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Gary Edwards Training and Consultancy Manager 1 st May 2014

What Dynamic Governance Looks Like. Effective PRP Decisions and the Appeals Process. Gary Edwards Training and Consultancy Manager 1 st May 2014. Key Principles in Effective PRP. There is a positive correlation between efforts and performance

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Gary Edwards Training and Consultancy Manager 1 st May 2014

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  1. What Dynamic Governance Looks Like Effective PRP Decisions and the Appeals Process Gary Edwards Training and Consultancy Manager 1st May 2014

  2. Key Principles in Effective PRP • There is a positive correlation between efforts and performance • Favourable performance will result in a desirable reward • The reward will satisfy an important need • The desire to satisfy the need is strong enough to make the effort worthwhile. • Victor Vroom’s expectancy theory (1964) on motivation and management

  3. A Dynamic Approach to Pay Policy Mission or Vision Business Strategy HR Strategy Finance Strategy Marketing Strategy Pay Policy Appraisal Capability Recruitment

  4. Progression Linked to Performance • A decision whether or not to award pay progression must be related to the teacher’s performance as assessed through the school’s appraisal arrangements • A recommendation on pay must be made in writing as part of the appraisal report and the relevant body must have regard to it in making their decision • Pay decisions must be clearly attributable to the performance of the teacher • Continued good performance as defined in the school’s pay policy should give a teacher the expectation of progression to the top of their respective pay range • A decision may be made not to award progression whether or not the teacher is subject to capability proceedings Paragraph 21.2

  5. Teachers Salary 2013 – 2014 +

  6. The Appraisal Process

  7. New Standards - Preamble

  8. DfE Teachers’ Standards 2013

  9. What is an Appeal? • Purpose and status • Who takes part? • Possible decisions • Procedures and ground rules • ……. and what happens afterwards?

  10. Allowable Grounds for Appeal • Incorrectly applied national or local term • Failed to have proper regard to statutory guidance • Failed to take proper account of relevant evidence • Took account of irrelevant evidence • Unlawfully discriminated • Was biased

  11. Issues Considered by the 2014 PRB • Leadership pay ranges • TLRs and all other allowances • PPA time • Arrangements for cover • Working time and 1265 hours • Salary protection • General issues in STPCD

  12. Headteacher’s Pay • Sources of benchmarking data • Salary inclusive of all other allowances • R + R limited to housing or relocation • Payment for other duties by exception • Problems in recruiting to small Primary schools • Fixed-term contracts in some situations

  13. Pay issues for the wider Leadership Group • Need to incentivise able deputies to step up • Need for more flexible, performance-based progression – removal of spine points • No prescribed differential • Application of a similar 3 step approach where a vacancy arises • Basic criterion of ‘leadership responsibilities across the whole school’ • Document all decisions • Equal pay considerations

  14. Current Progression Criteria • Those on the leadership spine play a critical role in the life of the school. • They inspire confidence in those around them and work with others to create a shared strategic vision which motivates pupils and staff • They take the lead in enhancing standards of teaching and learning and value enthusiasm and innovation in others • Their achievements and their contribution to the school should have been substantial and sustained • The performance review will need to assess the teacher has grown professionally by developing their leadership and (where relevant) their teaching expertise

  15. An Opportunity to Improve • Consider: • The values and ethos in your school management culture • What are the key factors that you think should be considered when assessing performance in leadership posts

  16. Governance and benchmarking • Increasing school autonomy • New demands on governing bodies • Use of Pay Policy as a strategic tool • OFSTED inspecting LA support for Governors • Role of the clerk • Audit process for all pay decisions • What are the broad criteria and policies for pay decisions? • What professional independent input has been used? • What benchmarking data has been used?

  17. A Strategic Approach to Pay Policy Mission or Vision Business Strategy HR Strategy Finance Strategy Marketing Strategy Pay Policy Appraisal Capability Recruitment

  18. Action Planning and Conclusion Further information STRB Report and Government Response https://www.gov.uk/government/speeches/school-teachers-review-body-23rd-report; www.ncsl.co.uk www.the-sps.co.uk SPS Consultancy advice Kings Hill: 01732 525247 Brook House: 01227 598758 gary.edwards@kent.gov.uk

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