This document discusses strategies for middle leadership development, including evaluating workload, strategic planning, action planning, and SWOT analysis. It recommends that leaders spend 70% of their time on short-term activities, 20% on medium-term planning, and 10% on long-term strategic work. Examples of strategic activities include developing curriculum and department plans. The document reviews doing a SWOT analysis of strengths, weaknesses, opportunities, and threats for one's department. It also provides guidance on creating action plans with goals, actions, responsibilities, and evaluations. The next session will cover quality assurance strategies.

1. MHF / ASK Middle Leaders’ Development
Session Two: Evaluation
We’re going to look at workload, strategic
evaluation, action planning and SWOT

2. being the arbiter deciding groups
dealing with of standards
lesson preparation
behavioural reports
issues marking teaching
monitoring student
progress role as form tutor
Workload maintain policies
additional responsibilities in
school
managing staff in department
meetings
writing schemes training
of learning managing resources
exam entries monitoring lessons contacting parents

4. Dealing with daily activities. Reactive. Short-term.

5. Planner. Able to plan
work to manage
workload and avoid
crisis. Medium-term.
Dealing with daily activities. Reactive. Short-term.

6. Looking strategically at ways to
improve. Innovative. Long-term.
Planner. Able to plan
work to manage
workload and avoid
crisis. Medium-term.
Dealing with daily activities. Reactive. Short-term.

7. 70% short-term
20% medium-term
10% long-term
How can we plan to work in all 3 areas?
40 hour week
= 28 hours direct teaching
= 8 hours (including
marking / planning /
monitoring day-to-day)
= 4 hours strategic (policies, strategies)
over 40 weeks should be 160 hours strategic work (6.5
whole days!) - is this happening?

8. Strategic Activities?
drafting, implementing and evaluating cross-functional decisions that
enable the achievement of long-term objectives
Federation Development Plan
21st Century Skills-based Curriculum
Your Department’s Development

9. Strengths Weaknesses
SWOT Analysis
Opportunities Threats

10. Helpful Harmful
to achieving the objective to achieving the objective
Internal
(attributes of teacher/ strengths weaknesses
department/school)
External
(attributes of teacher/ opportunities threats
department/school)

11. How can we use the strengths?

12. How can we stop the weaknesses?

13. How can we exploit the opportunities?

14. How can we defend against the threats?

15. Create a SWOT analysis of your department
using Ingenhia, Mindmeister or treeware (paper).
mhfederation.mindmeister.com
bit.ly/a3sL5R
Also, add any SWOT items to the collective view
of middle leadership in the Federation in the
shared Mindmeister map

16. Action Plans
Action Plans (strategic action) should contain the following:
Name of the strategy.
Outcomes: benefits to be expected from implementing this
program.
Actions: what will be done?
Responsibilities: Who will be in charge of the action?
Timing: When will it start? When will it be completed?
Location(s)/Student(s): Where? Which students?
Resources: staff, money, information, other resources?
Quality Assurance: How will progress be measured and
reported?
Rewards: if any.
Contingency Plans: What will be done if results fall short?

17. Evaluate
Are the required resources available?
What risks or bad side effects are involved?
Is there a better way of achieving the selected objective?
Do different Action Plans work together?
Should this Action Plan be implemented? If yes, when?

18. Next Week:
Quality Assurance