“I am but mad north-north-west. When the wind is southerly , I know a hawk from a handsaw.”Hamlet
A member of the bunting family the Yellowhammer has a distinctive bright yellow head and equally characteristic song. It is the subject of a John Clare poem and was described by Enid Blyton in Five go off in a Caravan. Olivier Messiaen, used its song in at least four of his major works and it may have inspired the opening notes of Beethoven’s 5th Symphony. Sadly, we see very few here in Croissy where we are far more likely to encounter a Kingfisher, Cormorant or Green Woodpecker. Currently, it is one of far too many on the red list of endangered birds in the UK and Ireland. This week we also found out that it is the codename for the UK Government’s Brexit strategy document. What the Yellowhammer has done to deserve this particular honour I do not know.
There are schools that spend significant quantities of funds on producing glossy strategy brochures in which they proudly announce their five or ten year plan, generally to achieve a nebulous position – often self -proclaimed – as the best school in… or the best school at, well you fill in the blank. Some contain really interesting proposals about changes to educational approach or the development of character in pupils. There is usually a shiny new building to fill the front cover. Truth be told, I’ve written my fair share of these documents and I have looked ahead into the future and endeavoured to predict what the future might hold. This is a difficult game for circumstances change. I joined the BSP five years ago. Whilst Brexit was discussed it was far from reality, there has been a change of direction in French politics and the world may well be stumbling towards another financial meltdown. How many school strategic plans foresaw the rapid changes of the last five years? Not many I suspect. We have a short working document that guides our approach during the year, it outlines our priorities such as curriculum reviews, well-being initiatives, development of new educational spaces and the creation of new opportunities. It is far from glossy, it has margin notes, coffee stains and is a little bit dog-eared because it is a living document that guides the school management team’s activities. I call it an improvement plan because I believe that every institution has the capacity to improve and a duty to strive to be better. All that is contained in that document is driven by our school values. Were we to set strategic objectives, achievement of and development through our values seem to me to be an excellent template for progress. Our aim is a simple one – to provide the most useful and effective education for the pupils at the BSP whatever that means for them as individuals. For some this will mean a place at a highly selective university, for others it will mean something different. We must push where it is required and we challenge all pupils to achieve. We are proudly non-selective and our results speak volumes about the success of our approach.
From my study window I sometimes see herons fishing in the Seine. I am a great admirer of the heron and if my improvement “strategy” was to be given an avian epithet it would be Operation Heron. I want our young people to have the self-belief to stand in fast flowing waters of modern life with confidence and patience. I want them to know when to act decisively and above all I want them to be able to find their place in the world wherever that may be. I hope that this is a school strategy that we can all agree is to the benefit of our pupils.