The traditional assessment system of school quality in Germany consists of school supervisory
authorities, which supervise public as well as private schools (general education and vocational
schools). Subordinate school supervisory authorities (Schulämter, similar to the level of English
local education authorities) are given the power to check the regulations of quality supervision.
These supervision regulations cover three areas of the teaching profession and school
administration. Schools are supervised by (1) academic supervision (Fachaufsicht) of teaching and
educational work; however, supervisory authorities are not permitted to intrude into the
pedagogical responsibility of the individual teacher; (2) supervision of the staff at public sector
schools (Dienstaufsicht); and (3) legal supervision (Rechtsaufsicht). Although the supervision
regulations of the 16 Länder are similar concerning their stipulations, the organisation of the
supervision system differs slightly from state to state.
The role of this supervisory system is changing, because the Länder are introducing school
accountability, self-evaluation and quasi state-independent school inspection systems of supervision
in order to meet the new needs of the self-responsible schools. Therefore, the Länder are
untangling the supervisory responsibilities of the inspectorate (see below) and the school
supervisory authority. Interfaces of their work will be the consulting and support service for
inspected schools. Hence, they have to transform into ‘authorities’ of school support or school
improvement. Whereas the inspectorate will have the task of evaluating and advising, the new
school supervisory authorities will have to take on the position of ‘quality institutes’ that support
the self-responsible school in its improvement measures. Thus, after an inspection, in many
Länder, schools will be obliged to seek agreement on development measures with their school
supervisory authority. Yet, at the moment, neither school authorities nor school leaders are
sufficiently qualified for their new areas of responsibility. For school leaders, we argue, in line with
many practitioners, there is particular need for training prior to appointment and in the first years
of principalship or headship, and for support and continuous professional development. Moreover,
these new tasks also demand the restructuring of the school supervisory authorities. As far back as
1994 Vogelsang proposed to reform them into independent service and supervisory agencies and togive them a status similar to the former HMI (Her Majesty’s Inspectorate) in Great Britain or of the
IGENs (Inspecteur Général de l’Education Nationale) in France.