Performance management of headteachers

Professor Peter Earley & Dr Sara Bubb

p.earley@ioe.ac.uk s.bubb@ioe.ac.uk

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Good governance is at the heart of effective headteacher performance management (HTPM)

Effective oversight of the HT is the most important part played by the GB in the overall governance of the school

It is a complex and demanding process

Introduction

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What is HT performance management?

Challenges Effective HTPM

Overview

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NurturingPruning

What images come to mind?

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Steering an ocean liner

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‘...the governing body has a duty to review the head’s performance...’ (DfEE 2000)

‘...holding the school’s leadership to account for the performance of the school...’ (DCSF 2009)

‘...the performance agenda has never been stronger. Schools are subject to sharper accountability for pupil outcomes. And, as a result, governors have a much greater role to ensure that a strategic direction is set by the headteacher to deliver good results...’ (HMCI Sir Michael Wilshaw, speech at The Policy Exchange, 27 Feb 2013)

Performance + Accountability

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Not a one-off—PM continues throughout the year with ongoing monitoring, that includes challenge and support

Regular interaction between the HT and chair as well as committee meetings that have oversight of aspects of the school (eg standards, finance, staffing) that relate to the HT’s objectives

interim meeting to check specific progress of the HT against objectives

Performance management & appraisal

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1. Commitment2. Logistics3. External advice4. Objectives5. Pay

Challenges

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Commitment to the process by all Mutual respect and trust Developing capacity for HTPM Training + examples, benchmarking Ensuring continuity Ongoing, not just the appraisal meeting

1. Commitment

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Time and timing HTPM panel membership Clear procedures and documentation Identifying and interpreting appropriate performance information

2. Logistics

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An External Adviser (EA) is commissioned The appraisal panel meets to discuss points to

raise The EA meets with the HT The EA, HT and appraisal panel meet together The HT and appraisal panel meet The EA summarises the results of the meetings

in a review document The appraisal panel makes recommendations

about HT pay for other governors to make a decision about.

The structure of appraisal

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Recruitment – Who? Commissioned by whom? Pay?

Clear roles and expectations Knowledgeable Helps governors makes use of evidence from a range of sources to inform decision-making

 

3. External Advice

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How many? Depth & span of priorities

How much challenge? Are they SMART? Success criteria? Link to school improvement plan and other people’s PM objectives

Professional development Should they be amended in light of new circumstances?

4. Objectives

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Motivation - demotivation Competition Pressure Avoidance of conflict  Reward for system leadership Benchmarking

5. Pay

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draws on external expertise is integrated with the school development

plan and the PM of all staff has a secure annual cycle of setting and

reviewing objectives, together with interim monitoring

is underpinned by sound relationships, characterised by openness, trust and integrity, among all those involved

Effective HTPM

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involves the setting of meaningful and challenging but achievable objectives

strikes an appropriate balance among internal and external accountability, development and reward

makes use of evidence from a range of sources to inform decision-making

Effective HTPM

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is evaluated and adapted over time to meet evolving requirements of individual circumstances and shifting school needs

is viewed as part of an on-going and wider process of working with the HT and all staff to ensure high levels of performance

is integral to the development of overall GB capacity to govern the school

Effective HTPM

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Headship crucial to school success

Effective HTPM is an attribute of highly effective governance AND

highly effective schools!

Conclusion

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Project webpage:http://www.ioe.ac.uk/research/departments/lcc/84881.html

Effectively Managing Headteacher Performance