Professional Documents
Culture Documents
slippery
mud.
100 days as a
nursery school
head
This paper has been written with the support of the SureStart/DfES
Leadership and Management Bursary, managed by Pen Green Centre.
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CONTENTS
Bibliography page 32
Acknowledgements
Margy Whalley and Patrick Whitaker, who have re-thought and re-imagined
leadership and management in the early years.
Alison Ruddock, Ian Senior and Jeff Higgins at Islington Early Years – thank
you for your support, and your belief in comprehensive early years services
for children and families.
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PART ONE: THE LOCAL IMPACT OF A NATIONAL STRATEGY:
INTEGRATING SERVICES FOR YOUNG CHILDREN AND THEIR
FAMILIES
1. Introduction
I first put a proposal to the Department for Education and Skills for a
Leadership and Management Research Bursary to examine the development
of integrated services in December 2002. At that time, I was the Head of a
long-established Nursery Centre which was part of the Early Excellence Pilot
Programme.
I left that post because of my desire to work for a local authority which had a
greater understanding of integrated work in the early years. I was attracted
to Islington Council in London because of its long-standing commitment to
integrating education and childcare, both in its early years centres and in two
of its three nursery schools.
“the way services are delivered to ensure over time the Government
better meets the needs of children and their parents, particularly for
the most vulnerable, reflecting the early lessons of Sure Start. The
Government’s longer-term aim is to establish a children’s centre in
every one of the 20 per cent most disadvantaged wards. These centres
will bring together good quality childcare with early years education,
family support and health services. These centres will also act as service
hubs within the community for parents and providers of childcare
services for children of all ages.”
Strategy Unit, 2002: 4
3. Context
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Information in the following section is taken from the North Kings Cross Baseline
Survey (Sure Start Copenhagen, 2002), unless otherwise indicated.
Kate Greenaway Nursery School was built in 1959 in the middle of York Way
Court housing estate, a few minutes from Kings Cross station in central
London. The school is next door to York Way Community Centre.
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• Housing is overcrowded, with 6.8% of households living with more
than one person per room and 2.6% with more than 1.5 persons per
room
• 33% of people speak English as an additional language.
Islington England
White 75.4 90.9
of which White Irish 5.7 1.3
Mixed 4.1 1.3
Asian or Asian British 5.4 4.6
Indian 1.6 2.1
Pakistani 0.5 1.4
Bangladeshi 2.4 0.6
Other Asian 0.8 0.5
Black or Black British 11.9 2.1
Caribbean 4.9 1.1
African 6.0 1.0
Other Black 1.0 0.2
Chinese or Other Ethnic Group 3.3 0.9
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levels of vandalism and graffiti, and high levels of verbal abuse and
harassment.
In Islington as a whole, rates of crime are significantly higher than the English
average:
In Islington as a whole, property costs are very high and rising fast. The
majority of families living in the North Kings Cross Neighbourhood live in
flats. Very few will ever be able to afford a larger property. There is some
overcrowding, and there are few opportunities for safe outdoor play.
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Source: http://www.upmystreet.com/
For example, when Ofsted inspected the school in 1998 there were only three
children on roll who were eligible for free school meals and only one child
was on the school’s special needs register. These are exceptionally low figures
even by national standards, let alone Islington’s. However, because Ofsted’s
role in the inspection was to focus solely on educational outcomes, this passes
without comment in the report.
The nursery backs onto the local community centre. The hall of the centre is
designed to look out onto the nursery garden through large glazed doors.
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Pictures are the best way to tell the story of how the closeness of the nursery
school and the community centre is geographical – and nothing more.
Photo 1 The back of York Way Community Centre seen from Kate Greenaway Nursery
School
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Photo 2 This is what you see through the large glazed doors of York Way Community
Centre: the back of a shed, erected by Kate Greenaway Nursery School.
Photo 3 Local parents run a drop-in for children under three at the Community Centre.
The children, who are right next door to the nursery school, play on a dangerous,
unattractive, hard terraced area with large steps.
Because these developments have not, at the time of writing, been completed
it is only possible to speculate on the likely impact:
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Poor educational The nursery school was Findings from the EPPE
attainment. described by Ofsted as Project show that integrated
providing “an overall centres have better
sound standard of educational outcomes for
education for its pupils.” children than traditional
nursery schools, although the
difference is small.
