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This paper aims to report the findings of a study into the automated text analysis of student feedback comments to assist in investigating a high volume of qualitative information at various levels in an Australian university. It includes the drawbacks and advantages of using selected applications and established lexicons. There has been an emphasis on the analysis of the statistical data collected using student surveys of learning and teaching, while the qualitative comments provided by students are often not systematically scrutinised. Student comments are important, as they provide a level of detail and insight that are imperative to quality assurance practices.

The paper outlines the process by which the institution researched, developed and implemented the automated analysis of student qualitative comments in surveys of units and teaching.

The findings indicated that there are great benefits in implementing this automated process, particularly in the analysis of evaluation data for units with large enrolments. The analysis improved efficiency in the interpretation of student comments. However, a degree of human intervention is still required in creating reports that are meaningful and relevant to the context.

This paper is unique in its examination of one institution’s journey in developing a process to support academics staff in interpreting and understanding student comments provided in surveys of units and teaching.

The corporate landscape is evolving towards a focus on core business functions. Company operations that are not direct contributors to the core success of the business are being outsourced. For many corporate real estate departments, this means that the internal function is being examined for potential outsourcing. Given this new environment, Corporate Real Estate (CRE) must adapt by focusing on its own core internal processes and outsourcing the non‐core work now being performed by internal staff. The transformation from internal to external provides many challenges, including staff realignment issues and service‐provider selection. When effective, CRE can focus on providing real and measurable benefits to the company as well as enhancing the CRE executive’s career.

The purpose of this article is to report findings from a national study of primary headteachers in their second headship in England. This investigated their reasons for moving schools, their choice of second school and a comparison of their experiences as heads of the two schools.

The research design involved a national representative survey of primary school headteachers who were in a headship beyond their first. Questionnaire responses were obtained from 86 primary headteachers: a 74 per cent response rate. Follow‐up telephone interviews with 20 of them obtained more detailed responses on the research questions.

The reasons that heads gave for taking a second headship fell into three groups – personal, school and external. The over‐riding reasons were to provide a fresh challenge and prevent feelings of stagnation. Movement between schools was complex and the clearest overall trend was a move to larger schools. Heads generally considered themselves more effective in their second school than their first and there were many accounts of the re‐energising effect of taking on a new post.

The findings suggest that second headship should be considered as a valuable means of contributing to the continuing development of headteachers. Headteachers should consider a second headship as a possible extension to their headship career. They may need to plan their career before and during their first headship in order to obtain their desired second headship.

This is the first large‐scale study of headteachers in a second headship. The numbers of headteachers choosing to move to a second headship and their positive experiences suggest that further stages should be added to the current conceptualisations of the career of the headteacher.