4 Source:MORI; Teacher Workload Survey; RBA; stakeholder interviews Stress Personal commitmentsPersonal commitmentsPersonal commitmentsPersonal commitments Less pupil contactLess pupil contactLess pupil contactLess pupil contact Less teaching involvementLess teaching involvementLess teaching involvementLess teaching involvement Not an ambitionNot an ambitionNot an ambitionNot an ambition Admin demandsAdmin demandsAdmin demandsAdmin demands Inspection/ accountabilityInspection/ accountabilityInspection/ accountabilityInspection/ accountability 9091 ConfidentRespectedEnjoy 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 Middle Leaders
6 Understanding the Recruitment Market: The Recruitment Pipeline Secondary Leadership Posts, England & Wales, 2006/07 Source: EDS, June 2007 updated from 2008/9 survey by EDS for NAHT/ASCL Requests for Information ApplicationsShortlistedInterviewed Heads Deputies 45 15.45-65.2 5.15-615.933
7 Understanding the Recruitment Market: The recruitment pipeline Primary Leadership Posts, England & Wales, 2006/07 Source: EDS, June 2007 –updated from 2008/9 survey by EDS for NAHT/ASCL Requests for Information ApplicationsShortlistedInterviewed Heads Deputies <20 126.96.36.199 188.8.131.52<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
13 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? 25 27 23 22 3 0 5 10 15 20 25 30 NeverLess frequently than once per year Approximately once per year More often than once per year Don't know/ would not like to say Unweighted base=859 Percentage of respondents (%)
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 27 25 40 0 0 5 10 15 20 25 30 35 40 45 Yes, we have detailed plans in place Yes, we have some plans in place No, we have not thought about it No, we have no need to prepare at the moment I have no opinion/ I don't know Unweighted base=852 Percentage of respondents (%)
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?