Poor health. The nursery school The extended nursery school
provided an outdoor will provide outdoor play
play space which is large facilities for more local
by local standards which children, including toddlers.
enabled children aged 3- Working with Sure Start, the
4 to engage in outdoor, nursery will be able to
large-scale physical play. provide advice for parents on
Younger children only nutrition, giving up smoking,
had access to very and other health issues.
substandard drop-in Working with health visitors,
facilities. The school the nursery will provide
provided no services groups for new parents,
with local health visitors teenage parents, and other
or other health targeted groups.
professionals.
Crime No data available on the Some research indicates that
impact of nursery the long-term impact of
schools on local rates of integrated services for
crime. families with young children
it to reduce rates of crime
(Zoritch, Roberts and Oakley,
2000)
In short, the signs are that the national policy drive towards integration of
services are likely to have a significant number of positive outcomes. In the
past, Kate Greenaway Nursery School provided little benefit to the people
who lived in the two surrounding estates.
Kate Greenaway will remain a nursery school and will retain its core nursery
school budget. This gives it a very significant advantage over many other
NNI schemes. But even in this comparatively favourable context levels of
funding create significant problems.
The EPPE Project clearly shows that staff teams which consist of both teachers
and trained nursery nurses provide the best education for young children.
The business-model of NNI funding is geared towards a large proportion of
staff being unqualified. This has the following implications for Kate
Greenaway Nursery School – which, as stated before, has advantageous
funding because of its core nursery school budget:
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1. Nearly fifty percent of the staff to be taken on for the new posts will be
unqualified.
2. The number of qualified teachers on the staff team will drop from
three to two.
In other words, the structure of the NNI is not geared to the best educational
outcomes for young children. Kate Greenaway – like most NNIs – is located
in an area where educational outcomes are, in general, poor.
Looking at the wider employment issues for the local community, the
number of adults in low-skilled/low-paid jobs has a significant impact on
overall low standards of living. But the staff structure at Kate Greenaway,
which follows the limits of NNI funding, will simply create more low-paid,
unqualified jobs for local people. The school is seeking to ameliorate this
problem by creating training posts rather than static unqualified posts, so that
local people can gain the qualifications to move onto better paid jobs in the
future. But we are constrained by lack of available funding to pay for the
support and supervision these posts in training will require.
This leads to the wider point, that providing affordable childcare may reduce
unemployment but still have a very limited impact on families living in
poverty. Recent research undertaken in Hackney (London School of Hygiene
and Tropical Medicine, 2003) has recently shown how the development of
Mapledene Early Excellence Centre in Hackney has provided more childcare
places for local parents, and enabled many of them to take up jobs. In
comparison, the parents down the road who only had the option of a short
day for their children in a nursery class were more likely to be unemployed.
But in virtually all cases, although the parents moved off benefits and into
work, the family was actually no better off as a result. As one of the mothers
commented, “I wanted to go back into work. It would have been 27 hours
and I would have £107.10, but I would have got £100 taken off my Family
Credit. I still would have had to pay £50 for rent and £15 council tax. Then
there's childcare, which is £45, and then I would be left with nothing. Even if
you work full time you're still going to be short of some money.” (London
School of Hygiene and Tropical Medicine, 2003)
Local parents have also expressed concerns to staff in the local Sure Start
programme that the NNI places at Kate Greenaway will not enable them to
seek employment or prepare for employment, as they are geared to families
where parents are already in work.
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the scheme, the first two years will be adequately funded. But by years four
and five, it is necessary to make assumptions which are possible, but frankly
optimistic: that occupancy will be 100%, that there will be no bad debts, for
example. Kate Greenaway is comparatively advantaged: as a local authority
maintained nursery school, it is less likely than many other settings to go
bankrupt and close. Yet in truth, there is no obvious contingency should there
be a significant gap in revenue compared to projections.
Finally, the NNI scheme has provided the school with sufficient capital
funding for the new build, but not enough for anything more than the
“making good” of the outdoor play space. If Kate Greenaway is to develop a
playspace which is designed to be appropriate for the whole age range, from
birth to five, we will need to draw down significant funding in addition to the
NNI capital. Although some progress has been made towards receiving this
funding, we are not close to receiving the amounts we need. In the case of the
closest local setting to benefit from NNI funding, the children only have a
small roof-terrace for outdoor play. This is a neighbourhood where most
children live in flats, where some flats are overcrowded, and where public
playspaces for children under five are poor.
