1 Pay Policy Author: Director of Human Resources Approval needed by: Board of Directors Consulted with unions 19 th September 2018 Adopted (date): 21 st September 2018 Date of next review: August 2019
2 1 Page Whole School Pay Policy Contents Introduction 3 1. Introduction 3 Non-Teaching Staff 4 2. Non-Teaching Staff 4 3. Pay Progression for Non-Teaching Staff 5 4. Re-grading Process and Appeal Process Non-Teaching Staff 5 Trust Leadership Team 5 5. Chief Executive 5 6. Trust Leadership Team 5 Teaching Staff 6 7. Teaching Staff Pay Reviews 6 8. Local Governing Body and/or Pay Committee 6 9. Appeals Principals and Executive Principals Leadership Leadership Group Progression Criteria Basic Pay Determination on Appointment of a classroom teacher Pay Progression based on Performance Leading Practitioner Roles (Lead Teachers) Working Time Upper Pay Range and assessment Application Process Evidence to be included in the application to The Upper Pay Range The Assessment The Teachers Main Pay Range Unqualified Teachers Pay Range Unqualified Teacher Allowance Part-time Teachers Short Notice/Supply Teachers Allowances and Payments Recruitment and Retention Teaching and Learning Responsibility Payments (TLRs) Additional Payments Residential duties Acting-Up Allowances 13
3 2 Page 31. Salary Sacrifice Arrangements / Childcare Vouchers Cover Arrangements Appeals Procedure for Considering Appeals Relating to Salary 14 Appendix 1 15 Current Teachers Pay Scale Recommendations 15 The de Ferrers Trust Teachers Pay Scale Appendix 2 16 Roles and Responsibilities 16 Appendix 3 17 Procedure for Considering Appeals Relating to Salary 17
4 3 Page Introduction 1. Introduction This Policy sets out the framework for making decisions on pay for teachers and support staff including the procedures for determining appeals. It has been developed to comply with current legislation and the requirements of the School Teachers Pay and Conditions Document (STPCD) and the locally agreed Framework for Support Staff Profiles. The Pay Policy has been consulted on with the teacher and support staff trade unions. In adopting this pay policy the decisions on pay will be managed in a fair, just and transparent way. This policy aims to support the Development Plan by recognising that the trust s staff are its most important resource and by providing a system which will enable our academies to recruit, retain and motivate staff of the best quality. Pay decisions for teaching staff at each academy are made by a sub-committee of the trust board (with the exception of the Chief Executive, Executive Principals, Principals, Academy Leadership Teams and Trust Leadership Team). Further information relating to pay decisions can be found within the trust s Scheme of Delegation. When taking pay decisions, academies must have regard both to the Pay Policy and to the individual s particular post within the staffing structure. Whilst funding remains available to support the recommendations, all teachers employed by the Trust will be paid in accordance with the statutory provisions of the STPCD as updated from time to time. A copy of the latest version can be found on the DfE website. However, funding issues should not be a criterion to determine pay progression. All non-teaching staff employed by the trust will be paid in accordance with the scheme of conditions of service agreed by the National Joint Council for Local Government Services (referred to as the Green Book in this policy). The trust will consult with staff and unions on this policy and review it each year, or when other changes occur to: a) The School Teachers Pay and Conditions Document, to ensure that it reflects the latest legal position. As detailed above, the Pay Policy will comply with the current School Teachers Pay and Conditions Document and the accompanying statutory guidance. Should the trust s ability to fund the STPCD recommendations change, appropriate processes will be followed with the relevant bodies. b) The scheme of conditions of service agreed by the National Joint Council for Local Government Services (referred to as the Green Book in this policy), as adopted and applied by local agreement.
