Grinling Gibbons Primary School

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Grinling Gibbons Primary School

• Transforming the School Workforce Pathfinder
  Project School
• LEWISHAM EDUCATION
• Cynthia Eubank - Headteacher
• 19 June 2003

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Owning Our Tomorrows..

• The Transforming the School Workforce
  Pathfinder Change Process release the capacity of
  school communities to create a self-directed and
  supported change process to secure high standards
  and sustainable growth
• .Freeing Teachers to Teach
• 
  London Leadership centre

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THE CHANGE PROCESS
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ESTABLISHING A CHANGE MANAGEMENT TEAM
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• New member of staff
• Perspective of office administration
• Representing ICT
• Phase group leader
• Teaching assistant perspective
• Teacher administrative support perspective
• Representation for other support staff
  perspective

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• Class teacher
• SAO
• Teaching assistant
• Teacher admin assistant/meal supervisor
• Key Stage co-ordinator
• ICT subject leader/class teacher
• Deputy head
• Head

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MEETINGS
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• The Change Plan
• The development of ICT with the school
• The role of support staff
• Capital project
• Changes to the school day
• Re-organisation of subject leaders
• Curriculum focus
• Changes to the structure of the governing body

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It gives me my life back teacher Its good
to get up early. It prepares you for secondary
school Year 6 pupil Icilda has revolutionised
my life Year 2 teacher It is an excellent
place to work and has a lovely atmosphere
Teaching Assistant
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I didnt think a laptop would help and now I
realise it has really improved my professional
life Teacher You can think about how to
teach and the style youre using Teacher
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What would we do differently on
reflection
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• Do not go for the quick fix but focus on
  continuing
• improvement
• Be prepared to spend time communicating about
  philosophy
• and approach of pathfinder
• Be prepared to facilitate continuing
  communication between
• team members and rest of staff
• Take time to support the staff who feel
  threatened
• Use the innovators to reassure others through
  development
• activity
• Make sure the change team are not exclusive and
  separate
• and reinforce the links across the whole team
  to counter
• this possible threat
• Reassure staff that the change is not motivated
  by hidden
• and undeclared agenda

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Have we achieved the remodelling? What
innovations will be maintained?
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The future is not some place we are going to, but
one we are creating. The paths are not found,
but made, and the activity of making them,
changes both the maker and the destination.