Ahoy there from the good ship Tallis. The crew are aboard and ready to sail tomorrow: I thought you’d be interested to know which flags we’re hoisting for the 2018-19 voyage?

I can’t actually go any further with this image. I like a nautical vision, but lack the knowledge to back it up. I know there’s a flag combination that says ‘stop carrying out your intentions and follow my instructions immediately’ which is just the kind of thing that Headteachers like. I might have it made into a hat.

How were the results? Sixth form first. We’re pleased with them, and have got a bumper crop into university, art college and onto apprenticeships. Seven into Oxford and Cambridge and 2 into Central St Martins, lots of others on really competitive courses, into sought-after universities and where they wanted to go. We enrolled nearly 280-ish into year 12, which is jolly nice.

GCSE is hard to tell until we get our nationally-determined progress score in September. We hope to improve on last year’s. Some areas did super-well, some improved, some still need to improve, some were hit by misfortune.    We have a plan for all of it. Jane Austen wisely warns that Pride and Prejudice doesn’t give a description of the geography of Derbyshire and similarly this blog doesn’t go into detail about results. Look on our website for more. 

We have 18 new teachers (our total teaching force is about 120) and 22 new support staff and we all know each other now. Some works needed doing over the holidays which were done and some which weren’t done. We hit a PFI-related contractual problem with getting some ICT upgrades to classrooms and we’re sorry about that. I’ll keep you informed. There’s lots of shiny new paint about, some of it on me.

Yesterday we met as a staff and looked at the things we stand for, what we believe and how we try to do them.  Our Leadership Group is one smaller so we explained how the roles are shared out. We remembered that we want our young people to use our habits and be inquisitive, collaborative, persistent, disciplined and imaginative.  We committed ourselves again to our characteristics of being kind, fair, honest, respectful and optimistic. I talked about the work I’ve been doing on ethical leadership and the public service values of selflessness, honesty, openness, objectivity, integrity, accountability and leadership. I committed us to the ethical leadership virtues of trust, wisdom, kindness, justice, service, courage and optimism. And we remembered how to use the data-collection system and met some of the PTFA. Curriculum teams spent time together planning and sorting.

Today we’ve done nuts-and-bolts stuff on classroom practice and expectations and systems, met as year teams, renewed our safeguarding training and looked again at GPDR. We are martyrs to excitement. New staff have tried to work out our frankly peculiar room numbering system and who everyone is. Planner, postcards, posters and lots of other things beginning with other letters have been gathered and squirreled away. Timetables have been printed and reprinted and all the lunchtime staff had first aid training.

Outside, education storms still buffet us all. We don’t have enough money. I did a phone interview for the Jeremy Vine show about mobile phones. Again. There’s a panic in the press about high rates of exclusion and schools’ internal exclusion methods. There’s panic about off-rolling year 11s, high rates of self-harm and London knife crime. Couldn’t we link those things? Schools without money can’t afford support services to help young people cope with themselves. That’s harder for them because all anyone talks about is results, as if that’s all childhood is for.  Shrinking police numbers and disappearing youth and outreach services leave struggling young people to chance and the market forces of the streets. As a nation we don’t care enough about them to spend enough money on them. But we care enough about Brexit, it seems, to spend our all on it.

And meanwhile the biggest injustice goes unaddressed. What do 22% of shadow cabinet ministers, 33% of MPs and Russell Group university Vice-Chancellors, 43% of newspaper columnists, 44% of the Rich List, 50% of the cabinet and the House of Lords, 55% of Whitehall Permanent Secretaries, 67% of Oscar winners, 71% of senior officers in the armed forces and 74% of senior judges have in common? All privately educated. The 7% keeping its stranglehold on the 93%. How do we fix this?

Storm cones hoisted. Time to understand the world, and change it for the better.
 
CR
4.9.18  

A year 9 said to me exasperatedly on Wednesday: what exactly are schools for? It nudged me to presume upon your good will to ask a question about some work I’ve been doing. Would you mind?
 
I’ve spent a bit of time this year chairing a national group called the Ethical Leadership Commission. It’s a set of people from all sorts of groupings in education, including Ofsted. We’ve ben thinking about the fundamentals of school leadership, to see if we could help hard pressed folks to see beyond the daily things-to-do, things-to-worry-about and things-to-try-to-forget-about-for-now lists. We wanted school leaders to think about what schools are for and how they should act. Governors, as well as Heads.   
 
