Restructuring and Redundancy policy

Contents

Introduction

GettingStarted

Designing a new structure

Finalising the new structure

Implementing the new structure

Appealprocess

Further guidance

AnnexA:IllustrativeTimeline

Annex B: Key questions for Headteachers and relevant bodies

Annex C: Template letter to announce the start of a review

Annex D: Template consultation document

Appendices

Appendix 1: Pay and Conditions - Background Information

Appendix 2: Model Redundancy Policy for Oxfordshire Schools

Introduction

  1. Everyschool musthaveastaffingstructure whichhas beenadoptedbytherelevant bodyafter consultationwithstaffandunions.Thepurpose ofthis documentis to provideheadteachersandrelevantbodieswithguidanceon the proceduresfor carryingoutareviewoftheschool staffingstructure.
  2. This guidancehasbeen drawn upfollowingconsultationwithheadteachergroups andalltherecognisedtradeunions andassociations:ASCL, ATL,NAHT,NASUWT, NUTandUnison.
  3. This guidanceshouldbereadinconjunction with other relevantdocuments,e.g. SchoolTeachers'PayandConditions Document(STPCD), Conditions ofServicefor SchoolTeachers inEngland andWales(BurgundyBook),theNational AgreementonPayandConditions ofService for support staff(theGreenBook) andtheschool’s PayPolicy.
  4. Itis recommendedthatacademies which havechosentocontinueto usethe STPCD, Burgundy Book and/or theGreenBook alsofollowthis guidance. Whereanacademyuses this guidancetheword ‘school’shouldbetakentorefer to theacademy.
  5. The term'relevantbody' has been usedthroughoutthis guidance.Inmaintained schools this is thegoverningbody.Thedifferingstructuresofacademiesmeans that theacademytrust will need todefinetherelevant bodyfor thepurposes ofthis guidance.
  6. Advice andsupport isavailablefroman HRAdviser.

GettingStarted

  1. A review ofaschool’sstaffingstructure should beconductedwithaviewto ensuring thatthemanagementanddeploymentof allemployees andtheallocationof responsibilitiesanddutiesis effective andfocusedonteachingandlearningtoraise standards.Allemployees andrepresentatives ofrecognised tradeunions mustbe consultedduringthereview.Headteachers havea dutytoadvise and assist the relevant bodyinconductingthereviewand preparinganimplementation plan
  2. The Headteacher will be responsible forconductingastaffingstructure review.However, it is recommendedthatthefullrelevantbodyshouldtakeresponsibilityfor twospecific aspects ofthereview:
  • approvingthedraftstructureandimplementation planfor consultation
  • approvingthefinal agreedstaffingstructureandimplementation plan followingconsultation

Thesedecisionsshould not be delegatedtoacommittee.

  1. Althoughresponsibilityfor theconductofareviewlieswith therelevant body,the headteacherwill, in practice,leadthereview inschool onitsbehalf.The headteacher, in turn,mayfindithelpful tobe able todrawonarangeofviews from staff, members oftherelevant bodyandspecialistHRadvice duringthereview.
  2. Afullreview willencompassthestaffingstructureforall employees.Itshouldbea genuinewhole-schoolreview.A reviewprovides theopportunitytodevelopwithstaff andtradeunionsasharedvisionofafuture structure whichwill resultinenhanced teachingandlearningfor pupils.
  3. Insomecircumstancesit mayonlybenecessarytoreviewpart ofthestaffing structure.Itwill beimportanttoestablish, asearlyas possible,thescope of any reviewand thegroup or groups ofstaffwho maybe directlyaffected.Iftherelevant bodyconsiders thatthescopeofthereviewis genuinelylimitedandthatonlypartof thestructureneeds tobereviewed theheadteacher shouldseek toagreewithstaff andunions which employees shouldbeformallyconsulted.Therecognised unions shouldbeconsultedinallreviews.
  4. The SchoolImprovementPlanwill beakeydocumenttoinformanyreview.
  5. Toassist insettingatimescaleformanagingtheprocess,anillustrative timelinehas been providedatAnnexA.Thismaps thestages ofthe process,andgives an indication oftheminimum timeneededtocarryoutafullreview.Keyquestionsfor headteachersandrelevant bodiesatAnnexB provideachecklistofthemainpoints inthe guidanceforheadteachersandrelevantbodies toconfirm thattheyhave followed theprocess.
  6. As thereis nosinglestaffingstructurewhichwillfit theneedsof everyschool, this guidancedoesnot providea template ora model structure;norwouldit be appropriatetodoso.Eachschool will needtolook atandtailor its structurewith regard toitsparticularneeds andcircumstances.

