ABSTRACT
When leadership was discussed in Chapter 6 and when the school as an organisation was evaluated in Chapter 4, the role of curriculum or subject coordinator (often known as the curriculum manager) was raised as a vital part of the school's management structure. Chapter 3 also began a brief evaluation of the role of a curriculum coordinator in relation to the whole staff team. In fact, if a large amount of the work surrounding different subjects of the National Curriculum is not delegated then the school will not only cease to function effectively, it will stop working at all. The spread of work has to be between colleagues who take their share of managing a particular curriculum area and the subsequent teaching and learning. There are many reasons why headteachers have to organise their schools by delegating to colleagues some managerial responsibilities. One of the main ones is that it is impossible for every teacher to keep up with every change in every primary curriculum subject. They will certainly need to have some knowledge of how curriculum changes might affect their planning, teaching and assessment but they cannot be experts in everything. Making sure that one colleague has, as their role, a certain expertise and overview of a specific curriculum area will make sure that colleagues know that there is someone to turn to for advice and support.
