School has broken up for Summer but I’m on the bus to work. That’s because this year included a momentous change for me. After over 25 years of teaching in secondary schools, I left to work as education officer at Oxford University Museum of Natural History. I’m still teaching children, but visiting different schools, rather than working in one. You can read more about this here.
This Summer, we’re working with a charity that organises holidays for children. We’ll also be running our own summer school.
Not surprisingly, there are many differences between my old job and my new one, but as I read all the end-of-term posts by teachers on social media, the long school holiday, which is no longer part of my terms and conditions, is uppermost in my mind. Not because I’m missing it, but because I’m not.
Don’t worry, I’m not about to start moaning about teachers getting long holidays! That struggle to the end of term is all too resonant in my memory, together with that weird paradox whereby the number of tasks you have to complete seems to multiply exponentially as the time left to do them dwindles. I know that teachers absolutely need the Summer holiday, and so do the children they teach. What I’m wondering is why education is run in such a way that teachers need at least six weeks every summer to recover from the academic year?
From the perspective of my recent job change, I think there are three main reasons.
1. Relentless pace
This won’t be a surprise to any teacher, but the pace of work – by which I mean that there is often too much to do in the available time – inevitably means that teachers end up using their evenings, weekends, and ‘holidays’ to work – planning and assessing. We do this because we want to do a good job and do the best for the children in our care, but the danger is that we end up chasing the horizon, too frazzled to be effective and on our knees by the end of term.
In my new role, I find that my team leader insists that the work we plan is sustainable. My line manager is concerned that we build in enough time for admin tasks in our schedule, that outreach visits are timed so as not to exhaust us, and that sufficient priority is given to reflective evaluation. Staff are encouraged to take a proper lunch break and we were recently reminded to set ‘out of office’ messages on email when we aren’t at work.
The result of this is that I’m s much more effective teacher, the children have a much better learning experience, and the next day (after spending quality time with my family) I have the energy to do it all over again!
2. Too few opportunities to collaborate
One consequence of that unremitting pace, is that there is too little time to hone our practice. I believe the best way to do this is through collaboration. As Robert John Meehan says:
The most valuable resource that all teachers have is each other. Without collaboration our growth is limited to our own perspectives.
We can spend so much time trying to stay on top of the work, that collaboration and improvement get squeezed out. Worse still, we can come to resent meetings as a distraction rather than fantastic opportunities to create better ways of working.
Each week, there is a wider team meeting and a specific project meeting. Both are opportunities for colleagues to share updates on projects, encompassing both strategic and operational elements. There have been several occasions where input from others has been significant in moving the project I work on forward, both through ideas and practical assistance. I hope that on occasion I have been able to help others.
3. Lack of control
I believe that one of the key sources of stress within the teaching profession is lack of control. Teachers are given a lot of personal authority in their classes, but often it seems that it’s everyone else and their dog telling us how and what we should be teaching! This can leave some wondering why, when they were appointed for their individual expertise and creativity, they are then treated like programmable automatons. For schools the challenge is to achieve a consistency of pupil experience without stamping out the individuality of teachers. I think the answer is supported autonomy, creating conditions where teachers can thrive. Others have written eloquently about this topic, including this recent blog post by John Tomsett on solving the recruitment & retention crisis.
in my new role I and my colleague have experienced this by being given freedom, within the objectives and budget of the project, to plan and implement outreach days. That doesn’t mean our work isn’t open to collaborative input, evaluation and constructive criticism, but it does mean that we have ownership of it.
The result of addressing these three elements, ensuring workload is manageable, that there is effective collaboration, and that team members experience supported autonomy, is that the project is proving very successful, with significantly positive pupil outcomes and excellent feedback from participating schools, and that I’m happy on my bus ride into work, looking forward to the day ahead. Even during the school holidays.