Designing a new structure

  1. Onceallthenecessaryinformationis tohandandtheheadteacherhas conducted anypreliminarydiscussions,he/shewill needtoformulatea draftstaffingstructure andimplementationplantobeputto therelevant bodyfor approvalas abasisfor consultation.Atemplateconsultationdocumentis provided at Annex D.
  2. Costingtherevisedstructure will be animportantpartoftheprocess.Inassessing thecosttheheadteacherwill needtotakeintoaccountthenumber andcostof each ofthe differenttypes ofpoststhey wishto haveinthestructure,e.g.leadership, TLRs,andsupport staff.
  3. Anyreviewshouldtakeintoaccountequal payconsiderations sothatpotential legal challengesfromindividuals areavoided.Anynewor revisedjob descriptionsfor support staffshouldbesubmittedfor job evaluation todeterminetheappropriate salarygradeforthepost.
  4. Oncetheheadteacherhas determined thecomposition ofthedraftstaffingstructure it will be necessarytodeterminewhichoftheexistingstaffshouldbe appointedto which postinthenewstructure.The newstaffingstructureofaschool musthavea clear and transparentrationale.Each ofthe postswill require a draftjobdescription. Eachjobdescriptionshouldinclude:
  • thepurposeofthepost;
  • towhomthepostholder reports;
  • thepeopletobelinemanagedbythepostholder;
  • thegeneric responsibilities;and
  • theresponsibilitiesspecific to thepost.
  1. Usingthe draftjobdescriptions toinformthedecision,theheadteacherwill need to indicateclearly(without atthis stageputting namesofindividual staffagainstposts):
  • which posts arenew;
  • which posts are a combination of several responsibilities previously in the structure.
  1. Staff atalllevels willbe protected bythesalarysafeguardingarrangementsineither the SchoolTeachers’PayandConditions Documentor,for supportstaff,thePay ProtectionPolicy,fromsuddendrops in totalsalary which might occur asaresultof theproposedchanges.
  2. Whereapostis identified asanewpostit shouldbesubjecttonormal recruitment procedures.
  3. Whereapostis largely unchangedand therefore almostanexactmatchtothe responsibilityofan existingmemberofstaffthatmember ofstaffshouldbe'slotted in' tothepost.
  4. Whereapostisacombinationofanumber of existingresponsibilities heldbycurrent staffthen thepostshouldbe advertisedtothosepostholdersonly(ring-fenced) and anappointmentmadefromthatgroupfollowinginterview.
  5. Wherethedutiesofexistingstaff are revisedthesuitabilityofrole,workloadand contractual hours, trainingneeds,andareviewofpayandgradingwillhave to be considered.Anyrevisionofjobdescriptions shouldnormallybe agreedbetweenthe headteacherandthemember ofstaff.Anyextensionofworkinghours mustbe by agreement.
  6. There arearangeofoptionsthataschoolneeds toconsider indecidingthe approachitwill takeinrelationtoimplementinga newstructure.The schoolmay decidetoprogress towards implementation ofanewstructure graduallyover a transitionperiod, ormaychooseto proceedtoimplementthewholenewstructure all atonceatgiven date.
  7. Inmakingadecisionthefactors that arelikely toberelevantare:
  • theextentofchangebetween the oldstructure andthenewstructure;
  • thecurrentandanticipatedbudgetaryconsiderationsand theneed to managestaffingcosts,includinganysalarysafeguardingcosts,within budgetarylimits;
  • theanticipatedstaffturnover duringtherelevantperiod.

