to just name, with closer examination showing ever greater detail that fleshes out the general experience. There is no shortage of possibilities; a series of blogs on a sense of place is linked below.

Through learning experiences, the adults act in a variety of roles, more often sharing essential information/knowledge, at other times acting as coach, engaging in developmental dialogue with learners, as individuals, small groups or whole classes. Currently, some commentators are promoting this as the work of Rosenshine, principles of direct instruction, but I see this structure as a common theme throughout my teaching career. It’s a thinking process. The organisation of a teaching space and the tasking of children can vary, but the structured information sharing, challenge and interactions with learners is the same.
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Having imparted knowledge, the teacher role is to seek to firmly embed this into the learner repertoire and to check the security of understanding; modern promotion of this idea, propounded as Cognitive Load Theory. This is likely to happen during challenges or tasks that follow the instruction. Interactions are based on a teacher awareness of the learners, spotting behaviours, listening to discussion or answers to questions that suggest insecurity or perhaps significant security, either response requiring intervention and potential adjustment to the task parameters.

I’d like to summarise the two elements as 1) knowing your subject(s), with Primary teachers teaching several, and 2) being able to make a judgement where children are, at any point, to support subsequent teaching decisions. I have also to accept that there may be elements of bias in every judgement. This is a potentially significant point, but, with discussion and moderation, elements of bias can be ameliorated, if not eliminated. Interactions are the life-blood of teaching. Tests may occasionally be needed to triangulate reflection.

Subject development can be evidenced through engaging with children of different ages, either directly or through outcome sharing, perhaps through internal moderation, to determine what constitutes quality outcomes at any particular point in learning. Over- and under-expectation will result in distorted challenge, learning opportunities and potentially subsequent decision making. Collecting and collating a portfolio of outcomes is a useful discussion resource. Discussion is a form of collegiate CPD; talking process and outcomes.

We talk of formative and summative assessment; the former being responsive adult behaviour, interacting in real time with learners, the latter is any point where a teacher “takes stock”, informally between lessons and more formally in reporting, orally or in writing to any audience, becoming formative in determining courses of action over a timescale, especially where learning is an issue.

Building evaluation into lessons, through determined intervention supported by available models and enlarged through technology such as a visualiser, enables a teacher to establish clear expectations throughout a lesson and show what achievement can look like. If children are also allowed to talk about their approaches to the tasks in hand, they provide a second level modelling for their peers, and may well use linguistic styles that are understandable to children who may still be struggling.

There has always been a problem of how to remember the learning needs of a class, or classes of children. Regular readers of this blog will know that I advocate fold-out aides-memoire cards that flip out from the edge of an exercise book, enabling the teacher or learner to record items that need to be considered in any piece of work. How to use an exercise book as a personal organiser can be seen here.

https://chrischiversthinks.weebly.com/blog-thinking-aloud/a-sense-of-place-locality
https://chrischiversthinks.weebly.com/blog-thinking-aloud/a-sense-of-place-1
https://chrischiversthinks.weebly.com/blog-thinking-aloud/creating-nature-detectives
https://chrischiversthinks.weebly.com/blog-thinking-aloud/a-sense-of-place-naming-things
https://chrischiversthinks.weebly.com/blog-thinking-aloud/maths-making-sense-of-the-real-world
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As a scientist, my interest in art began through that, with early drawings of the beetles that I would find and keep, a la Gerald Durrell. A greater interest in the world of art was squashed in my first year at a boy’s Grammar School, where my naïve drawing was judged very harshly, by a teacher whose assessment method was to line everyone up with their work and move individuals up or down the line, followed by a percentage being given. We weren’t given advice or feedback in any form that would move any of us forward. I suppose it was the assessment of you either “had it or you didn’t”.

Fortunately, a move of school and evening classes accompanying my dad, to be taught by the art teacher at the new school, demonstrated that, with some naïve talent and good coaching, I was able to take art GCE as an additional exam and passed.

