Management Plan September 2007

Management Plan The Governing Body 2007-2008 Western Primary School

New developments in bold. Link to Enjoy and achieve, making a positive contribution.

The role of the Governing Body is to: 1. Provide a strategic view of where the school is heading. 2. Act as a critical friend and offer support and challenge to the school. 3. Hold the school to account for the educational standards it achieves and the quality of education it provides.			Effective monitoring and review procedures should be in place. Key questions and actions for governors, the Improving Standards and the Senior Management Teams: 1. How well are we doing? Performance at all levels is monitored. 2. How well should we be doing? Analyse whether standards are high enough throughout the school, by making use of comparative data (e.g. financial benchmarking, Raiseonline) 3. What more can we aim to achieve? Evaluate the quality of teaching and learning and other aspects of school life. Use school, local and OFSTED criteria. Diagnose strengths and areas for development. 4. What must we do to make it happen? Plan what needs to be done to ensure development, set clear objectives and targets for improvement. Act on findings of monitoring, evaluation and diagnosis to promote more effective teaching and learning through appropriate support and training.
Area	Success Criteria	Strategies/Tasks		Resources	People Responsible	Timescale	Date Task Completed
1. Strategic View	· Staff and governors have a long-term view of where the school is heading · Governing Body fulfils its statutory obligations · Management Framework structure ensures that the work of the Governing Body is manageable · Effective recruitment and induction of new governors · Effective appointment and deployment of high quality staff · Effective staff development meets the needs of the school and the individual	1. Management diaries in place, taking account of local, county and national issues and initiatives: - 3 year strategic view - 1 year plan of dates - focus of Governing Body meetings for year 2. Review aims, remit of each committee and membership, election of Chairman and Vice Chairman annually. Draw up matrix of main activities for each committee. 3. Systematic policy review through Management Framework Structure 4. Minutes of meetings within the Management Framework Structure support the role of the Governing Body 5. Develop training of individual governors and whole Governing Body, including Selection Interviewing. Committees identify relevant courses. 6. Induction file and 'Buddy' system adopted for new governors. Identify governor to co-ordinate induction of new governors. 7. Governors’ information is filed and organised efficiently and can be borrowed easily 8. Appointment of staff (see Personnel Action Plan) 9. Develop Annual Business Timetables for each committee 10. Consider work of GB against the 5 outcomes of Every Child Matters and identify actions u new School Improvement Plan so GB can monitor impact on pupils 11. Consider implications of Extended Schools Agenda for Western, especially the school buildings 12. Raise profile of the school 13. Decide on focus of whole GB training for 2007/2008 14. Draw up a matrix of governor skills		Clerk’s salary: £1200 Purchase full access to Governor Services: £880	HT/Chairman Clerk Clerk/ Ch. of Cttees. Ch. of Cttees. Minute takers in Cttees/Clerk Training Liaison Governor Clerk Clerk/HT GB HT/Pers. Cttee. HT/SLT/GB SLT/GB SLT/GB SLT/GB GB GB Chairman HT	Summer 2007 Autumn 2007 Throughout year Throughout year Throughout year Throughout year As necessary Throughout year Ongoing Ongoing Throughout year Autumn 2007 Autumn 2007 Autumn 2007 Autumn 2007
2. Act as a critical friend and offer support and challenge to the school	· There is a strong partnership between the Headteacher and Governing Body with clearly defined roles and responsibilities · HT and DHT objectives are set and reviewed annually · The GB develop strong links with the SMT and the Leadership Team and have a clear understanding of the work of the Curriculum Teams: Expressive Thinking, Reflective Thinking, Critical Thinking · Good communication between staff, parents and governors · Governors aware of their responsibilities in the light of the 5 outcomes from Every child Matters	1. Governors visit school on a regular basis, with a clear focus 2. DHT and Leadership team members regularly attend Curriculum committee and GB meetings to present information about aspects of school life 3. Governors are invited to attend events and training at school 4. GB has overview of DHT objectives. 5. HT’s objectives set and reviewed regularly. 6. Staff and governors organise a social event 7. Staff governors feedback regularly to staff 8. Complete School Profile annually and identify link on school’s website 9. Update School Self Evaluation Form (SEF) annually 10. Governors aware of Safer Recruitment requirements when appointing staff 11. Governors aware of latest developments in sharing information through Common Assessment Forms			HT/Chairman HT Chairman, Chair of Curr. WP. Ch. of Personnel HT GB Staff govs Chair/HT HT/DHT/GB Govs HT/GB	Autumn 2007 Throughout year Autumn 2007 Autumn 2007 Summer/autumn 2007 Throughout year Summer 2007 Throughout the year Throughout year Autumn 2007

