Case study 1: Determining a redundancy pool
Changes to income and continued expenditure, together with reductions infunding streams have resulted in diminishing reserves at Stoke Rochford Academy.
In addition to a raft of money saving changes, the governing body has decided, after weeks of consultation with the recognised unions, to reduce the teaching compliment by five.
There are currently twenty teachers at the school, comprising:
- three nursery teachers;
- four reception teachers;
- two year 1 teachers;
- two year 2 teachers;
- two year 3 teachers;
- two year 4 teachers;
- two year 5 teachers;
- two year 6 teachers; and
- one PPA teacher.
(a)the appropriate pool for redundancy selection; and
(b)The redundancy selection criteria.
Questions
Q1.What factors are likely to be relevant in identifying the appropriate pool?
Q2.Attached, at Appendix 1, are the Academy’s proposed selection criteria.
Wouldyou object to any of the criterion suggested and if so, why?
Case study 2: Assimilation and matching
Following the redundancy selection and individual consultation procedures, twoteachers from reception, one nursery teacher and two teachers from Years1and2 are selected forredundancy.
However, the governing body believes this has exposed certain weaknesses in the current staffing structure and has, therefore, proposed a new staffing structure.
The proposal
It is proposed that all posts (including non-teaching posts) under the existing structure bedeleted and that new posts be created within a new staffing structure.
The academy wishes to involve the recognised unions in the process of assimilating existing members of staff into new roles within the revised structure.
Question
Q1.What steps would you insist the academy take when matching existing teaching staff to the new structure?
Case study 3: Remedies for individuals
Grantham Music is facing major changes in the way music education is funded and organised at both national and local levels. In July 2012, the Government ended the MusicEducation Grant which, up until then, had been paid directly to local authorities.
Instead, the Government has created a network of partnerships called ‘Music Hubs. Funding for music education is to be routed through these partnerships. Grantham Music will be able to bid for funding to provide programmes, but will need to be competitive to succeed.
Grantham Music is also facing financial pressure from a fall in the take-up of its services. There has been a decline in activity of 33 per cent since 2010. The main reason given byserviceusers, in the last two years, is the high level of charges.
Grantham Music’s charges for music tuition are 39 per cent higher than those of its competitors (£10 more on average in 2011-12). According to management, the mainreason for this difference is that Grantham Music’s instrumental staff are employed on teachers’ pay and conditions, rather than private music tutor rates.
The proposal
Grantham Music believes that school teachers’ pay and conditions are no longer appropriate for the role carried out by its peripatetic music teachers and believes that dueto the nature of its work, available slots in schools and changes in demand and orders, it is rare that peripatetic staff can work at 100per cent (i.e., full-time).
It proposes, therefore, to move peripatetic staff from school teachers’ pay and conditions tolocal government terms and conditions.
Staff would assimilate to the new position of Instrumental Coach, which has been evaluated at Scale 6 to Scale SO2 on the LocalGovernment Employee pay scale.
Question
Q1.In the course of discussions with affected members, you are asked to explain whatoptions are available to members who reject Grantham Music’s proposal. What would your advice be?
Appendix 1
Academy selection criteria – Stoke Rochford Hall
Staff Member: Assessor:
Teaching staff
Using performance appraisal data from most recent performance appraisal alongwith professional judgement, points will be awarded to reflect the academy’s core values.
A.Academic excellence
Points will be awarded based upon the quality of classroom teaching and engagement of the students.
A1.Teaching Ability
Teachingability / Measure / Points / Points awarded
Unsatisfactory / Students learning is ineffective / 0
Satisfactory / Students occasionally learneffectively in class / 2
Good / Most pupils learn effectively inclass / 4
Outstanding / All pupils learn effectively in class / 6
Total =
The maximum possible score = 6 points
A2.Relationships with pupils
Relationships with pupils / Measure / Points / Points awardedUnsatisfactory / Relationships with students arepoor / 0
Satisfactory / Relationships are acceptable, butattimes distant / 2
Good / Pupils are very well-motivated / 4
Outstanding / Pupils respond very positively / 6
Total =
The maximum possible score = 6 points
A3.Behaviour Management
Behaviour management / Measure / Points / Points awardedUnsatisfactory / Classroom is regularly noteffectively managed / 0
Satisfactory / Lacks consistency in dealing withbehaviour / 2
Good / Has only occasional difficulties / 4
Outstanding / Manages pupil behaviour well andpositively / 6
Total =
The maximum possible score = 6 points
B. Contribution to the life of the school community / the arts
Points will be awarded based upon the additional contribution made to the whole school community through the organisation and running of sporting and artistic extra-curricular activities.