The daycare standards do not require settings to have any outdoor playspace;
the NNI scheme does not require this either. This is a significant omission. It
seems strange that the government, the media and others are baffled by
rising early childhood obesity, on the one hand; but the government is
unwilling to insist that children in daycare settings have space to play
outdoors as a basic entitlement. Settings will “normally” have outdoor space,
but they are allowed not to so long as the children are “safely escorted to
local parks,
playgrounds or the equivalent on a regular basis” (Sure Start: [no date], 15).
Perhaps it is coincidence, but the nearest NNI to Kate Greenaway only has a
roof terrace; the private day nursery two minutes up the road from where I
live has no outdoor space at all. So in London, it seems not to be abnormal to
have no, or only the most limited outdoor space for children to play in.
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Photo 2 It has not proved possible to take a picture of children in the play area on the
estate. There is almost nothing for children to play with.
Photo 3 The shape of the outdoor space at Kate Greenaway makes it difficult to keep
children in view. Changes in level make it unsuitable for toddlers and inaccessible for
children with physical disabilities
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nursery school. It met virtually none of the needs of its local community.
There is practically no case to be made for a traditional, stand-alone nursery
school in North Kings Cross.
Potentially, the outcomes of the new nursery offering integrated services are
much better for local people. But it is important not to gloss over the
problems that remain.
• The type of employment which local parents may take up, might not
make much of a contribution to the living standards of their families.
• NNI funding does not provide for the quality of staff team which the
EPPE Project found most effective.
• NNI funding does not provide for a quality outdoor play
environment.
It might be argued that something is better than nothing; but this is not
necessarily the case. Bain and Barnett’s in-depth research in the 1980s found
that low-quality childcare has a negative effect on children. The children who
attended the day nursery achieved considerably less well at school, than those
who did not (Bain, A and Barnett, L, 1986).
There is the possibility of spending a large sum of capital money, and several
years of revenue funding, to create a childcare setting of questionable quality,
so that parents can access low-paid, low-skilled employment.
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PART TWO: 100 DAYS IN
1. Introduction
The story of extending the scope of Kate Greenaway Nursery School is partly
about the workings of the local context, national strategies and other
mechanisms noted above. These have a highly significant bearing on the
likelihood of the project being successful.
Secondly, the change process in an early years setting often starts off at an
unpromising place. The promise lies in the future – the new funding, the new
building, the new staff, children and families to come. But often the starting
point is difficult. Two typical examples which I know personally, are:
In the case of Kate Greenaway, the school has recently had a most turbulent
history. There have been five headteachers/acting headteachers in as many
years. There had been significant staff turnover and staff sickness. At one
point in recent history, both the quality of the education and care on offer to
children and the maintenance of the building had become seriously
unsatisfactory.
So the school faced the immediate issue of the need for rapid improvement,
as well as the longer term implications of changing from a traditional nursery
school into providing integrated education and care for children from birth to
five.
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During these first 100 days, I have kept a journal of significant events. I have
selected a small number of these for consideration, because they seem to me
to have wider interest and relevance, and to stand for certain larger themes in
the nursery school itself.
Freshly painted, the school looks bright and there is extensive display of
children’s artwork on the walls. I am reminded of the infant schools from my
early teaching practices. There are rows of paintings on the hall wall, copies of
Monet’s painting Bassin aux nymphéas. In fact, having arrived early, whilst I
am waiting for the interim headteacher to finish a conversation on the phone
I start to feel very much like I did when I visited a school before my final
teaching practice…
We talk together about how the nursery has developed, and the problems
which remain - I start to feel overwhelmed by the number of recent
difficulties.
The nursery class has so much stuff in it – it must be overwhelming for the
children – there are so many boxes, trays, shelves, every surface space is
crowded. There is a set of maple bricks but there isn’t a big enough space to
play with them. What space there is, has been filled with a plastic map of a
roadway and some small plastic cars…
Some of my notes on the tube home at the end of the day are:
• Felt very lost today, everyone looking at me, wondering what I was
thinking.