This seemed important not just because I like to get to the bottom of stuff. It’s important because the world has changed quickly in education. Now that different people and different organisations run schools, who is keeping an eye on the purpose of schooling, as well as its outcomes? Tallis is a straightforward case, still a community school run by the local authority. Other schools run themselves, are a part of an academy trust or a larger chain, some are church schools, some ‘Free’. I wonder if this confuses taxpaying citizens?
 
Despite differences in the system, we all have a one crucial thing in common: children. Tiny children, large children, noisy children, silent children, children who love school, aren’t so fussed, like big crowds, prefer to be alone, arty, music-y, scienc-y, mathematic-y, sporty, happy, thoughtful, angry and sanguine children. Parents send children to our schools – all sorts of schools – and trust teachers to do a good job with them. Largely we do. Sometimes there are blips.
 
Parents and society therefore trust us to do two things. First, to be diligent and trustworthy public servants.  Second, to model the behaviour of a good society to children: to show them how to be good citizens. Both of those are huge responsibilities. The first is carried out at work: doing a good job with teaching and results, for example. The second is harder to pin down. We teach character and values, but do parents see that in the way our schools run?   
 
The Ethical Leadership Commission has been working on three things. First, agreeing some key language that school leaders and teachers might use to talk about this. Second, to provide some training materials so that we can all think about this responsibility together. Third, to set up a structure so that there is a space to think about ethics and the pressures that sometimes constrain our decision-making. It’s interesting work, as you can imagine.
 
I’d be interested to know what you think of the draft words. The first seven are based very closely on the Seven Principles for Public Life. If you work in the public sector, you may know them.
 
The Framework for Ethical Educational Leadership
Ethical educational leadership is based upon the Seven Principles for Public Life.

1. Selflessness
Leaders should act solely in the interest of children and young people.

2. Integrity
Leaders must avoid placing themselves under any obligation to people or organisations that might try inappropriately to influence them in their work. Before acting or taking decisions they must declare and resolve openly any perceived conflict of interest and relationships.

3. Objectivity
Leaders must act and take decisions impartially and fairly, using the best evidence and without discrimination or bias. Leaders should be dispassionate, exercising judgement and analysis for the good of children and young people.

4. Accountability
Leaders are accountable to the public for their decisions and actions and must submit themselves to the scrutiny necessary to ensure this.

5. Openness
Leaders should act and take decisions in an open and transparent manner. Information should not be withheld from scrutiny unless there are clear and lawful reasons for so doing.

6. Honesty
Leaders should be truthful.

7. Leadership
Leaders should exhibit these principles in their own behaviour. They should actively promote and robustly support the principles and be willing to challenge poor behaviour wherever it occurs. Leaders include both those who are paid to lead schools and those who volunteer to govern them.
 
The second set of words try to explain what we think makes up good leadership.
 
Schools and colleges serve children and young people and help them grow into fulfilled and valued citizens. As role models for the young, how we behave as leaders is as important as what we do. Leaders should show leadership through the following personal characteristics or virtues.
 
a. Trust:
Leaders should be trustworthy and reliable. They hold trust on behalf of children and should be beyond reproach. They are honest about their motivations.

b. Wisdom: 
Leaders should use experience, knowledge, insight understanding and good sense to make sound judgements. They should demonstrate restraint and self-awareness, act calmly and rationally, exercising moderation and propriety as they serve their schools wisely.

c. Kindness:
Leaders should demonstrate respect generosity of spirit and good temper. Where unavoidable conflict occurs, difficult messages should be given humanely.

d. Justice:
Leaders should be fair and work for the good of all children from all backgrounds. They should seek to enable all young people to lead useful, happy and fulfilling lives.

e. Service:
Leaders should be conscientious and dutiful. They should demonstrate humility and self-control, supporting the structures and rules which safeguard quality. Their actions should protect high-quality education. 

f. Courage:
Leaders should work courageously in the best interests of children and young people. They protect their safety and their right to a broad, effective and creative education. They hold one another to account courageously. 

g. Optimism:
Leaders should be positive and encouraging. Despite difficulties and pressures they are developing excellent education to change the world for the better.
 
None of us is claiming that we are perfect. All of us know that the responsibility is huge.
 
Are these the right principles? What do you think?
 
headteacher@thomastallis.org.uk
 
CR
22.6.18

​There’s a wonderful moment on a sunny June afternoon at about quarter past two. Lunchtimes are over, exams are settled and everyone is posted into their allotted slot. Overheard on the way up to an exam, four boys not previously noted for devotion to study ‘We’re doing all these exams but this place is full of little kids just running about in the sun. They don’t know our stresses, man.’ Anyway, teachers are teaching, students are learning, people are meeting, children are thinking, candidates are writing, technical staff are pottering about and pigeons are doing their pigeon thing.
 
