WEB CONFERENCE TO SUPPORT BOARD LEADERSHIP DEVELOPMENT STRATEGY Please standby, the web conference will begin shortly! We invite you to use the chat feature to introduce yourself and your team This web conference is hosted on behalf of REGISTER ONLINE ICP 2011 World Convention August 15 – 18,

 Assessing Board Incentives and Disincentives for Teachers in Pursuing a School Administrative Position Presented By Andy Scott Richard Evans Janis Medysky

Overview  Background of Research Project  Research Questions  Sample  The Instrument Used to Assess Incentives and Disincentives  Clusters of Factors  Overall Comments on Results  Key Findings and Potential Board Actions: Where is the greatest leverage for increasing the number of individuals interested in the role?  Conclusion

Background of Research Project  The Principal Challenge: Attracting the Talent!  Research Questions  What characteristics are typical of teachers who pursue school administrative positions?  What factors motivate teachers to pursue a school administrative position?  What factors would provide greater motivation to pursue a school administrative position?

Background of Research Project  Sample  The Instrument Used to Assess Incentives and Disincentives For each of the following factors indicate on the rating scale the strength of disincentive or incentive for seeking a position as a school administrator: a. Significant increase in pay Strong DisincentiveStrong Incentive

Background of Research Project  Clusters of Factors  Workload and Compensation  Macro Considerations of the Job  Impact of the Job  Intrinsic Rewards  Perceived Work Environment  Characteristics of Your School Board  Personal Safety and Support

Overall Comments on Results  Gender Differences  Panel Differences  Board Variability Issues  Multiple Factors – not all equal Have a question? Please use the chat function on your screen.

Workload and Compensation Question Increase in pay 8 4.5% % 7 3.9% % % % % Length of days % % % % 7 4.0% 0 0.0% 1 0.6% Holidays % % % % % 2 1.1% 3 1.7% Time required to supervise % % % % 6 3.4% 1 0.6% 1 0.6% Extra benefits % 9 5.0% % % % 7 3.9% 5 2.8%

Workload and Compensation What can be done at the district level to improve incentives and reduce disincentives?  Increase pay  Review policies – size of school and administrative complement  Review work day demands  Consider lieu days  Improve benefits  Reduce summer responsibilities

Macro Consideration of the Job Question Public attitude 5 2.9% % % % % % 7 4.1% Support by Board 6 3.5% % % % % % 9 5.3% Labour relations % % % % % % 3 1.8% Leaving Union % % % % % 8 4.8% 6 3.6% Membership in professional org % 2 1.2% 2 1.2% % % % % Ministry focus on leadership 2 1.2% 4 2.4% 2 1.2% % % % % Cost of qualifying % % % % 5 3.0% 0 0.0% 0 0.0% Time, effort of qualifying % % % % 9 5.3% 4 2.4% 2 1.2%

Impact of the Job Question Stress % % % % 5 3.0% 0 0.0% 1 0.6% Professional life / Personal life % % % % 8 4.7% 1 0.6% 5 3.0% Relations with current colleagues % % % % % 7 4.1% 5 3.0% Potential conflicts % % % % 5 3.0% 1 0.6% 1 0.6%

Impact of the Job What can be done at the district level to improve incentives and reduce disincentives?  Conflict management training  Stress management training  Time management training  Establishing a culture of balance Have a question? Please use the chat function on your screen.

Intrinsic Rewards Question Status 5 3.0% 4 2.4% 6 3.6% % % % 8 4.7% Autonomy 4 2.4% 4 2.4% 9 5.3% % % % % Further advancement 3 1.8% 2 1.2% 4 2.4% % % % % Influence change 1 0.6% 1 0.6% 0 0.0% 0 0.0% % % %

Intrinsic Rewards What can be done at the district level to improve incentives and reduce disincentives?  Manage the perceptions of the likelihood of advancement  Celebrate school leadership at the district level  Create a culture that recognizes and reinforces the status of a principal

Perceived Work Environment Question Board level leadership 0 0.0% 2 1.2% % % % % % Effectiveness of principals 1 0.6% 1 0.6% 7 4.2% % % % % Community support 1 0.6% 8 4.8% % % % % 6 3.6% Demanding work % % % % % % 5 3.0%

Perceived Work Environment What can be done at the district level to improve incentives and reduce disincentives?  Improve the performance of existing principals  Improve the performance of district leaders  Build community support at the district level

Characteristics of Your School Board Question Board recruitment practices % % % % % % 4 2.4% Training programs 6 3.6% 9 5.4% % % % % % Selection process % % % % % % 8 4.9% Mentoring 7 4.2% 8 4.8% 8 4.8% % % % % Placement / Transfer policies % % % % % 8 5.0% 3 1.9% Details of personal services contract 8 4.9% 6 3.7% % % % 7 4.3% 2 1.2% Strong supporters 3 1.8% 3 1.8% 4 2.4% % % % % Evaluation process 5 3.0% 7 4.2% % % % 5 3.0% 2 1.2%

Characteristics of Your School Board What can be done at the district level to improve incentives and reduce disincentives?  Review and improve selection processes  Review and improve transfer processes  Enhance ASL training programs  Extend the mentoring programs to ASL  Socialize ASL into the administrative cadre

Personal Safety and Support Question Personal safety 9 5.5% % % % % 6 3.7% 4 2.5% Personal support 7 4.3% 4 2.5% % % % % % Likely advancement 5 3.1% 5 3.1% 7 4.3% % % % % Employment security % % % % % % %

Personal Safety and Support What can be done at the district level to improve incentives and reduce disincentives?  Know the facts about personal safety  Tag all ASL with an advocate  Track advancements from VP and P  Question the impact of ‘career-principals’  Remove job security issues Have a question? Please use the chat function on your screen.

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