• Confident I can improve this – will be important that staff understand
and are part of developing – must make sure that there is a solid core
of understanding about children, families, play, inclusion of children
with special needs
• Will need to change everything – the new building, the new remit of
working with children 0-5 – it isn’t like building something new onto
good, established practice.
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3. Meeting with other key partners
Using the funding from the DfES/Sure Start bursary, I was able to meet with
staff from the early years department, the head of a local early years centre,
two local primary school heads and local people involved in the community
centre.
I was able to use the network of practitioners involved in the bursary to talk
about my very first experiences. I received a substantial amount of advice
about the building programme, which was extremely helpful but which falls
outside the remit of this paper. Some of the other advice I received was to:
• Focus immediately with the staff team on plans for the future – taking
account of the information already gathered about the local
neighbourhood and context. Establish myself as a new headteacher
with vision.
• Focus on key values – approaches to working with children and
families.
• Build on the perceived strengths of the nursery.
“The race is run something like this. The environment is the first priority
for changes…all the paraphernalia reflecting your predecessor’s siege
mentality – all those are ruthlessly spirited away in black
bags…curriculum guidelines are drawn up…willing and unwilling staff are
despatched to observe good practice …the illusion is that at some point
you will reach a finishing line and triumph.”
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(Anning, 1983)
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5. Involving staff in the change process
One of my first aims as a new headteacher, was to give staff time and space to
discuss the process of change. I wanted to be part of the process of
considering where the school was positioned, in September 2003, and
imagining what change might look like.
I prepared three days of training and development for the staff team,
focussing on these two themes. I also distributed a short paper on my vision
for the future of Kate Greenaway Nursery School.
The response I received was puzzling. Staff expressed unanimous support for
the proposed changes at Kate Greenaway. Perhaps, having experienced
many years where the very continuation of the school was uncertain, this is
not unexpected. Nevertheless, there was a strong dose of realism in
discussion about what the change process would involve. The notes of this
discussion have been edited for this paper, in order to remove the more
directly personal comments made and to focus solely on the issue of change
at work.
• I need to prepare for a change – I don’t deal well with it if it’s sprung on me. I
don’t like the unknown – I need the change NOW.
• I like to imagine the worst – what terrible things could happen – then it’s a
relief to see how things turn out
• I look on the bright side – I like change but I need pushing into change. I like
to learn new things – I’m excited. I like a new start.
• Some words – excited happy frightened worried overwhelmed sad
• Change has stressed me
• Joyous and terrifying. Exciting but anxiety-provoking. Happy … but
wondered am I doing the right thing?
• Relief of going from a bad to a good situation. Stress. Fear. Coping/adjusting.
Longing for what’s gone before even though I liked the new situation. “What
have I done?”
• Thinking about it is more frightening than the reality.
• I’m a creature of habit – I like routines – I don’t mind change that creeps up on
me – change here will be gradual – your old job changing feels safer than
getting a new job.
It seemed to me that the staff team had a realistic, grounded and mainly
positive outlook on change at this stage. For example, there was no-one on
the team publicly voicing the idea that everything should just be left alone,
and change will only spoil a good school. Nor was there any comment to
indicate that the direction of the changes – to having a wider range of
children, and to providing childcare with education – is wrong. Whilst I have
often encountered staff in nursery classes and schools expressing the feeling
that the extended day is too long a time, or that children should mainly be at
home with their parents, this was not a view put forward by the staff team at
Kate Greenaway Nursery School.
In the area of nursery practice, the staff team found what I was proposing
even less controversial. I had wanted to emphasize the importance of high-
quality first-hand experiences, and of play. We spent time reading the section
on play from Tina Bruce’s Learning Through Play; Babies, Toddlers and the
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Foundation Stage (Bruce, 2001). We spent some time watching and discussing
sections from the BBC’s Tuning into Children video. Current practice at Kate
Greenaway was discussed after consideration of the practice on the video.
The staff team was somewhat bored by this. There was a strong sense that
this was exactly what the nursery staff were already doing and were already
familiar with. I was teaching grandmothers to suck eggs.
At the end of my first two weeks at Kate Greenaway, I made the following
notes to help me prepare for writing the School Improvement Plan:
Play The school states its commitment to play. Virtually all the play
going on is child-initiated and not supported by adult – e.g.
areas like the home corner are poorly resourced and
organised – so it is more a “laissez-faire” set up where
children have a lot of freedom, than a play curriculum.