My thing is Radio 4 so it was fun to open the day with a visit from a journalist from The Westminster Hour. He was interested in the way we’ve responded to the London knife crime issue and was recording a piece on our wanding of tutor groups after assembly to check for weapons. As parents know, we decided this was the better way of doing it. Rather than having a big set-piece with knife arches and lots of police outside school we have Mr Brown and Mr Sheedy with a wand each giving a randomly selected tutor group the once over, one at a time. He talked to some of the children and then to the three of us. It was intended to take 15 minutes, but he was with us for another hour once we got started.

We talked, as ever, about safety and keeping everyone calm and happy. We talked about security and the different ways we find out Stuff We Need to Know. We talked about the kind of public spending cuts that means that youth work is disappearing and the Police struggle to respond. We talked about the effect of highly academic curricula on students who need another route into lifelong learning. We talked about the pressures on schools and the cost of student support services and the other things that parents now expect us to do that we don’t get any money for. We talked about schools as model communities and our responsibilities to demonstrate the actions and calm responses of a good citizen.

We also talked about old fashioned teachering. The way that schools build up good relationships with students and families so that everything is do-able and nothing ends up as a big fuss or a stand-off between the fearful and anxious on both sides. He’d seen 300 students walk quietly into the Dojo, half of them with their shoes in their hands and sit listening to a range of announcements followed by a poem. He’d seen us chatting to the chosen form group about the wanding and the sensible discussion we had.

If he’d been in earlier in the week he’d also have seen Sir and Sir so absorbed in the experience that they then set off purposefully through school in just their socks. A third Sir suggested to them that they’d need shoes at some point in the day. Especially as they were wearing four different socks between them.

Cogitating on the days, I’m brooding not so much on all of the above, but another conversation with a visitor. She was with us from A Notable Teacher Training Organisation and had some questions for me. She was bright, keen, open and honest, excited and apprehensive about what she’s taking on. Good for her. But the questions annoyed me and we had to laugh about that: it wasn’t her fault.

For a start, teacher training is teacher training. It’s a worthy and honourable undertaking: why does it have to be called ‘leadership development?’ Doesn’t that undervalue the older folks who’ve been at it for a bit, learned the craft skills and are now actually doing leadership development, rather than the most difficult initial learning of all, how to survive the classroom?

Another question was ‘What are the barriers to raising aspiration’ which almost begs the answer‘My own mediocre leadership and determination to do a bad job’. Yes, we can all do better, but aspiration is a social issue. Poor children, unhappy children, stressed and sad children, hungry children and those whose parents have to work zero-contract, gig-economy jobs to make ends meet and can’t spend any time supporting their school work may find that aspiration comes second to surviving. Poverty and a massive teacher shortage don’t help. Can I reiterate that: a massive teacher shortage? 

Combined with no youth workers and fewer police, what picture does that paint of the way we care for our young in this so-called advanced society? Why are serious, aspirant young professionals being sent out with loaded questions before their bewilderingly quick training? They need an understanding of detailed, thoughtful, long-term solutions, not blame-laden soundbites.
 
I’m a third generation teacher and I’ve been at it for a bit. I’ve seen things change and develop. None of us in the past set out to do a bad job. It’s not just the bright and shiny new intake who’ll want to change children’s lives, it’s all of us. And it has to be government too.  

That’s an old-fashioned teacherly view. It doesn’t mean we’re wrong.   
 
CR 6.6.18

A year 11 solicits my opinion on his burgundy fleece gloves, ridiculed as effeminate by his chums. I agreed this was unjust. Another inquires politely after my health and asks for advice on cough remedies. I’m available for comment on most things, but I generally try to specialise in two areas. For the record, those are knowledge and the curriculum, and ethical leadership. However, if you’d like my opinion on any other aspect of education, literature, life, politics, fashion or domestic poultry I’ll happily give it. I may not be well-informed, but I’m articulate.

I’d been asked for a piece on knowledge for an outfit of whom I was suspicious. I arranged to get up close to the commissioner one dark afternoon before agreeing. I went easy on him as he was so baby-faced he could have passed unnoticed among year 10 without the tweed jacket. He reassured me he was old enough to be out buying coffee for women so we agreed on the article and then he asked me about centralised detention.