Management Plan The Governing Body 2007-2008 Western Primary School

Area

Success Criteria

Strategies/Tasks

Resources

People Responsible

Timescale

Date Task Completed

Holds the school to account for the educational standards it achieves

· The school meets its educational targets

· The school enjoys a good and well-deserved reputation in the community: 60 children in each year group

· The school is used by LEA Officers as a role model for other schools

· The school is given a "Very Effective” categorisation from the LEA

· Governors are confident to report to parents, inspectors and interested parties about the work, standards and achievements of pupils and staff

· The SIP is a valuable tool for monitoring and evaluating the work of staff and governors, for measuring pupil outcomes and the school’s effectiveness

1. Governors ask detailed questions about the analysis of SATs, RAISE on line information and other data and reports on aspects of school life, including information about different groups of children wg SEN, Gifted and Talented, Ethnic minorities, vulnerable children

2. Governors receive regular reports on monitoring and the quality of teaching

3. Governors receive report on Performance Management

4. Target setting for HT and DHT

5. Governors communicate with parents in a variety of ways eg Governor Newsletter.

6. The Headteacher and Leadership Team keep the Governing Body fully informed about progress made against the Improvement Plan priorities and reports on the work of the school, highlighting strengths and areas for improvement

7. Governors monitor and evaluate the SIP and the work of committees regularly

8. Prepare for the SIP – by reviewing last year’s plan, asking for new ideas. Relevant ideas evaluated and prioritised by committees before being presented to SIP Working Party.

- SIP Working Party use all available data and information to prioritise: Improvement Targets, key issues for Development and Maintenance Plans and priorities for Management Plan

- SLT drafts SIP and costs out the plan

- Presents plan to Finance Committee and Governing Body

9. Monitor staff sickness figures and other benchmarking data

Time given by appointed govs

Time given by HT and Team Leaders

HT’s termly report

Reports/ Cttee.minutes

Staff meetings

MAST for Leadership Team

SLT, GB committees

HT/DHT/IST

HT and Team Leaders

Pers & Pay Cttee

Chairmen of Cttees.

All governors

HT Chairs of committees

Committees

Committees and staff

Throughout the year

Autumn 2007

Summer/Autumn 2007

Autumn 2007

Throughout year

Spring 2008

March 2008

April 2008

End of year

Management Plan Finance 2007-2008 Western Primary School

New developments in bold. Link to achieve economic well being.

Objectives:

1. to plan the budget in response to the educational aims and objectives of the school

2. to plan ahead and formulate a financial plan for 3 years

3. to monitor and manage the budget effectively and ensure good value for money

4. to manage human and non-human resources efficiently and effectively

5. to have regard to ‘best value’ principles of compare, challenge, consult and compete

Area

Success Criteria

Strategies/Tasks

Resources

People Responsible

Timescale

Date Task Completed

Planning the budget

· The school meets its educational targets

· The school provides at least good value for money

· Long-term plan is robust and based on accurate data

· Short-term planning is secure

1. Cost out Personnel budget

2. Cost out draft of SIP and present to Finance and then the Governing Body

3. Plan use of Grants

4. Set budgets for Curriculum Teams and the Improving Standards Team.

5. Plan Budget for 3 years

6. Monitor the budget monthly and produce review for LEA each quarter; review the budget after 6 months

See Budget plan and notes

Time to discuss issues with team members at twilight meetings

HT/AO

HT/AO/

Resources Cttee

HT/DHT

HT/AO

Resources Cttee

Team Leaders

Spring 2007

Summer 2007

Spring 2007

April 2007

Throughout year and Oct.