5 4 Page Non-Teaching Staff 2. Non-Teaching Staff The trust has adopted the Staffordshire County Council s Framework of Support Staff Profiles to ensure that the requirements of the Single Status Agreement 1997 are met. The trust has the power to determine the job description and person specifications within the Framework that match the duties and responsibilities covered by positions within the support staffing structure for the trust. The pay and grading of support staff, attached to the Framework, is the single status pay and grading structure agreed by each County Council. In adopting the Single Status Pay and Grading Structure and Framework the trust is assured that: (a) all decisions will be based on an objective approach to pay and grading according to criteria laid down in the relevant national agreements; (b) decisions will be applied as consistently as possible across the staff groups concerned as well as within those staff groups; (c) any differences in pay between two employees within the same staff group will be due to and justified in terms of a genuine and material difference in their circumstances and duties and responsibilities undertaken; (d) all decisions will have regard to equality of opportunity, and in particular, relevant employment legislation; (e) posts carrying similar levels of responsibility will be rewarded equally and all staff will be treated equitably. The trust will determine the staffing structure for the trust academies. This will set out the agreed posts, duties and responsibilities, and reporting lines. Both the STPCD and Green Book require that salaries and salary ranges attached to each post be based on the duties and responsibilities attached to it in the staffing structure. The staffing structure will be reviewed annually, or as the need arises in consultation with the trustees. The Framework of Support Staff Profiles and the County Council s Green Book Pay and Grading Structure form part of the Pay Policy. Support staff will be appointed to a profile within the Framework of Support Staff Profiles wherever possible. The Pay and Grading Structure determines the salary that will be paid. The Pay and Grading Structure has grades with incremental points within it. New employees will normally start at the bottom of the grade. However the Principal or nominated representative may decide to place an employee further up the scale when an employee: is already part way up the grade (when moving from another school) individually negotiates (they already earn more than the starting salary and/or have considerable relevant experience) The staffing structure is normally reviewed annually. When this review covers the support staff staffing structure the trust (though an appropriate Committee) will use the Framework of Support Staff Profiles to determine the positions within the support staff structure and the pay grade applicable to the post.
6 5 Page When a position is not covered by the Framework, a job description and person specification will be submitted to the trust team to ensure that duties and responsibilities are evaluated and an appropriate grade attached. 3. Pay Progression for Non-Teaching Staff In April of each year employees will automatically move to the next incremental point plus any standard of living increase until they reach the final point of their grade. 4. Re-grading Process and Appeal Process Non-Teaching Staff Where a member of support staff feels that their role has significantly changed from their current remit for more than 6 months, they may submit a request to the Principal for a reevaluation. The Principal should then refer this request as appropriate per the trust s Scheme of Delegation, section pertinent to re-grading. Once a decision has been communicated to the member of staff and they are dissatisfied with the outcome, they may submit an appeal, in writing, addressed to the Chief Executive who will manage the appeal in line with the appeals process in conjunction with the Scheme of Delegation. Trust Leadership Team 5. Chief Executive The trust board assigns the salary range for the Chief Executive and they will take into account the following: the responsibilities of the post the social, economic and cultural background of the students attending the academies and possible difficulties of recruitment Market rate. 6. Trust Leadership Team In line with the Scheme of Delegation, the Chief Executive assigns the salary range for the trust leadership team. They will take into account the following:- the responsibilities of the post the social, economic and cultural background of the students attending the academies and possible difficulties of recruitment Market rate.
7 6 Page Teaching Staff 7. Teaching Staff Pay Reviews The trust, in conjunction with each local governing body, will ensure that every teacher s salary is reviewed annually, with effect from 1 September and by no later than 31 October each year, and that all teachers are given a written statement setting out their salary and any other financial benefits to which they are entitled. This will include as a minimum any relevant annual pay increases as recommended by STPCD (see Appendix 1) Reviews may take place at other times of the year to reflect any changes in circumstances or job description that lead to a change in the basis for calculating an individual s pay. A written statement will be given after any review and where applicable will give information about the basis on which it was made. In accordance with the Scheme of Delegation, decisions on the pay progression of the Principals and Executive Principal(s) (if in post,) will be recommended, in consultation with the local governing body, and communicated by the Chief Executive, in writing, in accordance with the STPCD timing of salary determination and notification. Decisions on the pay of the Chief Executive will be communicated by the trust board, in writing, as soon as practicably possible following the decision being made. Where a pay determination leads or may lead to the start or cessation of a period of safeguarding, the trust or relevant academy specific representative will give the required notification as soon as possible and no later than one month after the date of the determination. 8. Local Governing Body and/or Pay Committee The trust board has appointed a local governing body for each academy to seek assurances on behalf of the trust board that, in regard to the pay progression for teaching staff, that the policy and procedures are fair and robust. In some academies (usually secondary academies) where there are likely to be a greater number of teaching staff, the trust board has established a sub-committee of the local governing body to undertake this work, namely the pay committee. The role and responsibilities of the local governing body and the pay committee are outlined in Appendix 2. Academy pay decisions for teaching staff are ratified by a sub-committee of the trust board. The trust will establish and review the Pay Policy, subject to the approval of the trust board. 9. Appeals All employees are entitled to seek a review of any determination in relation to their pay and therefore the appeals process contained in this document will be adopted in all cases where an employee wishes to make an appeal against a pay decision, see Appendix 3.