Finalising the new structure

  1. The Headteacher should complete appendix D giving details of the proposals for the draft revised staffing structure or amendments.
  2. All staff should be made aware of the review commencing and given a copy of these proposals.
  3. Thedraftstructure (appendix D) will be consideredbythefullrelevantbody.
  4. Anygovernor, staff orotherwise,witha pecuniaryinterest or other conflictofinterest inthemattersunder discussionmustdiscloseit and,if necessary,withdrawfromthe meetingin accordancewithTheSchool Governance(Roles,Procedures and Allowances)(England) Regulations2013.This doesnotmean thatgovernors who are alsomembers ofstaffshouldautomaticallybe excludedfromtherelevant body’s consideration ofthedraftstructureandimplementation planonthebasis thatthey haveapecuniaryinterest inthematter.The Regulations setoutthecircumstances in whicha personwill andwill not beconsidered tohaveapecuniaryinterestand provide,inparticular, thatagovernor “willnot be treated ashavingapecuniary interest inanymatterprovided thatthevalue oftherelevantperson’s pecuniary interest isnogreater thanthat ofthepecuniaryinterest commonlyheld bythosepaid towork at theschool”
  1. In order tomakeinformeddecisions aboutthe proposals membersoftherelevant body will needtobeprovidedinwritingwith:
  • thedraftrevisedstructure,includinginformationaboutcosts. Atthisstage, nonamedindividuals shouldbeidentifiableinanypart ofthestructure,but thestructure shouldidentify whether theposts are new;comprised of several existingresponsibilities; or apostformatching(“slottingin”) of responsibilities;
  • draftjobdescriptions;
  • thecurrentstructureandcostof eachofthepostsandananalysisofthe implications ofthenew structurefor theschool budget,including the estimatedcosts of anysafeguarding;and
  • thedraftimplementation plan.
  1. Therelevantbodyalsoneeds tobeclear thatthedraftrevisedstructure and implementation plantheyare beingaskedtoapproveis abasisforconsultation.It shouldbe madeclear in discussionandintheminutesofthemeetingthatthe relevant bodywill consider seriously all suggestionsfromstaff and tradeunionsfor amendments.
  2. Therelevantbodymayalsowishtomakeitsown amendmentstothe draftbefore approvingit as abasisfor consultation.
  3. Followingapproval in principle bytherelevantbody,formal consultationwithstaff and trade unionsshouldbegin.The draftstructure,implementationplanand all other documents presentedto therelevantbody (including Appendix D) shouldbesenttothesecretaries ofthe recognisedunions inOxfordshireand made availabletostaff,together withaclear indication ofthetimescalefor commentsandareminderofwhatthenextstepsof thereview will be. (A letter to staff is available in Appendix C)
  4. Some schools will have establishedconsultationmechanisms.Where theseinclude alltherecognisedtrade unions,thesemechanisms could,with theagreementof all theunions,be usedasthevehiclefor consultationthroughouttheprocess
  5. Employees whoconsider thattheyare directlyaffectedbytheproposals may wishto meetwith theheadteacher todiscussthem.Theymaychoose to be accompaniedto suchmeetings bytheirunionrepresentative.
  6. Ifrequested bythe tradeunions,theheadteacher shouldmeetthe unions collectively duringtheconsultationperiod.Itshould alsobeopentoindividual staffand recognised tradeunions tosubmitobservations inwriting.
  7. Theheadteacher shouldkeeparecordofthedatesof allmeetings,thosepresent, thekeypointsmade andtheoutcome.
  8. Thenewstaffingstructure shouldnotberegarded asfinaluntil it receives thefinal approval oftherelevant body.Itis recommendedthatthisfunctionisnotdelegated toensure thatthenewstructurehas thesupport ofthefullrelevant body.
  9. Theheadteacherwill presenttotherelevantbodythedraftstaffingstructure and implementation plantogether with thecommentsreceivedasaresult ofthe consultation.Theheadteacher shouldadviseofanyamendments proposedasa result oftheconsultation,anyproposals notincorporatedand thereasons why.
  10. Thecirculationof documentstotherelevant bodyandtherecordingofitsdecisions shouldbe madeinthenormal way.
  11. Therelevantbodyshouldconsider theoutcome oftheconsultationcarefully.The options availableare:
  12. toadoptthestaffingstructureandimplementation planwith any amendments proposedas part oftheconsultationwhich areaccepted; or
  13. to propose amendmentstothedraftstructureandimplementationplan which have notbeensubjecttoconsultation.
  14. Ifamendments aremadewhich havenotbeen thesubject ofconsultationor there are concerns aboutsome oftheissues raised duringconsultationwhichhave not beenresolved,therelevant bodycandecideonafurther periodofconsultationwith staff andrecognised unions.Wherethis optionis adoptedthestaffandrecognised unionsshouldbenotifiedinwritingofthetimescale oftheextendedperiod of consultationand theissues tobeaddressedduringthatperiod.Thetimescaleofany further consultationshouldbe proportionateto thescaleofthe amendmentsmade bytherelevantbody,butshouldinnocase beless thanoneweek.
  15. Onceadopted bytherelevantbody,thenewstructureandimplementation plan shouldbeincludedasanannextotheschool’s paypolicy.

