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National Academy for Educational Leadership – Roadshow Report [October 2017] Foreword
As Chair of the Shadow Board for the National Academy for Educational Leadership I would like to thank all of you who attended the June Roadshow events and the earlier workshops that we held across Wales this year. You have provided us with valuable feedback and your contributions continue to be useful to our discussions of how to develop an Academy that will serve the needs of current and future education leaders. As a Shadow Board we want to carry on working with all partners and stakeholders so that we create a National Academy for Educational Leadership that will work for and with you to help to maintain and improve the quality of experiences and outcomes for learners across Wales. Ann Keane About the Academy
The concept of a National Academy for Educational Leadership (NAEL) is firmly embedded in recommendations from the OECD and from consecutive Estyn reports. These, and other international evidence, suggests that leadership is second only to classroom teaching as an influence on pupil learning. In July 2016 Kirsty Williams AM, the Cabinet Secretary for Education, announced that she was giving priority to the creation and establishment of a National Academy for Educational Leadership (NAEL). To support this, a Task and Finish Group which acts as a Shadow Board was established to take forward the initial work to understand what the Academy should look like. Ann Keane, former HMCI, is the Chair of the group, with other members made up of key stakeholders and experts. The Academy will be operational from Spring 2018. The Shadow Board, in conjunction with stakeholders have established that the Academy will:
Roadshows
be a body that is at arm’s length from Welsh Government, independent in its views and influential in relation to national policy on leadership and workforce supply;
comprise a small group of specialists in the field, supported by stakeholders in the sector; receive a grant from the Government and be held to account for its spending; be led by the sector and also sector-leading; secure a good supply of programmes and provision to develop the skills and capabilities of leaders; commission provision to fill gaps and secure comprehensive access to provision that supports the development of
current and potential leaders including mentoring and coaching; assure quality in the provision via a process of endorsement; commission, use and share, the products of research; offer support and advice on leadership career pathways; and be available online to create a community of peers and offer information and advice.
It is also important to recognise what the Academy will not be:
Roadshows
A series of roadshows were held across Wales from 12-15 June. The core purpose of the roadshows was to provide the opportunity for stakeholders to influence the ongoing thinking and development of the Academy to ensure it meets the needs of the sector. The roadshows enabled us to share progress made to date in the development of the Academy, specifically the vision and purpose; values; and proposed governance model. Attendees also explored how the Academy can both influence and be influenced by the wider reform agenda in Wales. We have created an action plan (below) to show both the breadth of responses and input received, and how it will be taken into account when developing the Academy. As a shadow board we know that some of the decisions will be for the Academy itself once established to take. Those decisions will be informed by what you have told us. The roadshows were the culmination of six months or so of engagement with the whole sector, but we know that there is more to be done – and voices we have not yet heard. The Academy must reflect your needs, and we are still keen to hear your thoughts, the below detail set out further ways for your continued input. Next Steps
Alongside the action plan (see below), the Welsh Government is undertaking the actions necessary to establish the Academy – including recruiting a CEO, Chair and Board to provide the strategic direction and governance function. The Shadow Board will continue to develop the
• It will NOT take over the work which is currently being undertaken by other bodies: the consortia and others will still provide programmes but they will all be endorsed to meet the highest possible standard.
• It will NOT register members, as the Education Workforce Council does. • It will NOT speak on behalf of the Government but will represent the interests of its stakeholders, the present and
future leaders of Wales. • It will NOT be overly-bureaucratic or place extra pressure on heads. • It will NOT build a grand new building or rent an expensive building but will exist online, on a website and in a small
office with shared ‘back-office’ functions.
