craig lee nle (national leader in education) executive principal · nle (national leader in...

Craig LeeNLE (National Leader in Education)

Executive Principal

03/15Sponsor Course 2015 1

SMAT

LGB

ASA

Fully converted

Sep 2012

(Sp)

LGBPipers Grove

to

(QRA)

Fully Converted

September

2013

(Sp)

LGB

St. Mary’s

Fully Converted

Feb 2012

(conv)

LGB

West

Meadows

Fully

converted

Dec 2013

(conv)

LGB

Darton Primary

School (RI)

April 2014

(conv)

LGBThe Edmunds

To

The Mill

Academy

September 2014

(sp)


St. Mary’s Primary School Barnsley

(Converted as Good School February 2012).

In its latest Ofsted the school got Outstanding in all areas in February 2013.

All Saints Academy Darfield (Inadequate in all areas Feb 2011)

(Sponsored on September 1st 2012)

In its latest Ofsted report the school got Good in all areas ( June 2014)

Queens Road Academy (Pipers Grove Inadequate in all areas March 2012)

(Sponsored on September 1st 2013)

No Ofsted inspection yet but results have risen from 31% RWM 4+ in 2012 to 80% in 2014.

West Meadows Primary School

(converted December 1st 2013 as a good school)

No Ofsted inspection yet but results have risen from 75% RWM 4+ in 2013 to 77% in 2014.

Darton Primary School

(converted as Requires Improvement School in February 2014)

No Ofsted inspection yet but results have risen from 75% RWM 4+ in 2013 to 81% in 2014 and 2 levels progress in writing has risen from 75% to 97%. (Ofsted area of concern.)

Key stage 1 APS has risen 0.9 APS over a 12 month period for all subjects due to a higher number of children reaching level 3.

The Mill Academy (converted September 1st 2014 as an inadequate school)


National

2013

Barnsl

ey

2014

Trust

Averag

e

2014

/138

ASA

+ or –

last

year

22

pupils

Darton

+ or –

last

year

37

pupils

QRA

+ or –

last

year

15

pupils

St

Mary’s

+ or –

last

year

34

pupils

West

Meadow

s

+ or –

last year

30

pupils

Mean

average

improveme

nt per

school

4+ 75%

79

2014

76% 80% 68%

(60)

+8

81%

(75%)

+6%

80%

(70%

)

+10

%

91%

(81%)

+10

%

77%

(75%)

+2%

+7.2

5+ 21%

24

2014

20% 19% 9%

(20)

-11

16%

(21%)

-5%

20%

(4%)

+16

%

29%

(28%)

+1%

17%

(25%)

-8%

-1.4%

6+ 0% 0% 0 0% 0% 0% 0% 0%


2014 Key Stage 2 RWM combined. (brackets 2013)

•All schools are above the floor target of 65% this year. This has been increased by 5% this year. •The Trust average is above national 2013 and Barnsley 2014.•All schools have improved on their 2013 results at Level 4+•The Trust average for Level 5 combined is slightly below Barnsley and national average.•The Trust is having significant impact in raising this attainment measure in all our schools and to be above both Barnsley 2014 and National average 2013 is a significant achievement.

0

10

20

30

40

50

60

70

80

90

100

2011 2012 2013 2014

national average

All Saints Academy

Darton

QRA

St Mary's

West Meadows


0

10

20

30

40

50

60

70

80

90

100

2013 2014

National

ASA

Darton

QRA

St Mary's

West Meadows


Reflected on last five years.

Key questions you want to ask yourself.

I have no answers only questions.

The questions will create answers that are reflected by your vision and values?

Have you reflected on all the pros and cons of all the answers to the questions you may be asking yourself.


What is the Executive Head’s job?

How are you different to the Headteacher?

How are you different to your Head of School?

Are you Executive Head or a Multi Head?

What is the difference?


What are you measuring?

Why are you measuring it?

Is your head of school measuring it?

Are you moderating, fact finding, evaluating, reviewing?

Is Head of School actually head of School?


NSS model

Outstanding practice model

Reactionary to proactive?

When does it change?

Developing the school v. plugging the gap.


Is there a systematic timetabled plan of what you are trying to achieve?

Is this linked to the devolved leadership of the school?

Is this linked to the Local Governing Body Agendas?

Is this linked to the Directors’ agendas?

Is this matched to Key Performance Indicators of the Trust/Directors’ board?


Are you Strategic or Operational?

What are you operational in?

Are you role modelling that to your Head of school?

Will that become their role?

What size will you be when you can't be operational?

Why are you following those strategies?


Do you have a Mothership? Where do your loyalties lie? Are you Headteacher of one and Executive of

another? Can the Mothership always be the hub? When does it lose capacity? How is the Mothership perceived by ALL

employees? Do you have an equality of opportunity for staff

dependant on the school you are in? Is your school to school support purely school to

school or is it Mothership to fleet? When are you a symbiotic organisation?


Local Governance and Directorial Governance?

What are you measuring and why?

What does it relate to?

Are you repeating individual governance at a higher level?


Clone

Individuality Model

Mixture Model

What are the non negotiables?

Are your non negotiables values, actions or policies and structures?

Do your non negotiables lead to your KPIs at School and Trust level?

How as Exec Principal do you monitor this?


When do you need a central team?

What do you need a central team for?

What is your role in that central team?

When do you go from Exec Head to CEO?


craig lee nle (national leader in education) executive principal · nle (national leader in...

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