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Middle School LeadersNational Conference
10th October 2006
Leadership in the future opportunities and challenges
Sian Carr Operational DirectorStakeholders and Networks
National College for School Leadership
Future Leadership Roles
From Victorian – 21 Century
Why change?Some personal reflections
• Changes in society• Changes in schools • Changes in leadership and management• A relentless focus on improving outcomes for
young people
Why bother?
• ECM agenda – integrated services, community leadership
• Structural collaboration – networks, federations, trusts• BSF and specialist schools• Workforce remodelling• Curriculum for the 21st century• The demographics – opportunity or challenge?
Age profile of teachers: maintained mainstream schools
Source:DfES Analytical Services Teacher Flows Presentation 2002
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
656463626160595857565554535251504948474645444342414039383736353433323130292827262524232221
2006
2016
Many headteachers are nearing retirement age and the challenge will be most acute in 2009-2011
Howson “State of the labour market” 2006
0
10
20
30
40
50
60
70
1993/94 94/95 95/96 96/97 97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05
Roman Catholic
Inner London
Primary
•Secondary
Re-advertisements %
The recruiting environment is already tightening, as shown in rising re-advertisement rates
At current rates, only a small portion of middle leaders will become headteachers
Source:MORI “State of School Leadership” Survey Results (RR633) 2005; NCSL research (not in public domain)
Ambition
28% of middle leaders plan to take NPQH
10 Head Teachers
43% of NPQH graduates are head teachers within 5 years
ConvertGraduate
84% of candidates graduate
100
Middle
Leaders
PRELIMINARY:CURRENTLY UNDER DISCUSSION
“Headteachers are the change makers of modern society”
Tony Blair NAHT Conference 2004
91% enjoy the role
90% feel respected
91% confident in the role
But perceptions are different:
51% stress
53% less contact with pupils
38% inspection and admin
diagnosis LOX-EDU004-20060505-RMSB
17
Working D
raft -Last M
odified 10/05/2006 21:57:31
PERCEPTIONS AND REALITIES OF LEADERSHIP ROLES
Source: MORI; Teacher Workload Survey; RBA; stakeholder interviews
43% of deputies and 70% of middle leaders do not currently wish to become heads
Top 7 reasons for not wanting to be head, %
29
29
30
32
37
42
44
38
38
40
48
53
39
51Stress
Personal Commitments
Less Pupil Contact
Less Teaching
Not an Ambition
Admin Demands
Inspection/Accountability
Deputy
Middle Leader
37.9
13.6
40.0
14.3
Describe your present leadership structures and how you plan to develop them over the next five years.
Challenge and interrogate these
System Leadership
If we are to develop a world class educational system we need to ensure that we maximise the use of our best school leaders to influence the whole system
Do you see widespread use of school leaders offering leadership support to other schools at the same time as their own as a major benefit to the system?
1. Yes
2. No
3. Don’t know
83.3%
15.4%
1.3%Seizing Success Annual Leadership Conference 2006
Schools are changing
• Federations, Trusts etc • Executive Heads, SIPS, NLEs, Consultant
heads• Increased school leadership teams• Children’s centres and full service schools• Aspirations for extended schools
Community• Defining community need and establishing the school at
the heart of the communityInter-school Collaboration• Purposeful collaboration and networking with schoolsMulti-agency Partnership• Collaboration with cross sector agencies – the children’s
professionalSustainability• Ensuring sustainability through entrepreneurship, local
political acumen, capacity building, governance, accountability and the demonstration of impact.
Key challenges as identified by schools:
Local leadership and leadership development are essential if we are to meet the challenges and seize the opportunities that the next five years offer.
What are the challenges and what do we know about effective local leadership?
• That schools need to develop their own leadership capacity
• That the future requires a wider leadership workforce • That collaboration works and has benefits but it
requires resourcing
• That the best solutions are created locally • That leadership needs to be dispersed and grown• That there needs to be a common language, coherent
local structures and a relentless focus on the child• That working together does raise standards
If you were the Director for Children’s Services for Xshire – what might you do to raise standards for all children?
What are the barriers to effective collaborative leadership and local leadership development and how might you overcome these?
Discuss the local opportunities and catalysts for change
