1. Schoolbestuur

Het doel van het MiCREATE-project is het aanmoedigen van de inclusie van diverse groepen migrantenkinderen door het aannemen van een kindgerichte benadering van de integratie van migrantenkinderen op onderwijs- en beleidsniveau. Uitgaande van de behoefte om het bestaande integratiebeleid opnieuw te bekijken is het project bedoeld om de hedendaagse integratieprocessen van migrantenkinderen uitgebreid te onderzoeken en zo hun inspraak, participatie en welzijn te verbeteren.

Het project ‘Raising the Achievement of All Learners in Inclusive Education’ (RA, Verhogen van de prestaties van alle lerenden in inclusief onderwijs) was gericht op het leveren van bewijs van effectieve praktijk voor het verhogen van de prestaties en de capaciteitsopbouw van scholen en gemeenschappen om alle lerenden mee te nemen en te ondersteunen.

In 2011/2012, the Dutch School Inspectorate concluded that student results in the Tjotter school were too low. The school used to have a negative pedagogical climate, and suffered from a loss of trust between school and parents. Eventually, the school staff lost confidence in the former school leader and requested the school board to appoint a new leader. With an arrival of the current school leader four years ago, innovative processes started. A common view of education and teacher mutual learning was established, in addition to the culture of continuous improvement.

Key interventions:

• improvement of teachers’ pedagogical and didactical skills: team schooling with subsequent follow up and monitoring within the learning community of teachers, individual coaching and change of personnel
• creating student portfolios to make students the owners of their learning process while students were also encouraged to participate in its formation
• other approaches being used at school: positive behaviour support; encouraging student participation and (direct) feedback on student’s results; ‘Teach like a Champion’; and HGW (Action Oriented Approach) for student differentiation.

In the past, the Dutch School Inspectorate notified the Warande school about their students‘ low results. The school staff, however, were very much hesitant towards the test-driven-accountability-approach established by the Inspectorate. Therefore, the school team decided to re-define and interpret test-driven accountability in their own way. Instead of emphasising the learning results per se, they wanted to focus on the process of learning itself – starting from children’s needs and guiding them in their own development.

To be able to focus on children’s continuous development, the school also felt the need to integrate the child day care, kindergarten, elementary education and after school care. These issues ignited the need for organisational and pedagogical changes. Overall, the school has been innovative during recent years, and latest innovative approaches represent a continuity of this process and reflect the school’s innovative culture.

Prosjektet Supporting Inclusive School Leadership (SISL) undersøkte hvordan man kan fremme inkluderende ledelse på skolenivå og utviklet verktøy som kan bidra med dette. Konklusjonen av prosjektet var at ledelsens mål når det gjelder inkluderende opplæring var full deltakelse i meningsfylte læringsmuligheter, gode prestasjoner og høy trivsel for alle elever, også de som er mest sårbare for å bli ekskludert.