Children’s Lots of negative strategies used where this is found to be
personal, challenging e.g. shouting, excluding children from activities,
social, labelling children. Other times staff seem to feel helpless and
emotional seem to be desperately asking children to behave
development appropriately. The youngest children often look lost in the
size of the nursery classroom. The key person system is
mainly administrative rather than creating close attachments
e.g. an upset child will rarely want – or be supported by –
her/his key person; key person rarely looks out for arrival of
key child at start of session.
Lunch time horrible, noisy, table far too large, difficult to get
lunch set up in the nursery room and then tidied up in time
for afternoon session, food shipped in and not very nice…
Only one soap dispenser for all the 50 children in the
bathroom and no paper towel dispenser – they all use a
couple of towels left over the partition of one of the toilet
cubicles. Feels uncaring.
Planning Planning does not link to Curriculum Guidance. For lots of
and children – masses and masses of little observations, but hardly
assessment anything about their learning – some children go 6 months
and nothing noted down about maths, or reading.
Building The building is running late – there’s no way it will start in
November – the projections are now over budget and savings
are being proposed which will make the whole programme
unsuitable (e.g. no covered area in front of the new under 2s
area). The garden – there is no money in the programme for
this and its literally eroding away in front of us now, with the
very hot summer followed by a period of rain causing the
grass areas to become bogs.
For me, the most serious problem was addressing the gap between how the
nursery school saw itself – according to previous staff self-evaluations – and
how it appeared to me, how I imagined it was experienced by children and
their parents. I thought that the only way to do this, would be to involve the
staff team in a reflective process of development. One of the most urgent
needs in the school was to improve planning and assessment – not least
because of the likelihood of an Ofsted inspection coming soon.
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I decided that the process of how this work would be done, would be very
important; as a staff team, we discussed the process of changing the planning
and assessment system and agreed to use a short cycle of action research to:
• Visit other local schools and setting to find out about the systems they
used, and to discuss their effectiveness
In particular, I wanted us as a staff team to feel that we all “owned” the new
procedures. Everyone needed to understand what we were doing, and why.
Meanwhile, the staff team also spent a significant amount of time sorting
through resources and disposing of a huge amount of surplus material. The
nursery class was piled high with boxes and loose bits of equipment
everywhere. There were two stock cupboards, both full. There was a large,
garage-style shed outdoors, together with an additional structure built on the
back, and a large playhouse now filled with equipment, and a garden shed.
All of them were piled high with equipment. Sometimes, we would come
across unopened boxes lying underneath miscellaneous bits of material, half-
complete construction sets and broken chairs.
Photo 4 there was a huge amount of equipment to sort out and some needed to be
disposed of.
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Photo 5 Resource areas for the children were often dirty, dingy and uninviting.
In January 2004, the school’s link inspector reviewed a nursery session with
me, and commented that the quality of the children’s experience was
unsatisfactory, and changes were having little or no actual effect in this
significant area.
Meanwhile, the other developments were not going smoothly. The start date
for the building slipped from November, to December, to January, to the end
of February. The meetings about the building work ceased to focus on
optimistic hopes and desires for the new building. Instead, there were
remorseless rounds of cost-cutting as every tender came in significantly over
budget.
A consultant came to look at the outdoors, just at the point that the whole
budget for outdoor works was deleted. We had a rather mournful tour
around on a grim, grey drizzly day. The implication, that it was the worst
outdoor area she had ever seen, was not lost on me.
Staff morale plunged. I think it was best summed up by the member of staff
who, in a mix of despair, rage and exasperation, looked directly at me in a
meeting and said, “you must know what you want, none of us do. It’s like
everything we do is wrong.” I felt that I had really let down the staff team,
because they seemed so lost and uncertain as a result of my interventions.
Distractions
Brown (2002: 13) comments that the headteacher in her study was dealing
with a school which had “few effective management systems in place.
Therefore the new headteacher needed to spend time establishing the
systems and structures that would scaffold the work of the school. The task
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was essential but time consuming and a distraction from other key concerns,
such as monitoring teaching in the classroom.”