Strategic Planning

· Resources support high quality teaching and learning

· Percentage of budget spent on teaching staff is at least 65%

· The school’s financial planning is good and strategic planning is good

1. Review of staffing and SIP objectives and SATs analysis and unit costs

2. Analysis of financial benchmarking information so that comparisons can be made

3. Consider costs of PPA and LSA support

4. Manage staffing costs, ensuring good value for money

5. The school prepares and meets the Financial Management in Schools Standard

HT/Resources Cttee

HT/ Resources Cttee

HT/Resources

HT/Resources committee

HT/AO/ Resources committee

Summer/Aut 2007

As information. becomes available

Autumn term

Administration

· Administrative procedures are effective and efficient

1. AO provides budget information requested by HT and attends Finance meetings

2. Unofficial Fund carefully administered

3. Review current financial practice using audit headings. Report to Finance Committee

AO/ Auditors

HT/AO

Throughout year

Throughout the year

Management Plan Personnel 2007-2008 Western Primary School

New developments in bold. Links to being healthy, staying safe, enjoying and achieving, making a positive contribution and achieving economic well being.

In order to achieve high standards in teaching and learning it is important that staff are valued and supported and are given opportunities to develop professionally. Staff development is planned to meet the needs of the school and the individual. Collaboration and team work are encouraged and success is celebrated. Staff are given opportunities to inspire and motivate others.

Pupils Objectives: Pupil objectives are met on the whole through our work in the Curriculum Committee, Resources Committee and Personnel and Community Committee to promote the welfare of all pupils and ensure high standards in health and safety to promote discipline and good behaviour (to deal quickly and effectively with any incidents of harassment or bullying) to have effective child protection procedures in place to ensure that pupils have opportunities to develop a sense of achievement in all aspects of school life to maintain and develop each child’s self-esteem and self-motivation to encourage children to find learning a pleasurable and rewarding experience to promote equality of opportunity, ensuring children of all abilities are supported and challenged appropriately to allow children to contribute to all aspects of school life and to have opportunities for their views to be considered eg through School Council, Team Assemblies, Circle Time Activities
Area		Success Criteria	Strategies/Tasks			Resources	People Responsible	Timescale		Date Task Completed
Induction of new pupils Further develop the School Council Lunchtime Leaders Scheme		All YR pupils feel welcome and confident when they start school. Pupils who arrive in Y1-Y6 at the start of the year and during the year are made to feel welcome. ‘Pupil voice’ is developed further through the School Council. Y5/6 pupils take on a range of responsibilities throughout the school. Pupils are excellent ambassadors for the school. Older pupils look after the younger children and build positive, caring relationships with younger children.	· YR pupils receive a welcome letter from the HT through the post. · New pupils are assigned ‘buddies’ to look after them for the first few days. · New pupils receive a ‘Welcome Pack’ with information about the school, the class, routines etc. · Consider the idea of members of the Reflective Team chair the School Council meetings · Photos of the members of the School Council are displayed next to the staff · Lunchtime Leaders Scheme continues and is developed further. · House system developed further providing more opportunities for children to participate in the life of the school and work with pupils from different key stages and year groups · Pupils given opportunities to be ‘ambassadors’ eg show visitors around, welcome guests at special events, lead class/year assemblies, support at sports days etc.				HT Class teacher Reflective Thinking Team HT/Reflective Thinking Team ICT Technician Reflective Team Leader Reflective Thinking Team HT/DHT/Reflective Team	May 2007 As needed Summer/autumn 2007 Autumn 2007 Autumn 2007 Throughout the year Throughout the year Throughout the year