Implementing the new structure

  1. The processesthattheschool will needtoapplytointroducethenewstructure will dependonthenatureofthechanges proposedandturnover in thestaffingstructure. The templateconsultationdocumentincludesan example ofanappointment process;this includesan explanation ofslottingin andring-fencing.Whether ring- fencedselectionisneededwill dependontheextenttowhich anindividual’s current responsibilitiesmatchtherequirementsofthenewpostatthepointof implementation.
  2. Where it is clear the restructure will lead to a redundancy situation, please refer to the Redundancy Policy (Appendix 2) and follow the process detailed in that document.
  3. Thecomplexityofimplementationwill varydependingonthescale ofthechanges involved.
  4. Eachmember oftheteachingstaffmustbegivenarevised annualpaystatement withinamonth of anydeterminationwhichmayaffecthis or her pay,including details ofanysafeguarding.
  5. TheHeadteacher is advised tokeeptherelevantbody,staffandrecognisedunions fullyinformed ofprogress duringtheimplementationperiod.

Appealprocess

  1. An employee may seek a review of any determination in relation to their pay or any other decision taken by the relevant body (or a committee or individual acting with delegated authority) that affects their pay. The employee should discuss the grounds for questioning the decision with the headteacher first, before putting the grounds for appeal in writing. The grounds for appeal are that the decision:
  • incorrectlyapplieda provisionofthe SchoolTeachers’PayandConditions
  • Document(teachers only) or theschool’s paypolicy;
  • failedtohave proper regard totheagreedprocess;
  • failedtotakeproperaccountofrelevant evidence;
  • tookaccount ofirrelevantor inaccurateevidence;
  • was biased; or
  • otherwise unlawfullydiscriminated againsttheemployee.
  1. The employee has the right to see all relevant papers, to make representations in person and be accompanied by a union representative or work colleague as appropriate.
  2. Full details of the pay appeal process can be found in Oxfordshire’s Model Pay Policy for Schools.

Further guidance

  1. For further guidance andsupportonanymatters inrelation tocarryingoutor implementingareview ofaschool staffingstructurepleasecontacta Schools HRAdviser.

December 2017

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AnnexA:IllustrativeTimeline

Activity / IllustrativeTimelinefor reviewof staffingstructure- minimum11workingweeks
Brief allmembersofstaff
Informal consultation and gathering ofinformation- staff workingparty,individual discussions,etc.
RelevantBodyagrees draft structureandImplementation Plan
Consultationperiod(minimum of4working weeks)
RelevantBodyapproves Final StructureandImplementation Plan
PublishFinal Structureand
ImplementationPlan
Implementation / Timescaledependenton scopeandcomplexityof review
Workingweeks / 1 / 2 / 3 / 4 / 5 / 6 / 7 / 8 / 9 / 10 / 11

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Annex B: Key questions for Headteachers and relevant bodies

Thekeyquestionsbelowprovideachecklist ofthemainpointsintheguidancefor headteachersandrelevant bodiestoconfirm thattheyhavefollowed theprocessset outinthefull guidance.