An interest in the world is, for me, a prerequisite of teaching, as each teacher is, to some degree, helping children to make some sense of the world in which they live, a large part of the stimulus being visual. As children (hopefully) walk to school with their parents, they are (hopefully) noticing features of the locality that become their landmarks and, internalised, supporting their awareness of their place in the world; to become geography. The houses that they pass hold insights into their past through their architecture; history. The natural world and seasonal change can highlight biological aspects.

Each area has it’s own vocabulary that encompasses the essential concepts underpinning the subject. Every area of life can contribute to the child’s developing vocabulary, especially if they are aided by an interested adult. My own interest in the natural world was established through walks in the Welsh valleys with my miner uncle, who would point out plants, birds and animals as we walked.

Awareness starts by registering what is around. Things are just there and can become little more than wallpaper, but they might move, revealing an insect, a bird or a small mammal. Delving into water might reveal frogs, toads newts or fish. The child can start the journey of classification, with subdivisions, as names of birds are learned. Very early scientists would have linked their observations with drawings; some were exceptionally talented at both.

Learning to mark-make is a process, of hand control and an awareness of and careful use of a variety of media. The marks start off as ill-defined, but gradually, for most children, become more controlled, as their hands gain strength, but also allow for light movement and well as heavy marking. Any new medium requires a period of assimilation through what could be called “play”, early accommodation to the flexibility or drying speed of paint, or the difference in elasticity and malleability of plasticine compared with clay.

In 1986, a book arrived on my desk, written by the Hampshire Art Adviser, Lorna Delaney; Guidelines for Art Education. This book provided evidence of the developmental process in children’s art from early years to A level, with examples taken from different stages. A follow-up book arrived in 1992; Further Guidelines for Art Education, this time edited by Mary Schley, the County Inspector for Art. The second book added to the first by looking at assessment as the means by which the process of development could be enhanced. The two books together were useful for both expert artists and also those less confident with the subject.

The whole was premised on an underlying process, with three elements;
·         The conceptual element concerned with ideas, perceptions, feelings, impulses and responses
·         The operational element concerned with the control and use of techniques, materials and media
·         The synthetic element concerned with the perception of the dynamics of visual language, line, tone, colour, texture, movement, structure and form.

Each of the elements has a classificatory language that requires unpicking, sharing, demonstration, discussing, evaluation as well as hands-on opportunity.
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Art enables everyday visuals to be captured, interpreted, enhanced or even distorted, depending on the age and maturity of the child.

In many ways, for the whole of my career in education, there have been two main elements; the information giving curriculum and what I have always seen as the challenge curriculum. Some will see this as knowledge and skills, but, in the reality of the world, unless what you know can be used and applied in contexts where it is applicable or can be adapted to need, the acquisition of knowledge for it’s own sake, while laudable, could also become slightly debilitating.
It can be summed up as something to think about, to talk about and to show in an appropriate form.

Sharing knowledge is the bread and butter of every subject area. It requires planning over different timescale, allocated to different year groups and clearly identifying, so that it is progressive building, rather than an ad-hoc hiccupping.

With different age children, there will be some accommodation to the needs of the children, in terms of vocabulary and phrasing, but the essence of the sharing is to impart information that is essential and desirable in order that the children can then tackle pre-planned tasks. The sharing might have required a variety of modelling techniques, beyond the teacher voice; manipulable materials, visuals, as video or drawn elements or sound, music or other relevant material. This is often called dual coding.

Hopefully, this input is the stimulus for many of the learners to start to think independently for themselves, to generate their own questions and, given time to discuss with their peers, to assimilate the information more firmly. Learner feedback after the sharing of information is the key to teacher decision making; move on or revisit?

Task Setting (What’s the challenge?)

Limitations can be embedded in the activities that are given to children. In earlier posts, I’ve looked at task setting and it is to this that I’d want to return, as it is, without doubt, the determinant of progress. Real learning, at least to me, requires embedding what is known into overcoming a challenge and solving problems.

