Senior Leadership Team
Overall responsibility for the strategic development and performance of the organisation including our ongoing commitment to Values, Care, Achievement and ensuring that the school remains Distinct and Effective as a Church School. A supportive role in all aspects of supply and demand, recruitment and retention of staff, overall budget and deployment of resources and wider stakeholder engagement. Ongoing support for the new Headteacher in development of strategy, planning and resources. Working with the Headteacher on broader strategic issues outlined in the School Development Plan. In addition, overall strategic leadership of both the Pathfinder Multi Academy Trust and Pathfinder Teaching School Hub.
Strategic leadership of the school – ensuring that the school retains its distinctive Christian ethos whilst responding to a community which is ever-diverse. Guiding the school through a changing educational landscape. Developing the whole school strategy, including key strands of focus for the academic year. Working closely with staff, students and families to build confidence that the school’s vision and values resonate with all and that all stake-holders feel valued and supported. Leadership of SLT and ensuring that all members of leadership are fully prepared and conversant with the rigours of external evaluation. Overseeing effective Quality Assurance of Curriculum, Teaching and Learning, Behaviour and Safeguarding. This year much work will be focused on ensuring that Quality First Teaching effectively creates equality of opportunity for all, that behaviour systems are robust and consistent and that reading becomes a central theme within curriculum development. Teacher of English and RE.
Overall responsibility for curriculum design, development and timetable. Oversight of student achievement including all aspects of assessment, reporting, target setting and quality assurance and exams. Alongside the Deputy Head: Teaching, Learning and Student Progress, responsibility for the work of department areas (curriculum development and innovation, self-evaluation and staff development), including the line management of Science as well as some non-Ebacc subjects (Sports and PE; Drama; Art; Music; IT and Computing; Textiles; AGT Curriculum) the Head of Vocational Learning. Strategic work on developing a curriculum which is ever-responsive to the needs of our community of learners and which develops clear strands of consistency across all subject areas. Support of the Post-16 curriculum development and provision and robust oversight and development of achievement and outcomes for all learners. Teacher of Science.
Overall responsibility for student progress across Key Stage 3 and Key Stage 4 including leadership of all aspects of Year 11 (Raising Achievement Plan/Pastoral Responsibility). Alongside the Curriculum Deputy, responsibility for the work of department areas (curriculum development and innovation, self-evaluation and staff development) and line management of all EBacc subjects (with the exception of Science) as well as RE and Social Sciences. Leadership of all aspects of Teaching & Learning including quality, innovation and development. Working alongside the Assistant Head: Inclusion, responsibility for meeting the needs of all learners through oversight of the AHS Intervention team and deployment of catch up funding. Leadership of all elements of the AHS staff appraisal process and strategic leadership of CPD and staff support. Temporary leadership of the RSE and PSHE curriculum to support Maternity Leave. Teacher of History.
Overall strategic responsibility for all aspects of Pastoral Care with direct oversight of all systems and procedures created to ensure transparency, consistency and clarity. Close tracking, monitoring and sharing of key data linked to all aspects of behaviour and pastoral care, but chiefly Detention, Reflection and Suspension data, alongside Attendance and Truancy figures. Responsibility for whole school systems including behaviour data, detentions, attendance and punctuality as well as pastoral interventions and QA processes provision. Oversight of Reflection and Detention provision and ensuring that all protocols linked to Suspensions are closely adhered to. In the absence of Headteacher, or in consultation with Headteacher, responsible for any decisions regarding referrals for Reasonable Adjustments and Suspensions. Liaise with Virtual Head regarding CLA, in close collaboration with Safeguarding team where appropriate. Attendance to all FAM meetings and overseeing any managed move or mid-year transfer.
In support of current Maternity leave, overall strategic leadership of all aspects of Post-16 provision and responsibility for further enhancing the school’s outstanding national reputation. This includes recruitment, marketing, transition, UCAS, examinations, care and curriculum development. Line management of the Head of Year 12 and 13 and the pastoral support team, as well as responsibility for student achievement at the end of their programmes of study. Line management of the EPQ Lead as well as overall responsibility for leading and mapping all elements of Gifted and Talented provision across the school including line management of the Gifted and Talented Coordinator. Teaching and learning support for staff as needed.
Overall responsibility for the school’s Reading strategy and its forthcoming work on Forensic Reading, Disciplinary Reading and Reading for Pleasure. This includes the development of the whole school strategy and a review of any current intervention strategies and catch-up programmes for learners. Developing key areas of the school visually to support its work on reading, including the Post-16 and English area, along with display materials for classrooms and resources for learning. Teacher of English.
Overall strategic leadership of all aspects of Post-16 provision and responsibility for further enhancing the school’s outstanding national reputation. This includes recruitment, marketing, transition, UCAS, examinations, care and curriculum development. Line management of the Head of Year 12 and 13 and the pastoral support team, as well as responsibility for student achievement at the end of their programmes of study. Line management of the EPQ Lead as well as overall responsibility for leading and mapping all elements of Gifted and Talented provision across the school including line management of the Gifted and Talented Coordinator. Teaching and learning support for staff as needed. Teacher of Psychology.
Strategic leadership of Key Stage 4, overseeing both the academic and pastoral journey for all learners. Close liaison with the Deputy Head responsible for Behaviour and Pastoral Strategy to respond to data and information in regards to trends, patterns and concerns. Leadership of Heads of Year in both cohorts and support of pastoral staff. QA of Form Time periods and Collective Worship experiences and provision of resources where appropriate.
Strategic leadership of attendance and drives to raise attendance through awareness and rewards. Leadership and support of Careers and oversight of provision for Pupil Premium learners. Teacher of History.
