Case studies linked to LT portfolios and link governors and form evidence reports for each key step. Our current Key targets/ KPI’;s remain and are To review and re-design the appraisal process to ensure that appraisal published for the school. whole school targets are process no Retaining the ability to manage supported by staff defined longer fits with individual underperformance as part objectives and goals, improving our goals of of our capability process which ownership and utilising this to moving from remains robust. improve the impact of appraisal good to targets. outstanding and New targets to be developed and needs to be quality assured by LM’s and much more reviewed by HT to ensure rigour but personalised to personalise and un-restrict and staff led to potential. provide ownership and Appraisal to reflect high innovation. professional expectation and innovation. Pay linked to performance to be reviewed as part of this and data performance and to encourage outstanding practice. Underperformance to be managed formally in our capability and performance policy at any in the year and linked to appraisal but standalone as required. To continue to reduce We have made a The HT to review all initiatives, unnecessary paperwork and lot of progress in paperwork and information
Case studies linked to LT portfolios and link governors and form evidence reports for each key step. To review and re-design the appraisal process to ensure that whole school targets are supported by staff defined objectives and goals, improving ownership and utilising this to improve the impact of appraisal targets. Our current appraisal process no longer fits with our goals of moving from good to outstanding and needs to be much more personalised and staff led to provide ownership and innovation. Key targets/ KPI’;s remain and are published for the school. Retaining the ability to manage individual underperformance as part of our capability process which remains robust. New targets to be developed and quality assured by LM’s and reviewed by HT to ensure rigour but to personalise and un-restrict potential. Appraisal to reflect high professional expectation and innovation. Pay linked to performance to be reviewed as part of this and data performance and to encourage outstanding practice. Underperformance to be managed formally in our capability and performance policy at any in the year and linked to appraisal but standalone as required. To continue to reduce unnecessary paperwork and We have made a lot of progress in The HT to review all initiatives, paperwork and information
SDP-ACTION-PLAN-2017-COMBINED-FINAL-V2.docx