BMPAT Model Performance Management Policy

PERFORMANCE MANAGEMENT POLICY

The Quality Committee of BMPAT adopted this Performance Management Policy on 30 August 2011. APPLICATION OF THE POLICY The policy applies to the head Skills Development Facilitator, Assessor and Moderator and to all Skills Development Facilitator, Assessor and Moderators employed by the BMPAT except Skills Development Facilitator, Assessor and Moderators on contracts of less than one term, those undergoing induction and those who are the subject of capability procedures. The Quality Committee recognise that there are no national provisions for performance management for Skills Development staff. The management of BMPAT shall undertake performance management arrangements for Skills Development staff on the principle that it does not have a direct link to salary progression or promotion but is linked to the professional development of staff. PURPOSE This policy sets out the framework for a clear and consistent assessment of the overall performance of Skills Development Facilitator, Assessor and Moderators and the head Skills Development Facilitator, Assessor and Moderator and for supporting their development needs within the context of the BMPATs improvement plan and their own professional needs. Where Skills Development Facilitator, Assessor and Moderators are eligible for pay progression, the assessment of performance throughout the cycle against the performance criteria specified in the statement shall be the basis on which the recommendation is made by the reviewer. The same principles apply for Skills Development staff. This policy should be read in conjunction with the BMPAT s pay policy which refers to local guidance and national agreements on pay and conditions of service. LINKS TO BMPAT QUALITY IMPROVEMENT, BMPAT SELF EVALUATION AND BMPAT DEVELOPMENT PLANNING To comply with the requirement to show how the arrangements for performance management link with those for BMPAT improvement, MTI self-evaluation and MTI development planning and to minimise workload and bureaucracy the performance management process shall be a significant source of information as appropriate for MTI self-evaluation and the wider MTI improvement process. Similarly, the MTI improvement and development plan and the MTIs self evaluation form are key documents for the performance management process. All reviewers are expected to explore the alignment of reviewees objectives with the MTIs priorities and plans. The objectives should also reflect reviewees professional aspirations. CONSISTENCY OF TREATMENT AND FAIRNESS The Quality Committee is committed to ensuring consistency of treatment and fairness in the operation of performance management. To ensure this the following provisions are made in relation to moderation, quality assurance and objective setting. Quality assurance The Principal has determined that they shall: be the reviewer for all Skills Development Facilitator, Assessor and Moderators. Option 2

BMPAT Model Performance Management Policy

delegate the reviewer role for some or all Skills Development Facilitator, Assessor and Moderators for whom s/he is not the line manager. In these circumstances the head Skills Development Facilitator, Assessor and Moderator shall: EITHER (a) moderate all the planning statements to check that the plans recorded in the statements of Skills Development Facilitator, Assessor and Moderators at the MTI: are consistent between those who have similar experience and similar levels of responsibility comply with the MTIs performance management policy, the regulations and the requirements of equality legislation OR (b) moderate a sample of planning statements to check that the plans recorded in the statements of Skills Development Facilitator, Assessor and Moderators at the BMPAT : are consistent between those who have similar experience and similar levels of responsibility; comply with the BMPAT s performance management policy, the regulations and the requirements of equality legislation OR (c) choose not to moderate any planning statements. not recommended For support staff the reviewer shall be the line manager as determined by the Principal. The Quality Committee shall review the quality assurance processes when the performance policy is reviewed. OBJECTIVE SETTING The objectives set shall be rigorous, challenging, achievable, time-bound, fair and equitable in relation to Skills Development Facilitator, Assessor and Moderators with similar roles/responsibilities and experience, and shall have regard to what can reasonably be expected of any Skills Development Facilitator, Assessor and Moderator in that position given the desirability of the reviewee being able to achieve a satisfactory balance between the time required to discharge his professional duties and the time required to pursue his personal interests outside work, consistent with the BMPAT s strategy for bringing downward pressure on working hours. They shall also take account of the Skills Development Facilitator, Assessor and Moderators professional aspirations and any relevant pay progression criteria. They should be such that, if they are achieved, they shall contribute to improving the progress of pupils at the BMPAT . The reviewer and reviewee shall seek to agree the objectives but where a joint determination cannot be made the reviewer shall make the determination. In this BMPAT (choose as applicable): all Skills Development Facilitator, Assessor and Moderators, including the Principal, shall have no more than (recommendation of 3) objectives Skills Development Facilitator, Assessor and Moderators, including the Principal, shall not necessarily all have the same number of objectives all Skills Development Facilitator, Assessor and Moderators, including the Principal, shall have a whole BMPAT objective

