Laura Lock

• Structuring an appropriate scheme of learning for a range of students
• Working with other core departments to enhance strategic decisions and creating a triangulated approach
• Leading on behaviour initiatives with a challenging cohort
• Leading meetings and training, proactively raising standards within the department
• Leading with positivity and professionalism under difficult circumstances
• Transitioned into short-term position at Trust, drawing on years of partnership with Beyond Trust
• Successfully delivered on tasks within tight deadlines.

Director of Learning:

• Management of large team of direct reports
• Motivating and supporting staff and students
• Working closely with key stakeholders
• Safeguarding and pastoral leadership
• Significantly improving academic outcomes
• Working collaboratively with outside agencies

Teaching and Learning Lead:

• Implementation of substantial change in INSET delivery and CPD
• Delivery of training and 1:1 coaching
• Implementation of well-being seminars and classes such as BSL
• Raising of standards in Teaching and Learning across the school
• Rebranding of the Teaching and Learning team
• Line management of large teams
• Implemented operational changes for improved efficiency.

Staff training and development:

• Delivery of workshops, training and INSET to colleagues
• Chairing whole school Teaching and Learning events and meetings
• Managing the professional development of both teaching and non-teaching staff, communicating development opportunities effectively and managing the whole school budget for training and development
• Organisation and delivery of several training programmes for visiting teachers from across the world including South Korea, China and Sweden

Staff cover:

• Managing staff absence including booking appropriate cover, managing a large whole-school budget and ensuring a fair and equitable system

New staff induction:

• First point of contact for all new members of staff
• Planning and delivery of an extensive programme of induction over the course of the academic year including rigorous monitoring and quality assurance

Head of Middle School:

• Pastoral care for the key stage, tracking and monitoring of all students' progress and well-being (and using appropriate intervention strategies)
• Effective and timely communication with staff and parents
• Line management of a large team
• Significant impact on behaviour and academic outcomes (2014/2015 cohort achieved the best GCSE results the school had been awarded)
• Organisation of key events in the calendar including fundraising events, the end of year celebration, revision skills workshops and parental support meetings

Director of Drama:

• Organisation of a varied and challenging curriculum
• Recruitment and retention
• Management of an extensive and inclusive extra-curricular programme including external visiting practitioners and touring companies performing at Kent College
• Liaison with other schools in MIST including Wesley College, Melbourne and the Pennington School, USA
• Line management of three direct reports and management of two budgets

Head of Drama:

• Sharing passion for Drama with students and encouraging personal skill development
• Entering students into auditions, competitions and festivals, raising the profile of the school
• Creating a positive, stimulating learning environment with consistent discipline and successful behaviour management techniques
• Organising opportunities for students to showcase their work including studio productions and a yearly whole-school musical
• Tailoring assigned tasks to suit students' passions, interests and abilities
• Facilitating the achievement of exceptional practical grades, including more than one group gaining the highest possible marks at A Level
• Fundraising
• Doubled the GCSE intake

Head of House:

• Encouraging student leadership
• Delivery of assemblies and meetings to motivate and inspire students
• Encouraging participation in a range of events
• Organisation of the large scale yearly House Drama Competition