As we approach the one-year milestone of our trust-wide subject networks' launch, we have reflected on the lessons learned from their success and challenges so that we can build on them in the second year. Next year, we will add six new networks to our initial 18, which makes it even more important to start the year right from September.
Reflecting on our first year, we have learned that to transform our subject groups into true network improvement communities, we still have to nurture a culture of deep collaboration. Despite having rituals, routines, and systems to exchange ideas and resources, we have noticed that this has yet to translate into a meaningful shift in a collaborative culture and mindset.
Therefore, our focus for year two is to establish an environment that will lead to stronger interpersonal connections, trust, and the formation of a shared vision. We are intending to make three key adjustments to allow the culture of our network groups to grow and flourish:
Adjusting the network architecture
Elevating the status of the subject networks
Investing in subject network leads
Firstly, the network architecture - that is, the structure and logistics of how the networks meet. Up to this point, most meetings have been in large online groups, which has limited the depth of dialogue and often has led to a culture of passivity. To remedy this, we are introducing more face-to-face meetings next year, designed to support proper conversations and, in turn, genuine collaboration.
While we recognise the logistical difficulties involved in hosting national summits, it is clear that our regional model, with its clear emphasis on localism, provides an opportunity - to bring subject leads together in person through a hub-and-spoke model of working. This will help colleagues in the same region to establish and sustain productive working relationships under the leadership and direction of a national network.
To keep balance - and to benefit from the efficiency - we are still going to use online meetings to convene the national network together. But we will be more precise on which elements and activities are part of which format: prioritising complex problem-solving for in-person meetings and using online sessions primarily to share key messages.
Our second adjustment is to elevate the status of the subject networks. We want our members to fully understand their group's objectives, expectations, and the value of their participation, both for their own school and for the wider network.
To achieve this, we are working directly with principals, regional directors, and other trust colleagues. Our aim is to demonstrate the transformative potential of these groups and ensure that the outcomes of subject groups are communicated, discussed, and prioritised - in each school, each region, and centrally. A new communications plan should also make sure that messaging on the purpose of these networks stays consistent throughout the year.
This year's effort to align subject content in specific networks has unquestionably highlighted the importance of decision-making within these groups, and we plan to showcase these case studies in the following year to leverage the opportunity of shaping the subject curriculum across all our schools.
Finally, we're focusing on leadership. Our subject network leads, from all corners of the trust, are a diverse, talented, and committed team. They are experienced and credible subject experts and leaders that have ably navigated the course of their success so far.
Beginning this September, we will introduce a stipend for all our network leads, in addition to their regular salary, in order to recognise the additional responsibility of leading these groups. With remuneration, we want to empower subject network leads, so that they have the confidence and enthusiasm to spearhead each network truly.
To support their development, we will convene regular termly gatherings, including an in-person meeting for all network leads. This will provide a platform for colleagues to learn from each other and delve into the specifics of how to tackle our major initiatives, such as aligning the curriculum entitlement across AET schools for each subject.
We’re excited about the year ahead and how much our subject networks can accomplish in that period.
We hope the adjustments we’ve made to our approach will make the difference - for each network to be able to collaborate with purpose; for each network lead to grow the culture in their group; and for each network member to see the significance of their contribution to all the children we serve.
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The first blog in this series explains the rationale behind subject network groups and the challenges in establishing them.
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