Tag Archives: MAT

Who controls your teaching career?

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For a few years in the 2000s, I wrote a weekly column in the TES answering questions from teachers about their careers. For all the time I have been associated with teachers, teaching and our education system, it has been clear to me that for the most part teachers are on their own when it comes to plotting a career path. Not only do they few places to turn for individual advice and encouragement, but they mostly have to finance any career development out of their earnings.

There is an obvious tension between the needs of a school, and the needs of those working within the organisation. Good employers recognise the need to develop their staff, even if it means losing them to another school. So how would you answer these multiple-choice questions?

Your school recruited a good new teacher of physics in 2024, straight from a PGCE course. In 2026, do you

A] Keep your fingers cross that by the 31st May they haven’t submitted a letter of resignation

B] Tell them they can have a TLR to encourage them to stay at the school

C] Discuss their career ambitions with them, and how long they might stay at the school

D] Ask them to teach some mathematics next year, as the school is short of maths teachers?

Might you answer be different if you were the headteacher of

A] a rural school and the teacher’s partner worked locally

B] An urban school with many other schools in commuting distance of your school

C] A school in an academy trust of several local schools

D] A school with falling rolls

Of course, there are no right answers to these questions.  But, your instinctive attitude to each possible answer may tell you something about your values with regard to pupils, teachers, schools and education in general.

Should teachers have somewhere to turn for advice about their own careers? There are posts on this blog about how far an entrant into teaching at age 30 might progress in their career. How attuned are schools to the needs of their staff. If a young parent wants a bit of flexibility, does the school either find a way to offer that support or just refuse to even consider the issue: think of everyone else on the staff.

Is career advice a role for the Chartered College of Teachers; for the professional associations; for subject and phase membership organisations; or for all of these, plus leadership teams in schools?

In the late 1970s, I worked in a professional development centre, a place where teachers could come and talk about their aims and aspirations. Do we need such space, either real or virtual today.

Am I right to be concerned about the career paths of teachers, or it everything fine out there these days, with social media available for teachers and many other organisations wrapped around schooling? I would be interested in comments from readers.

I became a teacher because of the freedom it offered me, but I knew I had to manage my own career. Thankfully, I did so, even if some of my decisions might have been different with the benefit of hindsight. But, they were my decisions.

2010 and the Case for Change: a look back at what was promised

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In November 2010, the Conservative Government, and Michael Gove, as Secretary of State for Education, set out their vision for state education in a document entitled ‘The Case for Change’.

The concluding paragraph said:

“Reform should seek to strengthen the recruitment, selection and development of school teachers and leaders. It should strengthen and simplify the curriculum and qualifications, to set high standards, create curriculum coherence and avoid prescription about how to teach. It should increase both autonomy and accountability of schools, and ensure that resources are distributed and used fairy and effectively to incentivise improvement and improve equity.” The Case for Change, DfE, November 2010

Bold claims.

Looking at them in more detail, here are a few thoughts. Other suggestions welcome in the comments

Reform should seek to strengthen the recruitment, selection and development of school teachers and leaders: The move from a higher education led system of ITT to a school-based system failed. There are probably fewer trainees on employment-based routes now, as opposed to SCITTS or higher education routes, than during the Blair government era.

Between 2013 and 2023, the Conservative government presided over the longest period of under-recruitment to ITT, against their own targets for training. This failure to train enough teachers has had a profound effect on schools, ad has not been solved by the present government

should strengthen and simplify the curriculum and qualifications: Decoupling of A/S and A levels in 2015 substantially changed the post-16 landscape. The introduction of the English Baccalaureate weighted the curriculum in favour of traditional academic subjects. The change was never enforced on schools, although it was reported in the data about schools.  

set high standards: I am never quite sure what these are. Examination results improved to a point where exam board were required to change grade boundaries, so fewer entrants received the top grades.

avoid prescription about how to teach: Phonics was the prescribed method of teaching reading. The ITT curriculum was made even more prescriptive

increase both autonomy and accountability of schools: Local authority schools had almost complete autonomy, as their budgets were sacrosanct. Academies were fine if stand alone, but as part of a MAT, their autonomy could be seriously reduced, but their accountability may have increased, although there was no accountability for MATs as they weren’t subject to inspection.

ensure that resources are distributed and used fairy and effectively to incentivise improvement and improve equity: The National Pupil Funding Formula was introduced during a period of rising school rolls, with no consideration as to what would happen when rolls started to fall. A study of PTRs by the author shows London schools with generally better staffing ratios than schools in the north of England throughout the period of the conservative government. The Lib Dem Pupil Premium may have help provide extra resources for pupils on Free School Meals, but the staffing crisis often meant that schools with large number so FSM pupils found recruitment of staff an issue.  

Were the claims met? In many cases not, and the funding for schools in real terms declined during much the period the Conservative were in government making improvements harder to achieve. The failure to address the staffing crisis was, perhaps, the most important failure of the vision set out in 2010.

How easy is it for a mature entrant to become a headteacher?

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The recent DfE research into promotions provides some food for thought School leadership in England 2010 to 2020: characteristics and trends

Page 69 of the report contains the following paragraph.