GettingStarted

  • HastheRelevantBodydecidedwhether or notto establishastaffing working group towork with theheadteacheron thereview?
  • Haveclear principlesfor thereviewbeenestablished?
  • Hasthescopeofthereviewbeenestablished?

Process for conductingthe review

  • Hasa timetablefor thereviewbeenset,includingformal consultationwith staff andunions and meetingdatesfor therelevantbodytoconsiderthe draftstructureandimplementationplanprior toconsultationandtofinalise
  • thestaffingstructureandimplementationfollowingthecloseofconsultation?
  • Hastheheadteacherwritten toallstaffandunionstoannouncethestartof thereview?
  • Have the timescales anddeadlinefor writtenresponses on the draft structurebeenmadeclear andcommunicatedtostaff andrecognised trade unions?
  • Havestaffandtherecognised tradeunionsbeengiven theopportunityto engagein discussion andconsultationatappropriatestages ofthereview?

Draftstructure

  • Isthereaclear rationalefor changes topostsinthestaffingstructure?
  • Whataretheimplicationsfor changefrom thecurrentstructure in terms of distribution of posts,responsibilities,numberofposts, andcosttotheschool budget?
  • Istheproposedstructure consistentwith theprovisions ofrelevant legislation,including equalityofopportunity?

Draftimplementationplan

  • Does the plan assumean immediate orphased implementation?
  • Howdoes theimplementation plan impact onthe schoolbudgetthroughout the whole period oftransition?Is itmanageable?
  • Are the posts inthenewstructure clearlyidentified asnew, combinedor matchedresponsibilities?
  • Whatprocess will be usedforfillingnewposts?

Draftjobdescriptions

  • Do allpostswithTeachingandLearningResponsibilitypayments(TLRs) meetthecriteriaandfactors setoutin the SchoolTeachers’ Payand ConditionsDocument?
  • Has proper considerationbeen given to equalweightingandvalueinthe distribution ofresponsibilities andthevalueofTLRs andleadershippostsin thenewstructure?
  • Have anychanges tojobdescriptionsfor support staffbeenjobevaluatedto identifyanychangestopayand grading?

Finalisingthenewstructure

  • Hastheagreedprocess for consultationbeenfollowed?
  • Whatchanges have beenmadeto the draftstructure andimplementation planas aresult oftheconsultation?
  • Are there anyconcerns raised byunionsandstaff duringtheconsultation which have notbeenaddressed?
  • Have allthewrittenresponses tothe draftstructure,implementationplan andjobdescriptionsfrom unions andstaff beenconsidered bytherelevant body?
  • Hasthe relevantbodydecided tomakechanges to the draftstructure and implementation plan?(Wherethe draftstructure,implementationplan and jobdescriptionsare changedatthemeeting,therelevantbodywill needto consider whetherfurther consultationis necessarybeforefinalisingthem.)

Implementing the newstructure

  • Isthereanagreedprocessfor publishing theagreedstructure and implementation plan?
  • HastheRelevantBodyconsideredtheimplicationsfor theschool’s pay
  • policy?
  • Havestaffwho areentitledtosalarysafeguardingbeenclearlyidentified?

Open,fair andtransparentmanagementoftheprocess

  • Hasthereviewbeenconductedinanopen,fairandtransparentmanner at allstages?

Annex C: Template letter to announce the start of a review

Note:Youwill needtoinsert details andkey datesintheappropriateplaces.

To:Allmembers ofstaff Copyto:UnionRepresentatives Chair of<theRelevantBody1[1]

Dear Colleague

Reviewof SchoolStaffing Structure

Iamwritingon behalf oftheRelevantBodytoinform allmembers ofstaffofits intentiontocarryoutareviewoftheschool’sstaffingstructure.Thepurposeofthis letter is toensure thatyou are aware ofthe purposeandscope ofthereview;the process wewill befollowing,includingarrangementsfor consultation;andthe timescalewewill beworkingto.