Much school learning can be seen as activities; doing, following a set of instructions, rather than applying knowledge and skills to challenging scenarios. This “recipe” approach to teaching can be effective in the right hands, as can all approaches, particularly where learners may be insecure and it is effectively remodelling in practice, however in the wrong hands it embeds a limitation, created by the task. A level x task, given to a level x learner, will produce level x learning. Task choice and challenge is therefore an essential skill.

Unpicking the level of challenge, the need for learners to think, to plan, to organise, to select, to determine routes and ideas rather than just follow instructions, is an important aspect.

Completing an activity sheet does not necessarily equate to learning. End to end activity sheets do not mean a scheme of work.

The process of learning has to be a dynamic interplay between the learner and the context, making active links between what is already known and what is being laid before them. To that end the interplay of the formal lessons, homework and (rehearsal) time between lessons would also appear, to me, to be critical. How much homework is an unrelated activity, just because homework has to be given? What if the challenge was continuous, so that homework became pre-thinking, preparation for the lesson, or a reflection on the learning outcomes of the current one?

Boxing everything would appear to embed potential limitations, in inexperienced hands, but sometimes in more experienced hands, as a result of the system. From that point of view, the diagram at the header is limited as it implies boxes rather than a dynamic.
 
Tasks (should) embed a wide range of challenges for learners, including:-

Some will be investigative, some problem-solving, some using and applying what is known into new areas. All should be challenging to thinking and have an impact on learner progress. The context for a practice task needs to be considered carefully.

• There will be the intellectual challenge; do they understand the task and the nature of the challenge? Can they perceive the strategies that they will need to fulfil the task?  Some of this will be determined by the teacher explanation of the task criteria, and what needs to be done to be successful, ie the success criteria, or what the teacher will be looking for.
• For some there will be the social challenge, such as the ability to cooperate with others in sharing available resources, organising, or being organised by, others.
• Some tasks will challenge independence. This, for the adults, is sometimes a difficult judgement call. Some tasks will need direct adult support, supervision and guidance to be successful. The amount and the detail of the adult support needs to be considered when reflecting on outcomes. What could the learners do for themselves?
• Some tasks will challenge learners to take what they know, to address the challenge with that baseline understanding, then to tackle new issues, identifying what they now need to know in order to make progress in the task.
• Some tasks will enable learners to identify areas where their learning is less secure and they may well ask for clarification or revisiting of earlier learning; in other words, the task is a “test”.

Tasks are often of the kind that I would call “Blue Peter” or “recipe” tasks.

Based on the idea of “Here’s one I made earlier”, they require a copyist approach; follow the instructions to the letter and it will turn out just like the model. This approach does occasionally have a place, but, with overuse, it can embed dependence. The approach is, by default, the teacher guide in the worksheet, with limited room for the child to really show their capabilities.

The best tasks make learners think, retrieve what they already know to bring to bear on the task in hand, to consider the framework and strategy for their investigation, the information and resources that they need, their personal and group organisation (as appropriate), how they will record their progress, the timescales available, so how they will use their time effectively. This approach fits equally well in formal lessons as well as in more open situations. Learner awareness of task needs is a central element of success.

Lessons?

Activities laid end to end are not a curriculum.

• Activity/busy-ness is not necessarily challenge.
• If task outcomes are general, one set for thirty, they will only impact positively on a narrow range of abilities.
• Task setting should enable learners to go beyond the activity. Not just, “You’ve finished early so here’s another activity”.
• Consider “the loneliness of the long-distance worksheet”.
• More open tasks enable learners to show their thinking ability and, possibly, a wider range of skills and knowledge.
• In open tasks, what you see can be greater than what you were looking for.
• Children often surprise teachers in learning situations.

If you want a thinking classroom, it’s essential that everyone is thinking, not just you, otherwise you may well be working twice as hard as the children, just to keep up the momentum.