Personnel
There were significant, and often long-standing, issues affecting the quality of
the work achieved by staff in the school. Some staff had received little or no
training. Others were unclear about their roles. There was no agreement
about who was accountable for different areas of work, or who staff could go
to if they needed help. Meetings started late. They were not minuted. People
were sometimes aggressive and rude to each other. There were no formal
support or performance management systems in place.
Organisation
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Despite attempts to cut back and to organise resources, week by week the
nursery seemed to get more chaotic. Areas in the nursery class almost always
looked dismal and uninviting, and any available surface quickly got piled high
with paintings, odds and ends picked up off the floor, coffee cups and
handouts from staff meetings. A member of staff, picking up on my
frustration, told me simply that everyone who had come in as head had tried
to get the nursery tidier and more organised at first, but had given up in the
end because it was an impossible task.
Photo 6 Every surface seemed to get piled high with equipment and other odds and ends.
The staff room (right) was a particular problem.
Naivety is, perhaps, rather close to vanity; it is a kind of vanity to assume that
change will happen through inspiration and excitation. It is perhaps a vanity
of our times, to believe that a new head can come in and turn an institution
around quickly, or that new names and “fresh starts” can obliterate the
troubles and histories of schools in difficulties.
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The following is a sample of incidents which have occurred since I started at
Kate Greenaway. In writing up these incidents now, which I recorded in my
journal, I have taken out some details and made some changes so that
individuals cannot be identified. It is important to emphasize that most
parents find that the nursery provides good care for their children; and that
the staff, as individuals and as a collective, are committed to children’s
wellbeing and spends considerable time discussing and trying to find
solutions to the difficult issues which are inevitably faced working in the
Kings Cross neighbourhood.
2. A child was picked up at the end of nursery from his key group with a
visible injury. The key person had not noticed this. When the parent
came in later to discuss the incident, she also stated that her son had
bruises all down his legs where he was being kicked, repeatedly, by
another child.
My intervention made the problems get worse. Staff were demoralised when
I told them that I thought the quality of care needed urgent improvement –
they had always seen the nursery as caring. In a previous self-evaluation
exercise they had described the quality of care as “good to excellent”. Some
staff became confused that the need to be caring of the children, meant that
they should not uphold boundaries when managing difficult behaviour.
Difficult events, when discussed, were always seen as the child’s fault, or the
result of the child’s “problem”, and as a staff team we did not find ourselves
able to reflect on how the environment or organisation might need
modifying.
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I had wanted to organise for small groups at the end of each session; this
meant that the team found it more difficult to get the room tidied up
(previously the children had been in one big group of 50 and some staff had
been released to tidy up). The nursery got messier.
The combination of difficult and aggressive behaviour from the children, low
morale and confusion amongst the staff team, and a messy and unattractive
environment, contributed to an overall sense that the nursery was not getting
any better; that it is getting worse.
“The complexity of the leadership role and the task with which Angela
was immediately confronted risked driving her to focus so much on the
immediate, and in particular the school environment, that she was
disabled from looking at the big picture and asking herself, “What’s this
got to do with improving the children’s learning and achievements?””
(Brown, 2002: 19)
There is a considerable gap between this kind of statement, and the types of
leadership and management that have traditionally been effective in early
years settings (Whalley, 1999a). Early years leaders have always known that
young children thrive when there is a satisfying balance in their lives of
sensitive and respectful care, with cognitive challenge. The narrowness of
Ofsted’s focus, the actual word and then the concept of relentlessness; these
do not seem helpful to me. Relentlessness is what parents and other adults
need to protect their children from.
Set against this, there is the vital importance of having a network of capable
and confident early years practitioners, colleagues and friends. In England,
the early years sector is still small enough to be friendly; and the occasional
email, telephone chat and discussion has often been enormously sustaining.
In this respect, the staff team’s decision to work with a “pedagogue”
(Whalley, 1999b:7), is likely to be highly significant. This working relationship
has not yet begun, but the important planned features are:
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will have a fresh and sharp focus which is not encumbered by
management responsibilities etc.
2. The role will require rigour, focussing directly on the quality of the
nursery, and drawing on a wide experience of successful practice in
England, and internationally; but the pedagogue will also be a friend
to the nursery, a supporter, encourager and helper.
The school is also engaging an external consultant to work with staff on the
issues of children’s emotional needs in a nursery setting, on working with
parents, and on team development and managing change.
