Promotional administrative positions as a career pathway for teachers

Administrative positions are seen as a career pathway for teachers. For two years I have said that this is a grave problem in the teaching system

a) It takes good teachers away from the classroom
b) These positions tend to rapidly turnover causing inconsistency in BMIS application
c) There is a vast gap between managing staff and managing children
d) Salary discrepancies cause dissatisfaction between teachers and those aspiring to higher salaries

L3CT causes similar issues
a) Only those with large amounts of time can produce the documentation required
b) It tends to inspire teachers to create a load of meaningless and ill-advised programs that are unsustainable and poorly implemented to satisfy L3CT criteria
c) There are clear issues over the values of L3CT criteria with the change away from developmental programs and back to direct instruction in support of gaining improved NAPLAN results

Where is the encouragement for good teachers to actually remain in the classroom and teach, or guide and mentor developing teachers (not just practicum students)? Why would you train new teachers if they will be competition for these aspirant positions? Can L3CT actually encourage teachers to stay in the classroom?

Once upon a time, teachers progressed through their classes and were given intellectually more challenging classes as time passed - growing their management skills through to HOLA/HOD (managing staff and students) and then progressed to Deputy and Principal. Those unable to make HOLA/HOD/Year leader work, would not get access to Deputy and similarly Principal. This system made sense. Hopefully if you weren't a good teacher, good manager of students and good manager of staff you would not get promotion.

This still applies in our older leaders (who also today have to be capable fundraisers and business managers) - but some of our new leaders that have devalued the classroom (many openly say that they hated teaching and wouldn't do it again) may be great at managing individual students but have forgotten the other side of the job (managing one student is not managing their behaviour in the classroom or their effect on others!).

I loved the idea of classroom first, but sadly now - it has just become another bit of rhetoric. We are now starting to base classes run each year on class sizes rather than need for providing opportunities for student excellence (lets hope that the error in this logic is quickly rectified!). We put students in classes that they will succeed in (even though potentially below their ability) to avoid poor graduation scores or TEE results being put in the newspaper.

We ignore the fact that our kids are excelling in individual fields and beating all rivals and bus them to other schools for higher subjects or give them distance learning "opportunities" rather than reward them for sticking it out in a low socio-economic school and being given their deserved small class advantage.

It's something that deserves further consideration beyond any budget issue as it is a case of equity for these children. We always worry about the financially challenged low achievers, but we need to consider that schools are places of learning foremost and our high achievers (whether teachers or students) deserve our support too.

Graduation presents

One of the nice traditions at school is for teachers of year 12 students to purchase the subject awards.

The usual items tend to get bought: pens, shopping vouchers and the like.

This year we found one item that I loved. One of our quirky students was given as part of her package (our Discrete Mathematics subject winner), Dr Seuss' Places to Go.

The prose is remarkably apt:

"Congratulations!
Today is your day!
You're off to Great Places!
You're off and away!

You've brains in you head.
You have feet in your shoes.
You can steer yourself
any direction you choose."

Another maths student was given Rich Dad, Poor Dad which outlines the difference in financial education parents provide based on whther they have/haven't amassed wealth. It's a great book.

Another that I thought of later was the E-Myth, a book about Entrepreneurialism. The E-Myth and Sun Tsu's Art of war heavily influenced my early business life.

Mr Men books can also be a source of inspiration as they describe so many personality types.

I like the idea of books as you can personalise them with an inscription - and they tend to be kept. One of my teachers gave me a battered copy of Catch 22, I still have it and read it from time to time.

Staffing issues

There's nothing like managing staff. It's a royal pain in the ... No matter what you do you can't please everyone.

There are two main methods I've seen.

a) By the book.
b) With a wink wink.

By the book is the way I always did it. Of course, since it was my book, it was easy. If I didn't like the way it was working I just changed it. Administrators tend to run organisations like this. The crux of it being successful is ensuring quid pro quo occurs and extra effort is acknowledged and rewarded in a way suitable and public for both parties. The less flexibility in the rules, the greater the opportunity for dissatisfaction by those going the extra yard as there is little opportunity/recognition for reward. Over flexibility lends itself to abuse (the situation around L3CT and L3 Admin promotion is typical of this situation).

With a wink wink, is a very popular method. It involves being pally with staff and telling people or groups they will be looked after.. nothing on paper, "just wait and see, it will be ok". This has never been my favourite but often can be used to defer a decision until a point that is more advantageous to the organisation than now and relies on favours/corruption/back scratching. To my mind this is an unprofessional option (I like to know where I stand) - it is usually coupled with "being part of a family" or with "unofficial" perks that are secret from other staff. Staff performance/ability/performance is often of little relation to staff hierarchy. Entrepreneurs tend to operate like this, wringing the last cent or skill out of staff through unfulfilled promises. It has no real appeal to me, but for staff that like the warm and fuzzies/charismatic leader it is quite effective. Many people on temporary contracts have felt the rough end of this recently, being laid off or transferred due to the half cohort despite varying assurances.

Time to reflect about past students

The year 12's are starting their TEE exams next week, and we are all thinking about them. For many, schools have invested hour upon hour getting them ready for the highest stakes exam of all.

Seeing them graduate gives teachers a lift but I am surprised at the lack of middle school involvement in graduation ceremonies. Once passed to the senior school, their job done, that whole relationship built upon over two years is released and left to whither.

I think this could be seen as a failing of the middle school model - in an 8-12 model this sort of relationship continues to be built upon over 5 years and can be a significant part in a student's life.

I wasn't going to the graduation ceremony this year, but I changed my mind at the last moment. I'm glad I did, seeing the kids at their finest hour, at the culmination of 12 years work is not something to be missed.