Sufra Food Bank seeking an Office and Service Manager

Office & Service Manager
Salary: £20,000-£22,000 per annum (depending on experience)
Hours: 40 hours/week (in addition to regular evenings and weekends)
Annual Leave: 4 Weeks + statutory holidays
Responsible to: Director
Location: Stonebridge, London Borough of Brent

We are recruiting an Office & Service Manager to undertake the day to day administration of the charity, oversee service delivery and manage an expanding team of volunteers. The Office & Service Manager is the first point of call for all enquiries from partner organisations, stakeholders and service users. The successful candidate must therefore be able to demonstrate a high degree of professionalism and appropriate conduct when dealing with disadvantaged and vulnerable people.

This is a demanding role in a small charity, which will require an exceptionally hard-working and committed individual, with regular additional hours during evenings and weekends.

A full Job Description and Personal Specification is available here.

To apply for this role, please submit a CV, Covering Letter (no more than 2 sides) and Equal Opportunities Form by email to admin@sufra-nwlondon.org.uk.

The deadline for applications is Thursday 4 August at 5pm, with interviews on Thursday 11 August 2016.

Three passionate voices on the education crisis

I tweeted the above open letter, first published in the TES, yesterday on both @WembleyMatters and @GreenEdPolicy and it has been retweeted many time, including by the writer and broadcaster Michael Rosen. The letter clearly resonates at a time when many teachers are leaving the profession.

Michael Rosen posted this on Facebook earlier today:

On the Guardian thread about teacher shortages and how they could possibly have come about, I posted some government policies to keep teaching recruitment and retention down:

1. Encourage the press to run stories saying that teachers are lazy and that there are thousands of bad ones.
2. Get the head of Ofsted to say the same.
3. Keep this up for decades. (both main parties)
4. Bring in hundreds of measuring and assessment systems, levels, targets, tests, exams, which then breed more 'rehearsal' tests and exams.
5. Bring in a punitive, rapid, unsupportive inspection system which ignores the fact that scores are attached to children so that if you're in a school where there has been turnover the inspectorate say that has nothing to do with us.
6. Run a new kind of school where the salaries of management are not open to public scrutiny.
7. Allow interest groups to open schools which take on proportionally fewer SEN, EAL and FSM pupils than nearby LA schools.
8 Allow covert selection and exclusion process to take place around these new kinds of schools because the LA schools have to pick up the pieces.
9. Use international data as if it is holy writ and ignore evidence that suggests that comparing countries does not compare like with like, that some countries which are 'top' are selecting. Obscure the differences between the countries by only talking about 'places' in the table, without ever making clear whether these differences are 'significant' or not.
10. Use China as an example of utopia in education without making a comparison between the two societies - as if education exists separately from the societies that produce the respective education systems.
11. Make sure that very nearly all the people running the state education system from government have no, or very little, state education experience themselves.

Yesterday, Kevin Courtney (who also retweeted the letter as @cyclingkev ) Deputy General Secretary of the NUT spoke at the London Green Party Annual General Meeting on 'Fighting for the Education our young people deserve.' This is an extract from his speech that was delivered with as much passion as demonstrated by Colin Harris and Michael Rosen.

Things have got to change if our education system is to survice as fit for purpose.

Clean up tasks for the new Labour Brent Executive

As the new Labour group prepares to meet to decide the size, portfolios and membership of the new Executive, just a reminder of the issues that need to be addressed.

First there is the matter of the Human Resources management at the Council and associated issues of interim contracts and salaries paid into private companies.

The Green Party has called for an independent investigation of:

1. Corporate Management Team officers being paid through their private companies rather than normal pay roll
2. The contractual arrangements for CMT officers and interim appointments
3. Previous employment and business connections between senior offices appointed by Brent Council on an interim basis
4. The working culture of the Human Resources department 
5. Brent Council's Whistle Blowing Policy to ensure that it adequately protects whistle-blowers from harassment and retribution

To which a reader has added:
6. Instances of council policies, procedures, standing orders, scheme of delegation etc being circumvented.

Secondly, there is the important issue of the appointment of Chief Executive.  Christine Gilbert's acting role was extended by the Brent Executive  until after the local elections on the recommendation of Fiona Ledden, Head of Legal and Procurement. The report stated:

The recruitment process for a new permanent  Chief Executive should be delayed because the current recruitment process for  three other CEs in London boroughs would limit the quality of candidates, to allow the restructuring of council senior management to go ahead smoothly, and  to ensure continuity and reputation management over the move to the Civic Centre and the 2014 local elections. 

At the time Paul Lorber, Liberal Democrat leader of the opposition, opposed the extension and raised the important issue of how the permanent appointment would be made.  Given the new overwhelmingly Labour composition of the council and the revelations about previous connections between members of the Corporate Management Team at Ofsted and Tower Hamlets, as well as personal relationship connections, a transparent recruitment process is essential.

Such a process would exclude from the recruitment process any officer with such connections and include opposition councillors as well as Labour backbenchers.

Thirdly, there is the task of ending all interim arrangements so that a permanent team with fully compliant contracts and paid through the council payroll are in place for the next four years.