Performance Management Policy

Transcription

1 Performance Management Policy Date approved by the Governing Body: Signature of Chair to the Governing Body: Signature of Studio School Principal: Date of Review: 1

2 Contents 1. Introduction 3 2. Aims of the Policy 4 3. Pay Progression 5/6 4. The Performance Management Meetings 6 5. Timescales 6 6. Training & Development Support 6/7 7. Equality and Diversity 7 8. Monitoring & Review 7 2

3 1.0 Introduction 1.1 Operating as a studio school/academy status, we are obliged to carry out our statutory duty and have a performance management (appraisal) policy. There is no set standard the school has to work within, but it is the FTSS intention to follow the good practice and guidance provided within the regulations that maintained schools and local authorities work within. 1.2 The Education Act 2012 (school teachers appraisal) and the school teachers pay and conditions (STPCD) guidance will be followed closely when implementing this policy and good practice will be incorporated into the context of the policy. 1.3 This policy will be consistent with all applicable statutory legislation, equal opportunities, employment law and relevant codes of conduct which govern studio schools and academies. 1.4 The policy sets out the procedure for Performance Related Pay (PMR) Progression for teachers on the Main Pay Range (MPR) and Upper Pay Range (UPR). 1.5 In accordance with the Warrington Collegiate Education Trust pay policy, the Governing Body will determine the remuneration in conjunction with performance against agreed performance objectives and in regard to pupil progress. Staff will only move up the pay spine if following a review there has been a sustained high quality of overall performance. This review will take place in September each year. Reference to the STPCD document will be used in relation to this process. 1.6 The policy is aimed at recognising and rewarding good and outstanding performance and putting in support and developmental practice into areas where this is not yet reached. 1.7 The process will normally involve two people but may not be limited to this; the member of staff (named the reviewee) and the reviewer (usually the line manager or other delegated manager). 1.8 The policy aims to ensure consistency and fairness and therefore applies to all staff employed at FTSS except for probationary or induction staff i.e. NQT s. 1.9 Where a member of staff transfers to a new post or changes their level of degree or responsibility, the Principal will determine whether the cycle shall begin again, or targets changed in accordance with their new role. The reviewer may also need to change at this point and will be allocated by the 3

4 Principal This policy will be subject to moderation to ensure that the PMR plans and targets are consistent across the staff and their responsibility level and in their application and alignment to the whole school self-evaluation and improvement plans The moderator role may be delegated to the Principal, Senior Leader or an external consultant The policy will aim to align the FTSS school improvement targets in order to raise Pupil progress and to reflect the reviewee s professional aspirations Performance management is an assessment of overall performance and the discharging of professional duties is expected within daily duties. The targets included in the plan will therefore cover the reviewee s priority focus and not every individual objective and standard. 2.0 Aims of the Policy 2.1 This Policy sets out the guidelines which individuals are expected to follow during the performance management process. An outline of the main protocols is as follows; Will normally be within a 12 month cycle and span the academic year Contain clear timelines for review and completion Shall be used to determine pay progression where applicable Shall include classroom observations protocols and arrangements for observations Shall include assessments against professional standards Will set clear objectives and set assessment targets at the beginning of the cycle and include clear success criteria and evidence required to meet the objectives The evidence will include quality of teaching (e.g. quality of teaching against the Teacher Standards including lesson observations, marking and feedback, work scrutiny) and pupil progress, CPD records and professional dialogue. The evidence will also take into account the FTSS 360 cycle. Shall identify any support, developmental and training needs required to fulfil the objectives and assessment targets Shall provide opportunity for reviewer and reviewee comments and discussions at each review cycle Shall be recorded on the appropriate documentation and stored in the confidential location Shall include verbal and written feedback at each review cycle Shall include the right to appeal at any stage of the process. 4

