Read recent key speeches made at NCSL conferences and other national events for school leaders.
An increasingly important part of NCSL's role is to use the knowledge we draw from the best school leadership to provide government with expert advice on tackling key challenges. In this section you will find the College's recommendations on four pressing issues: children's services leadership, succession planning, primary school leadership and the leadership of complex schools.
In December 2008, our remit was extended to include the training and development of directors and aspirant directors of children's services.
As part of this extended remit we are currently developing the Director of Children's Services Leadership Programme, in partnership with the Association of Directors of Children's Services (ADCS) and the Children's Workforce Development Council (CWDC).
The education system is currently facing one of the most serious challenges in recent years - a potential shortage in headteachers across England. In December 2005 the Secretary of State asked NCSL to work with partners to develop a national strategy on succession planning.
Following an extensive period of review and consultation with stakeholders during 2008, NCSL provided advice to the Secretary of State for Education on three key proposals for enabling a self-sustaining leadership system. NCSL is now taking forward work around:
We are responding to the various implementation issues raised during the consultation by thoroughly piloting our proposals. For further information, please email firstname.lastname@example.org.
Read the summary of the ministerial advice on Review of Provision (52kb, 2 pages) and the reply from the Secretary of State (364kb, 2 pages).
Leadership in primary schools is a challenging and complex area. Our advice is the first step towards a more innovative strategy for primary leadership, and the start of some sustained work on developing primary leadership to meet the complex and challenging demands of securing children's well-being and developing skills for life in the 21st century.
There is a growing body of hard evidence that schools that are failing their pupils can be transformed by excellent leadership plus support from another high capacity school. There are at present a small number of experienced leaders who, with their schools, are able and willing to take on these complex roles successfully. Helping to strengthen leadership in these complex roles is a key priority for the College.