The overallpurpose ofthereviewis to ensurethatthemanagementanddeployment ofallstaff andthe allocation ofresponsibilities andduties is effectiveandfocusedon teachingandlearning toraisestandards.

Thescope ofthereview willinclude all groups ofstaff.Allstaffwill receive fulldetails ofthe proposals andwill beinvited torespondduringtheformal consultation period.

or

Thescope ofthereview willinclude thefollowing groups ofstaffspecify which groupsofstaff,e.g.teachers, classroomsupport staff,administrators,etc> Staffin these groups will receivefull details ofthe proposals andwill beinvitedtorespond duringtheformal consultation period.Ifanyothermembersofstaffwouldlike tobe includedintheformalconsultationtheyshouldletmeknowbefore consultation starts.

Duringthereviewwewilltake account of:

  • Theschool improvement planandour priorities andvision for theschool;
  • Therolesandresponsibilitiesof allstaffin thescope ofthereview;

The process thatwewillfollowincarryingoutthereviewis summarised below.

To be completedby
Headteacher informs allstaffandunions ofthestartofthe review. / Insert date
Headteachergathers relevantinformation,holdsinitial discussionsanddraftsarevisedstaffingstructure. / Insert date
RelevantBodyconsiders andapproves thedraftstructure andimplementationplanfor consultation.(AnnexD) / Insert date
Formal consultationwith allstaffandunions on the draft structureandimplementation plan.
A minimum of4workingweeks shouldbe allowedforformal consultation. / Insert date
RelevantBodyreceives feedbackfrom theconsultationand approves arevisedorfinal versionofthestructure and implementation plan(after afurther period ofconsultationif significantrevisionis necessary). / Insert date

Anywrittenresponsesto theformal consultationwill berequired byInsert date.

Timewill begiven duringthestaff meetings onInsertdate> toexplain theproposals andanswer questionsaboutthereview.

Unions areinvited to nominatearepresentative towhominformation aboutthe review will besent.Acopyofthis letterhasalso beensenttotheOxfordshire secretaries ofeach oftherecognisedunions.

Further informationaboutthereview will bemade availabletoallstaffasthereview proceeds.Ifyou haveanyquestions aboutthereviewplease askme.

Yours sincerely

Headteacher

Annex D: Template consultation document

Templatefor consultationdocumentincludingoutline appointmentprocess.

Note:anytextinitalics is provided asanexampleandshouldbereplacedwith school specific text ordeleted asappropriate.

Staffing Structure Review Consultation

Introduction

Thepurpose ofthis documentis tomake availableto allstaffandrecognised trade unionstheproposals for thestaffingstructureofNameSchool.The proposed structureandimplementation planhas beenapprovedfor consultation bythe RelevantBody2

The document is organised into six sections:

Section1:Theconsultationprocess

Section2:Howtorespond tothese proposals

Section3:Theappointmentprocess

Section4:The proposedstaffingstructure

Section5:ImplementationPlan

Section6:Jobdescriptions

Appendices:Payandconditions–backgroundinformation

Section1: The Consultation Process

Theperiodofformal consultationbeginsondateandcloses ondateat<time.

Allresponses totheconsultationwill beconsideredbytheHeadteacher andthe staffingworkingparty oftheRelevantBodyandadjustmentswill bemadeto the proposedstructure ifappropriate.

If necessary,there willbea further periodofconsultation.

Pleasenotethelastdate by whichyoucanrespond tothese proposals isdate.

Section2: HowtoRespond to these Proposals

Ifyouwanttocomment ontheseproposals there aretwoways inwhichyoucando so.

Inwriting

Youshouldaddress your responseto<theHeadteachermarkingthe envelope

“StaffingStructure” and deliveringitto theschoolofficeor sendingit byemail to

email address.Allwrittenresponsesmustbereceivedbytimeondate.