functions of the Academy, working with the sector to develop endorsement criteria principles, to understand and recommend a funding model to the Cabinet Secretary and also to scope out the role of a stakeholder group which will have a role in holding the Board to account. Continue to be involved
The primary aspects which we need stakeholder input on over the autumn term are around how the Academy can assure the quality of leadership provision out there. This will include the development of endorsement processes and principles – and a workshop is planned on October 12 to discuss these issues with providers. There will also be opportunities more generally to discuss leadership provision – we are planning this engagement currently and more information will be available soon. In the meantime, if you would like to further input into the establishment of the Academy please do get in touch. You can email us on [email protected]. A website is also being planned and more information will be available in the coming months. Timeline
Common framework of leadership provision available (Regional
consortia led)
Sept 17 Dec May - June 2018
Launch of Academy
Establishment
of the Academy, appointment of
CEO
Establishment
of endorsement principles
Quality Assurance workshop with providers
Leadership provision engagement
High level Action Plan from Roadshow feedback – any further feedback or to get involved in any of the below please contact:
THEME
Responses/recommendations from stakeholders Action/s
Ambition, vision and ownership
Attendees were ambitious on behalf of the Academy. Comments included that the Academy should:
do more than just bringing together what already exists,
be innovative
be the place that leaders instinctively turn to for advice and support
Contribute to and lead reform – ‘a leadership academy should lead’
Build on already effective practice. Use this to not just share effective practice but to enable the system to learn and adapt
develop the capacity and confidence of leaders to influence policy themselves
be seen to be able to respond quickly to the needs of the sector The emphasis on collaboration was welcomed, constructive comments on the practicalities of this focused on the need to understand what this would look like – and how duplication would be avoided.
These will be built into the operating structures and remit of the Academy.
We received detailed feedback on the vision and values including:
The level of detail in the vision – there was a split here with some feeling it was clear and concise, others that lacking and others felt there was too much.
In terms of the wording, some felt it should be more positive and upbeat, and others that words like – responsive, proactive, nurturing (link with Successful Futures) were important.
A positive response to the focus on leadership of learning but a need to make clearer the impact on on learners
A sentence ‘strap line’ should be developed that captures hearts and minds
There was also a feeling that the values were actually more accurately principles.
Vision to remain the same for the time being, to be revisited by the CEO once in place
The development of a strap line to be considered alongside branding
Values to be renamed principles
Roadshow attendees were clear that the ownership of the Academy by the sector was important. Comments included:
‘The Academy must be genuinely owned by the sector – this must be a
The governance structures of the Academy to include a stakeholder group. This group will be
lived reality for all leaders across the education sector regardless of context’
There need to be a range of fora and opportunities to engage to enable leaders to be critical friends to the Academy. Ideas included: secondments to the Academy, development of a fellowship model, stakeholder representation at Board level, working with and through networks – building the infrastructure for these networks, facilitating active involvement of leaders in provision, using online consultative opportunities to engage (surveys etc)
Importance of Welsh language provision within the Academy
representative of the sector as a whole and will work with the Board to steer the direction of the Academy
A pilot fellowship model is currently being scoped with stakeholder engagement.
Further stakeholder engagement is underway around specific elements (e.g. the development of endorsement criteria and principles).
The other focus around ownership was the need for clarity around WHO the Academy is for. It was suggested that:
The message must be clear – the Academy is for leaders / leadership across the Education and training sector but will focus first on schools as a manageable starting place.
As part of this the Academy needs to clearly define what leadership is, given the multiplicity of leadership roles in the sector.
This is critical – the Shadow Board will support a programme of engagement beyond schools. A range of key communication points and wider engagement points have been established by the Shadow Board. Communications from the Welsh Government Press Office, from ASCL, NAHT and blogs in various publications (including the Welsh Journal of Education), along with the NAEL website will highlight these messages.
Academy functions
Attendees were clear functions should include a role around Research and evidence. Suggestions included that the Academy should:
be open to learning from others (internationally / cross sector) and must be research and evidence led
operate on the same lines as the BMA
Provide funding for sabbaticals/short term action research
Build research based networks involving other sectors
Engagement with HEIs/FEIs around the potential role for research
Research and evidence will be a key part of the quality criteria for programme endorsement principles currently in development
Research and evidence will also play a key role in the development of the pilot fellowship programme.
Comments on the Academy’s Quality assurance role included:
The Academy needs to set a quality standard for itself and any provision it endorses or commissions whilst ensuring sensitivity and responsiveness to context
Clarity without over prescription
Consideration on the Academy’s role in quality assuring provision that isn’t a programme.
