Over the past four years we have been working hard at Churchill to develop an exceptional climate for learning. The climate for learning consists of the relationships between staff and students; the environment in which learning take place; and the way in which the learning is managed by both staff and students. The climate has been carefully managed through our focus on attitudes to learning, our revised code of conduct, our thoughtful classroom design and investment in our buildings. This year, especially, staff and students have been working to develop metacognition in lessons. This process, best described as “thinking about thinking,” is a common thread with many of our most successful students. Knowing how to improve, responding positively to feedback, and developing a bank of strategies and approaches which work, allows these students to apply themselves more purposefully to their learning. This year, we have been working hard to provide all students with access to these strategies.

I am delighted to announce that our work on developing a positive climate for learning has now been nationally recognised by the Leading Edge programme from the Schools, Students and Teachers Network (SSAT). Leading Edge is a network of high performing schools, and provides accreditation through the Framework for Exceptional Education – a challenging school improvement framework designed to stretch and challenge schools which have already been recognised as high-performing by Ofsted.

This year we applied for “transforming” status in climate for learning under the Framework for Exceptional Education. This is the highest level available, and would show that we were national leaders in the field. We had to demonstrate that, at Churchill:

• All staff establish excellent working relationships with learners. High levels of trust ensure interactivity and continual learning dialogue, which challenges and extends learners to apply, evaluate and create. Learners respond well to the high level of challenge and expectations in a climate where they have high self-confidence and self-esteem so that they are able to take risks with their learning.
• Every space has a learning purpose and is inspiring for teachers and learners. The environment ensures learners are able to develop and access the strategies/solutions needed to move on independently of teacher instruction as well as celebrating excellent outcomes.
• Classroom management is characterised by highly collaborative and respectful relationships; learner interactivity is the norm. Learners routinely reflect on how they learn and undertake this through a wide range of contexts and methods.

Having submitted our evidence, we were then subject to a peer review by visitors from another high performing school within the Leading Edge Network, and moderation by a visiting assessor from the SSAT. The process has taken months, but I am proud to say that this we received confirmation from the SSAT that we had successfully met the standard and been awarded our badge! This makes us one of the leading schools nationally for this area of school improvement.

Our peer reviewer said:

“the research and thought that has gone into the new buildings has led to the development of some outstanding learning environments with a sense of coherence and consistency, and the use of limited display space has focused students’ learning, as well as reducing unnecessary staff workload.
There is a clear communication of ethos, which again supports the goal of consistency across the school.
Students’ behaviour was very good in all lessons visited. All students were focused on their work, and showed enthusiasm in lessons; many were confident to contribute, showing a climate of trust.
I was impressed with the very obvious prioritising of student well-being and support. Staff morale has been greatly boosted. Staff workload is being positively impacted. The whole-school focus on learning behaviours will make students enjoy being at school even more.”

Our SSAT moderator said:

“Planning has been under-pinned by a vision of learning that recognises that expectations about behaviour for learning are grounded in challenge and aspiration in the classroom and this has ensured that all staff recognise that fostering effective learning behaviour is the responsibility of all staff. There is a strong community ‘buy in’ because staff and students have contributed to both planning and evidence gathering. As a consequence transactions with students focus on positive communication. This ‘buy in’ is evident in the ethos of classrooms. Work was purposeful with a strong sense of teacher student partnership. Assessment practice aids students in identifying how they can improve thus promoting engagement and aspiration. On- going work in profiling attitude to learning reinforces the positive and supports a more evidenced approach to intervention.”

It is fantastic that visitors to Churchill recognise the highly effective culture that we are building at the Academy. All the staff and students at Churchill contribute to developing this climate for learning: they deserve to feel as proud as I do that our hard work has been recognised in this way.