Bishop Loveday Primary School

A Message from Lord Pickles and Lord Blunkett, followed by Bishop Loveday Primary School's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Bishop Loveday Primary School is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

Jane Ridley, head teacher
The school believes in
reaching new heights
Bishop Loveday is a Church of England school. The head
teacher, Jane Ridley, joined the school in September
2014. The progress that children made during Key Stage
2 had started to decline in 2013. This trend continued, with
a significant drop in maths in 2014. Having made significant
progress in recent years, particularly in 2017, Jane reflects on
the expectations at the school, the improvement of teaching
and learning, developing leadership and challenges.
Early in my headship at Bishop Loveday, Ofsted judged the school with a grade of
“requires improvement”. The areas that Ofsted identified for improvement had
been recognised on the School Development Plan and the Ofsted report begins by
“Since her appointment, the head teacher has put new systems in place to
improve the school’s effectiveness. However, the improvements in assessment
and the tracking of pupils’ progress are at an early stage of development.
Their impact is not yet fully effective.”
It also stated that,
“Not all pupils make the rapid progress they are capable of making.”
I am extremely proud of our results for 2017, demonstrating that determined
leadership and innovative thinking leads to rapid improvement in attainment. The
table below highlights this, showing the rapid rise in attainment in all subjects and
across both key stages.
»Head teacher: Jane Ridley
»Founded in 1967
»Based in Bodicote, north
»No. of pupils: 385
»Large village school,
serving Bodicote and the
neighbouring town of Banbury
»School motto: “Joining
together, learning for life”
Bishop Loveday CE
Primary School
Highlighting best practice
Key priorities
»Improving the quality of teaching
and learning
»Improving pupil achievement
»Improving leadership, including
Key actions
»Unwavering high expectations of all
staff and students
»Effective professional development
for staff to ensure they were able to
»Develop leadership capacity
throughout the school
Raising expectations of pupils
Observations of teaching and learning
showed that teachers were working
incredibly hard to teach children who
just weren’t motivated to learn. This
had to change. We introduced our
“First Class Learner Programme” and
this ensured that the children were
crystal clear about the expectations. It
also provided a platform to celebrate
children’s outstanding learning
behaviours. Six weeks after the
introduction of our programme, a
learning walk across the whole school
showed unprecedented improvement in
children’s learning behaviour. This was
recognised by Ofsted, who reported,
“The school’s work to promote pupils’
personal development and welfare is
good. Pupils have positive attitudes
to learning and display high levels
of care and consideration for one
another.” Since Ofsted, attitudes to
learning continue to grow. Our school
improvement leader recently reported,
In all classes, from the youngest to
the oldest, it was clear to see that all
children are motivated and enthused by
their learning and demonstrate excellent
behaviour for learning.
Improving teaching and
learning through professional
A relentless focus on teaching and
learning ensured that inadequate
teaching was quickly eradicated. Raising
teachers’ expectations of pupils and
providing the professional development
to ensure teaching and learning was
always good or better, together with
raised expectations of pupils’ learning
behaviour, has had a very positive
impact on pupil attainment.
During 2016–2017, we were
fortunate to secure funding for
support through a school-to-school
project led by Woodstock CE Primary
Year 4 children working
together to solve maths
Six weeks
after the
of our
programme, a
learning walk
across the
whole school
in children’s
Tables showing increase in per cent of pupils working at the expected standard and
Key Stage 1
2016 2017
Reading 63% 73%
Writing 51% 68%
Mathematics 63% 76%
Key Stage 2
2016 2017
Reading 64% 70%
Writing 63% 77%
Mathematics 59% 68%
SPAG 58% 68%
School. Woodstock had been judged
“outstanding” by Ofsted. Between
March and July of 2017, a maths
specialist teacher worked alongside our
leaders in maths and staff to secure
further improvements in teaching and
learning. In September 2017, we were
fortunate to appoint our own specialist
teacher in maths, who can support
the department to continue to drive
attainment up.
Developing leadership
Good leadership requires a shared
understanding. This is the case for our
vision and how we aim to achieve it.
All members of our leadership team
have been trained and supported to
carry out observations of teaching and
learning, with a shared understanding
of what good teaching and learning
looks like and how it can be achieved.
Understanding the teaching and
learning profile of the school is
essential and enables us to match
resources to needs. For example,
which teachers would benefit from
peer coaching or mentoring. Having
joined the Warriner Multi-Academy
Trust (MAT) in June 2017, we are
now fortunate to have a wider pool of
expertise to draw on. I strongly believe
that this will ensure our teachers
continue to grow and our pupils
continue to thrive.
“Joining together, learning
for life”
Our senior leaders are driven to raise
the achievements of pupils in reading,
writing and maths. They are also driven
to provide a creative and exciting
curriculum for our children, ensuring
they develop a lifelong love of learning.
Our enquiry-based curriculum provides
rich opportunities for high-quality,
contextual learning. Last year, Bishop
Loveday opened a forest school,
providing our younger children with
opportunities to explore and learn
outdoors. Our curriculum also provides
children with opportunities to explore
diversity at a national and international
level. In 2016, Bishop Loveday became
a “Centre of Excellence” for global
learning. In September 2017, with
funding from the British Council, we
joined an Erasmus Project, together with
schools from Spain, Romania, Czechia
and Poland. The title of the project is
“One World, One Future” and, through
the project, 12 teachers will attend
training on shared priorities and aims.
The challenges of a “requires
improvement” judgment
The vast majority of our parents have
been immensely supportive during this
difficult time and understood that we
would continue to strive for the best
outcomes for their children. However, I
have never underestimated the impact
of a “requires improvement” judgment
from Ofsted and am immensely proud
of our staff, parents and pupils for
their enthusiasm, commitment and
drive for success. Reduced funding has
also been a considerable challenge to
overcome. Belonging to MAT provides
not only opportunities for collaborative
learning, but also provides shared
central services and economies of
scale. I believe that this will ensure that
Bishop Loveday continues to thrive.
Our senior
leaders are
driven to raise
of pupils in
writing and
Early years children
enjoying the forest

This article was sponsored by Bishop Loveday Primary School. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister