The document evaluates the arrangements for student welfare at a school. It examines records of student progress, guidance provided to students, communication with parents, and health and safety measures. Review questions address how well students are inducted and supported, academic and personal monitoring, support for special needs, advice available to students, and parent communication. The discussion section covers the differences between leadership and management, characteristics of each, and the relationship between the two roles. It also addresses school development planning, including self-evaluation, vision, action planning, and monitoring progress.
Historical philosophical, theoretical, and legal foundations of special and i...
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1. Evaluation of the Arrangements for Students’ Welfare
الطالب وإرشاد ومساندة جودة تقييم 1
2. How well are students supported and guided ?
الطلبة؟ وتوجيه دعم يتم كيف
• Records of students’ personal and academic progress and the
advice they receive
•التي والمشورات للطلبة واألكاديمي الشخصي التقدم تسجيليتلقونها
• information about curriculum and other choices is provided for
students
•للطلبة األخرى والخيارات المنهج حول معلومات.
• Student access to staff for guidance and support
•وتوجيههم دعمهم أجل من للموظفين الطلبة وصول.
• regular information sent to parents about their children’s progress
•منتظمة معلومات إرساللألباءأبنائهم تقدم حول.
• Rules and routines defining acceptable behaviour
•السلوك تحديد وإجراءات قواعدالمقبول.
• Regular risk assessments relating to health and safety.
•والسالمة بالصحة المتعلقة العادية المخاطر تقييم.
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3. Review Questions
• Are students inducted into the school in a way that helps
them settle quickly and easily?
بسهو االستقرار على تساعدهم بطريقة المدرسة في الطلبة تهيئة يتم هلويسر؟ لة
• Does the school monitor students’ academic progress so that
their learning needs can be met?
ت إلدى سدعيا ومراقبتدي للطلبدة األكداديمي التقددم بتقييم المدرسة تقوم هلاحتياجداتهم لبيدة
التعليمية؟
• Does the school monitor students’ personal development so
that their learning needs can be met?
هلإ سعيا ومراقبتي للطلبة الشخصي التطور بتقييم المدرسة تقومتلبية لى
احتياجاتهمالتعليمية؟
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4. Review Questions
• Does the school deploy staffing and resources effectively to
support students with special educational needs of
different kinds?
بفاعليدة والماديدة البشدرية المدوارد توظيدل علدى المدرسدة تعمل هللددعم
التعليمية االحتياجات ذوي الطلبةاختالفها؟ على الخاصة
• Are students sensitively supported and helped when they
have problems?
تكون عندما ومساعدتهم الطلبة مساندة تتم هللديهممشكالت؟
• Do students have access to staff for advice and guidance
about the next stage of their education and in preparation
for employment?
للمرح إلعدادهم الالزمين والتوجيي النصيحة على الحصول الطلبة يستطيع هلالمقبلة لة
المدرسة؟ في المعنيين قبل من للتوظيل أو التعليم من
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5. Review Questions
• Are parents well informed about students’
progress?
الطلبة؟ بتقدم األمور أولياء إحاطة تتم هل
• Does the school ensure that students and staff
work in a healthy and safe environment?
•اإلدا الهيئتين وأعضاء الطلبة أن من المدرسة تتأكد هلرية
آمنة؟ وبيئة صحي جو في يعملون والتعليمية
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6. Leadership and/or Management
– Discuss the similarities and differences between
the role of a leader and the role of a manager
– Is the principal of your school a leader or a
manager
– What are the characteristics of good leadership?
– What are the characteristic of good management?
– Are good leaders always good managers?
– Are good managers always good leaders?
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8. School Development Planning
– Where are we now ? ( self evaluation)
– Where do we want to be ? ( reflection and planning)
– How do we get there ? ( action planning )
– How do we know when we have arrived ? ( success
criteria, monitoring and evaluation)
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9. Development plans need action plans
– What is the timescale ?
– Who is responsible ?
– What resources are necessary ?
– What are the success criteria?
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10. From SEF to SDP
•The starting point needs to be the Self-evaluation
form:-
Development points should be included
in the SEF
•The School Development Plan needs to address
the development points in the SEF in a
structured fashion
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11. Framework Questions
• Do the principal and others with leadership responsibility have a
clear vision for the school, focused on achievement, which is shared
with and by the staff?
•التحصي على زّكتر للمدرسة واضحة راية القيادات من وغيره المدير يمتلك هلل
بالمدرسة؟ العاملين مع الراية هذه ومشاركة
• Are leaders effective in inspiring, motivating and supporting staff?
•المدرسة؟ قيادة قبل من ودعمهم وتحفيزهم العاملين إلهام يتم هل
• Is self-evaluation, including the analysis of performance, rigorous
and is it used to assure quality and bring about further
improvement?
لض استخدامي يتم وهل بالقوة األداء تحليل ذلك في بما ،الذاتي التقييم يتسم هلالجودة مان
التحسن؟ من مزيد وإحداث
• Does the school have a strategic plan, which is firmly focused on
improvement?
التحسن؟ على بقوة زّكتر استراتيجية خطة المدرسة تمتلك هل11
12. Framework Questions
• Are the staff effectively managed, developed and efficiently deployed?
•عليهم؟ المهام توزيع حسن مع أدائهم وتطوير ،فاعلة إدارة العاملين إدارة تتم هل
• Are budgeting, planning and resource allocation firmly linked, to ensure the
provision of good quality teaching and learning and a high quality learning
environment, appropriate to the school’s mission?
•التعلي في الجودة لضمان الموارد وتخصيص والتخطيط الميزانية إعداد بين قوي ربط يوجد هل،والتعلم م
المدرسة؟ رسالة مع يتناسب بما الجودة عالية تعليمية بيئة وتوفير
• Does the school seek, and is it responsive to, the views of students and
parents about its provision?
•وتستجيب يقدم ما جودة عن األمور وأولياء الطلبة آراء الستطالع المدرسة تسعى هللها؟
• Does the school have well-developed links with the local and wider
community that enhance and enrich the students’ educational
experiences?
•الخبر زّيعز بما ككل والمجتمع المحلي المجتمع مع جيدة روابط المدرسة تمتلك هلات
ويثريها؟ الطلبة لدى التعليمية
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13. Framework Questions
• Where one exists, are the governing body’s roles and
responsibilities understood and respected and kept separate
from those of the school’s professional leadership?
•للمدر المهنية للقيادة المستقلة والمساوليات األدوار واحترام فهم يتم هلسة
وجد؟ إذا اإلدارة ولمجلس
• Where one exists, does the governing board, board of
directors or advisory group work effectively with the school’s
leaders, holding them accountable for the school’s
performance and making a significant contribution to the
strategic leadership of the school?
•قيادة مع بفاعلية وجد إذا اإلدارة مجلس أو االستشارية المجموعة تتعاون هل
المدرسةويسائلهااالستراتيجي اإلدارة في واضحة مساهمة ويساهم أدائها عنلها؟ ة
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Editor's Notes
Recap on last session about the curriculum. Introduce this section with the idea that the way schools are able to support students’ welfare has a direct bearing upon both their personal development and their academic achievement. In an ideal school setting, there should be a close relationship between the record-keeping related to students achievement and that related to their personal development. The two are very closely linked, since there can often be underlying personal development issues which are influencing students’ capacity to achieve of their best.
In groups, discuss the relationship which exists between the school social worker and the academic staff and senior leadership ( ie. principal and vice-principal); does the social worker operate in isolation – just dealing with misbehaviour and relationships with parents, or is the social worker a genuine part of the whole senior leadership team and contributing to the overall management and nurturing of students.
Are students inducted into the school in a way that helps them settle quickly and easily?
This is particularly important for students who join the school at non-standard times. But, for all students, the speed and ease with which they settle into school will influence the success they have with their school work and their attitude to school.
Does the school monitor students’ academic progress so that their learning needs can be met?
Much rests on the assessment, monitoring and recording systems in the school. Is assessment limited to standard tests, or is more done to find out how students learn and personal circumstances that might affect their progress in school?
In class, do teachers diagnose learning difficulties and find ways around them?
Are they alert to times when students need help, balancing the need for them to become independent students with the frustration that can grow from feelings of failure?
Are students given the right level of support to help them move on?
Does the school monitor students’ personal development so that their learning needs can be met?
Does the school operate as if all students are the same, or does it recognize different needs personally as well as academically?
How much attention does the school pay to assessing and recording the extent and rate of their students’ personal development?
Does the school report to parents on students’ personal development or, except in cases where a child is particularly troubled or troublesome, do reports to parents refer to personal development only in vague and general terms?
Does the school use the information it gathers about students’ personal development to help it to make changes to its provision?
Does the school deploy staffing and resources effectively to support students with special educational needs of different kinds?
Reviewers will assess the quality of the provision the school makes, particularly the extent to which staffing, facilities and resources are targeted effectively towards removing the barriers to learning that individual students experience. Evidence comes from examining the school’s plans for supporting such students, from observation of the support they actually receive and discussion with teachers and other staff and, when possible, with parents.
Are students sensitively supported and helped when they have problems?
Students need support of different kinds, including with their work in class and on personal issues. On personal matters, do students have someone they are happy to turn to and can trust for sensitive advice and support?
Is there a sense of caring in the school in which staff are alert to students’ needs? Do older students take on the roles of mentors to younger ones?
Do students receive advice and guidance when they have personal problems or problems in learning?
Are confidential records kept on students, but is information shared with those who need to know, when it would have a material effect on students’ learning, such as when students have physical or emotional difficulties?
Generally, do the staff know students well enough?
Do students have access to staff for advice and guidance about the next stage of their education and in preparation for employment?
Where students have choices to make, for example, about any optional subjects or what programmes to follow beyond school, they need to make those choices on the basis of clear information and impartial advice, tailored to their needs. Is written information clear and comprehensive? Do students have access to the advice they need?
Are parents well informed about students’ progress?
Parents should feel confident in the school. In part, confidence will stem from parents knowing what their child is doing in school and the progress he/she is making. How does the school do this? How clear is information to parents? Do parents understand what it means and what they can do about it? Are there meetings to talk about students’ progress? Good links with parents are vital, for example, to promote good attendance and for sharing and resolving any concerns.
Does the school ensure that students and staff work in a healthy and safe environment?
A climate of care, understanding, tolerance and respect should permeate the school. It should be actively promoted so that a safe environment for all students is created. Is it evident in the day-to-day interactions between students and between staff and students? What steps does the school take to create such a climate? Does it have rules and routines defining acceptable behaviour and is behaviour effectively managed? Does the school monitor any incidents of racism, or intimidating behaviour? Does it respond decisively, swiftly and effectively when any incidents of harassment or ill feeling arise?
Reviewers will consider whether the school has carried out risk assessment and takes reasonable steps through its policies and practices to promote the health and long-term wellbeing of staff and students. This involves evaluating how well the school’s management oversees health and safety and understands its responsibilities, how well the environment and activities are monitored, how alert staff and others are to potential hazards, and how far the school draws on expert advice. Reviewers will also explore the extent to which the school carries out risk assessments and takes steps to ensure that the school environment is, as far as possible, free from hazards.
In groups discuss the differences and the overlaps between the leadership and the management of the school – to what extent are the school leaders able to provide true strategic leadership of the school as opposed to being managers and school administrators who respond to direct instructions from the MoE ?
In groups discuss the differences and the overlaps between the leadership and the management of the school – to what extent are the school leaders able to provide true strategic leadership of the school as opposed to being managers and school administrators who respond to direct instructions from the MoE ?