BMPAT Model Performance Management Policy

all Skills Development Facilitator, Assessor and Moderators, including the Principal, shall have a team objective, as appropriate Though performance management is an assessment of overall performance of Skills Development Facilitator, Assessor and Moderators and the Principal, objectives cannot cover the full range of a Skills Development Facilitator, Assessor and Moderators roles/responsibilities. Objectives shall, therefore, focus on the priorities for an individual for the cycle. At the review stage it shall be assumed that those aspects of a Skills Development Facilitator, Assessor and Moderators roles/responsibilities not covered by the objectives or any amendment to the statement which may have been necessary in accordance with the provisions of the regulations have been carried out satisfactorily. Objectives for support staff shall be set following discussion between the line manager and the member of staff. Reviewing Progress At the end of the cycle assessment of performance against an objective shall be on the basis of the performance criteria set at the beginning of the cycle. Good progress towards the achievement of a challenging objective, even if the performance criteria have not been met in full, shall be assessed favourably. The performance management cycle is annual, but on occasions it may be appropriate to set objectives that shall cover a period over more than one cycle. In such cases, the basis on which the progress being made towards meeting the performance criteria for the objective shall be assessed at the end of the first cycle and shall be recorded in the planning and review statement at the beginning of the cycle. APPEALS At specified points in the performance management process Skills Development Facilitator, Assessor and Moderators and Principals have a right of appeal against any of the entries in their planning and review statements. Where a reviewee wishes to appeal on the basis of more than one entry this would constitute one appeal hearing. Details of the appeals process are covered in the BMPATs pay policy. CONFIDENTIALITY The whole performance management process and the statements generated under it, in particular, shall be treated with strict confidentiality at all times. Only the reviewee's line manager or, where s/he has more than one, each of her/his line managers shall be provided with access to the reviewee's plan recorded in her/his statement, upon request, where this is necessary to enable the line manager to discharge her/his line management responsibilities. Reviewees shall be told who has requested and has been granted access. CONTINUOS PROFESSIONAL DEVELOPMENT TRAINING AND SUPPORT The BMPATs CPD programme shall be informed by the training and development needs identified in the training annex of the reviewees planning and review statements. The Quality Committee shall ensure in the budget planning that, as far as possible, appropriate resources are made available in the BMPAT budget for any training and support agreed for reviewees. An account of the training and development needs of Skills Development Facilitator, Assessor and Moderators, and all support staff, in general, including the instances where it did not prove possible to provide any agreed CPD, shall form a part of the Principals annual report to the Quality Committee about the operation of the performance management in the BMPAT .