In my experience in schools, the curriculum has always held centre stage; it’s the basis if what every teacher does. There seems to be an alternative narrative at the moment, where some seem to want to claim that somehow, and for some time, teachers have been doing otherwise.

When the National Curriculum emerged as a reality, in 1987, I was the deputy head of a First School. The first thing we did was to apportion each subject file to those with responsibility and for them to match what was being asked with what we provided and to identify the areas where adaptation, or gap filling, might be needed. This exercise identified 95% correspondence, with science being an area where topics were tweaked more than others. Subsequent incarnations of the NC required similar, relatively small, levels of adjustment.

So curriculum has been a central feature of school life throughout my career.

In the beginning, school level planning was largely topic allocation to each year group, to avoid some “nice” topics from appearing each year. Progression and objectives were a key part of deciding what to do and how it should be done.

The science programme in my first days, 1974, was based on Nuffield Science 5-13, history had Unsworth textbooks as a possible base. Every school appeared to have an Encyclopaedia Britannica, as a central feature of the library and atlases were the key resource for Geography. Our library was supplemented by the County library van visits, so pre-planning was needed to ensure that appropriate book resources were available. Topic work included “research skills”; how to use the textbooks, contents and index, to find information. Collecting knowledge was highlighted, sometimes used to create an “alphabet/glossary” of the topic, as a list or as a topic wall.

​When I became a Head, we developed the concept of the annual plan, which created two layers of information; curriculum coverage and what is now called interleaving, recalling earlier information and skills to use in the new context. An example might be letter writing, taught as a stand-alone in English, to be used later to write persuasively on a topic or perhaps review letters to an author, after a half-term of studying books by one author.  The annual plan also ensured that a broad curriculum was offered and that everything that had to be covered was covered.

This played also into a further development, of the two-page approach to writing, with one area providing the main writing task during the week; this could be reports or instruction-writing in science or other foundation subject. This approach developed out of the earlier National Writing Project, but within an exercise book format.

From this, the use of “flip sheets” supported the next layer of need, to identify specific areas where some individuals needed additional focus or support. This might be particular to a child’s special educational needs, which need to be kept continually in front of the child and supporting adults. It might also be specific areas which become apparent during work approaches, but which, if ignored, might create “holes” in knowledge or skill.

I keep coming back to this, as much of what we have done in schools ends up as a piece of writing, which is then the means by which security of achievement is judged by the teacher. To create a focus for each week enables cross-fertilisation of the knowledge curriculum within the context of the English curriculum demands.

Teacher judgement has always been a part of school life. It is, after all, that which underpins formative assessment and every subsequent decision regarding children. This now falls into the teacher standards 2,6 and 5, progress and outcomes, assessment and adaptation. These are the real sharp end of the teacher standards, where interaction, intervention and feedback support the developing learners, but outcomes also inform the teacher about the levels of security of each child, impacting on dynamics within and between lessons.

Progress, as a statement, has, to some extent, become slightly devalued in education parlance, and in terms of data judgements. It has always been the underpinning of conversations between teachers and parents, in particular, with, in days before National Curriculum levels, was as simple as comparing current performance with earlier outcomes, which is not quantified. Equally, judgements about appropriateness of the outcomes for a particular year group will depend on experience within the key stage.

In 2013/4, I wrote a piece about levelness becoming de facto yearness, with the proposed, now current, curriculum detailing what should be taught in each year group.

If we assume that the whole is shared by the teacher within the year, teacher decisions will be based on security; how well children demonstrate that they can use and apply, preferably independently, that which they have been taught. If one yearness of teaching is the norm and a child achieves 100% of this independently, have they made one year of progress; more or less?

If they don’t achieve 100%, have they made less than one year’s progress and what is done about those areas that are less secure? This question has been part of my whole career; what to do with children as they transition into a new year group with identifiable continuing needs.