Do the principal and others with leadership responsibility have a clear vision for the school, focused on achievement, which is shared with and by the staff?
Reviewers will establish whether there is a shared vision among senior leaders about the direction the school is going and whether leaders involve other staff and, perhaps, parents and students in that vision. Whether the goals are realistic or sufficiently challenging will depend on the current circumstances and recent history of the school. To what extent is the vision focused on achievement and improvement? Discussions with senior managers and staff will establish whether there is a sense of common purpose and whether aspirations for the future are known and shared. Are leaders and managers helped to achieve the school’s vision by having clear job descriptions, which set out their responsibilities?
Are leaders effective in inspiring, motivating and supporting staff?
Effective leadership is usually reflected in the attitudes and approaches of staff at all levels in the school, in the enthusiasm for change and improvement and a shared sense of purpose and direction. Do leaders lead by example? What strategies do they use to bring about change? How do staff respond?
Is self-evaluation, including the analysis of performance, rigorous and is it used to assure quality and bring about further improvement?
This criterion covers inter-related and essential components of effective management. At the heart of them are mechanisms to monitor provision and performance, analysis and evaluation. Rigorous self-evaluation includes these elements. Does the school record and analyse the students’ performance over time in external and internal examinations and tests? The school should have the confidence to be honest with itself about how successful it is in this and in all other aspects of its work. Does the school know its weaknesses as well as its strengths? How does it use the information it gains from self-evaluation? Is it used to assure quality and take action where quality is not as high as it should be? How does self-evaluation link with planning for improvement? The processes of self-evaluation are far more important than any recorded summary of findings. Who is involved in self-evaluation? How does self-evaluation happen? Is it manageable?
Does the school have a strategic plan, which is firmly focused on improvement?
A strategic plan is an essential component in translating the vision for the school into action to bring about improvement. This criterion does not insist on the existence of a single, specific document: it is not the quality of the document that is important; it is the quality of the strategy. Does it identify the right priorities for the school, based on sound self-evaluation? Are they realistic and workable? Do the school’s plans set out clearly what is to be done, how and when? Do they include processes and procedures for monitoring and evaluating the success of the plans? By tracing management decisions through to action in the classroom, reviewers can check how well intentions and plans are translated into effective practice.
Is there a parents council? are its roles and responsibilities understood and respected, and kept separate from those of the school’s professional leadership? Reviewers will consider the effectiveness of these councils when assessing how responsive the school is to the views of students and parents.
Is there any way in which the parents’ council can hold the teachers and senior school leaders accountable for the school’s performance and making a significant contribution to the strategic leadership of the school?
Do the principal and others with leadership responsibility have a clear vision for the school, focused on achievement, which is shared with and by the staff?
Reviewers will establish whether there is a shared vision among senior leaders about the direction the school is going and whether leaders involve other staff and, perhaps, parents and students in that vision. Whether the goals are realistic or sufficiently challenging will depend on the current circumstances and recent history of the school. To what extent is the vision focused on achievement and improvement? Discussions with senior managers and staff will establish whether there is a sense of common purpose and whether aspirations for the future are known and shared. Are leaders and managers helped to achieve the school’s vision by having clear job descriptions, which set out their responsibilities?
Are leaders effective in inspiring, motivating and supporting staff?
Effective leadership is usually reflected in the attitudes and approaches of staff at all levels in the school, in the enthusiasm for change and improvement and a shared sense of purpose and direction. Do leaders lead by example? What strategies do they use to bring about change? How do staff respond?
Is self-evaluation, including the analysis of performance, rigorous and is it used to assure quality and bring about further improvement?