My hearing isn’t great in a crowded room. What? I said: do you mean where an Assistant Head gathers all the sluggards who’ve been late for lessons into the canteen at the end of the day and annoys them? Like when a Deputy, steeped in treachery and low cunning, sits with egregious offenders until 16:30 on a Friday? Or a Head of Department gathers homework defaulters on a Tuesday?  Or a Head of Year gets irritants together on Thursday and badgers them for an hour? Yes. It was a bit like being asked how I feel about GCSEs, or assemblies, or lining up for a fire practice. As kindly as I could, I said: I don’t think it’s new. He said, everyone’s talking about it on the blogosphere. I made a cross-eyed face: is that a fact?    

Sure enough, a couple of weeks later the uber-school of the new rigidity advertised for a Director of Detention. Is that all they’re going to do? Someone described it as recruiting an official school bully, but that’s unfair. We all do detentions. Our own good Sheedy could be called Director of Detention, but its only part of his work on engagement and good behaviour. I’m amused by this oldest and unsubtlest of sanctions being gussied up by new schools who are very keen on saying what they DON’T do: they don’t mark books, they don’t do wall displays, they don’t let children talk, but they’re very keen on detention. Surprised they need it. Funny old world.

New schools in a deregulated landscape are on my mind. We’ve been talking to anyone who’ll listen about an aspect of the Progress 8 measure. P8 is a good measure in that it doesn’t present perverse incentives at the C/D borderline which skews schools’ approach to teaching. All grades count equally and the school is judged on its average deviation from the national norm, each year a different dataset. (Actually, all grades don’t count equally until next year, therefore favouring the grammar schools, but that’s a rant for another day). The problem is the disproportionate effect a non-achieving child has on the whole outcome. So, our final grade for 2016 is -0.05 against a national average of -0.03. That includes 8 young people (of a year group of 270) who, for a range of sad reasons, weren’t with us daily by the end of year 11. Without them, it would have been 0.1, quite a different outcome. But we weren’t without them.

So, this year there’ll be consequences of compassion again. We have young people not in school. Some did things that mean that they can’t be in the Tallis community, some are ill, others the victims of atrocious circumstance. All are being educated otherwise, but they remain on our roll until the end because we chose to find them a positive alternative to the oblivion-risk of a permanent exclusion in KS4, or keep trying. Local Authorities do the same.  However, the protocols that bind all schools together where we share the most challenging young people appropriately and fairly are stretched by the proliferation of schools sailing under different flags. Some partner with us closely, others are more distant. They can’t be compelled to take children who’ll endanger their results.
Harbingers of doom said that the academy programme would lead to the abandonment of the vulnerable. As always, the regulator steps in to prevent sharp practice, so the last school the child went to gets his results. We’re proud to be one of those schools, proud to be inclusive and give everyone another chance and we’ve a lot of colleagues whose expertise makes that possible.

The future is troubling. The planned funding formula endangers support services and therefore further endangers children to whom life has already dealt a duff hand. Who’ll care for the children who are harder to love? Who’ll go the extra mile for children who can’t offer much in return? I’ve an opinion on that too.
 
CR
9.2.17

​One of the poems at the annual creative writing evening at Tallis was I Have Forgotten. In it the poet lists the things from her life so far that she’d put in her rucksack perhaps in the hope of being surprised by it all when she found it again in later life. It reminded me of a boy a long way away and hopefully quite old now who, in his childhood, moved from carer to carer with his things in a carrier bag. Though he had a good long-term placement by the time we met, the damage was deep and he was hard to educate.
​
The evening under advisement is the product of a week at the Arvon Centre in Shropshire for our young people who are keen to write and willing to have it scrutinised and criticised by peers, teachers and a poet in residence. It’s a wonderful thing and we try to make it affordable for all who qualify, but each place works out a bit pricey and cake sales don’t quite bring home the bacon. We subsidise some through the School Fund, but that’s not exactly brimming with moolah in these straitened times. Anyway, the poetry was wonderful and the confidence of the young writers (and teachers who submit to the same discipline) impressive. What a memory.

​So I mused on school and memory as I trotted from place to place this week. A colleague asked : ‘what should we do about the EU vote?’ and I had to think. Not too much. Help the children to understand the enormity of what’s happened, and what the future might hold, but keep everything else normal so that there’s a backdrop for their interest and fears. London voted pretty solidly, so there’s no need to frighten them with the idea that all of a sudden people are less keen on diversity than they were a week ago. That being said, they should be able to look back and say ‘I remember when the vote happened.  We did such-and-such and Mr X explained what had happened. He was so right/wrong.’ That’s about as far as I get with a Brexit comment. The rest is silence.

