Three years ago, Watermead high school in Merton, south London, was bottom of the league tables. As discipline deteriorated, parents reacted by sending their children to schools in a neighbouring borough. An inspection by the Office for Standards in Education finally confirmed the worst and put the school into special measures.

Incoming head Paul Harwood had spent 10 years at a school in urban Hampshire and was looking for a new challenge. Given sweeping powers to appoint new staff, Mr Harwood knew he could drive up standards and instil a sense of purpose.

But the key to success would be marketing the comprehensive, which re-opened as Bishopsford community school under the Government’s Fresh Start initiative in September 1999.

He had to persuade parents and the local community that the school was on the way back up. No easy task. He explains that the first stage in the campaign was communicating a vision for the school aimed at pupils, parents, staff and the wider community.

“Marketing is about giving the students’ greater confidence, sharing a mission, establishing an identity, and telling your message to the community,” he says.

After much deliberation he came up with the mission statement “Challenging all to achieve”, which can now be seen on the school’s brochure and on the sign above its 12ft-high, burgundy-painted metal gates.

“This is a challenging school to teach in. But I wanted to turn that statement - ‘Challenging all to achieve’ - on its head. It’s a challenge to students and staff. We insist on high standards in everything we do. We try to provide the very best environment and the very best resources.”

Extra funding has given the school some of the best facilities of any secondary in the borough - fully-equipped ICT rooms with interactive white boards and a modern resources centre.

Classrooms were redecorated; graffiti and litter removed from corridors. A new canteen has been built. Mr Harwood also introduced a new uniform for pupils and a smart casual dress code for staff. He insists: “If we don’t look professional how can we insist on good behaviour? Staff are a role model for the students.”

Mr Harwood’s emphasis on the word “student” underlines his approach of making young people partners in the learning process. Achievements are now celebrated monthly and photographs of award-winning students are displayed in the school’s new glass-fronted reception area.

There is also a celebrity photo gallery that includes shots of Education Secretary Estelle Morris re-opening the school and former chief inspector of schools Chris Woodhead’s visit. All publicity is good publicity as far as Mr Harwood is concerned.

With exam and curriculum test results rising slowly as the new intake works its way through the school, pupil numbers are finally rising and marketing is paying off.

This summer only 11 per cent of Year 11 gained five or more good GCSEs. But Mr Harwood predicts this will rise to 25 per cent next summer. “This year 54 per cent of students gained level 5 and above at key stage 3 in English compared with only 15 per cent the previous year,” he says.

“In maths, the proportion rose from 33 to 40 per cent and in science, from 14 to 30 per cent. The improvement in that short time has been quite phenomenal.

“We are now first-choice school for more than 230 parents. That’s amazing when you consider that our intake had fallen to 85. We now have 541 12 to 16-year-olds on roll compared with just over 400 when I arrived. And parents from the neighbouring borough have started sending their children here.”

Mr Harwood appreciates that marketing means identifying your target consumers and developing a product they will buy or - in marketing speak - a unique selling proposition. Bishopsford is therefore seeking specialist college status for dance, drama and the performing arts. Thanks to the school’s raised profile with local businesses Mr Harwood has already raised the pound;50,000 sponsorship he needs to start the ball rolling.

“Achieving specialist college status will really put the school on the map and enable us to continue raising performance and improving students’ self-esteem,” he said.

MARKETING MARKERS

Five tips on selling your school

1 Marketing is a process, not an event. Don’t start it at all until you can communicate a clear, simple message

2 Choose a limited number of issues and use focused strategies. Sequence and pace the marketing process.

3 Find out why people think your school is good.

4 Make sure the school is not spending its time publicising things the parents take for granted while ignoring factors that local parents think are important indicators of a good school.

5 Make sure you explain to staff, governors, current pupils and their parents that they are ambassadors and that they represent the school.