Throughyour union representative

Ifyou prefer tomakerepresentations throughyour unionrepresentativeyou are welcome todoso.Afullcopyoftheseproposals hasbeensenttothe nominated representatives oftherecognisedunions:ATL,NASUWT,NUT,NAHT,ASCLand Unison.

Ifyouwould likefurtherinformation

TheHeadteacher willbe availabletoanswer questionsabouttheproposed staffing structure attime on<date.

Section3: The Appointment Process

Howstaffwill be appointedtopostsinthenewstructure

For teachers andsupport staff theprocess ofappointmenttothenewstructure will bethesame.

Whereajob doesnotchange

For somestaffasignificantpart oftheirexistingresponsibilityor workloadwill be transferredtothenewstaffingstructure.Thiswillbe determinedbyan analysis ofthe postholder’s currentjob descriptionor work andfuture jobdescription.Wherethere

is aclosematchthepost holder will be“slotted-in” tothenewstructure.

Whereajob changes

For postswhich areentirelynewor significantlydifferentthere will be an

appointment process,this will bemanaged asdetailedbelow.This is likely tobethe casefor some teaching posts ofresponsibility whichwill notbethesamein thenew structureas inthecurrentstructureand therewill besome newopportunitiesfor teaching assistantsinthecreationofHigher Level TeachingAssistantposts.

Toensurethatindividuals are appointedtoasuitablepostinthenewstructure and toreducethenumberofindividuals beingdisplacedfrom theircurrentsalarylevel, a systemof“ring-fencing” willbe used.

Ring-fencingmeans thatapost will not beopenfor all toapplybutonlyfor thedesignatedmembers ofthering-fencedgroup.

Anindividual’s paylevel andcurrentresponsibility willdetermine his/her entitlementtobeinaring-fencedgroup.For teachers this will be determined bythevalueof permanentteachingandlearningresponsibilitypayments.

Ring-fencedgroups will includerelevantteachers andsupport staffwho are paida protectedsalary.

Postsinthenewstructure will beringed-fencedto thoseindividualsatthe sameor similar salarylevel inthecurrentstructure.

Wheremorethanonepostisavailable ataparticular level inthestructure members ofthering-fencedgroupwill be askedto express apreference fromthoseposts available.

Candidates will be assessedbyinterviewagainstselectioncriteriafor the postandthemostsuitablecandidatewill be appointed.Theremaining candidate(s)will beconsideredfor thenextring-fencedlevel down.

Postsfilledbyinterview willfollowa‘light-touch’ appointmentprocess toensurethe minimum hardshipfor thosestaffaffected.Forthosepoststhatare ring-fenced selectioncriteriawill bemadeavailableandeachcandidatewill be askedtoprovide awrittenstatement of his/her suitabilityfor the postof nomorethantwosides ofA4. Thepostwill begiven to themostsuitablecandidatebasedon his/her written statementandinterview.Details of arrangementsfor interviews,includingthe composition ofthepanel, will bemade availabletoallcandidates inadvance.

A postinthestructurewhich has nosimilar roleinthecurrentstructure andwhich representsapromotion opportunity willfirstbe advertisedinternally withintheschool andopenfor all toapply.Ifasuitablecandidatecannotbeappointedfromwithinthe school,thepostwill beadvertised externally.

A timetablefor appointmentstothenewstructure will be drawn upwhenthenew structure is confirmed.This will includepostswhich are ring-fencedwith details of thosewho areeligibleto apply.A member ofstaffwhois notidentified aseligible to applyandconsiders thathe/sheshouldbeincludedin theringfencecanappealto beincludedintheringfence.

Toappealthememberofstaffshouldfirst discuss theissuewiththeheadteacher.If he/sheis notsatisfiedhe/sheshouldwrite totheChair oftheRelevantBodysetting outthereasonsforhis/her appeal.TheChairoftheRelevantBody willeither review theissue him/herselfor appointanothermemberoftheRelevantBodyto doso.