So back to the memories. I was watching year 10 being summoned, corralled and sorted for exams. Girls cling to one another, boys thump each other companionably or mumble to themselves until they’re up against the piece of paper alone. We make them practice in year 10 in the hope that they remember it in year 11 and don’t waste time gazing about themselves. Everything’s easier in school if you have a fixed routine and the young people have something simultaneously to batter and shelter against. Then when they meet up in later life, or meet another former inmate, they can reminisce about how utterly wonderful and unreasonable school was and how it set them up for life.

HMCI’s been at it again: still people left to annoy but so little time. Children’s Social Care departments are useless: weak leadership and high caseloads.  Weak leadership is a shame, though with the constant carping it’s a blessed miracle there are any at all. High caseloads? It’s like complaining about big classes in schools and I’m lost for another way to explain it: if there isn’t a sensible high-profile training route to respected and reasonably paid jobs in local authorities with the money to support a decent staffing establishment then exactly how is the service to improve and the caseloads to reduce? Shall we just shout at people until they give up? Is that going well so far?

Which takes me back to the little chap and his carrier bag. His life was better because of a social worker who stayed long enough to see him into a better place. She was an unusual woman, determined and exacting. She kept structures tight and reliable enough so that he had a ghost of a chance at life. And it takes me on to a whole new annoyance about inequality and our current leaders who change their minds about how schools should run and what they’re for almost monthly so we don’t know how to safeguard our ethos and traditions. I assume that if you’re educated expensively and privately you go to schools with long histories and very clear routines. They’re exceptionally secure institutions, so if your life is a bit ropey you’ll be protected by them. If you’re not expected to live for most of the year with people who don’t want you,  perhaps the pain is lessened and the school experience gives you happyish memories where otherwise there might be nothing but sadness. Call it resilience if you like, but its really just luck and money.
 
CR
30.6.16

​2. Great teachers – everywhere they’re needed: teacher recruitment is becoming more difficult as the economy grows stronger (see what they did there?) but no mention of the confusion of deregulated routes into teaching. Teachers won’t qualify at the end of the NQT year, but be readied for assessment in their second year. Inspection reform giveth and taketh away in one sentence: OFSTED commit to not changing the handbook or schedule in-year, except when they do.

3. Great leaders running our schools and at the heart of the system: in an academised system where schools will be more locally accountable to academy trusts with whom parents have a direct relationship is followed by it is even more important that parents and governing boards should be able to challenge schools and hold them to account. Parent governors, however, are not necessary to achieve this.

4. A school-led system with every school an academy, empowered pupils, parents and communities and a clearly-defined role for local government: the biggest change for us is spreading excellent practice and ending the two-tier system where all schools will have to be academies by 2022 by which point local authorities will no longer maintain any schools. There it is.

5. Preventing underperformance and helping schools go from good to great: school-led improvement with scaffolding and support where it’s needed. Sounds OK.

6. High expectations and a world-leading curriculum for all: the EBacc is something the vast majority of pupils should study, the core academic curriculum for 90%.  The definition of mastery is helpful: designed to ensure that no pupil’s understanding is left to chance and each step of a lesson is deliberate, purposeful and precise.  

7. Fair, stretching accountability, ambitions for every child: accountability is still a little mealy-mouthed, but progress is the key. The scope of the statutory roles of Director of Children’s Services and Lead Member for Children will be reviewed. There is a description of the role of the Regional Schools Commissioners, appointed by central government.

8. The right resources in the right hands: investing every penny where it can do the most good. The Pupil Premium remains alongside a national funding formula for schools and on top of funding for disadvantaged schools and disadvantaged areas.  There’s a clearish explanation of the proposed system. LA funding methods stay as they are for two years, after that we will shift to a single national formula determining each school’s funding. 

Quick enough? Or this?

"We decided what to do and stripped away funding from any other structure.  We need the market to run the system so we can’t have democratic hindrances.  We don’t care enough about teaching to ensure regulated highly competitive entry to a well-paid profession. We’d like to tell you to teach what we got in our public schools, but Gove ended up an embarrassment so we backed off. We prefer tax cuts to investment, so we hope that you don’t realise that the same amount of money to educate loads more children is actually a reduction.  We’ll happily centralise everything that undermines local involvement, because we don’t trust the people to agree with us."

