Case study
Key theme: collaborative leadership
Cluster embarks on ‘collaboration rebirth’
Havering 'locality 1' schools embark on a collaborative journey to create a strong vision for developing extended services.
Summary
<p>The National College&#8217;s Promoting Collaboration project sparked Havering&#8217;s 'locality 1' cluster to revisit what collaboration means for its members. This has enabled the group to gain a deeper understanding of collaboration and develop a shared vision of the future of extended services for the cluster.</p>
Key learning/outcomes
<ul><li>The power of challenge/change to the given status quo: it was okay for the group to stop, reflect and refocus on what 'real' collaboration looked like and how it could empower the group to move forward as a more cohesive partnership. </li>
<li>The value in overarching locality issues being identified and funded - as opposed to sub-group issues. </li>
<li>The benefit of local authority networking when locality issues were identified linking into wider expertise within the local authority. For example, training for speech and language therapists and learning support assistants (LSAs), which will lead to the LSAs gaining academic credits.</li>
<li>Ensuring roles and responsibilities are fit for purpose: getting the right people in the right place and doing the right things at the right time. &#160;</li></ul>
Background
<p>Havering&#8217;s 'locality 1', a cluster of some 20 schools, was created by the local authority specifically to deliver the extended schools agenda. Initially, a management committee was set up, which allocated funding on the basis of bids from schools. As the cluster became involved in the National College's Promoting Collaboration project, it became clear that developing a true collaborative vision and approach to the work was something the cluster had not yet specifically engaged in. </p>
<p>During the course of the project, working closely with the College&#8217;s consultants, the cluster began to identify the need to create and secure buy-in to a vision for extended services in the locality and to develop a shared understanding of what collaboration would mean. The election of a new cluster chair signalled a step change in direction for the cluster and provided a significant opportunity for the cluster to move forward on developing collaborative leadership.</p>
<p>In Havering, the collaborative leadership structure formally involves a management committee consisting of headteachers or senior leader representatives from the schools<b>.</b> The committee has a chair and vice-chair from amongst these school leaders. The extended schools development officer is employed by the locality and paid for from its extended school funding. </p>
Key challenges and issues
<ul><li>Establishing a shared understanding of what collaboration is and what the benefits would be.</li>
<li>Agreeing a clear vision for the future development of their cluster and what extended services provision would look like for their locality.</li>
<li>Ensuring appropriate and extensive consultation in the process.</li>
<li>Ensuring clarity around the roles and responsibilities of the development officer. </li></ul>
Solution or approach
<ul><li>Consultants worked closely with the chair and development officer to enable them to begin to clarify the issues for development. They looked at roles, responsibilities, job descriptions, skills - such as facilitation of meetings - and offered support and coaching in gaining clarity and developing skills.</li>
<li>Dedicated work with Roman Catholic faith schools created significant engagement in collaborative working around extended provision, especially with regard to speech and language provision. These schools had previously been less engaged with the cluster.</li>
<li>Attendance at the College&#8217;s project day on 30 April<sup> </sup>2009 enabled the chair, extended schools development officer and the local authority to begin working together in the context of establishing a growing awareness of what collaboration looks like for others.</li>
<li>A full locality meeting in June enabled the cluster to begin to take the first steps to outlining their vision for the future of the cluster.</li></ul>
Next steps
<ul><li>To continue to clarify the group&#8217;s understanding of collaboration through collaborative activities/locality meetings in order to gain the hearts and minds of all. </li>
<li>Build on work to establish effective time management of meetings &#8211; ensuring they are punchy, cover the business and deliver on embedding effective collaboration.</li>
<li>To plan and deliver speech and language therapy provision for the locality under an agreed format, which covers sustainability and staff development &#160;</li>
<li>To review/audit speech and language therapy provision prior to starting on next key issue for development.</li>
<li>Prioritised audit of needs for the locality. </li></ul>