Scheme of Delegation
Accountability
Accountability
Judgements made by the core committees and the board of directors are formed by various data sources; Ofsted; Section 48 RE Inspections; School Improvement Partner Visits; Link Director Visits; and School to School Visits. These all help the committees make informed decisions, and validate the current position of each of the schools within the MAC.
Accountability |
Action |
By Whom |
Frequency |
Follow up Action (if necessary) |
School |
Regularly monitor the effectiveness of teaching and learning by systematically planning the following:
|
Monitoring should be conducted by all members of staff with curriculum or wider responsibility, including:
|
Weekly (minimum) |
Constructive, honest feedback
Further lesson observations
Further scrutiny
CPD / Training
Action Plans for areas of concern
Individual Support Programme
Capability Procedures |
Ensure the school has a comprehensive programme of formative and summative assessment to routinely measure the progress of every child |
Local Academy Committee Principal Class Teacher |
Summative Assessment- at least half-termly Formative Assessment- every lesson |
||
Hold rigorous pupil progress meetings which hold teachers to account for the progress of every child in their class |
SLT & Class Teacher (to be observed by a member of the LAC at least twice each year) |
At least half-termly |
||
Ensure a robust programme of Performance Management for all members of school staff, setting high expectations through the setting of aspirational targets
Make the expectation of the MAC clear that all teaching must be at least good and much should be outstanding |
Schools should communicate clearly the professional lead for individual Performance Management. This could be:
|
All to be conducted annually with a mid-year review in the Spring Term |
Targets set in the Autumn and reviewed in the Summer Term Performance and targets monitored at the mid-year review
CPD / Training Individual Support Programme |
|
Regularly present performance data detailing the attainment and progress of all pupils to the LAC and to the Board of Directors |
Principal SLT |
Termly |
LAC to investigate any areas of concern and notify the Standards Committee Action Plans to address areas of concern |
|
Local Academy Committee |
Regularly review pupil progress data and hold the school to account for any underperformance, ensuring the strategic priorities identified are consistent with outcomes for children |
Chair of the LAC (may be delegated to other LAC members) |
Half termly |
Monitor the impact of any agreed actions ensure issues raised are followed up by the LAC Communicate any concerns to the Standards Committee |
Evaluate the outcomes of Performance Management in relation to pay recommendations |
Pay Committee |
Annually |
Inform the Board that Performance Management of all staff has been completed and keep a record of all pay decisions
Ensure each member of staff is contacted in writing to inform them of pay decisions |
|
Set the strategic priorities for the school with the SLT |
LAC |
Termly |
Agree a programme of activity to evaluate progress towards the identified priorities |
|
Carry out regular monitoring visits to the school to assess progress against the identified priorities |
LAC |
At least termly |
Report back to the LAC on the outcome of any monitoring activity |
|
Report to the Board of Directors on current standards, improvement priorities and evaluative monitoring activity |
Chair of the LAC via the MAC notification form |
Half termly following each LAC meeting |
Use the notification form to notify the Board of any Standards related issues |
|
Provide sufficient challenge and rigour to the school’s SLT to ensure information provided is robust |
LAC |
Ongoing |
Keep a thorough record of the LAC holding the SLT to account via high quality minutes |
|
Standards Committee |
Request progress data from each Principal and LAC Chair and provide to sufficient challenge to ensure continual improvement |
Principal and LAC |
Termly |
Further scrutiny, additional information requested Action Plans |
Ensure each Principal and Academy Committee provides a thorough presentation to the committee detailing the school’s current position supported by evidence |
LAC Chair, Principal, SLT |
Termly |
Committee feedback to Principals on areas being monitored Monitoring of T&L |
|
Commission school improvement support for school’s identified as having a need. Ensure this support is regularly evaluated for impact |
Full Committee NSS/ NLE Principal Directors/ Accounting Officer |
Half termly |
Monitor the impact of any support provided to ensure any weaknesses are addressed rapidly |
|
Commission the ongoing consultative expertise of a school improvement professional, ensuring their work is highly effective in sustaining ongoing school improvement |
Full Committee Accounting Officer |
Termly |
Plan termly opportunities to receive feedback from the appointed consultant and use this information to inform future strategic school improvement decisions |
|
Routinely evaluate all aspects of practice in schools through provision of highly effective monitoring activity |
Chair of Standards Committee Principal Directors |
Ongoing via Principals Committee |
Monitor the evaluative effectiveness of monitoring activities and use this information to triangulate with all other sources of evidence |
|
Board |
Ensure regular reporting from the Standards Committee about the detailed work they have undertaken to monitor, evaluate and improve school performance |
Chair of the Standards Committee |
Half-termly |
Instruct further scrutiny or inspection of T&L Meeting with LAC and Principals Review of Action Plans |
Ensure the Principals Committee is effective in maintaining a self-improving school system |
Chair of Standards Committee Chair of Principals Committee Accounting Officer |
Termly |
Request feedback from the Principals Committee at all Board meetings, ensuring this report highlights the effectiveness of the school improvement activity the committee has undertaken |
|
Ensure a rigorous system is in place to measure the performance of each Principal and that performance is directly linked to pay and appraisal |
Chair of Directors Link Director Chair of LAC |
Annually (with an interim review) |
Where underperformance of a Principal has been identified, be swift to seek the advice of the MAC HR/ legal advisors |
|
Set the strategic direction for all schools and maintain constant oversight of progress towards strategic priorities |
Chair of Standards Committee Chair of Directors Accounting Officer |
Termly |
Continually monitor the effectiveness of the systems in place to measure performance and ensure communication between all those responsible for evaluating and improving performance is highly effective |