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Richard Gargon

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Name:

Richard Gargon

School:

St Piers School

Job title and current role:

Principal

Current responsibilities include:

  1. ORGANISATIONAL QUALITY ASSURANCE

  2. SCHOOL PLANNING, LEADERSHIP & MANAGEMENT AND PEOPLE MANAGEMENT STRATEGY

  3. STAFF TRAINING, CONTINUOUS PROFESSIONAL LEARNING & DEVELOPMENT STRATEGY

  4. LEADERSHIP & MANAGEMENT EFFECTIVENESS

  5. STAFF INVOLVEMENT & EMPOWERMENT, RECOGNITION & VALUE

  6. PERFORMANCE MANAGEMENT AND METRICS

  7. SELF-REVIEW & CONTINUOUS IMPROVEMENT

 

  • Lead for Academy Conversion and subsequent processes

  • Developing clear core values relative to our vision and strategy

  • Setting and using Key Performance Indicators to improve performance

  • Ensuring that social responsibility is taken into account across strategies

  • Leading staff and stakeholders’ involvement in strategy development

  • Leading learning and development strategies to build whole-school capability

  • Facilitating staff to make decisions about their own learning pathways

  • Leading learning and development that is innovative and flexible through internal and external sources

  • Developing a continuous culture of learning to promote development of skills and knowledge at every level

  • Ensuring the college makes effective use of both internal and external learning and development resources

  • Ensuring that the recruitment and staff redevelopment process is equitable, efficient and effective

  • Creating a diverse, talented and specialist workforce

  • Leading the work-life balance strategy to meet the needs of the workforce

  • Developing an organisational structure designed to achieve identified KPIs through relative strategies

  • Defining leadership and management capabilities in line with vision and values

  • Developing managers and middle leaders to acquire relevant capabilities

  • Leading the leadership and management strategy ensuring links to business strategy

  • Creating an environment where everyone is encouraged to develop leadership qualities

  • Developing and demonstrating inspirational leadership through transparent management styles and values

  • Creating an organisational culture where coaching and other leadership styles are embedded

  • Leading professional development to enhance career development and raise pupil attainment

  • Leading development of reward and achievement recognition strategies linked to business strategy for external benchmarking

  • Leading consultation and organisational motivation: understanding personnel needs within the organisation

  • Ensuring that success is celebrated at all levels

  • Developing a benefit strategy for the college which is forward-thinking

  • Leading consultation arrangements and complete involvement and embed as part of the culture

  • Ensuring staff receive support to make decisions which affect their performance

  • Leading the college towards embedding effective internal communication systems enabling sharing of information

  • Developing assurances that staff are committed to success of the college and a culture of continuous improvement

  • Challenge staff to change the way the college operates to help improve performance and create a sense of ownership and pride in working for Isebrook

  • Lead Ofsted Inspection preparation

  • Ensuring the college measures and evaluates how strategies for staff performance management contribute to improve Isebrook’s performance at all levels

  • Improving staff performance and career prospects

  • Develop a flexible and effective approach to measuring and reporting the return on investment on staff development

  • Evaluate the impact on KPIs of investment across the organisation

  • Ensure effective reporting to stakeholders on the return on investment in staff development

  • Lead and develop self-review to improve strategies for managing and leading development of staff and resources

  • Develop effective feedback methods

  • Lead how internal and external benchmarks are used to review and improve strategies for development

Background and previous experience


Experience across a range of mainstream and independent educational settings, including academies, Catholic and CE Voluntary schools, an independent specialist college, an HMC Independent residential secondary school and preparatory schools.  Previous roles include Principal, Assistant Headteacher, Consultant, Head of Sixth Form and Director of Sport.  Highly experienced and successful in leading strategic direction and quality assurance and ‘on-the-ground’ development of learning and teaching across all phases, residential care, co-educational boarding provision and extended curricula, appointing academic and administrative staff, negotiating roles and responsibilities during periods of change, recruitment and retention of staff and pupils and safeguarding. 

 

Good practical knowledge of academic and residential inspection processes with Ofsted, HMC, IAPS and CQC and fully understand the role of the whole-school in achieving the highest standards. During my time in education I have also held position as an LA Governor for a secondary special school, attending a variety of training events for Governors particularly linked with leadership and management and safeguarding.  Project Manager for a successful government-led research initiative directed by Wallace Education, aimed at improving learning and teaching across Year 8 pupils. This project included an independent senior school, a Grammar school and three middle schools, and was overseen by Dame Sheila Wallis. Research findings were disseminated nationally through a series of seminars. 

 

Also worked in partnership with Lifelong Learning UK, I helped lead a national pilot scheme aimed at developing and implementing rigorous equality and diversity aspects throughout the educational workplace to enhance organisational performance.

 

 

What I hope to offer through school to school support

A commitment to shared-working beyond Isebrook to develop capacity, capability and commitment across other schools and academies to provide the leadership and the energy for school improvement.  Possibilities of cross-school continuous professional learning, network meetings, primary-secondary-tertiary cluster groups to facilitate provision of a structure for sharing expertise and the delivery of learning opportunities at key times such as training days, preparation for inspections and intervention events.

 

Can advise on:

•Leadership of Continuing Professional Learning [CPL/CPD]


•Leadership of Curriculum & Assessment


•Academies and academy transition

 


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