Main Purpose: To provide professional leadership for the school in order to secure its success and improvement, ensure high quality education for all its pupils and improve standards of achievement.
Responsible to: The Governing Body of the School
Responsible for: The Headteacher carries out duties in line with the conditions of employment as set out in the current School Teacher’s Pay and Conditions document, the National Standards of excellence for Headteachers and the policies and procedures of the Governing Body.
Key Responsibilities of the Post:
- Take the lead role on working with the Governing Body to develop a collaborative school vision, which embraces excellence, high standards and inclusion. Translate the vision into a development plan and implement it successfully.
- Secure excellent teaching to achieve high standards of learning and attainment across the primary 4-11 range, including preparation for secondary education.
- Hold all staff to account for their professional conduct and practice.
- Ensure inclusion, diversity and access.
- Lead by example to foster an open, transparent and equitable culture.
- To be responsible for the internal organisation, management and control of the school.
- Manage finance and resources astutely to maximise their use and value.
- Develop and sustain effective relationships with the Governors, and the Chair of Governors in particular, to ensure effective governance of the school, and the discharge of GB responsibilities.
- Build/develop and maintain effective relationships with parents and all members of the school and wider community to enhance the education of all pupils.
- Create an outward-facing school to work with other schools, organisations and partners to champion best practice
Qualities and Knowledge
1. Hold and articulate clear values and moral purpose, focus on providing a world-class education for all pupils.
2. Demonstrate optimistic personal behaviour, positive relationships and attitudes towards pupils and staff, and towards parents, Governors and members of the local community.
3. Lead by example - with integrity, creativity, resilience, and clarity - drawing on your own scholarship, expertise and skills, and that of those around you.
4. Sustain wide, current knowledge and understanding of education and school systems locally, nationally and globally, and pursue continuous professional development.
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.
6. Communicate compellingly the school’s vision and drive the strategic leadership, empowering all pupils and staff to excel.
Pupils and Staff
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. 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.
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.
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.
5. Identify emerging talents, coaching current and aspiring leaders in a climate where excellence is the standard, leading to clear succession planning.
6. Hold all staff to account for their professional conduct and practice.
Systems and Process
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.
2. Provide a safe, calm and well-ordered environment for all pupils/staff, focused on safeguarding pupils and developing exemplary behaviour in school and in wider society.
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.
4. Welcome strong governance and actively support the Governors to understand their role and deliver their functions effectively – in particular its functions to set school strategy and hold the Headteacher to account for pupil, staff and financial performance.
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.
6. Distribute leadership throughout the organisation, forging teams of colleagues who have distinct roles and responsibilities and hold each other to account for decision making.
The Self-improving School System
1. Create an outward-facing school which works with other schools and organisations in a climate of mutual challenge to champion best practice and secure excellent achievements for all.
2. Develop effective relationships with fellow professionals and colleagues in other public ser-vices to improve academic and social outcomes for all pupils.
3. Challenge educational orthodoxies in the best interests of achieving excellence, harnessing the findings of well evidenced research to frame a self-regulating and self-improving school.
4. Shape the current and future quality of the teaching profession through high quality training and sustained professional development for all staff.
5. Model entrepreneurial and innovative approaches to school improvement, leadership and governance, confident of the vital contribution of internal and external accountability.
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.
Essential educational requirements
Relevant professional/academic study and evidence of continuous professional development and knowledge of current issues in Education.
Qualified Teacher Status
Essential skills and experience
At least 3 years of proven strong, successful leadership and management skills
Experience in evaluating and using data to plan and improve pupil performance
Evidence of implementing, managing and evaluating change in a collaborative way.
Evidence of raising standards that have impacted positively on pupil attainment, teaching and learning
A clear understanding of what makes good and outstanding teaching through a deep understanding of how student learn and the ability to develop a culture where striving for outstanding teaching and learning is central to the school's work.
Strong financial planning and management skills, with experience of making effective use of resources including pupil premium.
A clear understanding of and commitment to promoting and safeguarding the welfare of children.
Excellent communication skills and proven ability to listen to, understand and work effectively with all children, staff, governors and parents.
Opportunity to undertake National Professional Qualification for Headship
About Crigglestone St James CofE Primary Academy
- St James Way, Wakefield, West Yorkshire, WF4 3HY
- Crigglestone St James CofE Primary Academy website (opens in a new window)