This is being further explored currently, as endorsement principles are being developed in conjunction with stakeholders ahead of the Academy being established. This is so that providers can begin to ensure their programmes will reach the quality bar likely to be set.
The Academy’s leadership and strategic function was discussed, including the Academy’s role in improving the overall image of leadership within education. Suggestions included:
Academy’s role in workforce management and talent identification
Undertake an audit of leadership experience - Good leadership exists across the sector.
Academy role in promoting the well-being of leaders
Needs to enable clearer routes to headship with clarity on the specific support provided at different career points
Explore different models of leadership (executive / system / networked)
Suggestion that INSET days are reinstated – front load the opportunity for professional development, make it an entitlement.
The Academy needs to be prepared to challenge the status quo
The Academy has a role to play in the current debate on accountability – the current categorization process is putting people off applying for headship
This feedback will be central to the Academy’s initial planning in Spring 2018 and onwards.
The highest level of leadership experience will be fed into the pilot fellowship model currently in co-construction with stakeholders.
There was recognition that the Communication and marketing role of the Academy, as a virtual institution, would be important:
o Clear, concise, compelling – not overcomplicated o Use a range of channels o 2 way communication o Be clear what the Academy is and what it’s not and stick to it o Online presence – a good website to signpost (used the
example of the Key) + other social media presence. Have a 'go to' place to access outputs from academy - so all teaching staff can become leaders of their own learning.
o Small, agile, streamlined organization which is not in ‘one place’ o Simple clear and attracting (speaking to and with) leaders across
This will be used to inform the Communications and marketing strategy to be developed by the Academy.
In the interim there will be ongoing announcements including on:
o Shadow Board recruitment
o Funding o CEO recruitment o QA Endorsement
process and principles
the sector at all levels o A pilot associate model o NPQH procurement o Discussion on the
further refinement and evolvement of the NPQH/ leadership development programme.
Priorities for the development/ establishment of the Academy
Timing and priorities – attendees were clear that a sense of urgency and quick wins was needed. Suggestions included:
Timing is critical, as the landscape changes there is a danger that the situation creates a vacuum. The Academy will be well placed to offer key principles and actions that will give leadership and guidance at this time.
Be clear on the key milestones inherent in the wider reform agenda and how the Academy will link into them.
Be careful the Academy does not extend beyond its remit
The method for board membership must be clear and democratic.
The establishment of the Academy is tied in with the work on Education in Wales – Our National Mission – as a project under the wider programme.
Attendees were asked specifically what the success criteria for Year 1 / 3 / 5 should be. It was suggested that:
A longer time frame for success criteria is important. Success requires failure and the ability to learn from the failure.
Full engagement with all educational sectors is necessary before a measurement of future success can be arrived at.
Be clear on success criteria – be brave and publish them The following specific ideas were received: Yr 1 – progression models for leadership provision in place, greater clarity on NPQH, needs/gap analysis conducted, Yr 5: increase in headteacher applications, impact on learner outcomes
Y1 suggestions are now currently underway through the remit of the Shadow Board. Wider considerations will be fed into considerations around the remit of the Academy when establishing the organisation formally in Spring 2018.
Sustainability
Attendees were clear the Academy needs to show it is planning to serve the sector for the long term
Resilience: Academy needs to be able to withstand short term shocks in the system
Needs to be able to flex and evolve to the changing needs of the sector and the reform agenda
The Academy needs a sustainable business model that enables it to stay arm’s length from the governments?
Consider the question - does the academy have a role in creating the time and ability within each organisation to free the profession to contribute?
Sustainability will be core to Academy strategic planning, structures and remit. Recent funding analysis will play a key part into sustainable business model options.
Funding Many attendees felt that further information on the current funding levels were needed before giving their thoughts on this – e.g. What is the current level of funding on leadership development, where is it, and what impact is it having? There was uncertainty around whether the Academy can have sufficient leverage without managing all leadership development funding.
Funding workshop has taken place with regional consortia (Sept 2017). A further announcement will be made in November.