Standing orders

The four governor-committee chairs met to update terms of reference for these committees. We agreed to approach this by following DfE advice to have Standing Orders for the governing body. I volunteered to prepare a first draft of these. Ideas on what they should contain are on this page in the blog.

School inspection regime

The regime for maintained schools is explained here:
http://www.ofsted.gov.uk/schools/for-schools/inspecting-schools/inspecting-maintained-schools

See also the framework for school inspection from January 2012.

The school inspection handbook provides instructions and guidance for inspectors conducting inspections under section 5 of the Education Act 2005 (as amended). It sets out what inspectors must do and what schools can expect, and provides guidance for inspectors on making their judgements.

There is guidance on the use of evidence forms.

The self-evaluation form (SEF) for maintained schools has been discontinued “in line with the Government’s programme for cost efficiency and reducing bureaucracy. This does not mean that Ofsted no longer values schools’ participation in the inspection process. Self evaluation remains an important aspect of a school’s work, and inspectors will continue to welcome the evaluation of the school’s performance and consider it when making their judgements. However, there will be no set format in which to produce it. For inspections of independent or maintained schools that take place from autumn term 2011, inspectors will accept a self evaluation in any format. Schools may present their SIEF or SEF, or any update thereof, if they wish. However, schools will not be disadvantaged if they choose not to do so.” (Ofsted, 2011)

School governance: statutory policies; DfE guidance; recommended committee structure & TOR

The Department for Education explains that schools are required to hold certain policies and other documents, listed in Statutory Policies for Schools. The document outlines how often each policy must be reviewed, where this is prescribed in regulations.

The DfE website also has a section on Leadership and Governance. This points to statutory guidance for schools covering:

and to advice on governance. This contains a breakdown of the main responsibilities of the governing body and a section on procedures and committees of the governing body. It explains that statutory functions can be delegated to a committee, a governor or to the headteacher, subject to prescribed restrictions, and lists the functions that cannot be delegated. The Department recommends that the governing body should record their non-statutory procedures and decisions, including recording delegation, in standing orders. It also points to Suffolk County Council’s governor support website for recommendations on the structure and terms of reference for governing body committees.

Community cohesion

Like other schools, Mount Street Primary is charged with developing community cohesion. Plymouth City Council describes this as “…. the ability of communities to function and grow in harmony“. It is essential for the school community. It is also important for the wider community outside school. To this end, Weller and Bruegel (2009) examine “…. the role children play in developing the kinds of connection and relationship that build social networks, trust and neighbourliness.” They explore “neighbourhood social capital in relation to two critical interactions: first, between social policy, parenting values and children’s autonomy and, secondly, between children’s and parents’ local engagement“.
Note to self: read this.

Locality working must presumably have a role to play in the development of community cohesion.
Note to self: find out how these tie together.

Reference:
WELLER, S. & BRUEGEL, I. 2009. Children’s Place in the Development of Neighbourhood Social Capital. Urban Studies, 46, 629

Investigation of locality working in Bristol

Barry Sullivan’s dissertation (2011) investigated “…. experiences of multi-agency working to inform the locality developments being experienced within the authority“. His research questions were:

  1. What are the factors perceived by practitioners within this Local Authority‘s Children‘s Services as most important to effective locality-based service delivery?
  2. What are the perceived benefits of locality working for those in this Local Authority‘s Children‘s Services broadly and educational psychologists more specifically?
  3. What can we learn from professionals‘ experiences of multi-agency working to guide the development of locality teams?

According to the abstract, the paper “is concerned with the development of a model of multi-agency service provision, locality working, in a unitary Local Authority (LA). …. The literature review highlights the lack of evidence supporting the notion that multi-agency working results in better outcomes for service recipients. …. Its unique contribution is to provide an appreciative conceptual model for a form of multi-agency service delivery …

This is probably worth a read to see what Mount Street Primary can learn from it. I wonder what an appreciative conceptual model looks like?

Reference:
SULLIVAN, B. M. 2011. The Development of Locality Working and its Impact on Educational Psychologists: an Appreciative Inquiry. University of Bristol.

Locality working

Plymouth Children and Young People’s Trust Plan 2008 – 2011 says this about locality working:

We will work together to …. develop a locality delivery structure to enable all targeted and some specialist services to be delivered locally.

Through locality working ensure that we maximise the potential of children’s centre, primary care centres and schools working closer together.

Plymouth is committed to ensuring that integrated information management systems provide a tool for staff to assist improved information sharing and locality service delivery.

Six localities have been identified and each will have its own needs profile based on the city wide needs assessment.

Over time the planning and commissioning of services will be undertaken within localities, informed by and reflecting their local needs.