Purple Tod Consulting

3 CONTEMPORARY MACRO POLICIES WHICH WILL IMPACT ON SCHOOL MANAGEMENT & LEADERSHIP

THE OCCUPATIONAL SPECIFIC DISPENSATION (OSD)

TARGET: School as Organization
School Management (Principal & Deputy)

STATUS:
? Negotiation/Bargaining with Unions ongoing
? Framework of the OSD has been approved and signed off

PROVISIONS:
? New salary structure
? School-Based Education Management System (District)
? Office-Based Education Management System
? New possible bargaining units for Education Management (Dangerous!)
? Career pathing for teachers
? Job description framework for all
? Performance contract for Principal & Deputy (Education Management System – EMS)
? Introduction of PMDS for Principal & Deputy
o Work-plan directly linked to HO & District Office & Circuit Team objectives
o Performance management

OPERATIONAL IMPACT:
? New work-plan directly linked and aligned to objectives from HO & District Office & Circuit Team
? Clear job descriptions
? Creation of more posts at District level
? Work directly linked to performance and improvement

STRATEGIC IMPACT:
? Politics of performance
? Potential “divide-and-rule”
? Enormous pressure to perform well and improve
? Principal to transfer this pressure to educators and parents
? Educators to transfer this pressure to learners and parents
? Enhanced service delivery
? Enhanced performance and School improvement
? Unintended consequences
? Evidence-based management
? Direct National & Provincial Oversight & Public Accountability

EDUCATION LAWS AMENDMENT ACT 2007/8

TARGET: School as Organization
School Management (Principal)
School Governance

STATUS:
? Law has been enacted and promulgated

PROVISIONS:
? Norms and Standards for basic infrastructure and school capacity (Minister to promulgate regulation)
? Random search and seizure and drug testing under certain conditions
? Function, duty, responsibility of principal
o Incapacity if duties are not carried out effectively
o Principal represents HoD
o Submit annual report to HoD on academic performance in terms of minimum outcomes and standards as set by Minister
o Annual Improvement Plan – to HoD & SGB
o The principal must – duty list of 15-17 issues
o Principal to assist SGB but not in conflict with instructions from HoD
o Principal firstly obligated to HoD & MEC
o Principal cannot give evidence for SGB against MEC
o HoD identify underperforming schools and issue written notice
o Notice to be published in government gazette
o HoD must take reasonable steps to correct underperforming school – incapacity due to poor work performance
o Counseling & mentor “to take over the responsibility and functions” against timeframe (curator?)

OPERATIONAL IMPACT:
? Reasonable and acceptable performance expected
? Poor performance to be cited
? Improvement Plan
? Annual Report
? Principal – delegated authority of HoD
? Divide-and-rule – MEC/HoD/Principal & Staff/SGB
? Public accountability
? Random search, seizure and testing
? Mandatory mentor/curator
? Basic infrastructure to be defined
? “When is school full” to be defined

STRATEGIC IMPACT:
? Potential “divide-and-rule” – MEC/HoD/Principal & Staff/SGB
? Public accountability
? Evidence-based management
? Mandatory SDP, SIP, & reporting