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10. Conclusions
The model of the NNI – with insufficient funding to employ teachers or even
an all-qualified workforce – will not give children the best outcomes. This is
demonstrated in the EPPE research, At Kate Greenaway, the funding
problem is considerably ameliorated by the core nursery school budget, and
the additional support of the local authority. All the same, major quality
issues remain: the loss of one teacher, and the lack of money to develop a
safe, stimulating and suitable outdoor space for the whole age range.
All the same, despite the circumstances and contexts being very different,
there are interesting parallels between the issues which I have faced, and
those faced by “Angela” in Patricia Brown’s 1992 study of the first hundred
days of a headship in a primary school.
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the focus; when the building programme is going all wrong, and urgent
meetings are called to cut back the works, my ability to focus on the children
was impaired. These are the “distractions” that Brown refers to, preventing
the head in her study from focussing on what was happening in the
classrooms day by day, “leading the development of the teaching and
learning”.
They are not quite welcome distractions; not exactly sirens; but something
less difficult and more solid to focus on, than the messy, difficult and
emotionally charged process of changing how people work.
Page 29 of 46
Bibliography
Anning, A (1983) The three year itch Times Educational Supplement, 24.6.1983
Bain, A and Barnett, L (1986) The design of a day care system in a nursery setting
for children under 5 London: Tavistock Institute of Human Relations
Brown, P (2002) The first 100 days: An enquiry into the first 100 days of
headship in a failing school, National College for School Leadership
www.ncsl.org.uk/researchassociates
Bruce, T (1997) Early Childhood Education (2nd Edition) London: Hodder and
Stoughton
Bruce, T (2001) Learning Through Play; Babies, Toddlers and the Foundation Stage
London: Hodder and Stoughton
Bruce, T (1997) Tuning into children (book accompanying video pack) London: BBC
Educational Developments
Ofsted (2003) Inspecting schools Framework for inspecting schools HMI 1525
London: Ofsted
Sure Start (no date) Full day care: national standards for under 8s daycare and
childminding www.surestart.gov.uk/_doc/0-ACA52E.PDF
Page 30 of 46
Whalley, M (1992) A question of choice Unpublished MA thesis, University of
Leicester
Whalley, M and the Pen Green Centre Team (2001) Involving parents in their
children’s learning London: Paul Chapman Publishing
Whitaker, P (1997) Primary Schools and the Future Buckingham: Open University
Press
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Appendix 1: Staff training and development at Kate Greenaway Nursery
School
Day one
Individual thinking.
Discussion in pairs.
Whole group work using a force/field diagram.
2-2.30pm Tea break
2.30-3.15pm Experiences of change.
Individual thinking.
Adding work to the force/field diagram.
3.15-3.30pm Plenary, ending
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Example of a force/field diagram
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Day two
Discussion:
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Day three
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Appendix 2: Imagining the future at Kate Greenaway Nursery School
Introduction
The vision, aims and future direction of Kate Nursery School must be
developed by, and belong to:
However, it is also important for the staff team to know where I stand at the
moment as the new headteacher.
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• A place to access family support and help, or a referral onto the place
where help is available.
• A complete learning environment. At the heart of this is the learning of
the child. Staff must be learning all the time, too. And many carers and
parents want opportunities to learn – about their children, or to
undertake courses and take part in groups.
• A place for community development – local people having a real say in
the running of the centre. Community development which supports
people in making choices, in their personal development, in learning
and gaining qualifications, and in overcoming discrimination and
disadvantage.
The underlying principle is that the needs and rights of the child must always
be fundamental. Three and four year olds will not have their time again. So
although Kate Greenaway has nearly a year to work on its management
systems, communication, staff training and development etc the need to focus
on quality provision for the children is immediate and intense.
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The best organisations believe that everyone has the ability to learn and
develop. Everyone has potential.
Children will learn best when they are in contact with adults who are excited
by their learning, and excited by their own learning.
Courses, groups and other opportunities for learning and development help
parents and carers to develop their confidence, develop their knowledge and
skills, and will help them return to work or study if they wish to.
Kate Greenaway Nursery School should offer all staff the opportunity to learn,
grow and develop.
Immediate aims
• Analyse the needs and desires of the local community for education
and training.