The good ship Royal College of Teachers seems to have run aground.  Their speaker also didn’t have much to say, so no news there either. Disappointing: I’d high hopes for it. Bennett the Behaviour Tsar recommended a fundamental text, Michael Marland's Craft of the Classroom (1975) so he's edging into my good books. Doubtless he’ll be relieved.

​We talked about curriculum and assessment change. When Balls steamrollered the impenetrable Diploma programme over us 10 years ago, it was fuelled by cash. Now that we're changing every grade every year for five years there's not a penny piece of publicity to help parents understand what's happening to their children. Why? Maybe the department don't understand it, or back it, or think democracy involves effort.
 
Her Majesty's Chief Inspector, on the other hand, was demob happy. He was semi-affable, alarming in itself. He warned schools against taking part in trash television or wasting money on charlatan consultants and mocksteds (huzzah!). He wouldn't be drawn on the Ebacc either, not even his own previous criticisms (boo!).
 
HMCI’s had quite the week. Wednesday was retro rant day: Heads are appeasers but should be Lone Warriors ‘fighting for righteousness’. Schools should be run by Teach Firsters full of vigour, not these lily-livered child-centred loons.  We need ‘bruisers and battleaxes’. (I refer you to AA Milne’s matchless Bad Sir Brian Botany) Thursday he was berating academy chains whose CEOs earn public money beyond the dreams of avarice.
 
He knows how to get into print. Unfortunately, the truth is out there. There aren't enough people to fill posts at any level, including headship. The pipeline of vigorous young leaders provides cannon fodder for academy chains to swap Heads every two or three years so nothing gets built up, only brought down. Teach Firsters quit in droves when the rhetoric of the meteoric rise crashes into the long game of quotidian relationships and real school leadership. While quality people might be attracted to a considered, responsible, vital and challenging public sector role, what kind of people aspire to be bruisers and battleaxes, exactly? And do we want them looking after the nation’s young? Why don't parents rise up as one against this stuff?  Then he started in on the private schools, so huzzah! again. Really, this is bad for my blood pressure. He is a bit right and very wrong, self-obsessed but fiercely independent. And yet, and yet – a Department yes-man to take over, or an elderly imported American?  It could actually be worse.
 
Not that schools will notice. We really won't know what day it is until 2018, when it might be safe to emerge from the stock cupboards into which we've locked ourselves and the children until the grading settles down.
 
Year 10 aren't bothered by this kind of stuff. They're being trained to sort themselves for exams.  We gather them in teaching groups, then they have to transform themselves into maths groups, then tutor groups. We did it in the dining room, using that comedy implement, the megaphone. Who's to say that its ear-splitting squawking was the Head of Year amusing herself at their expense?
 
We've got a theatre group and the Anne Frank exhibition. We had World Book Day, a brilliant transgender speaker and Severus Snape shouting ‘Hold My Wand’ to Tinkerbell as he broke up a skirmish. We had heats of the pi competition rewarded with pies. We're wrestling with the budget and the strangely short half term that the Archbishop's distraction-offer of sorting the date of Easter could really help. We're trying to balance every department's needs and probably failing.  We're still a bit cold and the new bins haven't arrived yet. Year 12 are on Science boot camp and we’ve the MultiMedia Show to look forward to soon!
 
So that’s me. I went out into the world but came back gratefully. We're working towards summer, and the light, and changing the world for the better.
 
CR

My session is on Ethical Leadership, wittily entitled The Real Teacher Standards.  I encourage these dedicated youngish folk to consider the principles that inform their every action. I pose them a few questions. 

​Do you know the Principles for Public Life? What matters to you? Can you recognise malpractice and irregularity? Has anyone tried to make you do something professionally you know to be wrong? On what grounds do you make decisions?
 
We look at the Aristotelean virtues of courage, temperance, greatness of soul, magnificence, friendliness, justice, wit, friendship, generosity, even temper and truthfulness. We think about what kind of role models we are to the young. We consider old Kant who said that our duty to make children's lives bearable is a consequence of the act of procreation. We reflect on justice and I tell them that equal opportunities lip-service just gets you meritocracy, a cabinet full of old Etonians and a list of top 20 universities with shameful numbers of undergraduates educated at state schools. 
 
We move on to the great American jurist Rawls and his Veil of Ignorance : if you knew nothing at all about this child, would this education you offer be right, be just? We consider the UN Convention on the Rights of the Child, and the failure of schools under murderous regimes to protect their young. I suggest (tediously, year after endless year) that we need a code of ethics, like the medical Royal Colleges. After that, good old English case law can do its stuff and build up our understanding and our practice. I make them think about how their teams and their future schools should run on ethical principles. About how to translate all of this into talking to actual teachers about their actual behaviour and practice and making children's lives better.
 