8 7 Page 10. Principals and Executive Principals The Chief Executive assigns the salary range for the Principals and Executive Principals, if in post, at each academy. The decision will be based on the following: the responsibilities of the post the social, economic and cultural background of the students attending the academy; and possible difficulties of recruitment Market rate. The trust board will be able to change the Individual School Range (ISR) at any time in order to attract or retain a Principal. They will also be able to set an ISR which extends beyond the Social Group maximum in order to retain an existing Principal. 11. Leadership The trust board determines academy leadership structures and pay ranges in accordance with the following: The permitted points within the STPCD having reference to the Principal s range and the salary of the next highest paid teacher The relative responsibilities of leadership posts and size of the specific academy Recruitment and retention factors (although they will be reflected in the range available). 12. Leadership Group Progression Criteria Members of the leadership group must demonstrate sustained high quality performance, with particular regard to leadership, management and student progress at the academies and will be subject to a review of performance against performance objectives before any performance points will be awarded. The trust board will consider movement by more than one point in line with the provisions of the STPCD. The salary point of members of the leadership group will be reviewed annually taking account of the performance objectives set under the trust s appraisal system and the STPCD when appropriate. 13. Basic Pay Determination on Appointment of a classroom teacher On appointment the Principal or a nominated representative, who may be an individual who holds responsibility for HR within an academy, will determine the starting salary as outlined in section 21. In making such determinations, the Principal will take into account a range of factors including; the nature of the post the nature of the qualifications, skills and number of years experience required the wider school context current salary 14. Pay Progression based on Performance Within this trust, all teachers will receive regular constructive feedback on their performance and are subject to annual appraisal that recognises their strengths, informs
9 8 Page plans for their future development and helps to enhance their professional practice. The arrangements for teacher appraisal are set out in the trust s Appraisal Policy. Progression through the pay range will be based on the teacher demonstrating, through their appraisal, that they meet the teacher standards and Career Stage Expectations for the new pay point. Failure to meet all objectives will not automatically result in a denial of pay progression if significant progress has been made and the failure to meet objectives was due to reasons beyond the teacher s control. The agreed professional skills levels (career stage expectations), in line with the teacher standards, for each pay point are detailed in the Appraisal Policy. Should concerns about standards of performance occur during the appraisal cycle, these should be raised through the appropriate processes as detailed within the Appraisal Policy. In the case of NQTs, whose appraisal arrangement are different, pay decisions will be made by means of the statutory induction process. Teachers will be awarded pay progression upon successful completion of their induction year. To be fair and transparent, assessments of performance will be properly rooted in evidence, as detailed in the Appraisal Policy. In this trust we will ensure fairness by the arrangements detailed in the Appraisal Policy. Teachers appraisal booklets will contain pay recommendations. Final decisions about whether or not to accept a pay recommendation will be made by the trustees, having regard to assurances provided by the local governing body that the appraisal booklet is in order. In this trust, for teachers currently on the upper pay range, pay progression will be based on two successful consecutive appraisal reviews to meet the definition of sustained. For unqualified teachers on the unqualified teachers pay range, pay progression will be awarded following each successful appraisal review. The trust will only support single point progression within the Main Scale except in exceptional circumstances. 