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Teach First- Asia Pacific Cities Summit session
- 1. Teach First, the beginning Presentation by Brett Widgortz to Dialogue Cafe session: Asia Pacific Cities Summit 06 July 2011
- 3. In the UK, household income is the most significant factor determining pupil achievement. Teach First is changing this.
- 4. What is the problem? Source: DCSF *Students are eligible for Free School Meals if their parents claim certain benefits or have an annual income of less than £16,040 . FSM is only a proxy for low-income as the data for only includes students who claim their entitlement. Just 16% of youngsters who are eligible for free school meals progress to university, in comparison to 96% of young people educated in independent schools (Source: The Sutton Trust – Mobility Manifesto March 2010) 5 A* - C grades (including English and Maths) by Free School Meal* (FSM) status in England 2005 - 2008
- 8. Teach First 2012 Strategy Teach First is a continuously improving, professional, efficient, stable and sustainable organisation Teach First achieves sustainable growth in its intake and leadership development programme while improving consistency and quality. Teach First is a highly effective leadership development programme which enables its teachers to maximize their impact on their pupils’ educational achievement, access and aspiration Teach First Ambassadors are mobilised, equipped and inspired to address the Teach First mission as leaders in all fields Our visions (aka ‘the what’) Our mission (aka ‘the why’) To address educational disadvantage by transforming exceptional graduates into effective, inspirational teachers and leaders in all fields Our goals (aka ‘the targets’) Our values (aka ‘the how’) Collaboration Commitment Leadership Integrity Excellence
- 9. Vision 1: A strong growth trajectory No. participants starting in school In September of that year (target for 2011-2015) In 2010/11, 552 teachers placed in London, North West, West Midlands, East Midlands and Yorkshire In 2011/12, Teach First is providing 1 in 10 new teachers in schools in challenging circumstances * * Rough estimate
Editor's Notes
- RL
- Brett’s slide Key messages Why values are important and how they fit into TF There are a number of strategic components to any organisation – this diagram will show you how they all fit together and why having a set of meaningful values is important for us. We have a defined mission – e.g. why we TF exist as an organisation – its our reason for being. This feeds into our visions – we have 5 defined which make it clear what we want TF to become and achieve. It's what we constantly strive to attain and accomplish. So our mission and vision explain the why and the what of Teach First but in order for us to achieve all of that we need to think about the how .e.g. specifically how we within TF behave that can contribute positively to the way things are done here at TF and enable us to be successful in achieving our mission and values e.g. make our participants want to join us, make our ambassadors want to stay working with us, make our trustees and donors trust and support ….in fact enhance all our relationships and makes TF a great place for us all to work. The how is defined by a set of meaningful values. Values make it clear what an organisation stands for and give us information about how an organisation and its people behave. A set of values frame an organisation and should influence everything that it does. For this reason, they are shown on this diagram as surrounding the mission and visions and another way of thinking of this is that VALUES drive the VISION which in turn drives the MISSION. Infact some research by Collins and Porras (2005) showed that the key factor that was common to companies that had been enduringly very successful – at the top of their sector for a hundred years or more – was that they had a strong base of values that created a shared and common bond between their employees. At the moment, our TF values are not working in the way that they should which impacts everything we do. They were chosen right at the start and since then a lot has changed. We want to identify a set of values that resonate with us all and that are timeless and meaningful as we are at our best when we work in a way which is fully in sync with our values. Today we want to discover what it is that we all believe in about TF. Finally once we understand what our values are – we want to be able to be clear around how we all live those values e.g. what are the specific behaviours (the stuff that we do) that bring those values to life – so we all know what is expected of us here at TF. For example, if one of our values is lets be x, then what does that mean that each of us do to be that. We don’t have this defined at the moment, and its important that we understand the values and how we bring them to life so that we can do more of it. We will be embedding them into all sorts of things from our internal comms (so making sure we get to know them better), our recruitment process (so what we look for when we bring people into TF) and our regular 6 monthly meetings with our managers about how we are doing at work (Brett – suggest you don’t say Performance Management – need to approach this carefully and may make people uneasy for the day) and our training programme (how can we help and support people to do more of them).