Headteacher

1. Purpose of the Role

To provide strategic and operational leadership of Brighton and Hove’s Pupil Referral Units – collectively known as the Central Hub Brighton (CHB) – during a period of significant organisational change. The post holder will ensure the continued delivery of high-quality education, safeguarding, and inclusion for pupils while overseeing the transition to a redesigned, smaller provision. This includes leading staff, managing change processes, and working collaboratively with the Management Committee, Local Authority, and other stakeholders to secure a sustainable and effective model of provision.

The Local Authority is recruiting a Lead Strategic Education Consultant role alongside this Headteacher post, with both appointmentsestablishedas fixed-term roles foran initialtwo-year period. This reflects the transitional nature of the current phase for CHB and is intended to provide aligned strategic oversight and operational leadership during a defined period of change.

The Lead Strategic Education Consultant willprovidestrategic guidance, professional challenge, and mentoring to support the Headteacher, Management Committee, and Local Authority during this period of transition. The role is consultative rather than operationally line-managing the post holder on a day-to-day basis, and is intended to strengthen leadership capacity, support improvement planning, and help ensure that decisions are aligned with the wider vision for inclusive, sustainable alternative provision across CHB.

Statutory accountability for the provisionremainswith the substantive leadership and governance arrangements.

Why This Is a Fixed-Term Post: National Reform Context

This post has beenestablishedas a two-year fixed-term contract in direct response to the significant national policy changes set out in the SEND and Alternative Provision Improvement Plan (2023) and the associated reforms to the SEND and AP system in England. These reformsrepresentthe most substantial changes to the alternative provision landscape in a generation.

The national framework is shifting away from large, standalone Pupil Referral Units towards a more integrated, locality-based model of alternative provision, in which PRUs play a more targeted role within a broader inclusion system. Local authorities are expected to redesign their AP offer to ensure it is more responsive, preventative, and aligned with mainstream school inclusionstrategies. This means CHB must transform its model of provision to remain fit for purpose and financially sustainable within the emerging national and local framework.

In Brighton & Hove, this transition requires careful leadership and management over a defined period. The two-year fixed-term post reflects the fact that this is a transitional role: one which will guide the CHB through restructuring, right-sizing, and repositioning, with the aim of establishing a new and sustainable model of provision by the end of the contract period. It isanticipatedthat, as the shape of the provision changes, the leadership structure will also be reviewed, and the role as currently configured may not berequiredbeyond the fixed-term period.

The post holder will therefore play a pivotal role in shaping what CHB looks like beyond the transition – working closely with the Local Authority and Management Committee to ensure that whatever emerges from this period of change is grounded in best practice, meets the needs of the city’s most vulnerable pupils, and is designed with the requirements of the reformed national framework firmly in mind.

2. Key Responsibilities

A. Strategic Leadership and Vision

• Provide clear, compassionate, and future-focused leadership during a period of organisational transition.

• Support the realisation of a strategic vision through working effectively with stakeholders.

• Translate strategic priorities (LA, DfE and Management Committee) into operational plans with measurable outcomes.

• Maintain a strong culture of safeguarding, inclusion,high expectations, and positive behaviour.

• Ensure the CHB continues to meet statutory responsibilities for alternative provision, SEND, and safeguarding.

B. Operational Leadership and Management

• Oversight of the day-to-day operation of the CHB’s multiple sites, ensuring high-quality teaching, curriculum, behaviour support, and pastoral care.

• Maintain robust safeguarding practice, acting as Designated Safeguarding Lead (or line-managing the DSL).

• Ensure compliance with statutory frameworks, including health and safety, safeguarding, SEND, attendance, behaviour, and data protection.

C. Leading Organisational Change

• Lead the reduction of the CHB to a sustainable model in partnership with the Local Authority and Management Committee.

• Develop leadership capacity through effective CPD and mentoring.

• Manage organisational change processes sensitively, working closely with HR and trade unions.

• Lead consultations relating to staffing structures, role redesigns, and changes to service delivery.

• Ensure high-quality staff communication and clear, transparent processes throughout periods of change.

• Retain staff morale and engagement through supportive leadership, coaching, and effective performance management.

D. Working in Partnership

• Work collaboratively with the local area partnership on strategic development of alternative provision.

• Provide high-quality reports, data, and recommendations to the Management Committee.

• Work positively with the city’s partnership of schools, engaging with primary and secondary school leaders.

• Engage positively with unions, local services, and parents/carers.

• Represent the CHB at local and regional forums related to inclusion, attendance, behaviour, and SEND.

• Strengthen partnerships that support reintegration, specialist assessment, therapeutic input, and multi-agency working.

E. Financial and Resource Management

• Work with the Management Committee and Local Authority to oversee the CHB budget during restructuring and transition.

• Ensure staffing and resourcing plans are financially sustainable and aligned with the future operating model.

• Oversee procurement, site management, and resource deployment to ensure value for money and high-quality learning environments.

F. Governance and Accountability

• Providetimelyandaccuratereports to the Management Committee, including progress, risk management, staffing, safeguarding, and budget.

• Ensure all statutory responsibilities are met, including Ofsted readiness and ongoing quality assurance.

• Implement and review policies aligned with local authority and national frameworks.

• Ensure that pupils’ outcomes, attendance, safeguarding, and wellbeing remain a priority throughout organisational change.

G. Personal Leadership and Professional Development

• Model high professional standards, emotional resilience, and reflective practice.

• Maintain up-to-date understanding of legislation, DfE guidance, and effective practice in alternative provision and SEND.

• Engage actively in CPD, supervision, and professional networks.

3. Key Outcomes for the Fixed-Term Period

The successful post holder will:

• Maintain the quality, safety, and st