Area	Success Criteria			Strategies/Tasks	Resources		People Responsible		Timescale		Date Task Completed
All Staff Training budget	· Staff feel valued · Investors in People Award · Good recruitment and retention · Low staff turnover · Planned professional development of all staff enhances skills · Low sickness rates · Good communication between SMT and staff and between key stages and teams			Performance Management Cycle completed annually. New Performance Management Policy implemented for teachers and support staff. Safeguarding procedures implemented Long-term planner on display in staffroom Inform staff about staffing and pupil issues regularly eg new appointments, pupils’ medical/behaviour problems Update staff on Common Assessment Form	Supply costs for Team Leaders to meet staff Staff meetings Course Staff meeting		HT/ Team Leaders HT/Personnel Comm + staff HT Admin Officer HT. HT Learning Support Co-ordinator		Throughout the year Ongoing Autumn 2007 Autumn 2007

Management Plan Personnel 2007-2008 Western Primary School

Teaching Staff Objectives:

to promote the quality of teaching and learning and focus on improving pupil performance
to maintain and further develop the role of the 3 Curriculum Thinking Teams (Expressive Thinking, Reflective Thinking and Critical Thinking) to support colleagues in the delivery of an exciting, creative curriculum
to develop team Action Plans and evaluate their work effectively
to further develop the work of the Improving Standards Team to track pupil progress and identify under achievement and ways of ensuring all children make good progress
to encourage and support individual members of staff to plan career development and take advantage of professional development opportunities
to develop the professional skills of individual staff through coaching, in-service training and Performance Management
to provide effective job descriptions
to use ICT effectively to support opportunities for self-learning
to review planning and teaching strategies and ensure that the curriculum can be delivered in more creative ways

Area

Success Criteria

Strategies/Tasks

Resources

People Responsible

Timescale

Date Task Completed

Teaching Staff

· Teaching staff express job satisfaction

· Low sickness

· Staff plan career development and are successful if applying for jobs with more responsibility

· Staff turnover is not high but good succession planning

· Good induction procedures in place

· Quality of teaching is at least 100% satisfactory or better and 60% good or better

· HT, DHT and teaching staff meet Performance Management objectives

· Admin tasks completed by support staff

· Effective liaison between teachers and support staff to improve pupil learning

· SATs results are of a consistently high standard

· Children of all abilities make good progress

· Teachers given time to develop work of Curriculum Teams and enable colleagues to improve teaching

Review Pay Policy

Timetable Interviews and observations as part of Performance Management procedures

Staff encouraged to keep professional portfolios

Review staff structure annually and appoint new staff as necessary

Staff are given opportunities to manage their own professional development eg attend training in school and off site and to work with inspectors, consultants and other experts

Performance Man for HT/DHT

Continue admin. time provided by LSAs to reduce bureaucratic burden on teaching staff, LSA liaison time 30 min each week, ICT Technician, Library Assistant time increased from 6-7 hours a week, SIMs data input.

Appoint maternity cover for Y3 class

Induct new teachers

£1500 for supply (0538)

Teaching staff given budget of £400 for academic year (3120)

See budget plan

(0540)

(0520)

Cover for interview panel

MAST time to meet new staff

Personnel Cttee

Staff

and Personnel

HT/appointed govs

HT/Resources

Team Leaders

Sept 2007

Aut 2006

Ongoing

Throughout year

Throughout the year

Management Plan Personnel 2007-2008 Western Primary School

New developments in bold

Support Staff Objectives:

Learning Support Assistants, Early Years Assistants, Lunchtime Assistants

1. to support the work of the teaching staff in promoting the quality of teaching and learning for all pupils and supporting pupils academically, personally and socially

2. to develop the professional skills of individual members of staff through appropriate and relevant training

3. to deploy staff effectively to support the needs of individuals and groups through provision of clear and specific job descriptions

Area

Success Criteria

Strategies/Tasks

Resources

People Responsible

Timescale

Date Task Completed

Learning Support Staff

Lunchtime Assistants

· Staff express job satisfaction

· Low staff turnover

· Low sickness

· Good induction procedures

· Support staff support the teaching and learning of all pupils

· Welfare procedures are efficient and effective in school

· Supervision levels are good at playtime and lunchtime

· Pupils make good progress

· Children with fragile self esteem are well supported

· Good communication

1. Regular meetings and training with LSAs, SNAs, Lunchtime Assistants

2. In-house and other training for support staff, including work on developing pupils social skills, behaviour management, supporting pupil learning, pupils with ASD and SpLD. 1 additional member of staff to be trained as an ELSA.

