The importance of a SENCO as a leader 4,000 word essay • Show how the focus links to the legislation and the expectations of the SENCO role – Journey of a SENCo – How the role has changed though the years Warncok report, SENDco Practise 2001 and SEND code of Practise 2014 • Qualities and Skills SENCOs need to possess • Engage in critical analysis of a SENCO as a leader (on SLT) • Profile of the job moved from co-ordination to Strategic (Leadership) • Development of staff CPD • What the SENDCo’s role is now 2021. • Reference lots of literature and relate to recent government policies. • Understand and critically evaluate the role of the SENCO as a leader ( Senior Leaderhsip Team (SLT); Develop and critically evaluate systems to support pupils with a range of SEND; Critically reflect on the principles and practice of leadership in different contexts and reflect on and develop their own leadership skills; Extend their critical understanding of working with key external agencies, families and children to provide effectively for pupils with SEND; Develop the confidence and knowledge to influence the practice of others. Learning opportunities : Students will, by the end of the module, have the opportunity to: Engage in critical reflection of the role and the statutory responsibilities of the SENCO; Critically evaluate approaches, strategies and resources designed to meet the needs of pupils with SEN and/or disabilities; Understand and meet their statutory responsibilities towards children and young people with SEN and/or disabilities; Develop and demonstrate the personal and professional qualities and leadership skills needed to carry out the role of SENCO effectively; Draw upon relevant research and inspection evidence about teaching and learning in relation to pupils with SEN and/or disabilities to improve practice; Undertake small-scale practitioner enquiry to identify, develop and rigorously evaluate effective practice in teaching pupils with SEN and/or disabilities
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communicated, including definite terms. This includes the willingness of the offeror to enter into an agreement, the offeror’s intent to form a binding contract, and the explicit communication of the offer and the terms to the offeree. On August 29, Skjonsby proposed to sell these “features” to Finerty, that had previously been purchased in Canada. On September 6, Skjonsby sent Finerty a proposed form contract. Dataserv clearly communicated all the terms necessary to enter into an agreement with Technology, and showed willingness and intent to enter into a contractual agreement. Therefore, Skjonsby did make a valid and binding offer to Finerty to sell computer features for $100,000. Dataserv and Technology Acceptance Whether Finerty and Skjonsby’s formed a contract to purchase the computer features for $100,000 is dependant upon if Finerty accepted the terms of Skjonsby’s original offer. The acceptance of an offer may only be valid if it is express or implied directly to the offeror. It must fall within the prescribed time constraints, and acceptance must be absolute and unconditional. Making a counter offer automatically rejects the prior offer, and requires an acceptance under the terms of the counter offer or there is no contract. On October 1, Finerty responded to Skjonsby’s proposed form contract with a counter offer, stating that “three changed need to be made” and he will sign the contract. This signified a rejection to the original offer. Two of the changes were resolved, and on October 17, Dataserv offered a remedy to the final change. Technology did not respond. On November 8, Dataserv offered to remove the clause that was causing the delay, and Technology responded by revoking their intent to purchase the “features.” Finerty never accepted the terms to the proposed contract, therefore there was never an acceptance. Dataserv and Technology Enforceability Whether or not Technology is liable for the difference between the sale price of the features and the contract price depends on if a contract was ever formed for which they would be responsible for payment. A valid contract is formed when one party, the offeror, makes an offer that is accepted by the other party the offeree. The offeror is free to revoke the offer at any point before the offeror accepts. Making a counter offer automatically rejects the >
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