Bury Church of England High School, Bury, Lancashire
|Working pattern||Full-time only|
|Salary||£77,818 to £90,145|
Headteacher - School Group 6 - Salary Range L27 to L33
To provide vision, leadership, and management for the school so that an environment is created in which all the principles of Christian education described in the school’s Mission Statement can operate and flourish.
• To nurture a Christian community which values and supports its members and partners.
• To ensure that an environment exists that encourages the highest standards of teaching, learning and achievement.
• To establish, model and communicate a shared vision for the school.
• To ensure the whole school community, pupils, parents and staff, can work together effectively and make the most of each member's contribution.
The Headteacher will be required to undertake the following duties, some identified in the STPCD 2015 and some relevant to the leadership of a Church of England Voluntary Aided school:
1. Domain One: qualities and knowledge
1.1 Hold and articulate clear values and moral purpose, focused on providing a world class education for the pupils they serve.
1.2 Demonstrate optimistic personal behaviour, positive relationships and attitudes towards their pupils and staff, and towards parents, governors and members of the local community.
1.3 Lead by example - with integrity, creativity, resilience, and clarity - drawing on their own scholarship, expertise and skills, and that of those around them.
1.4 Sustain wide, current knowledge and understanding of education and school systems locally, nationally and globally, and pursue continuous professional development.
1.5 Work with political and financial astuteness, within a clear set of principles centred on the school’s vision, ably translating local and national policy into the school’s context.
1.6 Communicate compellingly the school’s vision and drive the strategic leadership, empowering all pupils and staff to excel.
2. Domain Two: pupils and staff
2.1 Demand ambitious standards for all pupils, overcoming disadvantage and advancing equality, instilling a strong sense of accountability in staff for the impact of their work on pupils’ outcomes.
2.2 Secure excellent teaching through an analytical understanding of how pupils learn and of the core features of successful classroom practice and curriculum design, leading to rich curriculum opportunities and pupils’ well-being.
2.3 Establish an educational culture of ‘open classrooms’ as a basis for sharing best practice within and between schools, drawing on and conducting relevant research and robust data analysis.
2.4 Create an ethos within which all staff are motivated and supported to develop their own skills and subject knowledge, and to support each other.
2.5 Identify emerging talents, coaching current and aspiring leaders in a climate where excellence is the standard, leading to clear succession planning.
2.6 Hold all staff to account for their professional conduct and practice.
3. Domain Three: systems and process
3.1 Ensure that the school’s systems, organisation and processes are well considered, efficient and fit for purpose, upholding the principles of transparency, integrity and probity.
3.2 Provide a safe, calm and well-ordered environment for all pupils and staff, focused on safeguarding pupils and developing their exemplary behaviour in school and in the wider society.
3.3 Establish rigorous, fair and transparent systems and measures for managing the performance of all staff, addressing any under-performance, supporting staff to improve and valuing excellent practice.
3.4 Welcome strong governance and actively support the governing board to understand its role and deliver its functions effectively – in particular its functions to set school strategy and hold the headteacher to account for pupil, staff and financial performance.
3.5 Exercise strategic, curriculum-led financial planning to ensure the equitable deployment of budgets and resources, in the best interests of pupils’ achievements and the school’s sustainability.
3.6 Distribute leadership throughout the organisation, forging teams of colleagues who have distinct roles and responsibilities and hold each other to account for their decision making.
4. Domain Four: the self-improving school system
4.1 Create outward-facing schools which work with other schools and organisations - in a climate of mutual challenge - to champion best practice and secure excellent achievements for all pupils.
4.2 Develop effective relationships with fellow professionals and colleagues in other public services to improve academic and social outcomes for all pupils.
4.3 Challenge educational orthodoxies in the best interests of achieving excellence, harnessing the findings of well evidenced research to frame self-regulating and self-improving schools.
4.4 Shape the current and future quality of the teaching profession through high quality training and sustained professional development for all staff.
4.5 Model entrepreneurial and innovative approaches to school improvement, leadership and governance, confident of the vital contribution of internal and external accountability.
4.6 Inspire and influence others - within and beyond schools - to believe in the fundamental importance of education in young people’s lives and to promote the value of education.
5. Domain Five: Leadership in a Church School
5.1 Provide professional leadership and management for the school within the context of a strong Christian ethos;
5.2 Create an organisational structure which reflects the school’s values, trust deed and mission;
5.3 Promote a vision of a Church school witnessing to its Christian values in its local community;
5.4 Work within the school and Church communities to translate the vision into agreed objectives and operational plans which will promote and sustain school improvement;
5.5 Demonstrate the vision and Christian values in everyday work and practice;
5.6 Ensure a range of Church and community-based learning experiences;
5.7 Seek opportunities to invite parents/ carers, members of the Church family, community, business or other organisations into the school to enhance and enrich the school and its value to the wider community;
5.8 Contribute to the development of the education system by, for example, sharing effective practice with schools in the Diocesan family, working in partnership with others to promote innovative initiatives.
This role will be subject to the current conditions of employment of headteachers, contained in the School Teachers Pay and Conditions Document (STPCD) 2015. This job description may be amended at any time following consultation between the Headteacher and the Governing Body.
Essential educational requirements
- degree or equivalent
- Qualified Teacher Status with evidence of successful induction, if applicable
- Has either Church of England Professional Qualification for Headship (including NPQH), National Professional Qualification for Headship (NPQH) or National Professional Qualification for Senior Leadership (NPQSL)
Essential skills and experience
Please see the Person Specification and other documentation for this role on the schools website http://www.burychurch.bury.sch.uk/More on how to apply
|School type||LA Maintained School, Church of England|
|School size||830 pupils enrolled|
|Age range||11 to 16|
|Ofsted report||View Ofsted report|
|School website||Bury Church of England High School website (opens in a new window)|
About Bury Church of England High School
The school is full and annually oversubscribed with capacity for 830 pupils on roll. Parents tell us that they choose to send their children here mainly because of the school’s high academic standards, caring Christian ethos, orderly and work centred atmosphere, very good working relationships between staff and pupils and the emphasis we place on promoting the progress and achievement of the individual child. Parents are very supportive of the school.
We are proud of the school’s good practice and high standards of achievement. Like any school we also have our challenges, but through our collective efforts Governors, staff, parents and community partners are committed to improving the effectiveness of the school yet further. Our aim is to provide a high quality educational experience for our pupils as we help to prepare them for adulthood and lifelong learning.
We sustain high levels of attainment, which exceed national standards and expectations. Performance in the end of Key Stage 3 assessments is consistently good and GCSE results are well above local and national averages. We enjoy a very good local reputation and strong relationships with the Churches, Local Authority, community organisations, business, primary schools and colleges.
The school's Christian foundation dates back to 1748 and the present buildings opened in 1964 with a Sports Hall added in 2004 and further adaptations more recently. We occupy an open site including extensive lawns, playing fields and tennis courts close to Bury town centre.
Haslam Brow, Bury, Lancashire, BL9 0TS