So aren't I Mrs Perfect with all this theory? Never an error, never a duff decision, philosophical purity perpetually oiling the Tallis wheels? One of the exercises in the sessions is to plan a meeting to set out the way a staff team should behave. I'm not talking about inspirational visionary speeches to launch a new role: any old fool can use fine words with people you don't know. I get them to think about what they'll say to people with whom they have some history, where emotion and embarrassment might blister fine words a bit. About trying to make the right decisions in circumstances of unavoidable ambiguity, about marrying fundamental principles and democratic demands, about the pitch and roll of school life. About doing the best you can.
 
Madam can be manipulative and witty, furious and foul, but this week she made a split-second decision that required getting over herself. She came up against someone else’s pain and put herself second. She had faith she'd find help because she trusted her teachers to be unyielding walls of security against which to batter herself in safety. In an optimistic moment, before she drives me barmy again I dream that one day she'll remember that kindness, integrity and learning go hand in hand, and that might help her into the future. It heartens me, when times are out of joint.
 
Unlike the Irritating Pronouncement From An Academy Chain Leader #400 this month. Say it in an outrageous Yorkshire accent: 'You can turn a school round in 7 weeks' [whatever that means]. No you can't. You can make self-satisfyingly macho decisions in 7 weeks, and change some stuff that's egregiously wrong. Building a community on right principles takes years, and it involves, maddeningly, keeping faith with Madam.
 
I finally read Harper Lee on the train last week and her magnificent musing on morality, principle and relationships. Bringing up Madam takes time. Don’t cut corners. Look to your ethics. Go set a watchman.
 
CR 8.2.16

I picked up two from a conference in March. You should read Steve Peters’ ‘The Chimp Paradox’ about human behaviour and self-control: it’s an engaging and interesting book from a witty and brilliant man. Or you could read Michael Barber’s ‘How To Run a Government So That Citizens Benefit and Taxpayers Don't Go Crazy’. I was at the conference with an old friend, a considerable thinker, who wouldn't even stay for the lunch in case he accidentally heard Barber speak. I thought he was so interesting that I bought the book. Call me dim, but I don’t think I'd twigged that it would be all about deliverance, and not in the theological sense.

Barber was Blair’s deliverer. He set and monitored targets so that public services could be improved in a principled, systematic way based on serious and sensible aims to improve everyone's lot. I'm entirely in favour of accountability, targets and planning. You'd imagine I'd enjoy the book.

Barber’s a brilliant man by his own admission, and I don't necessarily object to that. He often has exactly the right question to unblock a problem and the leadership to solve it. He recognises brilliance in others. His examples from world public service and history are diverting. He quotes Ontario and Adonis on making changes for the long run and seeing things through, on irreversibility, so that good change stays put and can't be unpicked. But I read his chapter on leadership with one eye while looking at another announcement about coasting schools with another (and poking myself in both in preference to either).

Deliverology (yes!) should build up our public services and reassure the taxpayer. However, I searched in vain for an analysis of Campbell's Law (the target is skewed by the pressure exerted on it). There was little on perverse incentives. Barber reflects on the success of the literacy strategy but doesn't consider the longer supply-side issue of de-professionalising teachers when they became regurgitators of processed materials. He doesn’t address and didn’t predict the current chaos over the mysterious number of teachers in training (we don't really know how many there are) and the huge issue with headteacher recruitment as football manager syndrome decimates our numbers.

Barber tells the bible story of Joseph to illustrate proper financial planning but the dichotomy between determining to achieve a thing and giving it time to happen remains. And don't tell me that children only have one chance at education. Do you think we don't know that? The Joseph story takes at least 14 years: it’s about violence, loss, reconciliation, faithfulness and joy in the beauty and gifts of a child. It might be about deliverance in the older sense and it’s just not that easy.

I stood in the drama studio on Friday morning and looked at 18-year-old Charlotte personally painted in gold leaf. She took my breath away.  The installation - for A level art, about purity and decay - is as good a piece as you'd see in the galleries of the world, as I told year 9 waiting to go in. Celia, giving out the information, is a writer of similar brilliance. Together they'll change the world. But it is their own determination and the depth of care their teachers have taken, over the years spent with these children and thousands of others that brought this wonderful moment. Deliverology stops you squandering public money, but it doesn't bring you a golden girl.

