A time to reflect, and to plan for the year ahead

The June issue of Leadership+ flags the end of another school year. While undoubtedly the busiest time of the year in schools, it offers an opportunity to reflect on the previous twelve months and to consider the possibilities of the year ahead, hopefully with a little breathing space in between…

As we write this, IPPN is working on our annual report to members, which will be issued in September. While the process involves reflecting on the efforts over the past year on behalf of school leaders, it also assists us in planning for the coming year. As in schools, this is done with reference to our strategic plan – our version of the SIP – which steers the work of the team. It is fair to say that it is easier and more natural to look ahead, than to look back. But that time for reflection on what has been achieved, and the progress that has been made towards what can be very challenging goals, is essential. Celebrating progress and the work that goes into it, is a valuable use of time – to acknowledge effort, ideas, collaboration, teamwork, creativity, adaptability, as well as achievement. Sometimes there are hard lessons to learn, and this can help to map out better and different ways of working for the future. This reflection and learning is at the heart of our work on reimagining the experience and practice of school leadership and shaping a more sustainable leadership future.

In recent months, as well as advocating for increased leadership and management time for teaching principals and deputy principals, and for adequate and timely resourcing of SEN supports, IPPN has sought far earlier release of teacher and SNA allocations, to afford schools the opportunity to get recruitment done as early as possible, so as not to encroach on the July/ August period flexible infrastructural supports for schools to lead and manage the new free school books scheme, ideally this would allow teachers – whether with or without promoted posts – to develop leadership and management skills and be afforded the time to do so compensatory substitute cover for all schools –particularly in the final term when student teachers are available – to give schools the best chance to make up for any loss of teaching time by reinvesting the unspent budget caused by the lack of availability of qualified teachers during the year.

The first two were achieved and we continue to advocate strongly for a compensatory sub cover scheme to support the most vulnerable children in our schools.

EDITORIAL TEAM

Our Budget 2024 submission is also currently being developed. The key priorities are directly linked to the sustainability of school leadership:

1. Developing a culture of shared leadership and increasing leadership capacity

2. SEN Allocations and Resourcing

3. Revision of Governance Structures.

The submission will be available on ippn.ie once finalised, and summarised in the next issue of Leadership+.

Like schools, IPPN has a clear map of what we want to achieve for school leaders over the next few years. It is set out in the publication Primary School Leadership: A Case for Urgent Action – A Roadmap to Sustainability, launched last November. Engagement with stakeholders has been positive and robust discussions on each of the six themes explored in the report will continue over the coming year. We look forward to reporting back to members more fully in the autumn on progress towards sustainability.

In the meantime, we hope that the remaining weeks of term go well and we encourage all our principals and deputy principals to plan at least a few weeks away from work to reenergise and get ready for the year ahead.

As always, we thank all those who have contributed to Leadership+ - in this issue, and in each of the issues over the past year. Feedback is welcome, to editor@ippn.ie

Is sinne le meas, Leadership+ Editorial Team

Brian O’Doherty Páiric Clerkin Geraldine D’Arcy President CEO Editor

DAVID RUDDY BL