Activity 2

ACTIVITY 2 CRITERIA/KP A

RATIN G

SCHOOL DEVELOPMENT PLAN

1

TEAM STRUCTURE S

PROFFESSIO NAL DEVELOPME NT

1

1

Organisatio nal culture 2

HOW IS THIS BEING DONE? WHAT STRUCTURES AND SYSTEMS ARE OPERATIONAL AT YOUR SCHOOL TO ASSESS THE CRITERIA IN COLUMN ONE

OUTLINE CRITICAL AREAS FOR IMPROVEMENT

RESPONSIBL PERSON

We’ve never formulated any school development plan since the start of the institution in 2005 due to lack of guidelines from the district

Formulating SDP prioritizing on some of the nine focus areas in terms of IWSE especially teaching and learning

SGB,SDT& all educators

Hierichical structure i.e. principal,2 deputy principals (admin & academic),3 intersen HODs ( MATHS ,SCIENCE & TECH ; EMS,AC & LO ;SS & LANGUAGES) ;2 foundation phase HODs ( ZULU & XHOSA);and ordinary PL 1 educators

Principal’s and deputies’ roles overlap Barriers between staff have been created

DEPUTIES AND PRINCIPAL

District office facilitates workshop now and then. SMT members doing an ACE in management and leadership Workshops facilitated at school level in terms of SIP

Sharing good practice Delegating much of the responsibility and finance for proffessional development to HODS. Moving away from the notion of sending one person on a course and tha they will make a difference Availing opportunities to every one.not only a chosen few. Creating enriching experiences through EOM Outcome orientation Attention to detail Team orientation Competitiveness Stability

SDT,SMT & IWSE COMMITTEE

Positive relationships are valued Expectations of treating people well

All staff .i.e. PS & CS

Empowerme nt

2

Middle managers have effective structures that allow them to discuss and create policy Government creates extra paid responsibilities is one way of extending their scope of influence as well as offering them an incentive to stay at the same post level

Creating conditions where people are willing ( motivated ), able(technically competent and confident psychologically, allowed(given opportunity and responsibility) and accountable(acceptin g negative and positive consequences to perform to their potential) Empowerment is sometimes in tension with the needs of senior managers People starting to monitor the curriculum and having a sense of belonging and feeling of ownership

All staff