‘Teachers may enter a leadership grade more than one step above their current grade or may enter a leadership grade after being outside the system. These non-sequential promotions make up a significant minority of promotions. In primaries schools, for example, for every 100 senior leaders in 2016 who were heads in 2020, 12 classroom teachers, 12 middle leaders and 11 system entrants also became heads. In secondary schools, for every 100 senior leaders from 2016 who were heads in 2020, 3 classroom teachers, 5 middle leaders and 5 system entrants also became heads. Non-sequential promotions appear to be more common in primary schools, where leadership roles are more limited and ‘linear’ progression may be more difficult.’

Interestingly no mention is made in the text of the position in special schools, a disturbing oversight in view of the current concerns about SEND.

Following on from the text there is a histogram of ‘The Grade occupied by 2020 heads in 2016, split by school phase in 2020, in terms of FTE’.

GradePrimarySecondarySpecial
Head645252
Senior Leader263932
Middle Leader314
Classroom Teacher313
System Entrant369

There is no mention in the text of the fact that in many small primary schools there may be no senior leader, so any internal appointment would inevitably come from either a middle leader or classroom teacher.

What is interesting is the fact that almost one in ten headteachers in special schools in 2020 were system entrants in 2016. Where did these entrants come from, were they from special schools outside the state sector or did they bring other expertise to the post of headteacher.

How long does it take to become a headteacher?

In view of the fact that most headteachers seem to be appointed as a result of ‘linear’ progression through the different grades, especially in secondary schools, how long does it take to reach headship?

Is there an age or length of service by which, if a teacher has not reached assistant head grade, they unlikely to ever make it to a headship? If so, do mature entrants that become teachers after the age of thirty face a promotion ceiling in their careers? Is the position different in primary schools, with their flatter leadership teams, than in secondary schools with assistant, deputy and headteachers roles, often now overseen by an executive head.

The DfE research showed that in 2010, headteachers had a median of 27 years since qualification, and that this reduced to 23 years in 2016 and then rose slightly to 24 years in 2020. The median years of experience of senior leaders reduced from 18 years in 2010 to 17years in 2014 where it remained until 2020. The reduction between the upper quartiles for years since qualification was greatest for senior leaders, 24 years since qualification in 2020 compared with 30 years in 2010. There was virtually no change in the lower quartile between 2010 and 2020, for example, this was 13 years since qualification for senior leaders in both 2010 and 2020.

As this data covers both primary and secondary schools, it is difficult to know whether promotion is faster in the smaller primary schools, if you are lucky with turnover, that in large secondary schools with many more layers of leadership. Clearly, some mature entrants achieve headship, but the message must be that if you want promotion as a mature entrant, start your journey quickly and use the skills you have brought to the profession from your former career. A decade ago, I wrote this blog about the career of Mrs Clarke who went from volunteer to headteacher in the same school. Congratulations Mrs Clarke | John Howson

Sadly, the research is silent about entrants from different subject backgrounds. Do historians and geographers, generally joining smaller department, find progress to a headship easier than teachers of English and mathematics where there may be several grades of middle leadership within the department?

We should encourage mature entrants, but make it clear that those joining after the age of thirty may find career progression more of a challenge, especially where governing bodies value length of service rather than skills and expertise for the role. No doubt MATs with more professionals involved in promotion decisions will be more open to those entering teaching later in life.

The Spending Review and savings

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Next week will set the direction for government spending over the rest of this parliament. Although education is a ‘protected’ department that may not mean as much now as it did last year at the time of the general election.

Changes in the geopolitical situation, and an economy where the green shoots are barely peeking through the surface, and could be killed off by the equivalent of one night of freezing temperatures doesn’t bode well for the education sector. This is especially the case when set against falling school rolls and the crisis in the higher education sector. The skills sector might be the one bright spot, and it wouldn’t surprise me if that is where most of the investment will be directed.

The present government is lucky in that the weakening job market means recruiting new teachers will be easier, and the pressure for pay rises might also abate if the choice is more pay for some and redundancies for others. Unions would, in my view, be wise to tackle conditions of service rather than majoring on pay rises and the risk of confrontation with a government that has been generous so far, but might not want to see the limits of that generosity tested.

So, might there be saving to be made?

If there are school closures, will this allow the most expensive and inefficient buildings to be removed from the estate. Why spend time taking out asbestos, if you can just close the school? How would such a policy be managed? Frankly, I have no idea, but to let market forces prevail might have an unnecessary cost attached. So parental choice or rational use of buildings?

And then there is the muddle of academies and the maintained sector.

I looked at the accounts for the period up to August last summer for the 30 single academies and Multi Academy Trusts with schools in one local authority area. The total pay bill for their single highest paid employee came to around £4 million pounds. Now, take out of that total the Trusts where the headteacher is the single highest paid employee, and the total might be around £2 million. Cut this to just five trusts: one each for the two main Christian Churches (CofE and RC) and one each for other primary, secondary and special schools and what might be the savings?

Then there is the audit, legal and professional fees. I doubt whether the private sector charges the same rate as local authorities do to maintained schools. Perhaps academies should be required to employ local authority services, if the quote is lower than that from the private sector?

SEND is the other area where spending needs reviewing. For many, the cost of an EHCP started early in the primary sector should be the first point of focus. Are there differences between schools in different locations, and if so, then why? Can an early diagnosis save costs.

What of Education Other than at School packages? How much are they costing the system, and why are they necessary in such a growing number of cases?

With 150 plus local authorities, how much might be saved from present budgets in order to support investment in teaching and learning in the new world created by the latest technological revolution?