5 3.0 Pay Progression 3.1 On recruitment to the school, staff will be placed on a pay point in line with their current experience and skills along with expectations of the post. 3.2 Pay progression assumes progress through the pay scales on the appropriate rate and timelines associated with the professional standards. 3.3 In order to progress, staff must meet the professional standards and expectations appropriate to their specific career point and pay scale. 3.4 Recommendations for pay progression are to be made by the reviewer (usually line manager) based on a portfolio of evidence to show the reviewee meets professional standards and performance targets. 3.5 Staff will not progress when their overall performance fails to reach expected, clear and measurable criteria. 3.6 In order to move from the MPR to UPR teachers have to meet the threshold standards. The UPR range has an expectation of substantial and sustained whole School teaching and learning input and impact. A member of staff electing to progress through the threshold to UPR must demonstrate they successfully meet UPR standards over a sustained period. 3.7 In line with STPCD there will be no circumstance when a teacher will have pay reduced or regress through the pay ranges. However, TLR points or additional payments will be time bound and be subject to achieving the roles and responsibilities associated with the TLR position. These are temporary payments and can be withdrawn at any part of the process. 3.8 Following the final review the reviewer will make a recommendation on pay progression to the Principal. Applications will be considered by the Principal with support from members of the Leadership Team where applicable. In some cases for moderation purposes the reviewer will be invited to present their recommendation to the Principal and Leadership representatives. 3.9 All pay recommendations will then be considered by a Pay Committee of Governors and the Principal leading to one of the following outcomes. Agree pay progression Withhold pay progression Defer a pay progression decision to allow the reviewee to collate further evidence 3.10 Teachers will have the right to appeal if they are not satisfied with the outcome of the Pay Progression process. 5

6 3.11 If a teacher feels there is a case for re-consideration or appeal, they should inform the Principal or Senior lead The senior lead will organise for an appeal which will re-examine the teacher s evidence The appeal panel will be made up of the Chair of the Governors Personnel committee, other members of the governing body and the Principal Teachers will be updated of the appeal decision within 7 working days of the appeal meeting occurring. 4.0 The Performance Management Meetings; 4.1 Shall be arranged within the timescales contained within the cycle and at a mutually convenient time between the reviewer and the reviewee. These should be within the normal working school hours where possible and be part of the planning time. 4.2 Should provide the reviewee with 5 working days notice to self-review, reflect on targets and prepare for the meeting. 4.3 Shall be confidential between the reviewer (usually line manager) and reviewee and the Principal or delegated Senior Lead. 5.0 Timescales 5.1 The cycle should start with the new target setting meeting in the first half term where possible. 5.2 There will be 4 further review meetings throughout the year where the targets and progress will be reviewed. Normally pre December (end of term 1) Late February (mid-term 2). May (mid-term 3) and an end of year review (July term 3). 5.3 There will be a final review at the commencement of the next academic year, within the 12 month cycle where the recommendations for pay progression and decisions on whether the performance management targets have been achieved or not will be finally made. Student progress and performance data will be used, where appropriate, at the final review meeting. 6.0 Training & Development Support 6.1 Good progress against the targets will be assessed at every review stage. Where less than good progress is observed then a clear set of timebound support plans and actions will be agreed and implemented. 6

7 6.2 CPD & support plans will inform the FTSS teaching & learning focus and resources consistent with the level of need will be prioritised. 6.3 Where a cause for concern rises, it should be clearly documented in the review cycle, with an additional support programme agreed. This will be shared with the Principal and timescales and actions agreed. Should the support plan not bring about the required improvements within the agreed timescales then the capability process will be entered. 6.4 The Principal has a duty to ensure that good standards of teaching and learning are evident and that professional standards are being followed consistently at all times. The Principal or other nominated Senior Leaders have the right to drop in at any time or ask for further evidence to inform work scrutiny or 360 cycles. Where a cause for concern is raised, this will be evidenced within the PMR cycle and may result in a review of targets or an additional support programme being implemented. 7.0 Equality and Diversity 7.1 Future Tech Studio aims to ensure that the performance management policy respects and upholds the organisation s commitment to equality and diversity and in a manner that is fair to all staff regardless of their; age, religion & belief, disability, gender, race, sexual orientation, transgender status, marriage & civil partnership, pregnancy & maternity or any other issue that may cause potential discrimination in service delivery. 8.0 Monitoring and Review 8.1 The Local Governing body Committee will have responsibility for monitoring and reviewing performance management policy, appeals and the pay progression recommendations. 8.2 The Policy will be reviewed every 2 years. 7