BMPAT Model Performance Management Policy

With regard to the provision of CPD in the case of competing demands on the BMPAT budget, a decision on relative priority shall be taken with regard to the extent to which: (a) the CPD identified is essential for a reviewee to meet their objectives; and (b) the extent to which the training and support shall help the BMPAT to achieve its priorities. The BMPAT s priorities shall have precedence. Skills Development Facilitator, Assessor and Moderators should not be held accountable for failing to make good progress towards meeting their performance criteria where the support recorded in the planning statement has not been provided. APPOINTMENT OF REVIEWERS FOR THE PRINCIPAL Appointment of Committee to Review the Principals Performance In BMPAT skills Development Arm: Option 1 The Quality Committee is the reviewer for the Principal and to discharge this responsibility on its behalf may appoint 2 or 3 Members of the Coltech Board of Directors. OR Option 2 (for BMPAT s Academic Training Arm) The Quality Committee is the reviewer for the Principal and to discharge this responsibility on its behalf appoints 2 or 3 governors of which ______ (at least one) shall be a Member of the Coltech Board of Directors. Option 3 (for voluntary aided BMPAT s) The Quality Committee is the reviewer for the Principal and to discharge this responsibility appoints: EITHER two Members of the Quality Committee of which _______ (at least one) shall be a Member of the Coltech Board of Directors. OR three Members of the Quality Committee of which ________ (not less than two) shall be Members of the Coltech Board of Directors. Where a Principal is of the opinion that any of the governors appointed by the Quality Committee under this regulation is unsuitable for professional reasons, s/he may submit a written request to the Quality Committee for that governor to be replaced, stating those reasons. Appointment of BMPAT Improvement Partner or External Adviser Option 1 The local authority has appointed a BMPAT Improvement Partner for the BMPAT , who shall provide the Quality Committee with advice and support in relation to the management and review of the performance of the Principal. OR Option 2 A BMPAT improvement partner has not yet been allocated to this BMPAT and the Quality Committee shall appoint an external adviser to provide advice and support in relation to the management and review of the performance of the Principal. APPOINTMENT OF REVIEWERS FOR SKILLS DEVELOPMENT FACILITATOR, ASSESSOR AND MODERATORS In the case where the Principal is not the Skills Development Facilitator, Assessor and Moderators line manager, the Principal may delegate the duties imposed upon the reviewer, in

BMPAT Model Performance Management Policy

their entirety, to the Skills Development Facilitator, Assessor and Moderators line manager. In this BMPAT the Principal has decided that: OR Option 1 The Principal shall be the reviewer for all Skills Development Facilitator, Assessor and Moderators in this BMPAT . not recommended Option 2 The Principal shall be the reviewer for those Skills Development Facilitator, Assessor and Moderators s/he directly line manages and shall delegate the role of reviewer, in its entirety, to the relevant line managers for some or all other Skills Development Facilitator, Assessor and Moderators. Where the Principal has chosen option 2, then: EITHER Line managers shall be the reviewers for all those Skills Development Facilitator, Assessor and Moderators they line manage. OR The maximum number of reviews that any line manager shall be expected to undertake per cycle is ___________. (recommend 5 max) Where a Skills Development Facilitator, Assessor and Moderator has more than one line manager the Principal shall determine which line manager shall be best placed to manage and review the Skills Development Facilitator, Assessor and Moderators performance. Where a Skills Development Facilitator, Assessor and Moderator is of the opinion that the person to whom the Principal has delegated the reviewers duties is unsuitable for professional reasons, s/he may submit a written request to the Principal for that reviewer to be replaced, stating those reasons. Where it becomes apparent that the reviewer shall be absent for the majority of the cycle or is unsuitable for professional reasons the Principal may perform the duties himself/herself or delegate them in their entirety to another Skills Development Facilitator, Assessor and Moderator. Where this Skills Development Facilitator, Assessor and Moderator is not the reviewees line manager the Skills Development Facilitator, Assessor and Moderator shall have an equivalent or higher status in the staffing structure as the Skills Development Facilitator, Assessor and Moderators line manager. A performance management cycle shall not begin again in the event of the reviewer being changed. All line managers to whom the Principal has delegated the role of reviewer shall receive appropriate preparation for that role. THE PERFORMANCE MANAGEMENT CYCLE The performance of Skills Development Facilitator, Assessor and Moderators must be reviewed on an annual basis. Performance planning and reviews must be completed for all Skills Development Facilitator, Assessor and Moderators by 31 October and for Principals by 31 December. The performance management cycle in this BMPAT , therefore, shall run from____________ to ___________ for Skills Development Facilitator, Assessor and Moderators, and from __________ to ___________ for the Principal. Skills Development Facilitator, Assessor and Moderators who are employed on a fixed term contract of less than one year, shall have their performance

