1. Mercy College Appraisal and Recognition of POL Holders Pilot
History
A number of models used in recent years, Initially based on role statements, Conclusion that these reflected management skills only and not leadership
Interim
Introduction of the LSF, Development of local leadership document to reflect different concept of roles
Reviews based on LSF leadership actions initially identifying three areas of success, three areas of challenge
developed to commenting on all areas, discussed with leader
“soft” approaches, neither resulting in identifiable growth
New model discussed as a result of LCi program leadership team undertook

2. Rationale
Formal review of the person holding a position of leadership midway through their term of office.
Review incorporates:
reflection from the position holder and
feedback from:
peers,
those to whom the position holder reports
those who report to the position holder.
It is formative in nature
Informs the setting of goals for the second half of the term of office.
Rationale – critical to the process is that it is intended to be about professional growth and is therefore formative in nature.

3. Utilise 360 degree feedback
Pilot
The working party:
shape the process within the philosophy of leadership that governs leadership at Mercy College.
Utilise 360 degree feedback
Develop a renewed process that embraces concepts of professional growth in the giving and receiving of feedback resulting in “GROWTH Coaching’ model.
We continue to build on the work on leadership development that we have already been doing for a number of years – it is premised on the belief that everyone has things to learn about their capacity to lead.

4. Aims
To develop a strategy for formative review consistent with the Middle Leadership philosophy at Mercy College
2. To develop an understanding and practice of using 360 degree feedback as a form of professional growth for leaders
To create a strategy and process for implementing 360 degree feedback
(LCi model)
This pilot is finding a way forward in the school improvement focus on the giving and receiving of feedback – it carries on from the GROWTH Coaching professional learning undertaken last year. It is flexible enough to respond to individual needs whilst remaining grounded on common aims.

5. 360 degree survey – online survey monkey
Resources
Leadership at Mercy College 2009 – 2011 Guiding Principles of Leadership
360 degree survey – online survey monkey
Leadership Standards Framework (LSF)
Our philosophy and practice of leadership draws from both the LSF sector framework for leadership and our own school based adaptations.

6. Dec. Development of scope for Appraisal and Recognition of POL Holders
Pilot Timeline
2009
Dec. Development of scope for Appraisal and Recognition of POL Holders
Development of draft 360 degree feedback surveys
2010
Jan. Invitation to participate in pilot working party
Feb. Working party develops strategy for pilot review
Timeline is tight – make it meaningful for the POL involved – not intended to “take over their working lives” but is intended to make space for self reflection, discussion about current leadership and build capacity.

7. Pilot Timeline
Feb. HoL and Pastoral Care Teams Briefed
Refinement of strategy and process
Term One.
Implementation of Pilot Review phase 1
Term Two.
Implementation of Pilot Review phase 2
Term Three.
Implementation of Pilot Review phase 3

8. Feedback gathered from:
Process
Feedback gathered from:
Self Reflection
Leader (person to whom the POL reports)
Direct Reports (members of the team which the POL leads)
Peers (members of staff who are not Direct Reports or your Leader who are able to provide insight into your professional life as a POL holder and leader)

9. Process
Selection of survey participants from the Direct Reports and Peers groups; participants can be either:
Random selection (completely unknown)
Random selection (with the option of refusing some randomly selected people prior to issuing survey)
POL nomination of survey participants for both Direct Reports and Peers
POL nomination of survey participants for Direct Reports with Peers selected randomly
POL nomination of survey participants for Peers with Direct Reports selected randomly

10. Process
Understanding 360° data feedback workshop (one period) facilitated internally by project team participants
Feedback of survey results supported by the person to whom the POL holder reports with input from an external coaching consultant
Reflection and discussion of the feedback gathered from surveys on the POL holder’s performance focuses on relative strengths, relative weaknesses and aspect/s which the POL holder is committed to ‘doing something about’

11. Process
Written report from consultant to the POL, the POL’s leader and the principal identifying commendations and recommendations
Ongoing work on the area/s identified as things the POL holder is willing to ‘do something about’ framed in a model of professional growth initially with the external consultant and followed up with the leader

12. Personal Professional Growth
Reflection
Review
Renewal
One key to success has been our external consultant. Initial suspicion has been replaced by trust and confidence, and POLs have been requesting coaching sessions in addition to the two initially planned. Because the program doesn’t have a summative element, it is more difficult to measure success but we have noted real movement forward in a couple of cases in particular. The 360 feedback has successfully addressed a number of issues which other attempts over the years have failed to come to grips with. Essentially our focus is on Professional Growth of our school leaders – it aims to build individual capacity and therefore our ability to improve as a school community.