HEADTEACHER Job Description

Transcription

1 Wollaston School HDTCHR Job Description

2 WOLLSTON SCHOOL JOB DSCRIPTION NM OF POST HOLDR: POST TITL: Headteacher 1. General Information Post Purpose: Working in partnership with the Governing Body and others, create a shared vision and strategic plan which inspires and motivates pupils, staff and all other members of the school community. nsure that the vision for the school is clearly articulated, shared, understood and acted upon effectively by all Lead and co-ordinate the translation of the vision into agreed objectives and operational plans, which contribute to the school improvement plan and the SF. Produce the Leadership and Management Development Plan and the school SF by identifying appropriate priorities and targets for all members of the Leadership Team, ensuring that pupils achieve high standards, make progress, are safe, and enjoy their learning and work. Lead the school s recruitment and retention strategy in order to appoint and retain high performing teaching and support staff. Work in partnership with the Chair of the Governors to support the function of the governing body, providing leadership and guidance, as appropriate Demonstrate the vision and values in everyday work and practice Motivate and work with others to create a shared culture and positive climate nsure creativity, innovation and the use of appropriate new technologies to achieve excellence nsure that strategic planning takes account of the diversity, values and experience of the school and community at large Reporting to: The Governing Body Responsible for: The provision of a stimulating learning experience and high quality outcomes for students Liaising with: Governors, Leadership Team link, teachers and support staff, students and parents. Working Time: Full time as specified within the School Teachers Pay & Conditions Document. (STPCD) Salary/Grade: Leadership Pay Scale: Group 7; L33-L39. Disclosure Level: nhanced 2

3 Review arrangements: The details contained in this job description reflect the content of the job at the date it was prepared. Over time, the nature of the job may change and the postholder is expected to be flexible with this. xisting duties may no longer be required and other duties may be gained without changing the general nature of the post or the level of responsibility entailed. Consequently, the school will revise the job description from time to time and will consult with the post holder at the appropriate time. 2. Leading Teaching & Learning 2.1 nsure a consistent and continuous school-wide focus on students' achievement, using data and benchmarks to monitor progress in every child's learning. 2.2 nsure that learning is at the centre of strategic planning and resource management. 2.3 nsure creative, responsive and effective approaches to learning and teaching. 2.4 nsure a culture and ethos of challenge and support, where all pupils can achieve success and become engaged in learning. 2.5 Demonstrate and articulate high expectations and set stretching targets for the whole school community. 2.6 Implement strategies which secure high standards of behaviour and attendance. 2.7 Determine, organise and implement a diverse, flexible curriculum and implement an effective assessment framework. 2.8 Take a strategic role in the development of new and emerging technologies to enhance and extend the learning experience of pupils. 2.9 Monitor, evaluate and review classroom practice and promotes improvement strategies Challenge underperformance at all levels and ensures effective corrective action and follow-up Support increasing independence amongst our learners as outlined in the 2013 Ofsted Report. 3. Developing Self & Working with Others 3.1 Support all staff to achieve high standards and build a professional learning community which enables all staff to achieve, through a focus on high quality performance management and effective continuing professional development. 3.2 Treat people fairly, equitably and with dignity and respect to create and maintain a positive school culture. 3.3 Build a collaborative learning culture within the school and actively engage with other schools to build effective learning communities. 3.4 Develop and maintain effective strategies and procedures for staff induction, professional development and performance review. 3.5 nsure effective planning, allocation, support and evaluation of work undertaken by teams and individuals, ensuring clear delegation of tasks and devolution of responsibilities. 3.6 cknowledge the responsibilities and celebrate the achievements of individuals and teams. 3