This returns us to the flip sheets, where continuing needs can be recorded to be actioned in future activity. Not to record this, in my opinion, is creating a situation where the receiving teacher has to find the gaps for themselves, which helps no-one, least of all the learner.

We need simple systems that support learners throughout their school careers.
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A high-quality, broad curriculum is an entitlement of all learners. Continual interaction, intervention and developmental feedback is right and proper.
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Recording continual needs creates an aide memoire for both learner and adults. That way might support continual development, or progress, however small. 
 

Teachers are the lead thinkers and decision makers in a classroom:-

•             They need to know the subject at hand, which may be different for a graduate specialist in a Secondary school compared to a Primary generalist, responsible for a range of subjects, where some personal subject knowledge will be stronger than others.
•             They will have ordered the curriculum into discrete themes, topics or programmes of study.
•             They order and organise the coherence of their plans over a known timescale, ensure that classroom and the resources for learning support the learning proposed.
•             They know their children, to varying degrees, depending on their contact time through the week, but they are trained to understand learner development through the age range.
•             Their plans seek to match the needs of the subject with the needs of the children, providing appropriate challenge to all abilities.
•             They plan learning over a timescale to ensure a dynamic is established which fully engages learners, in and out of school, and assures the imparting of a particular body of knowledge.
•             They create tasks appropriate to the challenge, with an understanding of the subsequent developmental stages of the learning, so that by engaging with the learners while on task, they are able to guide and support their developing understanding.
•             They ensure that teacher input gets across the essential information on which the lesson is to be founded, through a variety of means, which are enhanced by the availability of in-class ICT facilities.
•             They ensure that behaviour allows learning to take place.
•             They interact with outcomes, orally in class and in writing after the lesson, while marking books. They are constantly making judgements, on an individual, group or class level.
•             They use the outcomes as new reference points against which to plan the next steps.
•             And they add broader value to schools in many other ways………………….
•             They undertake personal CPD that enhances their practice.

If teacher-think is the essential component of enhanced learning opportunities, there needs to be consideration of the barriers to this thinking. There will be more for each list.

Personal barriers:-
•             Subject or pedagogic knowledge.
•             Extended experience with a specific age group or ability range. (New school, new year group)
•             Personal order, organisation, record keeping, reflective practice.
•             Self-confidence, possible status with learners.

External:-
•             Demands for planning (thinking) in a particular format.
•             School specific, preferred approaches to teaching and learning.
•             School specific schemes, with limited opportunity to adapt to class need.
•             School organisation demanding whole year approaches.
•             School resources, including the availability of support.
•             Work space limiting some approaches.
•             Regular changes to practice to accord with external influences.
•             Local context issues, such as parent demands, children arriving at school with social or personal issues, behavioural distractions.
•             Changes at National level, particularly where there is an extended period of uncertainty about policy interpretation.

Fear:-
The greatest impact on teacher-think is the fear of being judged as ineffective and found wanting. There is a need to quality-assure teaching and learning is a school. It is naïve to think otherwise, but the systems in place can add to the stress of being observed, both at school and inspection level.

The value of feedback from an observation is to retell the lesson narrative, highlighting significant points, as a basis for discussion and development. Internal observations should always happen on this basis, not as a numeric judgement, in the same way that feedback to learners to support future learning is better as description than an arbitrary grade.

Teachers work within human systems, which can appear sometimes to be less than humane. The best systems look out for the individuals who make up the team, providing support and guidance to colleagues in the same way they do to children. Even the best practitioners can suffer a dip in performance when life offers personal challenges. Thoughtful, reflective management breeds thoughtful, reflective, autonomous teachers and independence in learners. 
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Teaching is a great job, but free the teachers to think, that’s what they are paid to do.
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Further blogs on thinking teachers:-
https://chrischiversthinks.weebly.com/blog-thinking-aloud/teacher-think-more-metacognition
https://chrischiversthinks.weebly.com/blog-thinking-aloud/teachers-think
https://chrischiversthinks.weebly.com/blog-thinking-aloud/permission-to-think
https://chrischiversthinks.weebly.com/blog-thinking-aloud/teach-teacher-teachest

Interaction and
Interpersonal skills are the stuff of life, whether two, or many,
Interlocutors; after all, life is essentially group activity. The
Interplay between people can lead to
Interesting developments. The
Interconnectedness of life can be exaggerated in some social situations like a school, where
Interlopers can find difficulty in integrating, adults as well as children.

