Nag 3

NAG 3: Personnel

A positive working environment is based on trust and honesty and will have flow on benefits to students

Appointments

Follow NZSTA Trustee Handbook Guidelines and procedure – Section Human

The Ahititi BOT is an Equal Opportunities Employer. 

This must be a fair and reasonable process. A consensus decision is the desired outcome

For defining terms refer to job descriptions

• Appointing a principal: The BOT will follow and take STA advice
• Appointing staff, including support staff:
• Advertise full time positions
• Principal has discretion to appoint support staff – Principal recommends, BOT employs

Employment Cycle

• NEEDS: permanent or fixed term – genuine reasons, reasonable grounds, How will it end (date) Note if child or funding specific. MUST say why it is fixed term
• RECRUITING
• Letters of delegated authority. Must be in writing, can be retrospective and back dated. What are the delegated authorities? What Areas?
• APPOINTMENT. If appointed person is not a union member they will need an individual contract.
• PD and performance management (possible discipline or competency)
• EXIT INTERVIEWS
• 
  

EEO

In accordance with the requirements under the State Sector Amendment Act 1989, The Human Rights Act 1993 and NAG2, this School supports the development and implementation of an Equal Employment Opportunities Programme.

The purpose of this policy statement is to ensure that all employees and applicants for employment are treated according to their skills, qualifications, abilities and aptitudes without regard to irrelevant detail.

This school will develop and implement  EEO practices in consultation with employees, especially employees from the target groups of – Maori/Ethnic or minority groups, women, persons with disabilities

 If necessary an EEO sub -committee will be appointed consisting of at least one board member and one staff member.  They will be responsible for coordinating the development and implementation of the EEO programme.

All personnel policies and practices will be developed and reviewed to ensure they all adhere to EEO principles.  Areas to be considered are -  recruitment and selection, promotion and career development, condition of service, staff professional development, sexual harassment, appraisal, performance management.

Job Descriptions

All staff have an annual job description and these are reviewed in term 1.

Principal Appraisal

Principal Appraisal should be viewed as a positive process which allows the opportunity for growth and development of the professional leader of the school. It is also an opportunity to celebrate success and highlight areas for improvement.

Principal and Board to agree on the appraiser.

Rationale:     The Board as a good employer has an obligation to appraise the Principal for formative (professional development) and summative (performance management) purposes.

Purposes:    

1. To provide clear guidelines for use when the Principal is appraised.
2. Ensure the Board works with the Principal to develop the Principal’s performance agreement and appraisal process.
3. Ensure that the board works within the parameters of the principal’s employment contract.
4. Ensure the board delegates the actual appraisal process.

Guidelines:

1. Board shall ensure that all legal and contractual requirements relevant to this policy are met.
2. Board shall act as a good employer, in particular through the delegation to appraise to the board chairperson, and through consultation over the process.
3. Board shall ensure the budget makes appropriate financial provision for this policy.
4. The basis for annual appraisal shall be the Principal’s performance agreement.
5. The key components of the performance agreement shall be –

The principal’s job description relating to the key tasks the Principal is expected to carry out.   The relevant ‘professional standards’ are incorporated in this.

Current ‘performance objectives’ relating to school initiatives that the principal is responsible for initiating.

Current ‘development objectives’ (if applicable) relating to the professional development activities the Principal is undertaking to improve performance.

6 .   The appraisal discussions should focus in particular on –

Reviewing achievement against the current performance and development objectives.

Setting performance and development objectives for the next twelve months.

 7. The Board Chair in consultation with the principal, shall prepare a

written appraisal report detailing the conclusions of the appraisal review.  This report shall be tabled and discussed in committee at a meeting.

8. Documentation relating to the principal’s appraisal (the performance  agreement and appraisal review report) shall remain confidential to the principal and the board.

9. The outcomes of the process of appraisal of the Principal shall include providing feedback on  performance, identifying focus areas for particular attention, affirming success and supporting professional development.     

