We met representatives from the “Association of Headteachers and Deputes Scotland” this afternoon to consider issues relating to Headteacher workload.
We identified a number of things that we might look at to reduce workload and stress.
1. Trying to avoid certain times of years for additional requests for information which clash with times whenthe school is already very busy e.g. December, June.
2. Managing paperwork is a major stress point for Headteachers – the point was made that some HTs are very good at this whilst others have never developed systems or procedures to prevent them from being overwhelmed.
3. Linked to Number 2 is the cumulative impact of the above on well-being.
4. Provision of accurate and timeous financial information.
5. Volume of paperwork relating to personnel issues such as recruitment.
6. Accessing information – this links with Number 2 as people admitted that they sometimes mislay info’ which has been sent to the school but there is no easy way to retrieve said info’.
7. Behaviour Management – how do we develop consistent classroom management strategies to prevent escalation of problems which necessitate direct management involvement.
8. Additional Support for Learning paparework and moderation process.
If these were the problems then it was gratifying that the HTs were able to point to a number of things that we have introduced this year which have reduced stress, such as our new School Development planning process; the new absence management procedures; the cluster approach; the school evaluation process; and the suggested dynamic and on-line Standards and Quality format.
We will meet again in six weeks time to consider some solutions which we will come up with in the intervening period.
I think you missed out a major prop here. If hopeless at admin, find someone around you who enjoys it and is good at it too. The world is comprised of Hanoverians (measured and relatively conventional people who generally make good administrators but find it hard to think out of the box), and Jacobites (more volatile and comparatively unorthodox people prepared to think up and implement original — though some times daft — ideas but are more often than not bored stiff with detail ). Rarely are such characteristics combined in the same person, but powerful teams can be created when the two opposites recognise their counterparts potential in compensating for their own deficiencies and form a real partnership.
Thanks for the suggestions. I’ve never heard of that management distinction but I do like it!!
However, if you are a teaching headteacher in a small school with no management team then such a solution is a bit more difficult to implement.
I’m lucky that I’ve got lots of able people around me who make up for many of my deficiencies. Now am I a Jacobite or a Hanoverian??