Transcript Leadership Summer 2014 final

Revisiting Middle and Senior
Leadership Pay, Pay Progression,
Appraisal and Organisational Structures
after the 2014 STRB Report
Educate School Services Ltd
The Kensington Centre
66 Hammersmith Road
London W14 8UD
www.educateservices.co.uk
We’ll come to the detail later, but in
essence the effect of the STRB report is to
bring pay and pay progression
arrangements for senior leaders into line
with those established last year for
teachers.
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Statutory pay points will be abolished and
governors will be free to make their own
performance-related pay progression
arrangements within the pay bands they have
established, hopefully with reference to national
benchmarking data guidance.
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TLR’s have been left pretty much alone but we
are nevertheless going to suggest that they
are at the centre of your thinking about
leadership pay and pay progression – not least
because of the sharper focus on the quality of
middle leadership in the latest Ofsted
Handbook.
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There is no expectation for governors to rush
to change leadership pay structures. Most will
wish to keep existing pay points for now. But
decisions on pay points and the criteria for
pay progression in 2015 will need to be in
place in time for the start of the 2014-15
appraisal cycle.
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The changes are being introduced before
schools have yet had the opportunity to make
their first performance-related pay decisions for
teachers under closer Ofsted scrutiny and at a
time when it has become clear that inspectors
are much more interested in the quality of
teaching over time than in what they see in
individual lessons.
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It is also quite clear from recent inspections that
schools need a relationship with governors
which enables them to understand pay
progression recommendations based on
detailed anonymised information on the overall
quality of teaching and on the impact of support
provided to those teachers and leaders
identified as underperforming.
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Now that the STRB Report has been accepted by
Michael Gove, it is possible to say that schools
will need to have the same procedures and
paperwork in place for handling appraisal and
pay progression for both teachers and leaders.
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• Governors need to have adopted detailed
descriptors setting out the level of
performance that they expect from teachers
and leaders at each pay point.
• There needs to be a fair and appealable
process in place for establishing the current
level of each teacher’s and leader’s
performance to set against these
expectations.
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• This audit process needs to address the
individual components of high quality
teaching and/or leadership rather than an
overall judgement.
• Professional development appraisal objectives
need to be related to the “weakest” areas – or
what the inspection handbook refers to as
“identified need”.
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• Governors need to receive anonymised
information detailing the number of teachers
and leaders who are performing in-line with
their expectations.
• For those identified as underperforming, they
need half termly anonymised reports showing
the areas of concern and the impact of the
support provided via appraisal in addressing
them.
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This information will enable them to
understand, question and support the
anonymised pay progression recommendations
presented at the end of the appraisal cycle.
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Our advice, based on the recent strategic
reviews of governance we have conducted, is
that they also need to have the same type of
regularly updated evidence for groups of
pupils identified as underperforming.
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We’ll now have a quick look at some key quotes;
drawn together from a wide variety of sources that
support the approach we are suggesting.
We’ll also look at the materials we developed last year
to support tighter pay progression for teachers. The
task for this year is to produce parallel versions of these
materials for leaders; we have some concrete examples
to share later in the session.
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Changes to Leadership Pay and
Appraisal
Educate School Services Ltd
The Kensington Centre
66 Hammersmith Road
London W14 8UD
www.educateservices.co.uk
Summary of Changes
The main changes to the document for September
2014 (subject to the outcome of final consultation) are
as follows:
• Revised framework for setting pay for leadership
positions.
• Simplified leadership pay arrangements.
• Removal of prescribed differentials between
allowances; existing requirement for pay
differentials between roles also removed.
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• Streamlining of leadership allowances by bringing
them into base pay, save for exceptional, timebound payments e.g. for relocation and housing.
• Abolition of the Chartered London Teacher
scheme, with proposed 2-year phase-out period.
• Consolidation of the existing safeguarding
provisions.
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• Removal of the list of 21 administrative / clerical
tasks.
• Removal of the non-statutory Section 4 guidance.
• Section 3 is now significantly shorter than the
2013 version and only contains guidance that it is
essential to retain in statutory form.
• A number of revisions to reflect necessary updates
which have arisen since the last STPCD was
published, in September 2013.
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Leadership Pay
Changes to the determination of
leadership group pay under this document
should only be applied to individuals
appointed to a leadership post on or after
1st September 2014, or whose
responsibilities have significantly changed.
Draft STPCD 2014 Para 4.1
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What Hasn’t Changed
• 1265 hours; 195 days.
• Salary safeguarding (other than consolidation of
provisions).
• Lack of national standards for TLR holders, Assistant
Heads and Deputy Heads.
• TLRs themselves other than the abolition of the
£1500 differential.
• Leadership & Management time.
• PPA time.
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Schools may also choose to review the
pay of all of their leadership posts under
the new arrangements if they determine
that this is required to maintain
consistency with pay arrangements for
new appointments to the leadership
team made on or after 1 September
2014.
Draft STPCD 2014 Para 4.2
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The relevant body must ensure that the process
of determining the remuneration of the
Headteacher is fair and transparent. There
should be a proper record made of the
reasoning behind the determination of the
individual school range and any discretionary
payments made to the Headteacher.
Section 3 Guidance Para 7
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Pay Progression for Leadership
Group
The relevant body must consider annually
whether or not to increase the salary of
members of the leadership group (namely
Headteachers, assistant Headteachers and
deputy Headteachers) who have completed a
year of employment since the previous pay
determination and, if so, to what salary within
the relevant pay range.
Draft STPCD 2014 Para 11.1
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The decision whether or not to award pay
progression must be related to the individual’s
performance, as assessed through the school or
authority’s appraisal arrangements in
accordance with the 2102 regulations in England
or the 2011 regulations in Wales.
Draft STPCD 2014 Para 11.2
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A recommendation on pay must be made in
writing as part of the individual’s appraisal
report, and the relevant body must have regard
to this recommendation; pay decisions must be
clearly attributable to the performance of the
individual.
Draft STPCD 2014 Para 11.2
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Sustained high quality of performance having
regard to the results of the most recent
appraisal carried out in accordance with the
2012 or the 2011 regulations or the objectives
agreed or set under paragraph 11.2(c) (as the
case may be) should give the individual an
expectation of progression up the pay range.
Draft STPCD 2014 Para 11.2
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The relevant body should ensure that it reviews
the performance of members of the leadership
group, having regard to the criteria for
leadership group progression, any
recommendation on pay progression recorded
in the teacher’s most recent appraisal report
and any considerations set out in the relevant
body's own pay policy.
STPCD Section 3 Guidance Para 25
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TLRs
Having decided to award a TLR, the relevant body must
determine whether to award a first TLR (“TLR1”) or a
second TLR (“TLR2”) and its value, in accordance with
their pay policy, provided that(a) The annual value of a TLR1 must be no less than
£7,397 and no greater than £12,517;
(b) The annual value of a TLR2 must be no less than
£2,561 and no greater than £6,259.
Draft STPCD 2014 Para 20.2
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Remainder of the Session
• Agreeing pay points.
• Agreeing progression criteria – for senior
leaders and TLR holders.
• Auditing leadership skill levels to establish
developmental appraisal objectives – for
senior leaders and TLR holders.
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Three possible approaches to leadership pay
1. Keep everything as it is but amend pay policy
to include progression criteria for senior
leaders and TLR holders.
2. Redesign senior leadership structure; leave
TLR’s as they are with clear progression
criteria.
3. Conduct a complete leadership structure
review and possibly abolish TLR’s altogether.
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