Staff Appraisal:  NZEI guidelines

Guidelines Relating to Teachers Causing Concern

If the principal has a concern about whether a teacher is fulfilling one or more aspects of the relevant national standards, the area(s) of concern must be discussed with the teacher and an appropriate programme of assistance, guidance and monitoring  put in place.

If the programme fails to remedy the concern the provisions in clause 3.6(a-e) of the Primary Teachers contract will apply.

Part 2:  Appraisal and Professional Development

Rationale:

The most important resource available in the education process is the human resource.  Staff appraisal and development policies should ensure adequate assistance and support to provide all teaching staff with the required abilities and skills to, in turn, provide a high quality education for students.

Purpose:

The staff appraisal process provides for targeted professional development for all staff, allows the appraiser to support the work of the appraise and give constructive feedback to the person appraised and ensures that the appraise reviews and sets personal professional goals on an annual basis.

Guidelines :

1. All staff with teaching duties, support staff or management responsibilities need to undergo performance appraisal as set out below annually
2. Appraisal will have –

A personal /professional basis

A team/school focus

Each year the appraisal process will begin with a preliminary meeting with the principal during Term 1 where matters from the previous year’s appraisal are reviewed and expectations discussed, objectives set, barriers recognized, support identified and appraiser nominated.  All this is to be documented signed and dated and will remain confidential to appraise and principal.

The appraisal process requires ongoing contact and support and includes:

An interview between the principal and appraise where a time frames is negotiated and set, how objectives are to be met is agreed upon and other relevant specifics.

Classroom observation by the appraiser

Review meeting with the appraiser during Term 3 to discuss progress against performance expectations.

Concludes with a summative discussion evaluating performance against the appropriate set(s) of professional standards and whether expectations and objective(s) set have been achieved.  A brief written report will then be placed on the teachers personal file.

Staff will need to be provided with support to assist in the attainment of this objective.  This may take the form of training in – class support, peer support or other, as indicated in discussion with staff.

Release time will be negotiated over and above usual non-contact time.

The appraisal process will include opportunities if requested for regular classroom observation, action research study and self-appraisal

Complaints

Parents, staff members or people in the wider community with concerns or complaints are encouraged to arrange a meeting to discuss their concerns as early as possible.

Parental concerns or complaints regarding individual children or classroom procedure must first be addressed to the teacher.

Concerns or complaints regarding staff, support staff, or issues around school management should be addressed to the principal.

Every effort will be made to address concerns to the satisfaction of all parties.

Any further issues or concerns must be put in writing either to the Principal or Board.

If the person raising the concern or making the complaint does not put their concerns in writing no further action need be taken.

The nature of any written complaint determines the action that follows.

Concerns/complaints will be dealt with on a case by case basis.

STA, NZEI and/or NZPF procedures will be followed if necessary

Staff Professional Development (PD)

The purpose of Professional development is to proactively support improved student outcomes.

The Board will encourage staff development by –

• Providing funds for attending training days and courses, or resources approved at BOT meetings and relieving teachers reimbursement.
• Providing funds to cover travel costs to attend such approved

Direction of PD will take into account:

• Charter goals
• Student Achievement Targets
• Appraisal
• Staff professional Development

Methods include:

• MOE provided training
• Cluster training
• Courses offered (with costs)

Report on effectiveness & suitability of PD

How do we measure effectiveness?

Personnel Policy

The board delegates responsibility to the principal on all matters relating to the management of staff in the expectation that they will be managed in a sound, fair, and respectful manner in accordance with the current terms of employment documents and identified good practice. Therefore, the principal must ensure:

1. that all employment related legislative requirements are applied
2. all employees their rights to personal dignity and safety and ensure that matters are resolved in an appropriate and fair manner
3. a smoke free environment is provided
4. that employment records are maintained and that all employees have written employment agreements
5. that employee leave is effectively managed and reported so
6. 
   