Strategic leadership of Key Stage 3, overseeing both the academic and pastoral journey for all learners. Close liaison with the Deputy Head responsible for Behaviour and Pastoral Strategy to respond to data and information in regards to trends, patterns and concerns. Leadership of Heads of Year in all three cohorts and support of pastoral staff. QA of Form Time periods and Collective Worship experiences and provision of resources where appropriate.
Strategic leadership of the Community Cohesion team, and working closely with the Director of Key Stage 4 to support Attendance initiatives and strategy. Support of new admissions, managed moves and any refugee students and families along with DSL responsibility (two days per week). Teacher of English.
Working alongside the Headteacher, responsibility for the strategic direction and development of Inclusion and SEND provision, including exploring bespoke intervention packages as part of a graduated response model for vulnerable students. Line management of the SENDCo and Assistant SENDCo with a focus on EHCP review, SEN Support register, effective transition programmes (especially Year 6 to 7), access arrangements, strong relationships with parents and external agencies and appropriate SEND CPD for all staff. Working alongside the Deputy Head: Teaching, Learning and Student Progress to meet the needs of all learners, leadership of the AHS Intervention team and deployment of catch up funding. Teacher of English.
Provide support to the Deputy Head: Teaching, Learning and Student Progress for the strategic management of teaching and learning as well as responsibility for the development of RSHE and PSHCE and across school with a specific role in promoting the benefits of Health Education. As part of this, responsibility for the work of department areas (curriculum development and innovation, self-evaluation and staff development) including the line management of Drama and Art. Strategic leadership of the provision of positive emotional wellbeing support for students and staff and the promotion of the benefits of self-care. Leadership of RE including support for deepening the Christian distinctiveness and SMSC across school and preparation for SIAMS. Teacher of RE/PSHCE and support for staff as needed.
Leading History Department to support Maternity Leave. Strategic leadership and overseeing forthcoming Teaching and Learning initiatives, working closely with Deputy Headteacher responsible for Teaching and Learning. Focus will include Homework strategy moving forward, strategies for creating structured independent learning in all lessons and establishing strands of consistency in learning experiences. In addition to this, creating an extended Student Leadership group focused on creating a voice and advocacy around the Protected Characteristics and their profile within the community. Teacher of History.
Leadership of all aspects of the Maths department to ensure excellence in standards and student progress. This includes strategic responsibility for the development of numeracy across the school, line management of Maths TLR holders with a specific focus on whole school impact. Support for staff as appropriate. Strategic leadership and implementation of staff and student wellbeing incentives and initiatives. Teacher of Maths.
Working alongside the Deputy Head: Curriculum, Assessment and Target Setting and Director of Post-16 strategic responsibility for the development of Vocational Learning across school. In addition, subject oversight of Business, Engineering and Law as well as leading Child Care, Public Services and Travel and being the Quality Nominee for AHS. Teacher of Child Care, Travel and Public Services.
Leadership and development of Rewards and Recognition incentives and initiatives.
Responsibility for all aspects of Safeguarding and Child Protection in her role as the Designated Safeguarding Lead. This includes leadership of the Deputy DSL and liaison with external agencies and pastoral leaders to support vulnerable learners and ensure that all barriers to achievement are broken down. Working alongside the Deputy Head: Care, Support and Administration to maintain the outstanding behaviour and safety of all students. In addition, providing strategic safeguarding support for all primary MAT schools.
Working alongside the leadership team to ensure that our Christian Values continue to be ‘lived into being’ and to enhance the Christian Distinctiveness of the school. Leadership of all elements of Chaplaincy including the strategic oversight of Collective Worship, the production of appropriate resources for Thought for the Day and the monitoring of all acts of Collective Worship. Overall strategic responsibility for all aspects of the SIAMS process; the organisation of whole school events in the Christian calendar; links with local churches, the Diocese of York and the wider Church. Teacher of RE.
Alongside the Executive Head, strategic responsibility for the finances of the school. This includes preparation and management of annual budgets, monthly monitoring and ensuring best value for money. Strategic and administrative support for AHS Senior Leadership and the Chief Operating Officer of the Trust. At AHS this includes leadership of ICT provision and strategic involvement in HR, risk management, health and safety, facilities and communication. Shared responsibility for day-to-day logistical support of the school and the planning and organisation of whole school events.
Responsibility for the day-to-day management of the school office and line management of the office team. Working alongside the Deputy Head: Care, Support and Administration, oversight of school cover and calendar arrangements, cleaning and catering, risk management and facilities. Oversight of staff attendance and strategic organisation of school buses as well as contributing to the organising and running of whole school events. Working alongside the SLT Support Officer to manage the finances of the school and in partnership with the School Manager and SLT Support Officer responsibility for all aspects of Health and Safety.
Responsibility for the day-to-day facilities management of the school. Oversight and maintenance of all buildings and facilities and an ongoing cycle of improvements to the fabric of the building. In liaison with the Deputy Head: Care, Support and Administration and the SLT Support Officer responsibility for the organisation of both whole school events and the effective day-to-day running of the school. Line management of the Site Management team, oversight of lettings and in partnership with the Office and School Business Manager, responsibility for all aspects of Health and Safety.
Working alongside the Executive Head and Head of School, overall strategic responsibility for the development and success of the Teaching School Hub in providing high quality training and professional development for teachers at every stage of their career. Responsibility for the development of strong partnerships across the region, especially in rural and coastal areas, as well as effective communication with the Pathfinder Strategic Board, MAT sub-committee, Lead Provider(s), DfE and other key stakeholders. Leadership and overall responsibility for the performance of the TSH. This includes meeting or exceeding the termly and annual DfE and Lead Provider(s) KPIs regarding ITT, AB, ECF, NPQs and CPD.