3. Continue Performance Management cycle for support staff

4. Remind staff of pupil welfare policies/procedures and health and safety issues

5. Maintain:

a) Library Assistant 6 to 7 hours

b) Technician for ICT 10 hours + 4 hours data input

c) Admin. support for staff

d) Liaison time a week for LSAs to meet teach. staff

6. Induct new staff

Learning Support Co-ordinator and DHT time for staff meetings and training

Learning Support Co-ord time

Cover for SNA

MAST for Team Leaders

INSET Day/staff meetings

Budget plan

Perf Man time

HT/HT/

Learning Support Co-ord

HT/LSCo-

Learning Support Co-ord YR Team Leader

HT/Personnel Comm

Resources committee

HT Resources Comm

Learning Support Co-ordinator

Throughout year

Autumn 2007

Throughout year

Set budget March/April 2007 and review Oct 2007

Autumn 2007

Management Plan Administrative Development Plan 2006-2007 Western Primary School

New developments in bold.

Objectives:

1. to ensure administrative procedures and daily routines are well-established, systematic and efficient

2. to develop all staff professionally

3. to deploy staff effectively

4. to ensure appropriate training, equipment and resources are supplied

5. to provide clear job descriptions

6. to support the welfare and safety of pupils and staff

Area

Success Criteria

Strategies/Tasks

Resources

People Responsible

Timescale

Date completed

Administrative Staff

· Efficient and effective administrative systems in place

· Staff express job satisfaction

· Low staff turnover and sickness

· Pupils are confident to come to office for help and support

· Office is tidy and well organised

· 24 tasks are not undertaken by teaching staff

· At least 2 Qualified First Aiders at Work on staff

· Health and Safety Support Officer maintains overview of Health and Safety in school

· Front desk is always manned.

· Courteous reception for all visitors and when answering the telephone

· Clerk to governors feels welcome.

· There is good liaison between HT/Chair/Clerk

1. Appoint new Admin Officer

2. Induct new AO and offer training as appropriate

3. Weekly meetings between HT & Admin. Officer

4. AO supports HT with Financial Management of school by providing appropriate reports and highlighting issues

5. Performance Management Interview with Admin. Officer

6. AO continues as Team Leader for office staff

7. Roles and responsibilities clearly defined for all staff.

8. Payment for Clerk to Governors.

9. Freedom of Information Act: AO clear about implications re giving out information, charging for photocopying, data protection and storage.

10. SIMs pupil data input from IT technician continues

11. Sufficient admin time built into budget to support teachers

12. Time given each half term for H and S work to be undertaken

13. AO and Admin Assistant provide cover between them

14. Y6 pupils cover 30 minutes ‘office duty’ at lunchtime

15. Pupil data transferred to next school by deadlines

HT GB

HT Ed Finance team

IT technician

HT/ H and S co ordinator

AO/Admin Assistants

Pupils

Autumn 2007

Ongoing

Perf Man cycle

Ongoing

Review Feb 08

Ongoing

Management Plan ICT Development and Maintenance Plan 2007-2008 Western Primary School

Objectives:

Effective and efficient computer systems in place for admin and curriculum purposes
Strategic Plan for ICT development written and costed for 3 years
Detailed plan for 1 year in place
Computer systems and hardware well maintained
Data inputting completed efficiently
Safe use of internet

Area

Success Criteria

Strategies/Tasks

Resources

People Responsible

Timescale

Date Task Completed

ICT

£19,000

+ ICT Technician

£6,500

· Admin computers are up-to-date

· Efficient collection and transfer of pupil data

· Attendance information easy to monitor and efficient to administer

· Assessment information is easy to administer and tracking of pupils and cohorts is efficient and effective, including Foundation Stage Profiles