   1. that the risk of financial liability is minimised, operational needs are met, and the needs of individual staff are considered.
   2. board approval is sought for any requests for discretionary staff leave with pay
   3. board approval is sought for any requests for discretionary staff leave without pay of longer than 4 days
   4. board approval is sought for any requests for staff travelling overseas on school business
   5. the board is advised of any staff absences longer than xxxx school days
7. that performance agreements are established for all staff and that reviews are undertaken annually
8. a suitable professional development programme, which takes into consideration the requirements of the strategic and annual plans, is provided as part of each employee’s performance agreement
9. the requirements of the Health and Safety in Employment Act 1992 are met
10. Advice is sought as necessary from NZSTA advisors where employment issues arise

Whistleblowing: Protected Disclosures

Rationale:

A protected disclosure is a declaration made by an employee where they believe serious wrongdoing has occurred.  Employees making disclosures will be protected against retaliatory or disciplinary action and will not be liable for civil or criminal proceedings related to the disclosure.

Purpose:

• To provide information and guidance to employees at the school who wish to report serious wrongdoing within the school.
• For the Ahititi BOT to act in accordance with the Protected Disclosures Act.

Guidelines: 1. Serious wrongdoing includes –

Unlawful, corrupt or irregular use of public funds or resources of a public sector organization

An act or omission or course of conduct that constitutes a serious risk to public health or public safety or the environment

An act, omission or course or conduct that constitutes a serious risk to the maintenance of law, including the prevention, investigation and detection of offences and the right to fair trial – or

An act, omission, or course of conduct that constitutes an offence; or

An act, omission, or course of conduct by a public official that is oppressive, improperly discriminatory, or grossly negligent, or that constitutes gross mismanagement;

Whether the wrongdoing occurs before or after the commencement of this act.

2.  Conditions for Disclosure –

Before making a disclosure an employee should be sure the following conditions are met:

The information is about serious wrongdoing in or by the school

The employee believes on reasonable grounds the information to be true or is likely to be true

The employee wishes the wrongdoing to be investigated and

The employee wishes the disclosure to be protected

3.  Who can make a disclosure

                        Any employee of the school can make a disclosure.  For the purposes of this policy an employee

                        Includes –

Current employees and principal

Former employees and principals

Contractors supplying services to the school

4.  Protection of employees making disclosures

                           An employee who makes a disclosure and who has acted in accordance with the procedure

                        Outlined –

May bring a personal grievance in respect of retaliatory action from their employers

May access the anti-discrimination provisions of the Human Rights Act in respect

Of retaliatory action from their employers

Are not liable for any civil or criminal proceedings, or to a disciplinary hearing by reason of having made or referred to a disclosure+9*

Will subject to Clause 5 of the Procedure, have their disclosure treated with the utmost confidentiality.

The protection provided in this section will not be available to employees making allegations they know to be false or where they have acted in bad faith.

5.  Procedure

Any employee of  Ahititi School who wishes to make a protected disclosure should do so using the attached form.

On receipt of disclosure, the Principal or Chairperson will within 20 working days examine the allegations of wrongdoing made and decide whether a full investigation is warranted.  If warranted a full investigation will be undertaken.                                                         

All disclosures will be treated with the utmost confidence.  When undertaking an investigation, and when writing the report, the Principal/Chairperson will make every endeavor possible not to reveal information that can identify the disclosing person, unless the person consents in writing or if the person receiving the protected disclosure reasonably believes that disclosure of identifying information is essential:

• To ensure an effective investigation
• To prevent serious risk to public health or public safety or the environment
• To have regard to the principles of natural justice.

At the conclusion of the investigation the Principal/Chairperson will prepare a report of the investigation with recommendations for action if appropriate, which will be sent to the Ahititi Board of Trustees.