Internalised rejection can lead to
Intermittent disagreement and the need for
Intercession to restore equilibrium. Learning to
Interact with each other starts from birth, parents and others trying to
Interpret sounds and developing speech,
Interspersed with an ongoing personal monologue
Interpreting their surrounding world. This
Intergenerational
Interaction leads to
Internalisation through reflection.

Interleaving of experience, known as life, ensures that new contexts require
Internalised knowledge to be brought to the fore in a more mature way, leading to an
Interchange of information.
Interactive conversations allow for query and clarification.

International diplomacy sometimes requires
Intermediaries to
Interpret the thoughts of one party to another. The simplicity of all these situations is learning to communicate, to
Interpret, because, at heart, humanity is
Interdependent. The group can support the individual through mutual
Interest.
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Interventions are essentially discussions, questions refining understanding between people, in order to fine tune responses. Good
Interventions require active listening and reflection before responding.
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We are all in this (world) together. Life is groupwork...

School life’s a bit more complicated than singular elements and we won’t solve workload with mantras.

Paul Daniels was a magician whose career was a regular sight on the television. As with many in his position, the phrase, “Take a card, any card”, was a standard line. It could be considered as the means by which education policy is currently being determined, but, in this case, it is likely to be take a single topic and work on that; this weekend, it seems to have been workload.

While I was enjoying the West Sussex hospitality of the #LearningFirst conference, elsewhere, Damien Hinds, Amanda Spielman and Nick Gibb were highlighting the need to address workload, as if it is a single entity that can actually be controlled. Political parties always wish to be seen to be improving education and each will claim to have the magic solution. Spoiler; there isn’t one…if there was, we'd have found it by now. Human systems are complex.

Efficiency, or, in political terms, looking for ways of continually saving money and at the same time demanding improvement across the school system, is perhaps desirable, but saving money can become the greater imperative squeezing out the potential for improvement. In any “business”, efficiency requires a period of analysis, quality planning and implementation, with ongoing monitoring and excellent communication throughout, so that all participants are aware of progress within the development journey.

No aspect of the system be “ring-fenced” and become untouchable and that includes the top down impact of Ofsted and DfE.

Having entered Teacher Training College over 45years ago, taught and been a head teacher within a 32-year career in schools, it is almost flippant to say that I have heard it all before. However, that is true, but it is also true that the impact of successive change has been tinkering, superficially revolutionary, as one system replaced another, often with piecemeal impact.

Evolutionary development was a part of system change until 1997, at which point National Strategies were introduced, with some good elements, but with significant downward pressure that had greater control over practice than previously.

Significant developments were hidden behind the political mantra of the literacy hour and the rise of the subject consultants with their ready-made solutions; the rise of the end to end bright idea, exacerbated by the introduction of Assessing Pupil Progress. This led to endless mini-lessons being taught, with specific points in mind, losing overall dynamics in the process.

It sometimes felt like the plumber’s visit, with the inevitable “Who put this in? I’ll do a better job than those cowboys.”

Each school is in a unique situation, based on location, staffing and resources. The former, ranging from leafy suburbs to inner-city can be a determinant of motivation and aspiration, both important to success. The resources, from building to moveable items, can encourage or discourage potential teachers and motivate students. The best teachers inspire students, encourage them to aspire and show them ways to achieve, with support, space and time to think given by management.

