Blackburn Diocese November 9th Alan Sieber Governors make the Difference.

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Blackburn Diocese November 9th Alan Sieber Governors make the Difference

Transcript of Blackburn Diocese November 9th Alan Sieber Governors make the Difference.

Page 1: Blackburn Diocese November 9th Alan Sieber Governors make the Difference.

Blackburn Diocese

November 9th

Alan Sieber

Governors make the Difference

Page 2: Blackburn Diocese November 9th Alan Sieber Governors make the Difference.

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0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

11,000

12,000

13,000

14,000

15,000

16,000

17,000

18,000

19,000

20,000

The challenge is primarily demographic

Source: DfES Analytic Services Teacher Flows 2007

Page 3: Blackburn Diocese November 9th Alan Sieber Governors make the Difference.

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5

Only one third of school leaders retire at 60+

0100

300490

720

9901,210

590

850

730

630

570

540

500

370

480460 370

370

270

250

550

590670 680

830

890

910

0

500

1,000

1,500

2,000

2,500

3,000

1999-00 2000-01 2001-02 2002-03 2003-04 2004-05(p) 2005-06(p)

Age

Ill-health

Premature

ARB

No. of retirements – all leaders

Page 4: Blackburn Diocese November 9th Alan Sieber Governors make the Difference.

4 Source: MORI; Teacher Workload Survey; RBA; stakeholder interviews

29

29

30

32

37

42

44

38

38

40

48

53

39

51Stress

Personal

commitmentsLess pupil

contactLess teaching

involvementNot an

ambitionAdmin

demandsInspection/

accountability

909191

Confident RespectedEnjoy role

%

Head s are positive about their role…

13.6

40.0

14.3

Top 7 reasons for not wanting to be head, %• Deputy

• Middle Leader

… but prospective leaders often have negative perceptions.

Differing views

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AT CURRENT RATES, ONLY A SMALL PORTION OF MIDDLE LEADERS WILL BECOME HEAD TEACHERS

Source:MORI “State of School Leadership” Survey Results (RR633); NCSL research (not in public domain)

Ambition

28% of middle leaders plan to take NPQH

10 Heads

43% of NPQH graduates are head teachers within 5 years

Convert

Graduate

84% of candidates graduate

100 MiddleLeaders

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Understanding the Recruitment Market:The Recruitment Pipeline

Secondary Leadership Posts, England & Wales, 2006/07Source: EDS, June 2007 updated from 2008/9 survey by EDS for NAHT/ASCL

Requests for Information

Applications Shortlisted Interviewed

Heads

Deputies45 15.4 5-6 5.2

5.15-615.933

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Understanding the Recruitment Market:The recruitment pipeline

Primary Leadership Posts, England & Wales, 2006/07Source: EDS, June 2007 –updated from 2008/9 survey by EDS for NAHT/ASCL

Requests for Information

Applications Shortlisted Interviewed

Heads

Deputies<20 7.6 3.5 3.1

2.73.24.8<20

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What does your next headteacher look like?

Male?

Aged between 35 and 45?

White?

Dressed by M&S?

Middle Class?

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.. and after several years of getting worse, secondary re-advertisements are starting to reduce again.

Source: Howson - An annual report on senior staff appointments and re-advertisements – 23 rd annual report published January 2008

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Page 11: Blackburn Diocese November 9th Alan Sieber Governors make the Difference.

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0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

2004 2005 2006 2007 2008 2009

Re-a

dvert

isem

ent ra

te

Secondary

Primary

Special

Source: Education Data Surveys Annual Extract to National College of Schools in England

Re-advertisement Rates

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Context

More than one-half of chairs of governors (52%) either never discuss or discuss leadership succession planning less frequently than once per year.

How often is leadership succession planning discussed at your governing body meetings?

2527

23 22

3

0

5

10

15

20

25

30

Never Less frequentlythan once per

year

Approximatelyonce per year

More often thanonce per year

Don't know/would not like to

sayUnweighted base=859

Perc

en

tag

e o

f re

sp

on

den

ts (

%)

Page 14: Blackburn Diocese November 9th Alan Sieber Governors make the Difference.

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Is your school prepared for the succession of the current headteacher?

Context

65% of chairs indicated that their school is not prepared for the succession of the current headteacher

7

2725

40

00

5

10

15

20

25

30

35

40

45

Yes, we havedetailed plans in

place

Yes, we havesome plans in

place

No, we have notthought about it

No, we have noneed to prepareat the moment

I have noopinion/ I don't

know

Unweighted base=852

Perc

en

tag

e o

f re

sp

on

den

ts (

%)

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Leadership Succession requires in the short term-retention of existing headteachers-alternative models of leadership-increasing the supply of quality candidates

Beyond the immediate crisis leadership succession requires a culture of distributed leadership and leadership development throughout the profession.

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Country faces a shortage of high quality candidates for headship

The situation is particularly acute in primary schools

Potential consequences for quality of education in our schools are very serious

Tackling this issue requires a concerted and united effort by all of us

Short-term imperative but also medium-term agenda

The Rochdale Challenge

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Table discussion;

1-How far is your governing body engaged with Leadership Succession?

2-What have you learnt so far from trying to respond to the challenges of planning for succession?

(3-Is your interest in Leadership Succession focussed on the position of the head teacher or on the workforce as a whole?)

4-How does the emphasis on flexibility and collaboration sit with the current approach of your governing body?

5-What would help you to face the challenges of planning for succession more confidently?