Schools can easily stagnate.  One of the most true sayings in education is that ‘Schools cannot stand still.  If they try to do so, they will certainly go backwards’.

Schools often lurch from one inspection ordeal to another, in an attempt to maintain standards.  Inspection has a part to play but it is limited in its value.  What such schools need is quality support and guidance from someone working alongside the senior management team, bringing additional experience and, above all else, fresh eyes.
To formulate, in association with all interested parties, a 4/5 year Development Plan;
To organise a ‘Weekend Retreat’ for Owners/Board to discuss the longer term objectives of the school;
To act as a facilitator to the group during this weekend;
To convert the output to a structured four or five year Development Plan proposal;
To present this proposal to all parties for feedback and amend as required;

To review current school documentation including Staff Contracts, Personnel Policy and School Handbooks;
To review or design staff contracts to consider effective teacher workload and appropriate terms of contract renewal to enable effective replacement on departure of staff;
In the process,to review staff conditions as necessary;
Personnel Policy to be reviewed or devised incorporating the above;
School Handbook to be reviewed or designed to outline all working procedures and policies within the school;
To provide a template for production of departmental handbooks designed to support and complement school procedures;

To audit non-teaching services with a view to identifying potential for increased efficiency and improvements to service
To arrange, as required, a detailed study of the following areas: finance, maintenance, ground staff, catering, administrative support staff, technicians, security;
To provide summary reports, with recommendations, to the Board/Owner on the findings;