15. Leading Practitioner Roles (Lead Teachers) The trust has decided to establish posts of Leading Practitioner. Such posts may be established for teachers whose primary purpose is the modelling and leading improvement of teaching skills, where those duties fall outside the criteria for the TLR payment structure. When determining the pay scales for such posts, the Chief Executive on the recommendation of the Director of HR will do this by reference to the weight of the responsibilities of the post and consider pay equality with other posts and fair pay relativities between posts of differing levels of responsibility. 16. Working Time A qualified teacher employed full-time must be available for work for 195 days, of which- (a) 190 days must be days on which the teacher may be required to teach pupils and perform other duties; and (b) 5 days must be days on which the teacher may only be required to perform other duties. The trust board has approved a scheme that allows twilight training sessions to count towards these five days. No additional payment may be made for such activities
10 9 Page with the exception of part-time teachers who would not normally be required to attend. These individuals should speak to their line manager with regards to these circumstances. 17. Upper Pay Range and assessment Any qualified teacher may apply to be paid on the upper pay range and any such application must be assessed in line with this policy. It is the responsibility of the teacher to decide whether or not they wish to apply to be paid on the upper pay range. The trust board has established the pay structure for classroom teacher posts paid on the upper pay range in accordance with the current STPCD recommendations. 18. Application Process Applications may be made once a year for all staff. A teacher wishing to apply for assessment to progress should submit their appraisal booklet to the Principal in line with the appraisal cycle outlining why the teacher fulfils the career stage expectation appropriate to the progression being applied for. If a teacher is simultaneously employed at an external employer they may submit separate applications if they wish to apply to be paid on the upper pay range in that school or other schools. (The schools will not be bound by any pay decision made by another external employer.) 19. Evidence to be included in the application to The Upper Pay Range All applications should be made demonstrating that the teacher has met the assessment criteria at the relevant career stage expectation. All pay related decisions will be taken in accordance with relevant equalities legislation, Employment Relations Acts and Part-time Workers and Fixed-term Employees Regulations. Appropriate consideration will be given where staff have been absent for long periods e.g. due to sickness or maternity leave. 20. The Assessment An application to cross threshold from a qualified teacher will be successful where the trust board is satisfied that: 1. the teacher is highly competent in all elements of the relevant standards and career stage expectation and; 2. the teacher s achievements and contribution to the Academy are substantial and sustained (UPR). (STPCD 15.2) For the purposes of this policy the trust board will be satisfied that the teacher has met the expectations for progression to the upper pay range where the above assessment criteria have been evidenced through the appraisal process. Refer to Appraisal Policy for further information. The assessment will be made within 10 working days of the receipt of the application or the conclusion of the appraisal process whichever is later. If successful, a teacher will move to the upper pay range from the previous 1 September and will be placed on point 1 of the range.
