An executive agency of the Department for Education

The National College for School Leadership

Developing leadership and management skills for the future.

A presentation for UNESCO

jonathan.dale@nationalcollege.org.uk

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The School Leadership Role

• School principals• Aspiring school principals• Middle leaders- heads of curriculum

areas or heads of year• School business managers• The senior leadership team

Key factors

• International trend is towards devolution of school leadership and management

• Recruitment, retention and succession planning

• Complexity- Skills and knowledge for the 21st Century

• Professionalising teaching and school leadership

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Changing and evolving

Responsive to its context

Complex,accountable,

relentlessAND

rewarding Learning-centred

Distributed across

staff and professional disciplines

Focused onleadershipcapacity

More collaborative

than ever

Data and

evidence based

Successfulschool

leadership today is

What we know about school leadership, NCSL, 2007

The School Leadership Role

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The Importance of School Leadership

Student results will not improve without good school leadership. In England, we know from our inspection data that for every 100 schools that have good leadership and management, 93 will have good standards of achievement. For every 100 schools that do not have good leadership and management, only 1 will have good standards of achievement. There is not a single example of a school turning around its performance in the absence of good leadership. It is almost impossible, in England's system at least, to have good results without good leadership and management.

(DCSF, 2008)

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There is an emerging international consensus on how to support school leadershipFinding“One of the key revelations over the last ten years is that school leadership is not just an HR issue – it is a strategic issue.”

Singapore

“We are moving from pulling people out of schools to making schools engines for building talent.”

New York

“Our whole purpose is delivering improvement – we’re not interested in leadership development for its own sake.”

Victoria

“Replacing an outstanding principal is the toughest and most frightening experience of your life.”

Ontario

ImplicationLeadership focused on teaching, learning and people is critical to the current and future success of schools

Spot talent early and move leadership development into schools, but avoid recycling low level practice

Ensure leadership development is focussed on school improvement

Support governing bodies to make the right appointments and make the process fit for purpose

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The National College for School Leadership works to develop and inspire great leaders of schools, early years settings and children’s services so that they can make a positive difference to children’s lives.

National College

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National College Scope

•Leaders at all levels in all state maintained schools in England

•23,000 heads

•75,000 deputy heads and members of school leadership groups

•13,000 school business managers

•220,000 middle leaders

•3,500 Children Centres and early years leaders

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National College’s goals are:

• Inspiring new leaders: identifying, inspiring and developing future leaders to sustain the supply of talent

• Great leadership development: giving all leaders the expertise they need

• Empowering successful leaders: harnessing the expertise of great leaders to drive improvement

• Shaping future leadership: changing how leaders work to respond to new demands and influencing policy and advising government

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The National College offers leadership development activities for school leaders at all stages of their career

At the moment this is broadly grouped as follows:

• Middle and senior leaders• Aspiring headteachers• New headteachers / children centre leaders• Experienced headteachers• System leaders--------------------------------------• School business managers• Strategic leadership of ICT

Leadership Development

25,000 heads

200,000 middle leaders

England- 500,000 teachers

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• Programmes based on leadership standards− Shaping the future – creating a vision− Leading learning & teaching− Developing self and working with others− Managing the organisation− Securing accountability− Strengthening community

• A blended delivery model− Face-to-face learning − Individual self study and online learning− Collaborative reflection − Real application or enquiry based work in school− Masters level accreditation

Leadership Development - How

England- 500,000 teachers

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Building leadership quality: the College’s provision

GCSE 5A*-C improvement of maintained secondary schools engaged with core College programmes

2005-08

6.6

8.29

9.6 9.8

0

2

4

6

8

10

12

NoEngagment

Engaged withone core

programme

Engaged with2 core

programmes

Engaged with3 core

programmes

Engaged with4 or 5 core

programmes

%

National Average

Secondary schools that are more engaged with the College’s leadership development programmes have consistently achieved faster rates of improvement in GCSE results.

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National College Programmes

• Certificate/Diploma in School Business Management

• Leading from the Middle

• Leadership Pathways

• Accelerate to Headship including Future Leaders

• National Professional Qualification for Headship (NPQH)

• Head Start support for first time appointed head teachers

• National Professional Qualification for Integrated Centre Leadership (NPQICL)

• The Strategic Leadership of ICT

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National Professional Qualificationfor Headship (NPQH)

Pre entryAccess resources to help gauge your readiness

Entry StageOnline application with supporting statementTwo-day assessment and development event

Development StageIntroductory day

Coaching Placement Materials Events Peer learning Work-based learning Online learning

Graduation StageGraduation board assessment

First headshipContinued support in Early Headship Provision

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The Strategic Leadership of ICT

The programme will:-

•Help create a vision for leading ICT in

schools

•Provide time to develop vision

•Help you evaluate developments to

date

•Understand issues relating to ICT

•Challenge thinking about the future

use of technology

•Recognise long term and short term

solutions

The programme will not:-

• Give answers about how

• Teach ICT skills

• Help write schemes of work

• Give technical advice on

solutions, software, hardware or

providers

All of the College’s programmes are

accessed through a learning portal. This is the pathway for NPQH.

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The National College working internationally• The National College is the first College anywhere in the world

uniquely dedicated to the professional development of school leaders.

• We work in partnership with an increasing number of ministries of education and other organisations to develop sustainable approaches to school leadership development.

• We understand the absolute importance of context.• Our work includes consultancy, designing leadership development

programmes and access to our resources through the National College membership scheme

• Our International Programme for School Principals is a 2 week residential programme that can be delivered at the College in the UK or Internationally

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Three final messages

• School leadership is moving up the agenda around the world

• There is a global trend towards school autonomy

• Hence, the increasingly high priority given to leadership development around the world

Contact: jonathan.dale@nationalcollege.org.uk