Protected Disclosure Form

Nature of Serious Wrongdoing

Name/Names of people involved:

Facts:   (time/place/details)

Where to send disclosure:

This disclosure must be sent in writing to the principal who has been nominated by the Board of Trustees of Ahititi School under the provision of Section 11 of the Protected disclosures Act 200 for this purpose

Or

If you believe that the principal is involved in the wrong-doing or has an association with the person committing the wrongdoing then this disclosure must be made to the Chairperson of the Ahititi Board of Trustees

Or

• A disclosure may be made to an appropriate authority if you believe the Principal/Chairperson in the school responsible for handling the complaint is or may be involved in the wrongdoing; or
• Immediate reference to another authority is justified by urgency or exceptional circumstances; or
• There has been no action or recommended action within 20 working days of the date of disclosure

Or

A disclosure may be made to a Minister of Ombudsman if you believe the disclosure made according to the internal procedures and clauses of this policy reasonably believes that the person or authority to whom the disclosure was made:

• Has decided not to investigate or
• Has decided to investigate but not made progress with the investigation within reasonable time or
• Has investigated but has not taken or recommended any action and
• Continues to believe on reasonable grounds that the information disclosed is true or is likely to be true.

5. Decision to investigate:

On receipt of disclosure the Principal/Chairperson must within 20 working days examine seriously the allegations of wrongdoing made and decide whether a full investigation is warranted.  If warranted a full investigation will be undertaken .

• Protection of disclosing employee name:

All disclosures will be treated with the utmost confidence.

7. Report of investigation:

At the conclusion of the investigation a report will be sent to the board of Trustees and the employee making the disclosure.

Sexual Harassment

The Ahititi BOT shall follow NZSTA Trustee Handbook Guidelines

Section – Human Resources

Delegation of Responsibilities: 

It is a legal requirement that the Board pass a resolution delegating authority to the Principal on a yearly basis.

The Board resolves to delegate to the principal the following powers and responsibilities for (year):

• Employment of:
• Nonteaching staff
• Staff required for long term relieving and fixed term positions
• Engagement of contractors
• Performance management, disciplinary action including dismissal of non-teaching staff
• Competency procedures in relation to teaching staff in accordance with the Primary Teachers Collective Agreement
• Undertaking any inquiry into a possible breach of discipline. In the event the issues under investigation are not resolved informally by discussion of the Principal is of the view that the matter should proceed to the Board, then the Principal may initiate formal disciplinary procedures by forwarding relevant documents to the Board for this purpose.
• Suspending any employee during any inquiry or following receipt of a complaint if satisfied that the welfare and interests of any student attending the school or any employee at the school so requires.
• Grant and/or require the following in relation to leave:
• Medical certificate for an absence on sick leave in excess of five days
• Discretionary leave not exceeding three days.
• Authorising expenditure / payments
• Applying for funds, sponsorship or other monies.
• Signing of declarations on behalf of the Board in relation to information required by the Ministry of Education.
• Mandatory reports to the teachers council
• All other matters relevant to the day to day running of the school.

Code of Conduct 

Each Board of Trustees member, Staff member and volunteer at Ahititi School is required, in carrying out his or her duties, to:

• Focus on the needs of students and ensure their learning is the highest priority.
• Respect each student’s dignity, rights and individuality.
• Contribute to providing an education which challenges each student to meet their full potential
• Abide by any statutory obligations
•  Be loyal to the school charter, values and beliefs
• Respect the integrity of staff, trustees, parents and students
• Demonstrate a commitment to continuing personal and professional growth and development in relation to their role.
• Work co operatively with others
• Ensure that students are in a safe environment
• Work in a collaborative and non confrontational manner.
• Respect confidentiality of information
• Promote the school in a positive manner, and work actively to uphold the image of the school in the wider community.
• Have an understanding of and commitment to the elimination of sexism and racism with regard to Equal Employment Opportunities and Equal Educational Opportunities.
• Fulfil the intent of the Treaty of Waitangi.