BMPAT Model Performance Management Policy

managed in accordance with the principles underpinning the provisions of this policy. The length of the cycle shall be determined by the duration of their contract. Where a Skills Development Facilitator, Assessor and Moderator starts their employment at the BMPAT part-way through a cycle, the Principal or, in the case where the Skills Development Facilitator, Assessor and Moderator is the Principal, the Quality Committee shall determine the length of the first cycle for that Skills Development Facilitator, Assessor and Moderator, with a view to bringing his cycle into line with the cycle for other Skills Development Facilitator, Assessor and Moderators at the BMPAT as soon as possible. Where a Skills Development Facilitator, Assessor and Moderator transfers to a new post within the BMPAT part-way through a cycle, the Principal or, in the case where the Skills Development Facilitator, Assessor and Moderator is the Principal, the Quality Committee shall determine whether the cycle shall begin again and whether to change the reviewer. The performance management cycle for support staff shall be determined by the Quality Committee. RETENTION OF STATEMENTS Performance management planning and review statements shall be retained for a minimum period of 6 years. MONITORING AND EVALUATION The Quality Committee shall monitor the operation and outcomes of performance management arrangements. The Principal shall provide the Quality Committee with a written report on the operation of the BMPAT s performance management policy annually. The report shall not contain any information which would enable any individual to be identified. The report shall include: the operation of the performance management policy; the effectiveness of the BMPAT s performance management procedures; Skills Development Facilitator, Assessor and Moderators' training and development needs. The Quality Committee is committed to ensuring that the performance management process is fair and non-discriminatory and the following monitoring data should be included in the Principals report because they represent the possible grounds for unlawful discrimination: Race Sex Sexual orientation Disability Religion and belief Age Part-time contracts Trade union membership The Principal shall also report on whether there have been any appeals or representations on an individual or collective basis on the grounds of alleged discrimination under any of the categories above.

BMPAT Model Performance Management Policy

REVIEW OF THE POLICY The Quality Committee shall review the performance management policy every BMPAT year at its _______________________ meeting. The Quality Committee shall take account of the Principals report in its review of the performance management policy. The policy shall be revised as required to introduce any changes in regulation and statutory guidance to ensure that it is always up to date. The Quality Committee shall seek to agree any revisions to the policy with the recognised trade unions having regard to the results of the consultation with all Skills Development Facilitator, Assessor and Moderators. To ensure Skills Development Facilitator, Assessor and Moderators are fully conversant with the performance management arrangements, all new Skills Development Facilitator, Assessor and Moderators who join the BMPAT shall be briefed on them as part of their introduction to the BMPAT . ACCESS TO DOCUMENTATION Copies of the BMPAT improvement and development plan and SEF are published on the BMPAT s intranet and/or can be obtained from the BMPAT office. LEARNING AREA OBSERVATION PROTOCOL All Learning Area observation shall be undertaken in accordance with the performance management regulations, the associated guidance published by the Rewards and Incentives Group and the Learning Area observation protocol that is appended to this policy in Annex 1. ANNEX 1 - LEARNING AREA OBSERVATION PROTOCOL The Quality Committee is committed to ensuring that Learning Area observation is developmental and supportive and that those involved in the process shall: carry out the role with professionalism, integrity and courtesy; evaluate objectively; report accurately and fairly; and respect the confidentiality of the information gained. The total period for Learning Area observation arranged for any Skills Development Facilitator, Assessor or Moderator shall not exceed three hours per cycle having regard to the individual circumstances of the Skills Development Facilitator, Assessor or Moderator. There is no requirement to use all of the three hours. The amount of observation for each Skills Development Facilitator, Assessor or Moderator should reflect and be proportionate to the needs of the individual. Within BMPAT proportionate to need shall be determined by: __________________________________________________________________. The arrangements for Learning Area observation shall be included in the plan in the planning and review statement and shall include the amount of observation, specify its primary purpose, any particular aspects of the Skills Development Facilitator, Assessor or Moderators performance which shall be assessed, the duration of the observation, when during the performance management cycle the observation shall take place and who shall conduct the observation. Where evidence emerges about the reviewees teaching performance which gives rise to concern during the cycle Learning Area observations may be arranged in addition to those recorded at the

