Transcript Key Preparation for this year`s PM reviews

Webinar: A
Headteacher's Guide
to Performance
Management with PRP
-----------------------Presented by Josephine Smith
Key Preparation for this year’s PM reviews:
Have you read this DfE update? (August 2014)
https://www.gov.uk/government/publications/reviewing-andrevising-school-teachers-pay
It will help you with:
o implementing changes in the 2014 school teachers’ pay and
conditions document
o setting school leaders’ pay
o performance-related pay progression
o meeting your equalities responsibilities
o using appropriate evidence when making appraisal and pay
decisions
o managing pay decision appeals
Key Preparation for this year’s PM reviews:
Headteachers will need to set out what it is they will
take into account in making judgements about
whether teachers have met their objectives and the
relevant standards. This might include:
• impact on pupil progress
• impact on wider outcomes for pupils
• improvements in specific elements of practice, such
as behaviour management or lesson planning
• impact on effectiveness of teachers or other staff
• wider contribution to the work of the school.
Key Preparation for this year’s PM reviews:
Assessment may be based on evidence from a range of sources:
o Self assessment
o Lesson observation feedback
o Pupil outcomes
o Peer review
o Parental and/or pupil feedback
You must make it clear to staff how this evidence will be
collected and used in an objective way to make pay
progression judgments
Key Preparation for this year’s PM reviews:
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Pay Policy
Appraisal policy
Paperwork
Appraisal pairings
Deadlines
Involve your team
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School Business Manager
Deputy/School Leader i/c Appraisal
Staff
Tackling the difficult conversations
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Appeals process (see next slide)
Equalities responsibilities ( good advice in the
DfE guidance)
Importance of training your appraisers
Managing Appeals against Pay Determination
Teachers have the right to raise formal appeals against pay
determinations if, for example, they believe that the person
or committee by whom the decision was made:
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(a) incorrectly applied the school’s pay policy
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(b) incorrectly applied any provision of the STPCD
(c) failed to have proper regard to statutory guidance
(d) failed to take proper account of relevant evidence
(e) took account of irrelevant or inaccurate evidence
(f) was biased or
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(g) unlawfully discriminated against the teacher.
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Ensure you lay out the process in your policy
Leading practitioner roles
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Schools can make appointments to leading practitioner roles
paid above the upper pay range
From 1 September 2013 schools have been able to create
these posts whose primary purpose is the modelling and
leading improvement of teaching skills and that are paid
above the maximum of the upper pay range.
The pay range for leading practitioners is a wide one. Schools
need to determine an individual post range for each post
within the minimum and maximum of the overall range which
is set out in paragraph 16.3 of the STPCD 2014.
Governing body’s role
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Hear recommendations from the Headteacher as part of the
annual cycle or appraisal
Action pay determinations
Be part of appeals processes as outlined in school policy if
necessary
Ensure policies are in place and reviewed
Reviewing the process
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Think about how you might like to do this?
Good evidence that your hard work over the
past 2 years is working and can show you
where to make refinements to your policy or
process.
Expecting Ofsted soon?
Links to inspection
The Ofsted inspection handbook makes clear that there
should be a strong link between appraisal and salary
progression and that this should be considered as part of the
judgement on the quality of leadership and management of
the school.
Inspectors are advised that they should look for information
about patterns of progression through the different salary
ranges and compare this with the overall quality of teaching
to determine whether there is a correlation, and if there is
none, to find out why.
Expecting Ofsted soon?
In practice this means that when Ofsted comes it will ask for anonymised
information from the last three years which shows the proportions of
teachers who have:
• progressed along the main pay range
• progressed to, and along, the upper pay range
• progressed along the leadership range
• received additional responsibility payments, such as Teaching and Learning
Responsibility (TLR) payments and Special Educational Needs (SEN)
allowances.
The information provided should include information about patterns of
progression and comparisons between subject departments and/or
teachers deployed in different key stages. You would do well to ensure
that your governing body receives and has an opportunity to interrogate
this information as part of the annual process.
XX Academy
Summary of performance management data 2013/14
Staff on the main pay scale (MPS)
Number of staff on
the MPS
16
Percentage of
Percentage of staff who met
staff whose
performance management targets
teaching is
last year
good or better
100%
94%
Staff on the leadership pay scale
Number of staff on the leadership
pay scale
3
Percentage performance
management targets met last year
75% met, 12.5% carried forward
(target set over 2 years), 12.50%
partially met
Number of staff who passed into the UPS two years
ago/last year
5
Percentage of staff who passed into the UPS in the last
two years who teach good or better lessons
80% one part time
member of staff
experiencing current
difficulties
Percentage of staff who progressed through threshold
this year/last year
14%
Percentage of staff who did not progress through
threshold this year/last year
1.6%
Percentage of staff on the MPS 1-3 or unqualified
12%
Percentage of staff on the MPS 4-6
17%%
Percentage of staff on the UPS
64%
Percentage of staff on the leadership pay scale
7%
Percentage performance management targets met
across whole staff over the last year
82% of all targets met,
10% of targets partly
met, 8% of targets not
met
Percentage of staff whose teaching is good or better
85%
In summary – your job is to....
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Ensure all teachers are informed of the policies and that they, and
appraisers, have the knowledge and skills to apply procedures fairly
Ensure teachers are appraised in accordance with the school’s appraisal
policy and the relevant regulations.
Put pay recommendations to the governing body and ensure they have
sufficient information upon which to make their decisions.
Maintain records of decisions and recommendations made,
demonstrating that all decisions are made objectively, fairly and in
compliance with equalities legislation.
Keep teachers informed about the process, recommendations made and
decision reached
Budget for pay increases as part of your overall budgetary responsibility
You might also be interested to
read more about...
How Governing bodies can now make use of a
simplified framework for leadership pay and how
there is greater autonomy for schools to set
leadership pay in the light of the school size, context
and challenge.
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