Mary’s hospital, and for the City of Knoxville as a school nurse. She served as a RN at Fort Sanders Medical Center, St. Betty worked for most of her life as a nurse which was the perfect profession for her caring heart. The most important aspects of Betty’s life were her family, her faith, and her community. In 1949, she married Charlie Wildman and together they raised three children: Cynthia, Fred, and Susan. She was the first woman in her family to earn a college degree and was immensely proud of this fact. The war ended prior to her graduation, but, as she loved to remind everyone, she would have jumped at the chance to reenlist if her country ever needed her again. RN and, during her senior year of college, enlisted as a US Cadet Nurse with the intention of serving in WWII. She graduated from Lenoir City High School in 1944 and attended both Maryville College and the University of Tennessee at Memphis. Betty was born on December 29th, 1925 in Maryville, TN to Mr. While her family grieves her passing and will miss her smile and laugh more than anything, they find peace in the fact that she is free of sickness and has been reunited with all of those who loved her in life. She passed away surrounded by loved ones. Otherwise you disappear.On September 5th, 2022, Mary Elizabeth “Betty” Wildman, age 96, of Fountain City was joyously welcomed into heaven by her family, friends, and her Savior in whom she found strength and peace throughout her whole life. In today’s school system competition is all, improvement must be rapid or it’s seen as failure, and the headteacher must use whatever method is required for the sake of the academy chain. And when I walked out of the door on that last day, absolutely no one knew I was off, or that anything had been going on.įor those children and those teachers, the results had been excellent news, time to celebrate. While the union and the Mat fought over the details of the settlement, as I worried about how my wife and children would react to my being out of work, the Mat simply assumed I would carry on as normal. A couple of heads of department hugged me, said they were pleased with the small gains but the real improvements would be this coming year. He made it sound as if he was doing me a favour.Īfter he left, I put on my smile and headed out to see the students opening their envelopes, celebrating their successes, listening to the teachers’ relief that the results had improved. He conveyed compassion and suggested I phone my union. The following 10 minutes ended my employment. When I arrived the following day to celebrate the opening of envelopes with the students, the Mat’s HR manager was waiting in my office. Greater numbers than ever before had the grades to get into university. A couple who had been distracted, who had not attended as well as they could, got Us, but overall our pass rate improved, our average point score rose. On A-level results download day I was pleased so many students had done well. My superiors were unhappy but I believed that sustained change was possible using honest methods, even if it wasn’t as fast as they wanted. When members of the Mat team put pressure on my middle and senior leaders to behave unethically – “helping” to rewrite coursework, persuading parents to home school their year 11 children – I backed my team and said this was not how we would play. If the child had special needs we never said no, even if we’d have to magic up resources. While other schools either didn’t respond to certain parents’ inquiries about places, or lied and said they were full, we always invited them in for a look. Unlike the high performing school down the road, I would not prevent year 12s returning to year 13 who had failed to attain particular grades in AS exams. I had not been prepared to achieve this by their desired methods. However, as far as the Mat was concerned, only a miraculous overnight improvement would do. Every agency that came to look at our challenging school – Ofsted, the local authority, the representatives from the regional schools commissioner – all thought we were doing well. The quality of teaching, learning and leadership improved hugely. I was promised all sorts of support from the Mat and, I now realise, the money was too good to be true. But I was ambitious, I thought I could do it. My school was a challenge, in a deprived area. I believe this is a common period that new heads get when taking on a school needing to change. Looking back at my job interview, someone from the Mat had warned me that I’d have three years to make a difference.
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