Editor
We hear much about the lack of agreed educational they will grow into outstanding principals who will stay in the purpose and loss of a coherent vision for education these days. north and in turn support and coach their own middle leaders Professionals feel rudderless as they try to navigate their way into future principal positions. through a fog of seemingly random changes being constantly It is well known that around 70 per cent of all current foisted upon them. As Professor Andrew Hargreaves, in the Moot principals in New Zealand are less than fifteen years from report in this issue p.18 points out, imposing a continuous stream retirement age. If we do not build the capacity now, school of change initiatives unconnected leadership will be in crisis within to any overall agreed strategy NZPF’s role is to advocate in the a decade. It makes sense then to provides the foundation for the expand the PLA service across growth of disempowerment and best interests of principals the country so that principals stress for leaders who are left in everywhere can benefit from the the dark struggling to implement and it has been relentlessly professional coaching, support them. and advice that principals like pursuing its own goals for If we think that under these David can offer. circumstances professionals principals . . . To have the PLA service simply stop trying to create new offered system wide has been and better opportunities to strengthen their profession and stop the goal of NZPF since the first proposal for the service was building quality into the teaching and learning programmes in submitted. Like the MACs, it is a PLD initiative that works, their schools, we are wrong. The profession is remarkably resilient because it has been developed by principals and is delivered by despite the conditions around them being less than ideal. As is principals. It is a popular service with integrity, relevance and evidenced by the many stories about remarkable innovations, validity and like the MACs is getting results. It operates under occurring in schools that have been published in previous issues contract from the Ministry through ‘Team Solutions’ of Auckland of NZ Principal, our school leaders are not just caving in or University, a factor that David considers critical to its success. dwelling on the negatives. Neither is the NZPF. He says being independent is a big reason that he is able to work NZPF’s role is to advocate in the best interests of principals closely and in a high trust way with principals. Independence and it has been relentlessly pursuing its own goals for principals gives the service integrity and that is the only way that progress even whist bringing the flaws of politically motivated changes can be made. to the attention of the political leaders in Wellington. There are Elsewhere in this issue you can also read a critical account positives emerging on many fronts. The joint NZPF, Te Akatea, of the Investing in Education Success (IES) policy by Emeritus Ministry Māori Achievement Collaborations (MACs) have been Professor Warwick Elley p.17 and some new research by well covered by NZ Principal over the past two years and again in Smarden and Charteris on principals’ views of the Communities this issue p.12 you can read about a recent Northland hui where of Learning (COLs) p.24. This Government investment initiative twenty-three interested principals from the region gathered to has had a more difficult ride with the sector not because the hear the progress stories of those who are well advanced on their idea of investing in collaboration and shared challenges is not own MAC journeys. Doubtless the MAC PLD in the North will welcomed but because the structure for the collaboration is not be welcoming new principals into their fold before long. The a comfortable fit with what principals would consider successful MACs are a success story in which principals can rightly feel huge collaboration models. It is a good example of why it is better to pride. Throughout the country they are making a difference by include principals in the development stages of policy, rather boosting the learning success rates for Māori children through than at the end. school culture change. It is one of those policy announcements that was seemingly Secondly, persistent lobbying is now gaining traction with made randomly. It is one of those many initiatives that leaves Ministry officials now keen to discuss the detail of how we might principals feeling disempowered and disconnected. But is it expand the Principal Leadership Advisory Service. In the short a policy that paralyses principals? No! Principals are much time since his appointment in Northland, David Hain’s role has too busy transforming exciting creative ideas into positive now become central to the lives of principals up there. Through innovations for great teaching and learning in their schools. building the confidence, skills and support networks of the current principals in the north, there is a far greater chance that