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Presentation on theme: "APPRAISAL OF THE HEADTEACHER GOVERNORS’ BRIEFING"— Presentation transcript:


2 Regulations From 1 September 2012, new regulations apply - The Education (School Teachers’ Appraisal) (England) Regulations 2012 Teachers However, the 2006 regulations will continue to apply in relation to performance management and review cycles There are new leadership bandings

3 Under These New Regulations The following existing requirements remain:
governing bodies and local authorities will have to have a written appraisal policy for their teachers/Headteachers governing bodies will have to appoint an external adviser to advise them with appraising the headteacher objectives will have to be set for each teacher and head teacher which contribute to improving the education of pupils schools will have to have an annual appraisal process for teachers and headteachers

4 Teachers and head teachers will have to be given a written appraisal report which sets out:
an assessment of their performance in the previous appraisal period agreed objectives for future performance an assessment of their training and development needs where relevant, a recommendation on pay progression.

5 The regulations – who do they apply to?
The Education (School Teacher’s Appraisal) (England) Regulations 2012  applies to teachers and headteachers in maintained schools covered by the School Teachers Pay and Conditions document. Support staff within schools are not covered by the regulations. However, it is good practice also for governors to agree and for the headteacher to implement an appraisal process for non-teaching staff.

6 What is the GB role in PM? to establish the school’s performance management policy to determine the appraisal period for teachers and headteachers – usually 12 months but can be shorter or longer for newly appointed staff to review the head’s performance annually, including appointing governors as they see fit to carry out this task to appoint an external adviser (there is no longer a requirement to use a local authority officer).

7 What is the GB role in PM? / Continued
to set performance standards and objectives for the headtecher which aim to improve pupil performance and which are in line with the school improvement plan, having first consulted the external adviser to ensure the headteacher arranges for the appraisals of teaching staff to be carried out annually, and for any pay recommendations to be made to the governing body To ensure the headteacher and every teacher is given a written appraisal report including a review of past performance, objectives set for the future and any pay recommendations

8 Who appoints the governors to the head’s review?
The governing body makes the appointments and should appoint governors who have undertaken performance management training and who have the appropriate skills. Two to three governors remains a workable number.

9 Do headteachers have any say?
This will be determined by the school’s policy, but it is good practice for heads to be able to object in writing to the governing body of the appointment of any particular governor once in any cycle to the review panel. Any objection should be on the grounds only that the governor is unsuitable for professional reasons

10 Does the governing body have to accept this objection?
The governing body should satisfy itself that the reasons submitted by the headteacher seeking the removal of an appointed governor are for professional reasons only and that the reasons themselves are significant. The governing body will then appoint another governor if they accept the head’s objections or may reject the request. In the case of a rejection the governing body should state the grounds for the rejection, in writing.

11 Who sets targets for the headteacher?
The targets and objectives for the headteacher are set by the appointed governors after consulting with the headteacher and the external adviser, on an annual basis as part of the review process. Such targets must be meaningful and achievable, and should reflect the overall development needs and priorities of the school, as well as being aimed at improving the pupil’s education. The external adviser should assist the governing body in establishing targets and objectives in discussion with the governors’ review panel and the headteacher. Every effort should be made to achieve agreement on the requirements to be placed on the headteacher

12 What is the function of the external adviser in performance management?
To assist the governors review panel in setting meaningful but achievable targets and in reviewing outcomes. Both the review governors and the headteacher can choose to meet separately with the adviser to discuss the headteacher’s performance and targets before the review meeting. The adviser should attend the review meeting and offer advice and support to governors and can be asked to prepare the first draft of the appraisal report. The adviser is not responsible for determining a recommendation to the pay committee on whether increment(s) should be paid to the headteacher  following the review; this is a matter for the governors’ panel alone. However, governors can ask for advice and should take account of any advice offered.

13 Rules regarding confidentiality
Reports generated should be treated with confidentiality at all times. However,  when governors are making a decision or exercising discretion in relation to pay, or when governors wish to quality assure the operation and effectiveness of the appraisal system they should have access to and regard to the reports..

14 To whom does the headteacher turn if dissatisfied with the outcome of his/her review of performance?
The school’s policy should set out  a review process – for example, the appraisal report could be given to a governor acting as the review officer (usually the chair of governors unless the chair is a member of the review panel) for further deliberation. If the review officer is persuaded that aspects of the review are inaccurate, he or she may require that the statement be reviewed again.

15 Progress scheduling planning and review meetings as far in advance as possible – reviews should be completed in a timely manner, ideally before the end of the autumn term setting aside appropriate time for the meetings and ensuring that those who are participating are adequately prepared; ensuring the meetings are a professional dialogue between reviewer and reviewed; ensuring that the outcomes of meetings in regard to setting objectives for the next cycle and the outcomes of any review are recorded in a single appraisal report.

16 How it works

17 Capability Governor Role
Why do you get involved? Part of performance management process If PM not going well, could lead to formal capability procedure being commenced

18 When If the Governors responsible for PM highlight ongoing concerns
Concern raised by Local Authority (for maintained schools) External adviser highlights concerns If PM not going well, could lead to formal capability procedure being commenced


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