• Parent volunteer sessions link into crèche worker training accredited
through Open College Network or City and Guilds
• Multi-agency inductions for staff with Health Visitors, Sure Start
workers, social workers etc.
• Develop a parent support network for parents to give advice to each
other, run groups on managing behaviour, sleep, eating etc. Accredit
the training sessions for volunteers. Investigate offering Open
University’s Confident Parents Confident Children course.
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• Investigate KGNS offering NVQ assessment for early childhood
educators.
• Parent involvement in children’s learning – work accredited through
Open College Network/C & G
• Investigate offering a range of adult education/training opportunities
including Family Learning (link to Step into Learning, Basic Skills
Agency) through to other qualifications including GCSEs etc (link to
Adult Education Providers in Islington)
• Offer Orientation Groups and other groups for parents and carers
seeking return to work (link to Reed UK and Job Centre Plus)
• Investigate access to BA in Early Childhood Education and Care
(London Met University) for practitioners at KGNS with some modules
possibly taught on-site or with supported distance learning
Acknowledgement: this paper owes much to the work of Margy Whalley, Patrick Whitaker and
the staff team at Pen Green Centre for the Under Fives and their Families. See
www.pengreen.org or read Learning to be strong and Involving parents in their children’s
learning.
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Appendix 3: First
thoughts about managing
a year of change at Kate
Greenaway
The staff team: 1.9.03
Enabling factors: these strengths have been identified by the staff team as
factors which will:
• support change
• enable it to happen
• create a core of values and practices to build the new centre around
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Restraining factors: these are difficult issues which will make it harder for
KGNS to manage change
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These are first thoughts about the changes ahead.
The Force/Field analysis (Kurt Lewin) – holds that in order for change to be
successful:
• I need to prepare for a change – I don’t deal well with it if it’s sprung on
me. I don’t like the unknown – I need the change NOW.
• I like to imagine the worst – what terrible things could happen – then
it’s a relief to see how things turn out
• I look on the bright side – I like change but I need pushing into change.
I like to learn new things – I’m excited. I like a new start.
• Some words – excited happy frightened worried overwhelmed sad
• Change has stressed me
• Joyous and terrifying. Exciting but anxiety-provoking. Happy … but
wondered am I doing the right thing?
• Relief of going from a bad to a good situation. Stress. Fear.
Coping/adjusting. Longing for what’s gone before even though I liked
the new situation. “What have I done?”
• Thinking about it is more frightening than the reality.
• I’m a creature of habit – I like routines – I don’t mind change that
creeps up on me – change here will be gradual – your old job changing
feels safer than getting a new job.
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Appendix 4 – extracts from
Preparing for the future at Kate
Greenaway Nursery School
Training, development, support and supervision, January-
July 2004.
• Immediately, there will be the disruption of the building work and the
arrival of the two Sure Start groups (New Parent group and Teenage
Parent group).
• The consultation period on the new staffing structure will begin in
January.
• Closer working with parents and carers.
• Changing our opening hours.
• Training and development for work with children from birth to three.
• Working with our new pedagogue, Tina Bruce.
• Advertising for new staff.
• Preparing and furnishing the new building.
• Getting ready for the new start in September.
At the same time, the ongoing issues remain for the nursery school and
for the staff team:
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Getting it together as a team
At its most basic, we might say that how well professional teams can “get it
together” for children is closely dependent on how well they can “get
themselves together”.
By this we mean the ability of teams to work well together, agreeing their main
tasks, sharing responsibility, valuing the different strengths of team members
and having the collective ability and preparedness honestly to review their
work together.
Peter Elfer: from notes of the Tavistock Centre Action Research Project on
Training Materials for Practitioners
• The training and development programme for the whole staff team
(staff meeting time including Thursday mornings)
Planning
Observation
Assessment
Organisation of learning resources
Working with children who have English as an additional
language
Promoting children’s personal, social and emotional
wellbeing
Managing difficult behaviour
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• The involvement of Tina Bruce as our pedagogue, focussing on:
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Staffing links/support
The nursery school has to change and develop very quickly. This requires:
[In the full document there is a grid summarising staff roles, and support
systems including regular 1:1 time with the headteacher]
The nursery will have a regular group for all staff working directly with children
and parents. The intention is that this group will provide a forum for discussion
about:
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