11 10 Page If unsuccessful, feedback will be provided by the Principal as soon as possible and at least within 5 working days of the decision. This will include the right of appeal against this pay decision under the appeal arrangements. 21. The Teachers Main Pay Range Other qualified teachers will be paid on the main pay range and must be paid such salary within the minimum and maximum of the main pay range set out per the current STPCD recommendations. Pay portability applies to new appointments within the trust. The Principal or HR representatives in school, will apply the principle of pay portability in making pay determinations (P10) for all new appointees as follows: (a) When determining the starting pay for a classroom teacher taking up their first appointment as a qualified classroom teacher, the Principal or HR representatives in school, will pay the teacher on the Main Pay Range and will allocate pay range points, as a minimum, on the following basis: one point for each one year of service as a qualified teacher in higher education or further education including sixth form colleges, or in countries outside England and Wales in a school in the maintained sector of the country concerned one point for each three years of non-teaching experience spent working in a relevant area, including industrial or commercial training, time spent working in an occupation relevant to the teacher s work at the school, and experience with children/young people one point for each three years of other remunerated or unremunerated experience including caring for children during a career break. The Principal or HR representatives in school, will also consider the allocation of additional scale points on the above basis to other teachers appointed to the Main or Upper Pay Ranges. b) When determining the starting pay for a classroom teacher who has previously worked in an LA maintained school or academy in England and Wales, the Principal will pay the teacher on the Main Pay Range or Upper Pay Range at a scale point which at least maintains the teacher s previous pay entitlement plus any pay progression which they would have received had they remained in their previous post. c) The Principal will also pay classroom teachers who are post-threshold teachers as defined by the 2015 STPCD on the Upper Pay Range (see above). 21. Unqualified Teachers Pay Range An unqualified teacher will be paid on the pay range for unqualified teachers and must be paid such salary within the minimum and maximum of the unqualified pay range set out per the current STPCD recommendations. 22. Unqualified Teacher Allowance The Principal or HR representatives in school, may pay an additional allowance to unqualified teachers when the Principal considers that the teacher has: taken on a sustained additional responsibility which:
12 11 Page o is focused on teaching and learning and; o requires the exercise of a teachers professional skills and judgement or; qualifications or experience which bring added value to the role being undertaken. The Principal or HR representatives in school, will pay the additional allowance in the following circumstances: 1 point for a recognised overseas teaching qualification 1 point for each period of 3 years of service teaching overseas 1 point for each 3 years of teaching in further education, higher education or in sixth form colleges 1 point for a recognised post 16 teaching qualification 1 point for a recognised qualification relevant to their subject area. Unqualified teachers may not hold TLR s or SEN allowances. 23. Part-time Teachers Teachers employed on an on-going basis within the trust but who work less than a full working day or week are deemed to be part-time. Salary will be calculated as per STPCD requirements and by comparison with the school s timetabled teaching week for a full-time teacher in an equivalent post. 24. Short Notice/Supply Teachers Teachers who work on a day-to-day or other short notice basis will be paid on a daily basis calculated on the assumption that a full working year consists of 195 days; periods of employment for less than a day being calculated pro-rata. 25. Allowances and Payments A SEN allowance is payable to a classroom teacher in accordance with this paragraph in line with the values recommended within the current STPCD. The relevant body must award a SEN allowance to a classroom teacher: in any SEN post that requires a mandatory SEN qualification and involves teaching pupils with SEN; in a special school; who teaches pupils in one or more designated special classes or units in a school or, in the case of an unattached teacher, in a local authority unit or service; in any non-designated setting (including any pupil referral unit) that is analogous to a designated special class or unit, where the post: o involves a substantial element of working directly with children with SEN; o requires the exercise of a teacher s professional skills and judgement in the teaching of children with SEN; and o has a greater level of involvement in the teaching of children with SEN than is the normal requirement of teachers throughout the school or unit within the school or, in the case of an unattached teacher, the unit or service. Where a SEN allowance is to be paid, the relevant body must determine the spot value of the allowance, taking into account the structure of the school s SEN provision and the following factors: whether any mandatory qualifications are required for the post; the qualifications or expertise of the teacher relevant to the post; and the relative demands of the post.