A school’s ability to attract teachers is likely to be, in some, way, determined by locality, perhaps house prices or rents, quality of the building and resources and the general feeling when visiting the school. Proximity to a university ITE department might be a factor in attracting trainees into their first jobs.

The system within which teachers work is often the limiting factor, if they are required to think and work to defined approaches. Teaching should be efficient and effective, but real learning can be messy. Internal supports, such as mentoring and seeing the whole institution as a training organisation might be key.

Consider; if, in every school, every teacher could be internally trained to the capacity of the highest quality teacher in any subject, through 30 meetings a year of quality internal CPD, supported by external expertise and challenge as identified, could the whole system benefit?

Internal controls can sometimes run counter to efficiency, especially with regard to the planning cycles. Schools should determine and communicate a coherent, holistic curricular approach, together with resources to make this a reality. These overviews will inform decisions by a classteacher over the year where they will have the class. By creating an annual plan, they are essentially demonstrating curricular coverage; one source of concern. If these are broadened over a term or half term with greater detail, the medium-term plans are likely to be the only document tat any SLT needs to know that their teachers are well planned.

If annual plans are written in July (part of a closure day) before the year, holidays can be enjoyed more. If the first two weeks of any year are given to the teacher as personal topics, to settle, get to know the children and instil some habits that will be a part of the whole year, part of a September closure after two weeks can be devoted to plans for the rest of the term, based on more detailed understanding of the children.

If, however, teachers are regularly required to hand in detailed plans for every lesson ahead of teaching them, their focus may be on the plan, rather than the needs of their learners. Planning for lessons, by each teacher, has always been a fundamental part of the role, but, on a lesson by lesson basis, what a teacher needs to write down, as an aide memoire to remember for that lesson will vary considerably. This links with experience; an early career teacher, making sense of the whole, might need to record more, which reduces as their career and confidence develops.

Ofsted and the DfE are significant parts of the system and both can appear, at times, to see themselves as founts of all knowledge, although other countries often appear to be seen as having better systems, forgetting that those countries may have been and visited ours in the past and learned what (not to) do.

There are aspects of Ofsted which I would seek to keep and tweak. There are potentially limitations to the system, which can have a detrimental impact on school development.

It is always encouraging to be told that your school is good, even better maybe to be outstanding. At the other end of the scale, a school potentially struggling with a very wide range of issues, causing distractions, will not be helped by simply being told that what they are doing is not good enough, by a team which then leaves the recovery to others. It is a very expensive audit tool and as such should add value to school development, if the country is to make full use of visiting expertise, which we are told is outstanding.

From the point of an Ofsted visit where need is identified, interventions by Local Authorities or others, such as Academy chains can sometimes then exacerbate the situation, as multiple (often simplistic) agendas are pursued, within very tight timescales. There have been examples of heads being dismissed, or resigning, as a starting point. People losing their jobs might be “Pour encourager les autres”, but it has a system-wide impact and questions over who would want to be a head; at its best, it is the best job in education.

Listening to Sean Harford on Saturday, it is clear that Ofsted has data available that indicates whether there are question marks over a school performance. Where this is the case, it is right and proper that a visit should be made and a report made available that describes, from an external viewpoint, what issues might be affecting the school; the qualitative to balance the quantitative.

As an enhancement, I would institute a validation system, like an MOT test, based on agreed teaching standards and CPD opportunities created from PM journeys.

Every head teacher and other observers would be formally trained in lesson observation.  
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This judgement would be sampled and validated through joint observations during inspection visits. Perhaps it would be better to have a coherent form of quality control, supporting their continuing professional development needs, rather than capability processes that can sometimes be haphazard as they are irregular needs.  The evidence would enable teachers to make valid claims for promotion and ensure national consistency.