This criterion covers inter-related and essential components of effective management. At the heart of them are mechanisms to monitor provision and performance, analysis and evaluation. Rigorous self-evaluation includes these elements. Does the school record and analyse the students’ performance over time in external and internal examinations and tests? The school should have the confidence to be honest with itself about how successful it is in this and in all other aspects of its work. Does the school know its weaknesses as well as its strengths? How does it use the information it gains from self-evaluation? Is it used to assure quality and take action where quality is not as high as it should be? How does self-evaluation link with planning for improvement? The processes of self-evaluation are far more important than any recorded summary of findings. Who is involved in self-evaluation? How does self-evaluation happen? Is it manageable?
Does the school have a strategic plan, which is firmly focused on improvement?
A strategic plan is an essential component in translating the vision for the school into action to bring about improvement. This criterion does not insist on the existence of a single, specific document: it is not the quality of the document that is important; it is the quality of the strategy. Does it identify the right priorities for the school, based on sound self-evaluation? Are they realistic and workable? Do the school’s plans set out clearly what is to be done, how and when? Do they include processes and procedures for monitoring and evaluating the success of the plans? By tracing management decisions through to action in the classroom, reviewers can check how well intentions and plans are translated into effective practice.
Is there a parents council? are its roles and responsibilities understood and respected, and kept separate from those of the school’s professional leadership? Reviewers will consider the effectiveness of these councils when assessing how responsive the school is to the views of students and parents.
Is there any way in which the parents’ council can hold the teachers and senior school leaders accountable for the school’s performance and making a significant contribution to the strategic leadership of the school?
Do the principal and others with leadership responsibility have a clear vision for the school, focused on achievement, which is shared with and by the staff?
Reviewers will establish whether there is a shared vision among senior leaders about the direction the school is going and whether leaders involve other staff and, perhaps, parents and students in that vision. Whether the goals are realistic or sufficiently challenging will depend on the current circumstances and recent history of the school. To what extent is the vision focused on achievement and improvement? Discussions with senior managers and staff will establish whether there is a sense of common purpose and whether aspirations for the future are known and shared. Are leaders and managers helped to achieve the school’s vision by having clear job descriptions, which set out their responsibilities?
Are leaders effective in inspiring, motivating and supporting staff?
Effective leadership is usually reflected in the attitudes and approaches of staff at all levels in the school, in the enthusiasm for change and improvement and a shared sense of purpose and direction. Do leaders lead by example? What strategies do they use to bring about change? How do staff respond?
Is self-evaluation, including the analysis of performance, rigorous and is it used to assure quality and bring about further improvement?
This criterion covers inter-related and essential components of effective management. At the heart of them are mechanisms to monitor provision and performance, analysis and evaluation. Rigorous self-evaluation includes these elements. Does the school record and analyse the students’ performance over time in external and internal examinations and tests? The school should have the confidence to be honest with itself about how successful it is in this and in all other aspects of its work. Does the school know its weaknesses as well as its strengths? How does it use the information it gains from self-evaluation? Is it used to assure quality and take action where quality is not as high as it should be? How does self-evaluation link with planning for improvement? The processes of self-evaluation are far more important than any recorded summary of findings. Who is involved in self-evaluation? How does self-evaluation happen? Is it manageable?
Does the school have a strategic plan, which is firmly focused on improvement?
A strategic plan is an essential component in translating the vision for the school into action to bring about improvement. This criterion does not insist on the existence of a single, specific document: it is not the quality of the document that is important; it is the quality of the strategy. Does it identify the right priorities for the school, based on sound self-evaluation? Are they realistic and workable? Do the school’s plans set out clearly what is to be done, how and when? Do they include processes and procedures for monitoring and evaluating the success of the plans? By tracing management decisions through to action in the classroom, reviewers can check how well intentions and plans are translated into effective practice.
Is there a parents council? are its roles and responsibilities understood and respected, and kept separate from those of the school’s professional leadership? Reviewers will consider the effectiveness of these councils when assessing how responsive the school is to the views of students and parents.
Is there any way in which the parents’ council can hold the teachers and senior school leaders accountable for the school’s performance and making a significant contribution to the strategic leadership of the school?