Leadership and governance
Leadership and governance is a key judgement area which we report on each year, as part of our overall journey of the School's Self-Evaluation Form (SEF).
Our journey
2025/26
- Strong leadership and governance: Leaders know the school well. Increased governor visibility, supported by protected time in school, has strengthened governors’ understanding of the school’s work and enhanced their oversight and strategic challenge.
- Effective monitoring and evaluation: Leaders and governors use SchooliP, Microsoft Teams, InVentry and CPOMS effectively to monitor school performance. They contribute to the School Development Plan (SDP) and Self-Evaluation Form (SEF), review priorities and use current evidence to inform challenge and decision-making.
- Supporting staff wellbeing: Staff survey feedback has informed actions to help colleagues feel valued and supported. These include regular workload and meeting monitoring, targeted training, opportunities to complete PPA at home, and increased leadership visibility and support.
2024/25
- Introduced an interim Co-Headteacher model to strengthen both operational and strategic leadership. This approach leverages individual skills and strengths to align with the school’s new organisational strategic plan.
- Streamlined communication and improved efficiency through the implementation of SchoolIP and dedicated Microsoft Teams channels — enabling staff to work smarter, not harder.
- INSET sessions focused on defining our standard of excellence, which served as a catalyst for rewriting key documents including the SEND Information Report, school prospectus, professional showcase, and newsletters—significantly enhancing the school’s marketing and public profile.
2023/24
- The school management team has enhanced their skills by undertaking the NPQEL, NPQH, and NPQSL qualifications
- Collaborating with the school improvement partner, the team explores new ideas, continually reflecting on the "why" and "how" to drive growth and sustain development
- Leadership and management have been rated as Outstanding by Ofsted, with Challenge Partners describing it as a "thinking school" where leaders show ambition in their daily work
2022/23
- Launched the School's social media channels and online platforms, Facebook, X (formerly known as Twitter), and ClassDojo, for enhanced engagement with parents and to enable us to build our reputation and marketing our strengths
- Committing to sustained investment in professional development, including the Royal Opera House for Leading for Impact Generation 6 and the continuous enhancement of teacher qualifications
- Successfully launched and roll out of an Electronic Care Records platform
2021/22
- Established Professional, Training and Learning Lead to enable staff to advance in their learning
- All teaching staff are now scheduled to join the Liminal Leadership program.
- Development of the school's Making Us Subject Specialist Teams (MUSST)
- School registered with the National College CPD platform (external and internal training tracked and managed)
2020/21
- Staff development from person’s own preference and interest within the curriculum – the school established subject specialist working
- Joint up working with Clinical education team to streamline induction plan across all areas.
- School presentations at Richard Hirstwood Sensory Festival – The Impact of Our Yoga and Music Offer on The Child
2019/20
- During Inset, attended ‘Sensory engagement for mental well-being’ by Joanna Grace, a course which looks at sensory strategies that can be employed to improve the mental well-being of those with PMLD
- Implemented reflective supervision with key focus on staff wellbeing
- Supported a new way of safe learning and ongoing high quality Continued Professional Development (CPD) through home/school subject specialised projects
- Aquatic therapy training and rebound training for physiotherapists
- Upper limb casting and splinting course training for Occupational Therapists and Physiotherapists
- Advanced dysphagia training provided to Speech and Language Therapists
- SMART training for Occupational Therapists and Speech and Language Therapists
2018/19
- School sharing good practice through professional showcase and The Children's Trust national conference
- Internal sharing of achievements and recognising each other’s skill set via the operational middle leadership team, peer observations and learning walks
- Continued to upskill staff through recognised training and qualifications, such as Joanna Grace's 'Develop your sensory lexiconary' and the use of electronic recording platforms
2017/18
- Contributed to the development of PMLD Link's Core and Essential Service Standards Nov 2017
- Introduced the requirement for all staff at the school to obtain the OCN qualification - Understanding the needs of individuals with PMLD (Profound and Multiple Learning Disabilities)
- Invested in staff development through Sounds of Intent, Yoga as a special child, National Professional Qualification for for Middle Leadership (NPQML), teacher training and National Axial Spondyloarthritis Society (NASS)
- Every half term, school staff receive safeguarding supervision
- Best practices shared at Raising the Bar II conference and within PMLD Link articles ‘Meaningful Time’ (issue Spring 2018) and 'Understanding the needs of individuals' (issue Summer 2018)
2016/17
- Carried out a restructure of our school staff
- Invested in Drake Music and Aquaepps to support our new skill set and curriculum
- Joined PMLD Link's Point 5 Hub
Jan 2016
- Zoe Evans supports launching the ImPACTs Curriculum – providing the opportunity for each child and young person to achieve their best possible educational outcome
- Review undertaken to analyse the needs of the pupils. This analysis informs required training matrix for learning and teaching, and clinical competencies
- Implemented weekly curriculum teaching and learning training
- Carried our external observation of Rosewood Free School and Linden Lodge School to observe their good practices