What am I reading? Barber and the Old Testament, Charlotte and Celia.

CR 20.5.15

Hippocrates goes on to swear fidelity to his master, his master’s children, his pupils and their claim on his skills and knowledge. He wants medical knowledge protected, which is wise (we wouldn‘t want anyone having a go at removing gallstones, or diagnosing chickenpox). He talks about healing the sick, the importance of diet, not causing hurt or damage, not poisoning anyone and behaving well.  He’ll leave surgery to the surgeons, make himself useful in any house, tell the truth, refrain ‘from acts of an amorous nature’ and keep secrets.

We could easily swear something similar.  We’d remember our own teachers, from the inspirational to the inept. We’d swear to keep up the tricks of our trade: how to teach trigonometry to the reluctant and science to children who we’d hardly trust with a spoon. We’d value how to learn and remember things, the importance of eating well, not teaching children lies, or hitting them, and trying to keep calm. We’ll leave surgery to the surgeons (I think that’s probably a universal principle), make ourselves useful in any classroom and yard, report accurately, refrain from any untoward behaviour and only keep the secrets that need to be kept.

The importance of the oath emerges slowly, like sixth formers loping to lunch. For all its antiquity, it is familiar to us. It forms the basis of what we expect from doctors. It makes us feel that they are people of honourable and righteous purpose, that we are safe in their hands. It echoes some current principles: safeguarding, accountability, healthy eating and the end of corporal punishment. It’s helped us form the modern world. 

So I try to poke fun but I’m not opposed to Hunt’s hope. In fact, I’d like to have a go at drafting it.  I think that there’s work to be done on explaining the purpose of education, schools and teachers to the taxpayer. I wrote last year about the principles that I think underlie public education, of powerful knowledge and exciting teaching, social justice and fair opportunities. In a post-Hippocratic world where we can’t swear to serve the families of our masters we need principles and ethics to liberate trust and effectiveness. Children need that too. They need to know that shoving each other in the corridor will attract the same opprobrium no matter who stops it, and that we will all do our best to teach them to become non-shovers. Even if we don’t know each other well, we can rely on each other’s motives.

Let me share something. We have codes for staff too at Tallis, beginning with the senior team. Part of our code is this school-ish version of the Nolan Principles for Public Life. So, we value 

• Selflessness – acting for the greater good, not for our own power or status
• Honesty – reflecting issues as they are and being honest with each other
• Openness – explaining our actions and responding to criticism, not just demanding compliance
• Integrity – doing what is right to build up a solid and reliable education system
• Objectivity – making decisions on merit, not because they make life easier
• Accountability – taking responsibility for our actions, as public servants
• Leadership – acting according to these principles and enabling others to do so too

We hope that we keep this promise to the children we serve, to the utmost of our power and judgment. As Hippocrates said,  

If I faithfully observe this oath, may I thrive and prosper in my fortune and profession, and live in the estimation of posterity; or on breach thereof, may the reverse be my fate. 

Quite so, and if we can’t do it then the children can’t trust us and they don’t prosper either. I think it’s an oath worth commissioning.

CR 23.10.14

And as the outside world turns, Mr Gove falls off. A remarkably long-lived post holder, did we lose him because he picked too many fights, or because 1 in 10 women work in education and there’s a women issue? Have we got Ms Morgan because she’s calmer or because she’s female? When will we next have a Secretary of State of any party who went to a state school? Where are the 93% in politics? Why are the 7% in charge even in Sanctuary Buildings? Is there no one who understands how we live, to direct what we become?

In the week when the Trojan Horse inquiry reports, perhaps we should muse on our sun-loungers on where the manipulation of schooling structures has brought us. Autonomy is not an educational good of itself and neither is freedom. What joins us together is worth more than what sets us apart.  We need the Nolan values of selflessness, honesty, objectivity, leadership, openness, integrity and accountability. We need the principles of public education to be publicly understood and agreed. 

However, it is week 39 and I won’t solve that this term. I’m a fan of the Cornish poet Charles Causley, a former primary school teacher. He wrote a wonderful poem about the end of a school day whose opening words fit the end of term too:

                  At 4 o’clock the building enters harbour
                  All day it seems that we have been at sea
                  Now having lurched through the last of the water
                  We lie stone-safe beside the jumping quay.   

The good ship Tallis has reached safe harbour for 2013-4 and now we’ll take a little shore leave. We’ll see what August brings and chart our next course from September. Wherever your dinghy takes you over the summer, I hope the weather is set fair for you and yours. 

CR 22.7.14