Understand the requirement, then find what supports it. The school judgement follows an evidence review.
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School judgementNot assessed
School evidence0 real evidence mapped · Triangulation 0/3
Review & challengeDraft
Improvement0 growth areas
FROM THE OFFICIAL HANDBOOK
Official QNSA requirement
Read-only
Official standard2.2.4
Organizational structure and job descriptions.
Focus areas
The organizational structure is appropriate to the size and nature of the school.
The organizational structure is clear, comprehensive and considers all jobs.
Preparing and communicating job descriptions to define the tasks and responsibilities for all staff.
Suggested evidence
School’s organizational structure.
Job descriptions
Documents reflecting employee awareness of the organizational structure and job description.
School Administration Guide.
Interviews
Self-reflection
How were employees informed of the organizational structure and job descriptions?
Does the school's organizational structure and job descriptions contribute to clarity and task distribution and responsibilities and facilitate work? How?
Official rubric
4
Highly Effective
The school has a comprehensive, announced, and accurate organizational structure for the jobs in the school, clarifying the roles and sequence of the upper and middle management, that is commensurate with their size and nature, and determines the sequence of tasks and responsibilities, which contributes to the smooth running of all of the work with no overlap or conflict of authority/roles.
The school has clear, detailed and announced job descriptions for all staff and specifies the duties, responsibilities, and roles of each staff member in the school.
3
Effective
The school has a comprehensive and announced organizational structure for almost all jobs in the school, clarifying the roles of the upper and middle management, commensurate with their size and nature, and determining the sequence of tasks and responsibilities, which contributed to the smooth running of most of the work with no overlap or conflict of authority/roles.
The school has clear and announced job descriptions for all staff and specifies the duties, responsibilities and roles of almost all staff members in the school.
2
Somewhat Effective
The school has an organizational structure that is not inclusive of all jobs in the school, resulting in smooth running of some school operations.
The school has undocumented job descriptions for some jobs, and is generally made known to some staff.
1
Ineffective
The school has an unclear organizational structure for some jobs which minimally contributed to the limited running of school work and achievement of objectives.
The school has job descriptions for limited jobs within the school.
Focus source: 63Rubric source: 68, 69
OUR SCHOOL’S WORK
School response
Human-owned judgement
01
School evidence
Choose evidence that shows what the school does. The same evidence can support more than one standard without uploading the file again.
Reading existing governed sources; no second evidence database is created.
02
What the evidence shows
What does the evidence tell us? Record each finding clearly, connect it to supporting evidence, then submit it for review.
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This layer interprets evidence; it never changes official QNSA text.
03
School judgement
Compare the reviewed findings with the QNSA rubric. A responsible person chooses the judgement and explains why; the system does not choose it automatically.
Loading professional judgement…
Judgement is human-owned and grounded in governed findings plus the official QNSA rubric.
04
Strengths · Growth areas
What should we keep doing? What needs to improve? Use the findings and judgement, then ask for each point to be reviewed.
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This layer is grounded in professional judgement and governed findings.
05
Improvement action · Impact
Convert standard gaps into trackable actions, then record implementation impact.
Improvement action
No actions linked yet.
Impact
Impact not yet evidencedRecord impact only when a change for learners can be supported by evidence.
06
Review & challenge
The reviewer challenges the quality of reasoning; the system never issues an accreditation judgement automatically.
07
History
The standard becomes an improvement story, not a static snapshot.