BMPAT Model Performance Management Policy

beginning of the cycle subject to a revision meeting being held in accordance with the Regulations. Information gathered during the observation shall be used, as appropriate, for a variety of purposes including to inform BMPAT self-evaluation and BMPAT improvement strategies in accordance with the BMPAT s commitment to streamlining data collection and minimising bureaucracy and workload burdens on staff. In keeping with the commitment to supportive and developmental Learning Area observation those being observed shall be notified in advance. Learning Area observations shall only be undertaken by persons with authority to do so. In addition, in this BMPAT Learning Area observation shall only undertaken by those who have had adequate preparation and the appropriate professional skills to undertake observation and to provide constructive oral and written feedback and support, in the context of professional dialogue between colleagues. Oral feedback shall be given as soon as possible after the observation and no later than the end of the following working day. It shall be given during directed time in a suitable, private environment. Written feedback shall be provided within five working days of the observation taking place. If issues emerged from an observation that were not part of the focus of the observation as recorded in the planning and review statement these should also be covered in the written feedback and the appropriate action taken in accordance with the regulations and guidance. The written record of feedback also includes the date on which the observation took place, the lesson observed and the length of the observation. The Skills Development Facilitator, Assessor or Moderator has the right to append written comments on the feedback document. No written notes in addition to the written feedback shall be kept. A Principal has a duty to evaluate the standards of teaching and learning and to ensure that proper standards of professional performance are established and maintained. Heads have a right to drop in to inform their monitoring of the quality of learning. Clearly the performance management arrangements are integral to fulfilling this duty and Principals may consider the Learning Area observations they have agreed for performance management are sufficient and that drop in shall not be needed. In this BMPAT : OR Option 1 drop ins shall only be undertaken by the Principal Option 2 as BMPAT is a large College, drop ins shall be undertaken by the Principal supported by the following appropriate and designated member(s) of the leadership team ______________________ Drop ins shall only inform the performance management process where evidence arises which merits the revision of the performance management planning statement, in accordance with the provisions of the regulations.

BMPAT Model Performance Management Policy

Staff allocation policy

The MTI Staff : Learner ratio shall be 1:16

Signed Date

BMPAT Model Performance Management Policy

Performance appraisal/evaluation policy

STAFF PERFORMANCE APPRAISAL POLICY 1 All new full-time and part-time staff are subject to an introductory period of 6 months. During this time the employee's ability to effectively function in the position shall be evaluated and the program shall provide orientation to the job. A formal performance evaluation shall be administered and then discussed with the employee at the end of 4 months in the introductory period by her/his supervisor. At this time the program's short form evaluation shall be utilized. This appraisal is intended to inform the individual of the satisfaction or dissatisfaction with her/his performance so that the employee may, with the assistance of her/his immediate supervisor, progress to a satisfactory level of job performance. 2. A second performance evaluation is to be conducted at least five days prior to the end of the introductory period, the result of which shall form the basis for the supervisor's recommendation to: 1. Continue regular or temporary employment 2. Add time to the Introductory Period 3. Terminate the employee At this time the program's 6 Month/Annual Evaluation Form shall be completed and the Professional Development Plan shall be established. If specific requirements are need upon hire the professional development plan shall be written then 3. All Skills Development Facilitator, Assessor or Moderator shall be evaluated by their Quality Committee, utilizing the 6 Month/Annual Evaluation form, prior to the anniversary date of their hire. Each employee shall be given a copy of the evaluation form six weeks prior to their evaluation date' At that time the employee shall score each individual task on a scale of 1-5. At least two weeks prior to their evaluation they shall return their scored evaluation to their supervisor. The supervisor shall review the employee's self evaluation and utilize it as the tool for completing the employee's evaluation. If the supervisor agrees with the score it shall remain. If the supervisor disagrees, an X shall mark out the score and the supervisor shall circle the new score. In addition, the Growth and Improvement Plan/Professional Development Plan shall be written to guide Skills Development Facilitator, Assessor or Moderator' career development over the next 12 months.