I’d want every school to be visited every two years, by an experienced assessor, to explore the effectiveness of the school, looking at the local context, local issues and the internal organisation, working to validate school self-evaluation, with one of two outcomes, acceptance of judgements (possibly with advice notes) or a decision that an action plan would be needed and a second inspection visit necessary, within a specific timescale. The knowledge that the process itself was part of school development journeys would take the cliff-edge nature of Ofsted away and make better use of national expertise in local contexts.

Why two years? Schools can experience very rapid change, especially through staffing and this can have an immediate impact, especially if change is at a senior level. I would expect every school inspected to have a detailed description of development since the last inspection and an action plan for the subsequent two-year period, which would form part of the validation exercise. What has been the two-year development, how is it to be sustained and developed?

Would this system be cheaper? Possibly. To some extent, it would depend on the decision on the first proposal (external or internal) and the contact time needed for the second.

However, it would allow latitude for evolutionary development, especially if the system was allowed to run for a number of years.
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.Do teachers really have “thinking time”?

When we consider a choice between two options or rewards, we tend to prefer the readily available one. In other words: the current and near future are incredibly powerful.

Busyness is the stuff of school life leading to rapid decisions, but good decisions may need a period of reflection.
With so many interactions taking place within every minute of every lesson, it is hardly surprising if those involved will, occasionally make what to others will seem an error of judgement that is instinctive. These instinctive responses are likely to demonstrate personal bias. We may not be aware of bias until an unguarded utterance demonstrates to another something of our internal monologue and they have the confidence to address this back to us.

Under normal classroom circumstances, in any classroom, it is less likely that the others, the children, will have the temerity to point out inconsistency in a teacher demeanour.
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It is, however, possible outside the busyness of the classroom, to seek to create periods of calm that allow for some reflection. From the very beginning of my teaching career, we were encouraged to be reflective, especially after a day’s work, thinking about what had gone well and what needed further thought. Some of this thinking was aided by opportunities to discuss areas with colleagues, often over a cup of tea. It might have been a matter of pedagogy or simply curriculum knowledge, the what, why and how-to of teaching. This can appear to be a luxury, but such reflective time does allow consideration of more strategic aspects which can sometimes be put to one side in a busy classroom, reducing interactions to “call and response”.

Reflection, articulation, consideration, refinement, action, evaluation leading to a further round of reflection, eventually leads to refinement, in any learning situation, at any age.

It is always interesting to interact with a school as a headteacher, external assessor and now as a Governor, talking with staff who spend their days being busy, seeking to explore the strategic aspects. It can be quite enlightening to engage in what becomes a somewhat scaffolded conversation, allowing the staff members to think before responding, moving the everyday into dynamic structures and eventually towards impact evaluation. It can also be very frustrating if the staff member cannot move beyond the descriptive into reflective evaluation.

The majority of school staff will say that their thinking time is often well outside school and often during the holidays, when the distractions are less, especially if they go home from school into the busyness of family life. We always have to be aware that periods of life can feel as if they are little more than reactive. Again, a majority are likely to find that work and home life combine to eat up their time. It is often when an external or unexpected event happens, such as personal or family illness, that a real awareness of time limitations is highlighted.

Schools that are able to create or offer quality time to reflect, to organise themselves strategically, putting in place systems that are easily articulated, well communicated and easily understandable to everyone, are likely to be calmer environments that allow for reflective reactions.

Time-poor schools, always in a phase of reactive behaviour, are likely to encounter a greater proportion of needs for immediate response, some of which will be less than secure and may well create a secondary level of problem. An example might be a behaviour issue, dealt with too rapidly, that then causes the parent(s) to become involved. The secondary layer can, in some cases, become a new level of distraction.

Making time to think can come at a cost, but it eventually has a cost-benefit.

Having a clear strategic agenda for developmental discussions, providing ongoing target dates can be a focus, making better use of time. Awareness of a direction of travel can mean all moving towards a known goal. The alternative is everyone making things up as they go along, reacting in their own way, rather than operating within known boundaries.

As in any organisation, it is a case of pulling together, or possibly pulling apart.
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