Contribution to school community and the arts / Measure / Points / Points awardedUnsatisfactory / Minimal involvement in
extra- curricular activity
Rationale: / 0
Satisfactory / Moderate involvement in
extra- curricular activity
Rationale: / 2
Good / Active involvement in
extra-curricular activity
Rationale: / 4
Outstanding / Very active in
extra-curricular activities
Rationale: / 6
Total =
The maximum possible score = 6 points
C.Pastoral Care
Up to 4 points will be awarded for evidence of pastoral care and responsibility demonstrated over the past three years.
Pastoral Care / Points / Points awarded / MeasureUnsatisfactory / 0
Satisfactory / 2
Good / 3
Outstanding / 4
Total =
The maximum possible score = 4 points
D.Overall performance appraisal / inspection
Points will be awarded based on the most recent performance appraisal documentation or inspection report, with 2 points awarded per performance category.
Overall Performance Appraisal/Inspection / Points / Points awardedAppraisal or inspection report markedasunsatisfactory / 0
Appraisal or inspection report markedassatisfactory / 2
Appraisal or inspection report markedasgood/very good / 4
Appraisal or inspection report markedasoutstanding / 6
Total =
The maximum possible score = 6 points.
E. Qualifications
Points will be awarded for academic qualifications as follows. Where staff have overseas qualifications or other qualifications equivalent to a PGCE, these will be considered favourably.
Qualifications / Points / Points awardedHonours degree – first or second class
Detail: / 3
Third class degree
Detail: / 2
Additional second degree or higher degree
(other than honours), e.g., PHD, MA
Detail: / 2
PGCE /teaching certificate
Detail: / 1
Total =
The maximum possible score = 6 points.
F.Co-operation and whole school enthusiasm and energy
Points will be awarded linked to commitment to whole academy ethos.
Co-operation and whole school enthusiasm andenergy / Measure / Points / Points awardedUnsatisfactory / No enthusiasm demonstrated / 0
Satisfactory / Generally lacking in enthusiasm, not keen on teamwork and resistant to change / 2
Good / Is selective in the development of his/her energies and is an effective member of the team / 4
Outstanding / Has a passion for the work of theacademy and is an adaptable, effective team member / 6
Total =
The maximum possible score = 6 points
G.Relationship with parents
Points will be awarded for relationships with parents.
Relationships with parents / Measure / Points / Points awardedUnsatisfactory / No relationships built withparents / 0
Satisfactory / Meets expected standards / 2
Good / Warmly enhances communication between academy and parents / 4
Outstanding / Significantly enhances academy/parent relationship and actively communicates with parents inapositive manner / 6
Total =
The maximum possible score = 6 points
H.Timekeeping
Points will be awarded for timekeeping as detailed below.
Timekeeping / Measure / Points / Points awardedUnsatisfactory / Frequently late/early to leave and/or longer rest periods thanentitled to / 0
Satisfactory / Only occasionally late / 2
Good / Rarely late.
Generally works standard hours / 3
Outstanding / Never late and works ontocomplete tasks / 4
Total =
The maximum possible score = 4 points
I.Absence Record
Points will be awarded linked to attendance record. Absences linked to pregnancy and disability will be disregarded for this purpose.
Absence / Measure / Points / Points awardedUnsatisfactory / 11+ days absence in thelastcalendar year / 0
Satisfactory / 6-10 days absence in thelastcalendar year / 2
Good / 3-5 days absence in thelastcalendar year / 4
Outstanding / 0-2 days absence in thelastcalendar year / 6
Total =
The maximum possible score = 6 points
J.Reliability
Points will be awarded for reliability.
Reliability / Measure / Points / Points awardedUnsatisfactory / Does not complete tasks orfollow instructions / 0
Satisfactory / Follows instructions / 2
Good / Carries out agreed tasks / 4
Outstanding / Can always be relied upon to execute duties and to fill gaps / 6
Total =
The maximum possible score = 6 points
K.Disciplinary Record
Points will be deducted for disciplinary matters live on file.
Disciplinary Measure / Points / Points deductedCurrent final written warning / -6
Current written warning / -4
Current verbal warning / -2
Total =
The maximum possible score = 6 points
DSB13 WK Restructing and Redundancies A_NTP123 October 2018
Created: 25 September 2013/JM/CA