BMPAT Model Performance Management Policy

This plan shall reflect steps staff desire to take in order to improve their skills and abilities in their current position and/or growth toward a different position. Quality Committee shall motivate their Skills Development Facilitator, Assessor or Moderator to engage in Continuous Professional development in order to excel in their work. Team leaders can assist Skills Development Facilitator, Assessor or Moderator become more aware of training opportunities posted on the website by posting them in their centres. Introductory Skills Development Facilitator, Assessor or Moderator shall again be reviewed utilizing the 6 Month/Annual Evaluation form. Upon successful completion of this period, a Professional Development plan shall be written. An introductory employee shall receive three (3) evaluations during the first year of employment. Prior to an employee receiving a merit increase on the salary scale, they must have a satisfactory written evaluation. Any score of unacceptable or marginal shall have a written plan of assistance. No merit increase shall be given if an essential job function (*) receives a score of unacceptable or marginal until the task is brought to competency. No merit increase shall be given if there are 3 tasks that receive a score of unacceptable or marginal until the tasks are brought to competency. Please refer to Employment Policies III Employment Practices for other policies governing salary increases. 4. Copies of performance evaluations shall be provided to Skills Development Facilitator, Assessor or Moderator and the Human Resource function for inclusion in each employee's personnel file. Rating Scale Explanation: 1. UNACCEPTABLE - Performance falls substantially short of the expectations for competency. Requires much improvement. 2. MARGINAL - Performance does not meet an acceptable level in all areas, but employee is steadily improving. 3. COMPETENT - Performance is fully acceptable. Performance meets standards set for the position on a consistent basis. 4. COMMENDABLE - Performance is significantly better than average. Consistently exceeds standards; distinctive performance. 5. DISTINGUISHED - Exceptional performance of unusually high calibre. Remarkable achievement and pacesetting performance. Any task marked 1, 2, or 5 must have a comment written to justify the score. Any task marked 1 or 2 must have a plan of assistance written and be attached to the Performance evaluation. Any * task (essential job function) marked a 1 or 2, no merit increase shall occur until the task is brought up to competency. Three tasks marked a 1 or 2, no merit increase shall occur until the task is brought up to competency

BMPAT Model Performance Management Policy

PERFORMANCE EVALUATION SCHEDULE 4 month evaluation, 6 month New Hires evaluation then a yearly evaluation
Promotion 90 day probationary period Hire date will adjust to change in position 6 month/yearly evaluation to be used.

Lateral Transfer

90 day probationary period Hire date will adjust to change in position 6 month/yearly evaluation to be used. 6 month probationary period Hire date will adjust to change in Position 6 month/yearly evaluation to be used. Staff must self evaluate performance then turn in to supervisor (s) for completion 90 day probationary period Hire date will remain the same 6 month/yearly evaluation to be used.

Demotion

Professional Development plan to be completed at 6 months, then monitored with review at the yearly evaluation Staff must self evaluate performance then turn in to supervisor (s) for completion Professional Development plan to be completed at 6 months, then monitored with review at the yearly evaluation Staff must self evaluate performance then turn in to supervisor (s) for completion Professional Development plan to be completed at 6 months, then monitored with review at the yearly evaluation Professional Development plan to be completed at 6 months, then monitored with review at the yearly evaluation Staff must self evaluate performance then turn in to supervisor (s) for completion

Supplemental positions I.E Team Leader