4 3.7 Develop and maintain a culture of high expectations for self and for others and take appropriate action when performance is unsatisfactory. 3.8 Reflect on own practice, sets personal targets and take responsibility for your own personal development. 3.9 Manage own workload and that of others to allow an appropriate work/life balance Conduct performance reviews with an appropriate group of senior leaders nsure that the best interests of all pupils are at the heart of all decision making To motivate and enable members of the Leadership Team to develop expertise in their respective roles through personal coaching and supporting high quality continuing professional development. 4. Managing the Organisation 4.1 Lead, coordinate and implement clear, evidence-based improvement plans and policies for the development of the school and its facilities. 4.2 Create an organisational structure which reflects the school's values, and enables the management systems, structures and processes to work efficiently and effectively in line with legal requirements. 4.3 nsure that, within an autonomous culture, policies and practices take account of national and local circumstances, policies and initiatives. 4.4 Manage the school's financial and human resources effectively and efficiently to achieve the school's educational goals and priorities. 4.5 Recruit, retain and deploy staff appropriately and manage their workload to achieve the vision and goals of the school. 4.6 Implement successful performance management processes with all staff. 4.7 Manage and organise the school environment efficiently and effectively to ensure that it meets the needs of the curriculum and health and safety regulations. 4.8 nsure that the range, quality and use of all available resources is monitored, evaluated and reviewed to improve the quality of education for all pupils and provide value for money. 4.9 Use and integrate a range of technologies effectively and efficiently to manage the school Develop, implement and evaluate the school s policies, practices and procedures Maintain relationships with organisations representing teachers and other members of the school s workforce. 5. Securing ccountability 5.1 Take part in the school s staff development programme by participating in arrangements for further professional development. 5.2 Fulfil commitments arising from contractual accountability to the governing body. 5.3 Develop a school ethos which enables everyone to work collaboratively, share knowledge and understanding, celebrate success and accept responsibility for outcomes. 4

5 5.4 nsure individual staff accountabilities are clearly defined, understood and agreed and are subject to rigorous review and evaluation. 5.5 Work with the governing body (providing information, objective advice and support) to enable it to meet its responsibilities. 5.6 Develop and present a coherent, understandable and accurate account of the school's performance to a range of audiences including governors, parents and carers. 5.7 Reflect on personal contribution to school achievements and takes account of feedback from others. 6. Strengthening Community 6.1 Create and promote positive strategies for challenging racial and other inequalities and challenge related unacceptable behaviour where it exists. 6.2 Create and maintain an effective partnership with parents and carers to support and improve students' achievement and personal development. 6.3 Co-operate and work with relevant agencies to protect children. 6.4 Promote equal opportunities for all members of the school community. 7. Other 12. To undertake any other duty as specified by School Teachers Pay & Conditions Document (STPCD) not mentioned in the above. Whilst every effort has been made to explain the main duties and responsibilities of the post, each individual task undertaken may not be identified. The Governing Body will endeavour to make any necessary reasonable adjustment to the job and the working environment to enable access to employment opportunities for disabled job applicants or continued employment for any employee who develops a disabling condition. Signed. Headteacher Dated Signed. Chair of Governors Dated 5

6 HDTCHR Person Specification CRITRI ssential or Desirable Measured by: -pplication I - Interview Process R- Reference Qualifications & Training Qualified teacher status First Degree, or other equivalent qualifications NPQH or recent additional professional qualification D xperience xtensive experience as a significant member of a Senior Leadership Team in a secondary setting. /R Teaching experience in a range of secondary schools. xperience of raising standards in teaching and learning with improved outcomes. /R Proven track record in self-evaluation. /R xperience of performance management as a performance reviewer. /R xperience of recruiting and developing effective teams. ffective financial and resource management. /R /R xperience of developing and sustaining collaborative relationships with a range of educational stakeholders, internal and external. 6

7 CRITRI ssential or Desirable Measured by: -pplication I - Interview Process Skills, bilities & Knowledge bility to provide inspirational leadership and empower staff. Knowledge and understanding of current education policies and practices. bility to initiate innovative curriculum design to meet the needs of all pupils. /R bility to empower and develop staff and students whilst delivering learning outcomes. Strong negotiating and influencing skills. bility to make and communicate decisions effectively. Knowledge and understanding of legal issues relating to school management. D I Knowledge and understanding of how to move a school from Good to Outstanding. D Competent and effective in the use of ICT. Knowledge and understanding of the roles and responsibilities of the governing body. I bility to set clear and challenging targets based on a comprehensive knowledge and understanding of data and performance indicators. Personal Qualities bility to articulate a passion for delivering high quality education to all stakeholders. /R Commitment to safeguarding and promoting the welfare of all pupils. nergy and passion for achieving positive pupil outcomes. bility to work effectively under pressure. bility to employ a range of leadership and management styles. bility to reflect on personal performance and adapt behaviour and practices accordingly. I 7