through the school and SDP to replace action plans as LT reflect the appraisal document and DAP to needs of replace Appraisal for middle leaders. Wrotham School in achieving an definition of roles well outstanding understood by all staff and students. provision at all levels. Leaders and aspiring To develop new leaders in both With rapid Aspirant middle leaders sessions leaders are to the the leadership team and in the growth comes a throughout the year. performance and future of middle leadership team to need to the school they should be ensure outstanding practice and maintain our Work across MAT in sharing good pool of future practice and developing ML/ SLs. developed as part of an excellence is achieved in each attention to new role. leaders. With a developing new leaders and significant shift Early identification of future leaders extending current leaders. To further plan for succession in up in 2016/17 to and appraisal based pay reviews to these key leadership rolls by accommodate ensure they are given adequate developing cohort 3 middle and our vision and responsibility in line with their senior leaders to ensure leadership development potential based on continuity of excellence in the school quality and level of work rather than middle and long term. development served”. “time targets we need to ensure we identify our future leadership talent and nurture them appropriately. To further improve calendar and This is the Appointment of VRO to LT to timetable delivery and framework that manage this alongside other events, effectiveness. To support the ties together our
through the school and reflect the needs of Wrotham School in achieving an outstanding provision at all levels. SDP to replace action plans as LT appraisal document and DAP to replace Appraisal for middle leaders. definition of roles well understood by all staff and students. Leaders and aspiring leaders are to the performance and future of the school they should be developed as part of an attention to developing new leaders and extending current leaders. To develop new leaders in both the leadership team and in the middle leadership team to ensure outstanding practice and excellence is achieved in each new role. To further plan for succession in these key leadership rolls by developing cohort 3 middle and senior leaders to ensure continuity of excellence in the middle and long term. With rapid growth comes a need to maintain our pool of future leaders. With a significant shift up in 2016/17 to accommodate our vision and leadership school development targets we need to ensure we identify our future leadership talent and nurture them appropriately. Aspirant middle leaders sessions throughout the year. Work across MAT in sharing good practice and developing ML/ SLs. Early identification of future leaders and appraisal based pay reviews to ensure they are given adequate responsibility in line with their development potential based on quality and level of work rather than “time served”. To further improve calendar and timetable delivery and effectiveness. To support the This is the framework that ties together our Appointment of VRO to LT to manage this alongside other events,
SDP-ACTION-PLAN-2017-COMBINED-FINAL-V2.docx