· Good value for money and budget not exceeded

Detailed 3 year Strategic Plan for ICT plan written and costed 2006-2009 and actions implemented
SLA Agreement
Interactive whiteboard in 6M, 5T and 4B paid for by PTA
IT hardware, maintenance contracts and leases, Upgrades and replacement of old equipment if budget allows
SWAN line rental/software

Office lease, network and OMR rental

IT Technician/

DHT non contact time

£8000 (4494)

£5000 (4495)

£3000 (4496)

IT Manager

IT Manager/AO

IT manager

IT Manager

IT Technician/

Manager

April 2006

Spring/sum 2007

Sum 2007

Summer 2007

Ongoing

Management Plan Personnel 2007-2008 Western Primary School

Site Manager and Cleaning Staff Objectives:

1. to ensure high standards of health, hygiene and safety

1. to maintain high standards of cleaning

2. to develop training opportunities

3. to provide clear job descriptions

4. Cleaning company provides good value for money and maintains a high standard

Site Manager

+ Cleaning contract

£37,300

Cleaning Materials

£1,600

· Efficient and effective cleaning systems in place

· School is clean and well maintained

· Site Manager expresses job satisfaction and feels involved in the work of the Resources Committee and the whole school

· School grounds and car park tidy and litter free

· Good cleaning inspection report

· Low staff turnover and sickness levels

· Favourable comments re hygiene, standards of cleanliness from staff, parents, pupils, governors

1. Site Manager reports to Resources Committee on issues relating to his role within the school

2. Minor repairs and maintenance tasks carried out by Site Manager

3. Outside paths are swept, drains cleared and litter cleared within school grounds (enlist help of pupils with litter)

4. Site Manager liaises with cleaners and meets with the HT and company supervisor regularly to review standard of cleaning

5. All cleaning is carried out efficiently and effectively

6. Summer clean is well-organised and team work efficiently together

7. Regular Performance Management meetings between Site Manager and HT

8. HCC regularly audit standard of cleaning

£200 for equipment/

Repairs (4042)

Site Manager

Site Manager RTT Leader

HT Site Manager

Haywards Rep

Site Manager/ Haywards team

HT/Site Manager

HT/ Site Manager/ HCC Caretaking Service / Haywards

Throughout year

Summer holidays

Twice a year

Throughout year

Management Plan Management Structure 2007-2008 Western Primary School

Objectives:

To develop an effective Management Structure -

Strategic Leadership Team comprising: HT, DHT(Y3/4 Team Leader), KS1 Co-ordinator and KS2 Co-ordinator. - This team will prioritise and discusses issues at a strategic level. Reports to GB on Strategic decisions, policy, direction and the management of change.

Leadership Team comprising: Reflective Thinking Team Leader (Y5/6 Team Leader), Expressive Thinking Team Leader (Y1/2 Team Leader), Critical Thinking Team Leader, Learning Support Co-ordinator, YR Team Leader, Independent Learning Co ordinator). This team has an operational, pastoral and management role. It supports the headteacher in the day to day running and organisation of the school; members plan and lead INSET; it has pastoral care of staff; an overview of pupil progress, including children with SEN as reported by IST; School improvement planning; it develops and reviews key performance indicators; writes annual management, maintenance and development plans; Team Leaders for Performance Management of teaching staff; team members provide role models of high quality teaching.

Improving Standards Team comprising: Assessment Co-ordinator, Reflective Thinking Team Leader, Expressive Thinking Team Leader/English Subject Leader, Learning Support Co-ordinator, Able and Talented Co-ordinator, Critical Thinking Team Leader, Study Skills Co-ordinator and YR Team Leader: Reports to SLT; creates and maintains a KS map to manage information re pupils' progress; holds regular team meetings to review pupil progress and analyses and reports on pupils' progress in core subjects, identifying target groups, under-achievement etc; sets cohort targets for Y2 and Y6 to present to SLT; monitors Gifted and Talented and SEN Registers; moderates teachers' judgements through samples of pupil work, pupil conferencing and ensuring that learning intentions are identified and reflected in the marking of work; provides moderated work as exemplars; identifies INSET needs.

