We heads in West Sussex see ourselves more as a federation. In such an organisation, people are more likely to forgo things because they’re looking more at the global picture than simply at their own school.

Neil Matthewson, who used to be chairman of education here, said that if West Sussex were a multi-national company, then it would be strategically training and developing staff for the whole county. You wouldn’t stay in one school for 25 years. You’re likely to start in one and then, if you show real talent, be fast-tracked somewhere else.

People would know there was a career ahead of them in more than one department or more than one school. For instance, we had three NQTs in maths last year. I’m absolutely certain the head of department won’t leave for another 15 years because of the pride he takes in his job, so none of them can aspire to his post within the timespan that they ought to.

I don’t want them to leave after a year or two if it’s the wrong move. If they can stay for three and I can get them a better move, then that would be in everybody’s interest. I would find out what sort of schools they would like to move to next - sixth-form, mixed or single-sex - and suggest they do their staff development in thatenvironment to prepare them.

What we are working towards is a county network of heads who say: ‘Let’s talk together about how we develop our staff.’ A number of heads have found admin staff in their schools who have degrees and whose children have gone through. They have the personality to do the job, so the heads are saying to them ‘Why not consider it? Come and do support work and find out.’ We need to cast our net wider in the search for teachers. Isn’t it the case that for every 25-year-old who’s decided that teaching’s not for them, there’s a 25-year-old in advertising or in sales who wants a job with job satisfaction? Theymight be saying: ‘Teaching could be for me.’