Whereno similar post is available

Whereasimilar jobisnotavailabletoanindividual inthenewstructure,asuitable available alternative postthatmakesbestuse ofhisor her skills andexperiencewill beoffered. “Suitable” dependsonanumberoffactors including: pay,status and hours ofwork.Whereanindividual’s salarylevel is safeguardedasaresult; additional duties will beconsideredtoreflectthesafeguardedsalarylevel.Whenthe safeguardingendstheadditional duties will also betakenaway.

Ifasuitable alternative postcannotbefoundtheindividual maybe at risk of redundancy and if dismissed due to this reason entitledto redundancycompensation.

Payprotection

Safeguardingsalariesfor teachers

Thesafeguardingarrangementsfor teachers’salaries will followthestatutory requirementscontainedinSection2 ofthecurrentSchoolTeachers’Payand ConditionsDocument.Under thesearrangementsanysafeguardedsumsarefor a maximumperiodofthreeyears.

Safeguardingsalariesfor support staff

Thesafeguardingarrangementsfor support staffwill followOxfordshireCounty Council’s PayProtectionPolicy.Wherethereis anentitlementtosafeguardingpay protectionofup tothemaximumof onegradeabovethegrade ofthe newjob,can beoffered.The protectedratewill befrozen andpaidfor aperiod of 12months.At

theend ofthe12month period theemployee's pay will reduceto thetoppaypointof thegrade ofthenewjob.

Section4:TheProposedStaffing Structure

In this section the proposedstaffingstructureanditsrationaleshould bedescribed withinformationaboutthecostofthe proposedchanges.Nonamedindividuals shouldbeidentifiablebutthestructure shouldidentify whether apostis new; comprisedofseveral existingresponsibilitiesor is a postwhichmatches an existing role and will be filled by “slotting in”. An organisation chart or diagram representing line management arrangements is also helpful.

Section5:ImplementationPlan

In this section the timescalefor implementingtherevisedstructure shouldbeset out.

Section6:JobDescriptions

Outlinejobdescriptions should beprovidedfor all postsinthestructure where a fullreviewis beingcarriedoutandfor those posts directlyaffectedwhere the reviewis ofpart ofthestaffingstructure.

Appendices

Appendix 1: Pay and Conditions - Background Information

Teachers

Thestatutoryrequirementsfor teachers’ payandconditionsare setoutinthe School Teachers’ PayandConditionsDocument(STPCD), andmaintainedschoolsand local authoritiesmustabidebythese.Theserequirements alsoapplyto academies

thathavechosentocontinue touseSchoolTeachers’PayandConditions.A copyof thecurrentdocumentcanbefoundonthe GOV.UKwebsite:

2014

Schoolsmust alsohaveapaypolicy whichsetsoutthebasis onwhichthey determineteachers’ pay.This school has adoptedthe OxfordshireModel PayPolicy for teachers.

Teachingand LearningResponsibilityPayments (TLRs)

A TLR maybe awarded toateacherforundertakingasustainedadditional responsibilityin thecontextoftheschool’s staffingstructurefor thepurposeofensuringthecontinueddeliveryofhigh-qualityteachingandlearningandfor which he or sheismadeaccountable.

There aretwolevels ofTLR paymentfor permanentpositions withinthe School’s staffingstructure,thevalue ofaTLR is determined bytherelevantbodyin accordancewithitspaypolicyandwithintheappropriaterange.ForaTLR 2 andfor aTLR 1 the school will need to refer to the School’s Pay Policy to confirm the value.

A TLR 3maybeawardedtoaclassroom teacherforaspecific time-limitedschool improvementproject.Thepurposeofthepostanditsdurationmustbe established at theoutset.Thevalue ofaTLR3mustbedeterminedbytherelevantbody.The

rangefor aTLR 3is in the School’s Pay PolicyTLR 3sare notsubjectto pay protection arrangements.

Thecriteriafor TLRs are specifiedintheSchoolTeachers’ PayandConditions Document;with theexceptionofc andebelow which do nothavetoapplytothe award ofaTLR 3,all ofthecriteriahave tobesatisfiedfor aTLR paymenttobe attachedtoapost.Thecriteria are asfollows: