Paul Samuel

In 2021 I was employed as the Principal of Jabel Hafeet Charter School, responsible for opening the school to over 2000 Cycle 1 students. The main responsibilities included:

· Recruitment at all levels - leadership, teachers, classroom support, specialist services, administration and facilities management.

· Implementing a wide range operational systems and routines to ensure the smooth and effective running of the school.

· Establishing effective senior and middle leadership teams.

· Developing effective relationships with all stakeholders, including cluster schools, BLOOM HQ, ADEK, parents and organisations within the wider community.

· Implementing procedures and systems to ensure high quality teaching and learning, securing rapid progress for all students.

· Work with senior colleagues, within the organisation to support the growth and development of the BLOOM Education Charter School Programme within the UAE.

Responsible for leading and managing a Primary School in Cayman Brac, Cayman Islands. The school has 68 students, 19 staff members and delivers England's National Curriculum (2014). The main responsibilities include:

• Implement the new National Curriculum.
• Ensure high standards of teaching and learning.
• Improve standards of attainment and progress.
• Effectively support all students to help them achieve their full potential.
• Ensure the health, safety, and wellbeing of students and staff.
• Develop and maintain effective relationships with all stakeholders.
• Provide high-quality professional development for all members of staff.

Sir John A Cumber Primary School is an International Baccalaureate School that delivers both the PYP Programme and England's National Curriculum (2014). It is the largest Primary School in the Cayman Islands, with over 660 students (30% ESL and 36% Additional Learning Needs) and 64 members of staff. The main responsibilities included:

• Lead the strategic direction of the school.
• Meet the requirements of the IB PYP Programme.
• Implement systems for self-evaluation and school improvement planning.
• Address areas of concern highlighted in the previous inspection report.
• Develop and implement school policies and procedures.
• Work in partnership with parents, other professionals, agencies, and schools.

Reason For Leaving:

The Department of Education Services asked me to take on the leadership of a Primary School in the Sister Islands.

St James Primary School is a local authority Primary School with a Special Needs Resource Base for students with moderate and severe learning needs. The Primary School had 510 mainstream students, and the Resource Base had 20 students. The school is in one of the most socio-economically deprived areas of Wales, with over 60% of students receiving 'Free School Meals' (an indicator of socio-economic deprivation). When I was appointed as the Head Teacher in 2012, the school had just been Inspected by ESTYN (HMI, Wales) and categorised as 'Requiring Significant Improvement.' By the time I left the school in 2016, the school was judged to have made significant improvements and no longer in a 'category of concern.' The main responsibilities included:

• Address issues identified in the recent School Inspection Report.
• Amalgamate two schools - a Mainstream School and a Special School.
• Move the school into a new building.
• The appointment, retention, and performance management of staff.
• Work collaboratively with other Special Schools.
• Improve standards of progress and attainment for all students.
• Implement effective systems for school self-evaluation and improvement planning.

Reason For Leaving:
My parents were living overseas both were diagnosed with a terminal illness. Consequently, I emigrated overseas to support them during this time.

Cwm Ifor Primary School is a local authority Primary School with 380 mainstream students. The school also has a purpose-built Pupil Referral Unit, which accommodates 20 students with Social, Emotional, and Behavioural Difficulties. While in this post, I was responsible for establishing the Pupil Referral Unit and overseeing the design, construction, and occupancy of a new £6.5million school. The main responsibilities included:

• To provide a welcoming, safe and caring environment which helps children grow in confidence and self-esteem.
• To provide high-quality teaching and learning experiences.
• To help learners work towards fulfilling their full potential.
• To build effective partnerships between school, home, and the wider community.
• To work in partnership with a range of external agencies.
• To provide professional development activities and support for all staff.

Reason For Leaving:
The Director of Education asked me to take on the leadership of another school in the Local Authority that had recently undergone an Inspection and been categorised as 'Requiring Significant Improvement.'