Blackburn Diocese November 9th Alan Sieber Governors make the Difference.
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Transcript of Blackburn Diocese November 9th Alan Sieber Governors make the Difference.
Blackburn Diocese
November 9th
Alan Sieber
Governors make the Difference
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The challenge is primarily demographic
Source: DfES Analytic Services Teacher Flows 2007
3
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
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
5
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
6
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
7
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
8
What does your next headteacher look like?
Male?
Aged between 35 and 45?
White?
Dressed by M&S?
Middle Class?
9
.. 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
10
11
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 (
%)
14
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 (
%)
15
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.
16
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
17
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?