Curriculum Teams: 3 teams comprising: 1) Expressive Thinking Team: English, Drama, Music, Art, History) Reflective Thinking Team: Geography, RE, PE, PSHE, Learning Suport Co-ordinator, Play Skills co-ordinator 3) Critical Thinking Team: Science, ICT, Maths, DT, Library and Gifted and Talented Co-ordinator.

Focus: Curriculum development, a creative, enquiry based approach to learning, the personal and social development of pupils. Report to Leadership Team: Curriculum development in a cross-curricular, enquiry based way; development of creative teaching strategies that encourage active learning; identifying opportunities for social, moral, spiritual and cultural development in all areas of school life; developing policies which ensure continuity and progression; sharing professional expertise.

Area

Success Criteria

Strategies/Tasks

Resources

People Responsible

Timescale

Date Task Completed

SIP Priorities: maintaining high educational standards

· Each area of SIP is managed by a member of the Leadership or Improving Standards Team and is supported by other members within the team

· Teaching is at least 100% satisfactory + 70% good or better. (Post OFSTED Action Plan is achieved)

· Pupils make good progress

· Work sampling and records show consistently high practice.

· Planning is high quality and contributes effectively to pupil learning and development of thinking skills.

· Time to be given for strategic thinking as well as organisational /operational tasks ie Regular team meetings for strategic discussion e.g. monitoring, planning, work sampling/ records, review SIP, cohort information, SEN audit, SATs analysis

· Opportunities given to work with HT/HIAS staff to carry out monitoring and work sampling

· Pastoral care issues of staff and pupils are managed by members of HT/DHT and teachers with TLRs

SIP: Learning focus

Curriculum Thinking Team Leaders write action plans for their teams. Team Leaders monitor and evaluate actions. Write report for SLT and GB.

See Action Plans.

Post OFSTED Action Plan:

1. Eliminate common weaknesses in teaching and increase the amount of good teaching

Plan INSET Days for 2007/2008

Draw up monitoring programme for Sept 2007-July 2008

IST to analyse SATs, Teacher assessment and QCA results. Assessment Co 0rdinator to write and present report to GB.

SEF reviewed annually

Opportunities for coaching and peer mentoring given to senior staff

See Improvement Plan

£500 each Curriculum Team and for IST (4540)

INSET lunches

Cost of ICT Inspector

IST twilight meetings, DHT time

Management time

Courses and management time

Team Leaders

Leadership Team

HT/SLT

DHT, IST

SLT

Leadership team

Summer 2007

and throughout year.

Autumn 2007

Ongoing

Effective Team Leaders

· Performance Management supports the professional development of all staff

· Team members are kept fully informed of decisions and deadlines

· Meetings are minuted and decisions + actions to be taken are clear.

· Performance Management of all staff shared between SLT/IST

· Team meetings ensure good communication

· Timetable for meetings drawn up

· Where possible agenda circulated prior to meetings and minutes/notes circulated after meetings

· New Performance Management Policy implemented for teachers and support staff

Management time

Twilight meetings

Cost of supply cover for meetings

HT Team Leaders

Team Leaders

Autumn 2007

Throughout the year

Each term

Throughout the year

Area

Success Criteria

Strategies/Tasks

Resources

People Responsible

Timescale

Date Task Completed

Career Development

· All members of the SLT and IST develop professionally

· Each member has a clear idea of his/her career development

· Monitoring skills are effective and judgements are accurate and consistent

· HT and DHT objectives set and reviewed annually

· DHT completes NPQH

· Team leaders plan CPD and discuss at Performance Management meetings

· Continue to develop monitoring skills by monitoring alongside HT/DHT/HIAS staff

Performance Management

Supply costs

£400

Management time

HT, Pers. Committee

DHT

HT, DHT, Team Leaders

Throughout year

Aut 2007

Throughout year