First Needs Assessment held at India International Centre, New Delhi, 5.01.2016
Inputs from School Leaders, Private Schools:
- Recruitment: Private school leaders agreed on a lack of pipeline of teachers who are ‘passionate’ and ‘motivated’.
- Retention: Along with the hiring, teacher retention was cited as another challenge.
- Multiple Hats: A school leader’s role varies from simply being a leader to also looking after schools’ human resources and finance requirements. Therefore, juggling so many roles is also seen as a challenge.
- Pre Service and In Service training: A lack of good comprehensive in service and pre service training program. The existing in service training program is ill equipped to cater to the relevant needs.
- Resistance to change: There is also a resistance to embrace change by the educators specifically changes pertaining to technology.
- Integration: The question of social inclusion in the private school system with the introduction of reservation for 25% students from economically weaker sections of the society.
- Curriculum: The changes in the curriculum relevant to the needs of the organization. The learners feel pressurized by the paternal demands whilst choosing the stream of learning. There is a strong lack of choice amongst learners.
- Standardized Policies: An absence of standardized policies; human resources, appraisal, admissions policy.
- Culture Matters: Maintaining a culture of excellence in the schools.
Inputs from School Leaders and Administrators, Government Schools:
- Huge Scale: The government school system is huge in scale and includes a great amount of diversity.
- Uniformity in Quality: Maintaining quality in such a huge system is challenging.
- Lesser Autonomy: The government schools enjoy lesser autonomy than the private schools. The scope of leadership that could be exercised by the school leader is limited.
- Teacher to student ratio: There is multi grade learning happening in many of the classrooms.
- Gender stereotypes in leadership and the scope of practice of leadership in a hierarchical system.
- Resistance to change both at higher levels and lower levels. Politically motivated appointments in higher education. Corruption by the private service providers in higher education.
Recommendations from participants:
- There could be visits to good schools. A creation of a network or forum to meet and discuss educational issues.
- An identification of potential leaders and their capacity building.
- The case study teaching: Compilation of best practices book by gathering stories from the ground.
- An assessment of skills and qualities by the peers.
- Mentorship by the seniors, documentation of qualities and perceptions of leadership.