All members of the SpEx Management team play a role in delivering the priorities as outlined below.  This will be achieved under the direction and oversight of the Director of Sport who will delegate to the Deputy Directors as appropriate.

Strategic Leadership, Vision and Values 

• Monitor and implement the vision and values of the department.
• Draft the Departmental Development Plan (DDP), setting the direction for the journey of the pupils in SpEx, delegating the curriculum to the Heads of Section and fully evaluating the ongoing success of the DDP.
• Implement the relevant aspects of the School Development Plan targets and provide termly updates for Governors. Prepare reports to update on the progress of the SpEx department.
• Ensure the School’s priorities and vision feed into all aspects of the SpEx Departments work, including inclusion, diversity, sustainability and affordability.
• Be responsible for setting the culture and ethos for SpEx across all stakeholders. This should be safe, nurturing, fun and accountable.
• Keep abreast of developments within youth sports including how other organisations are currently working and player pathways.

Leadership of the SpEx department 

• Assume responsibility for programme design (i.e. identifying staffing needs, structuring the timetable and assessing demands of each section in line with the DDP).
• Manage the SpEx timetable to ensure the best outcomes for pupils but balancing this with the competing demands of staff availability and expenditure.
• Lead the SpEx Management Team, encouraging the group to develop SpEx policies and procedures that prioritise the best learning outcomes for each pupil; review their effectiveness and allocating actions, when necessary, to ensure that the SpEx Department is following agreed best practice and compliant with statutory and School guidance.
• Lead departmental meetings and use them to ensure the departmental policies and expectations are clear and that there are opportunities for development.
• Retain oversight of fixtures and competition within the department.
• The Director of Sport will act as the main link to the Senior Team to ensure that SpEx meets the needs of all three Schools and will attend Whole School Senior Team Meetings.
• Demonstrate professional behaviours as articulated in the SpEx Management Team competencies grid.

Teaching & Learning

• Have oversight of Teaching & Learning activities across the department.
• Define the central role of CPD to the ongoing success of the department and ensure that line managers are focusing on CPD with their team members.

Pastoral Support, Safeguarding and Compliance

• Ensure sound safeguarding practices are embedded across the department (1 or 2 of the management team will be expected to take on the responsibilities of a Lead DSL).
• Ensure that GDPR, Health & Safety and any other relevant compliance matters are being successfully managed in day-to-day practice.
• Act as the key point-of-contact for parental concerns and take appropriate action to respond to any concerns.
• Ensure the department is inspection ready.
• Oversee quality control including a thorough approach to risk assessment and management.
• Ensure that accurate registers are taken for all activities.

Staff Oversight

• Work closely with HR to define the long-term strategy for recruitment and the financial impact of recruitment options.
• Oversee the design and review of new roles and recruitment to those roles.
• Oversee the induction and probation systems for new staff.
• Manage the role of academic staff on the SpEx programme to include timetabling, tutor allocations, recruitment of new colleagues to support the programme and a personalized support programme for each member of staff.
• Manage the arrangements for cover in the department, ensuring fair decision-making processes, and delegate support with this task to the SpEx Team Administrator.
• Have responsibility for staff welfare and employee relations across the team.
• Line Manage the department to a consistently high standard. This will include: delivering regular and effective appraisal meetings; giving regular informal feedback on performance; supporting staff CPD; pro-actively dealing with any concerns (in line with relevant employment law and best practice with guidance from HR as necessary.)
• Ensure that appraisals and performance management is delivered effectively and consistently by all line managers in the team.
• Engage in activities and appropriate training to develop your own competence as a reflective people manager.

Budgeting and Affordability

• Take accountability for the preparation and ongoing management of SpEx budgets including, but not limited to, the budgets for coaches’ salaries and operations.
• Maintain an ongoing focus on affordability throughout the department.

Facilities Oversight and Planning 

• Work closely with the Estates and Capital Projects Teams to work on long-term strategy for facilities and grounds development in line with the long-term plans for the SpEx programme and the School site.

Head of Senior Sports

• Lead the management and delivery of Sport in Years 7-13, directly line managing a large and committed team of professionals leading each of our Sports.
• Design the Sport curriculum ensuring clear pupil outcomes/experience and curricular overview for staff to follow.
• Maintain oversight of all logistics associated with Senior School Sport, working closely with the Head of SpEx Operations.
• Retain oversight of pupil opportunities in competitive sport, both inter- and intra-school.
• Support all colleagues working on the Sport programme in the Senior School to ensure a consistent and effective delivery of sport for Senior School pupils.

Other

• Holistic oversight of educational trips and tours.
• Prepare or sign-off materials to be used in marketing and admissions activities.
• Advise on opportunities for the commercial development of SpEx-related activities, including those relating to the MSC and wider facilities developments.
• Support the work of the Admissions Department by, for example, attending Admissions events, Open mornings as required and responding to enquiries from prospective parents.
• Oversight of liaison with and the offering for OC Sport.
• Oversight of other aspects of school life such as colours and SpEx uniform.
• Represent the School at Haileybury and Eton Groups and other professional bodies/groups, as required.
• Delegate staff to, and participate in, key events including: SpEx tours, Information Evenings, Parents’ Consultation Evenings, and events.

• A range of duties are expected of all teachers/coaches including monitoring pupil attendance and progress. Also, communicating effectively with parents and Heads of House/Year regarding pupil progress and participation.

In General:

Highgate School seeks to appoint teachers/coaches who will have, in addition to the professional qualities outlined below, the following proven personal qualities, or the potential to develop them. At interview, candidates will have the opportunity to demonstrate or give an account of these attributes.

• Profound and continuing interest in the subject/s to be taught.
• The depth of knowledge and agility of mind to allow flexibility in lessons, adapting delivery as appropriate in the light of pupils’ responses.
• Empathy with pupils across the age and ability spectrum at Highgate and the ability to implement a range of teaching strategies to cater for each individual pupil.
• Capacity to deal sensitively with problems raised by pupils, in line with Highgate’s pastoral policies and sanctions system, working in partnership with Highgate’s designated staff i/c pastoral care.
• Ability to create effective rapport and a sound relationship with pupils, earning their respect and trust but maintaining proper professional boundaries by not deliberately courting popularity or friendship.
• Dynamism and enthusiasm to contribute broadly to the life of a busy co- educational independent day school.
• Willingness to contribute to the extensive range of activities provided for pupils and to support them in their co-curricular pursuits.
• Capacity for industry and initiative in both independent work and as part of teams of colleagues in academic work, pastoral care, sports and co-curricular activities.
• Awareness and understanding of matters relating to the personal, social, health and emotional development of pupils.
• Willingness and ability to liaise effectively and professionally between pupils, staff and parents when required, making accurate records of these exchanges.
• Patience and thoughtfulness to see any issues that may arise with pupils, parents or colleagues from a variety of perspectives.