OAS Performance Management Policy

PERFORMANCE MANAGEMENT

PURPOSE:

To evaluate each staff member's performance against pre-defined objectives to identify successes, achievements and aspects requiring professional development. Information obtained from appraisals provides the basis for decisions about priorities for professional development and support (school based objectives) and for accountability and pay fixing purposes. (Government invoked professional standards)

To follow procedures that comply with the Performance Management Notice, Education Gazette 10.2.97 and requirements of Individual or Collective Employment Agreements.

The aims of Performance Management are to:

1. define the roles and responsibilities of employees in the school (job description)
2. develop and further refine procedural frameworks which promote high levels of staff performance (appraisal)
3. to ensure a professional development plan is in place, which will equip staff to deliver quality teaching and learning programmes, including individual needs.
4. to establish an effective Staff Induction Programme
5. to establish an effective Beginning Teacher/Tutor Teacher Programme.

OBJECTIVES:

1. SCHOOL BASED FRAMEWORK

Appraisal has 3 Parts: Part 1: School Expectations which operate within an integrated staff management and curriculum planning framework which focuses on the needs of students, staff, the total school and its community. The school's planning framework is prepared in consultation between board and the staff and are an expression of self-management. Part 2: Professional Standards promulgated through IEAs and CEAs. These are not modified by the school since they sit outside of school self management and decision-making. Part 3: Annual Development Objectives, which arise out of the previous years' appraisal and school developed objectives.

2. PRINCIPLES

Staff appraisal procedures are consistent with principles of openness, transparency, professional advancement, confidentiality and helpfulness to individual staff members.

3. RESPONSIBILITY

The Board chairperson is responsible to the Board for the appraisal of the principal and the principal is responsible to the Board for the appraisal of all other staff in a manner consistent with this policy. The principal may delegate appraiser duties to senior staff, while still being ultimately responsible to the Board for the appraisal of all staff.

4. ANNUAL APPRAISAL

Every permanent member of staff is appraised annually. The Board chairperson and principal will report to the Board each year that they have administered appraisals in accordance with the policy.

5. CONFIDENTIALITY

Individual appraisal documents are confidential to the staff member and the appraiser (including the principal and Board of Trustees, as the employer) and no part of the document may be made available or divulged in any way to any authorised party approved by the Board, without the written and signed consent of the staff member and appraiser (including the principal)

6. PERFORMANCE EXPECTATIONS

Every permanent staff member has a job description containing objectives that form the basis for performance appraisal in relation to the school's own expectations in relation to teaching, school-wide and management responsibilities. Any specific performance requirements contained in employment agreements are additional to the school's expectations. Job descriptions may be revised from time to time subject to consultation with staff and approval given by Board.

7. ANNUAL DEVELOPMENT OBJECTIVES

Additional to job description objectives, one or more annual development objectives are mutually agreed between the chairperson and principal/principal and each staff member, along with a written statement of the assistance or support available. Development objectives are included in the annual appraisal process.

8. APPRAISAL PROCESS

The appraisal process requires that

(a) each staff member conducts an independent self-appraisal by rating and noting performance in relation to job description and development objectives. Performance will be marked on a profile asHIGH ACHIEVEMENT, ACHIEVED or DEVELOPMENT NEEDED;

(b) the appraiser independently marks and notes performance of the staff member in relation to the same job description and development objectives, ensuring that decisions are formed after suitable observations of teaching; (c) the appraiser and appraisee meet together to discuss and compare their respective views and ratings of performance, and to decide on an agreed rating for each performance objective, taking account of all available evidence to justify the decisions. Where agreement cannot be reached, this is noted with reasons. The appraiser's copy of the appraisal document is the official report, which is to be signed by the appraiser (and principal) and staff member to verify the completion of the process. The appraiser (and principal) and staff member shall each have a copy of the completed report.

9. DISPUTES

Should a dispute arise that cannot be resolved between the appraiser and staff member, they will together agree on an independent person to mediate discussion with a view to resolving the dispute. The mediator will be bound by strict confidentiality and shall play no part in conducting the appraisal process.

10. PROFESSIONAL DEVELOPMENT

Each year each staff member receives opportunities and support for undertaking personal professional development and improvement. A record is kept of each staff member's professional development programme and the support provided.

Self review

1. This policy will be reviewed in accordance with the board's triennial programme of self-review.

2. The review will be conducted in the form of a board and staff survey, using the objectives listed above as the criteria for determining effectiveness of the policy in action.

3. The Board will make its review report available to members of the school community after it has been received by the Board.

Board of Trustees Chairperson: ________________________ 03/05/2011

Policy reviewed 29 March 2011. Next review date 29 March 2014.