13 12 Page The relevant body must set out in its pay policy the arrangements for rewarding classroom teachers with SEN responsibilities. 26. Recruitment and Retention The Principal or nominated representative will pay recruitment awards to the value of one main scale point for a maximum of three years in the following exceptional circumstance as an incentive to the recruitment of new teachers: Where normal recruitment procedures have been exhausted and a vacancy has to be filled. The Principal or nominated representative should make clear at the outset the expected duration of any incentive and benefits and the review date after which they may be withdrawn. The Principal or nominated representative will conduct annual review of all incentives, support or benefits. 27. Teaching and Learning Responsibility Payments (TLRs) TLRs will be awarded to the holders of the posts indicated in the staffing structure. The values of the TLRs to be awarded are set in the staffing structure. Teachers will not be expected to undertake additional responsibilities without attribution of a TLR 1 or TLR 2. The Principal or nominated representative may award a fixed term third TLR (TLR3) to a classroom teacher for clearly time limited school improvement projects or one off externally driven responsibilities. The annual value of a TLR 3 will be in line with the current STPCD recommendations. The duration of the TLR3 must be established at the outset and will be dependent on the nature of the project or responsibility. 28. Additional Payments The circumstances in which additional payments may be made to teachers are set out in the School Teachers' Pay and Conditions Document STPCD. The STPCD does not provide for the payment of "honoraria" to teachers in any circumstances. Academies are permitted to make additional payments to all teaching staff (including the Leadership Group) in respect of continuing professional development and activities and out of school hours learning undertaken other than on any of the 195 days of the normal working year (i.e. at weekends and during school closure periods). Staff will not be compelled to undertake such activities outside of their normal hours of working. Activities that will attract payment include; summer school, holiday/weekend extended educational sessions. These will normally be paid at the rate of 25 per hour for appropriately qualified staff and 15 per hour for un-qualified staff. Where an academy undertakes school-based initial teacher training activities, any fees derived from the higher education institute will be allocated to the budget of the academy concerned. The trust accepts that the absence from the normal duties of a Teacher undertaking training will cause disturbance to the pupils education. They have therefore authorised the
14 13 Page payment of a special allowance where, in the opinion of the Principal, essential training can be received outside of the normal year and it is in the interests of the academy for it to be received then. All such payments must be contained within the in-service training budget. The allowance will be calculated as follows: a daily rate of 1/195 of scale point 1 on their salary scale, irrespective of the actual salary point of the Teacher concerned. Payments for part days will be based on the hours involved; a full day being deemed to be 6 hours. The basis of these payments will be reviewed annually. In all cases, the Teacher s participation in training outside of the normal year is voluntary. 29. Residential duties Residential Allowances will not be awarded, as they are not applicable to the trust. 30. Acting-Up Allowances Principals or their nominated representative reserve the right to pay any member of staff additional salary where he/she covers in the prolonged absence of a more senior colleague. A review will take place within 20 working days of the start of the absence and any acting up allowance backdated to the start of the period 31. Salary Sacrifice Arrangements / Childcare Vouchers The trust will offer salary sacrifice arrangements to allow staff to participate in voluntary schemes such as the childcare voucher scheme and the cycle scheme in line with HMRC guidelines. 32. Cover Arrangements Teachers should be required to cover only rarely, and only in circumstances that are not foreseeable; This does not apply to teachers who are employed wholly or mainly for the purpose of providing such cover. 33. Appeals The arrangements for considering appeals are as follows: An employee may seek a review of any determination in relation to his/her pay or any other decision that affects his/her pay. The following list includes the usual reasons for seeking a review of pay. i.e. that the person or committee by whom the decision was made a) incorrectly applied any provision of the relevant conditions of service; b) failed to have proper regard for statutory guidance; c) failed to take proper account of relevant evidence; d) took account of irrelevant or inaccurate evidence; e) was biased; or
15 14 Page f) otherwise unlawfully discriminated against the employee. 34. Procedure for Considering Appeals Relating to Salary The order of proceedings is as follows: 1. The employee receives confirmation of the pay determination and where applicable the basis on which the decision was made. 2. If the employee is not satisfied, he/she may follow a formal appeal process and will have the right to be accompanied by a union representative or work colleague. 3. The employee should set down in writing the grounds for questioning the pay decision and send it to the Clerk to the trust board (as detailed in the salary confirmation letter), within ten working days of the notification of the decision being appealed against or of the outcome of the discussion referred to above. 4. The Clerk will convene a hearing. Any appeal should be heard by a panel of three trustees who were not involved in the original determination normally within 20 working days of the receipt of the written appeal notification. The decision of the appeal panel will be given in writing, and where the appeal is rejected will include a note of the evidence considered and the reasons for the decision.
17 16 Page Appendix 2 Roles and Responsibilities Establishment of the policy The Trust is responsible for: Establishing the policy, in consultation with the Principals, staff and trade union representatives, and submitting it to the trust board for approval. The trust board is responsible for: Formal approval of the policy. Monitoring and review of the policy The Director of HR is responsible for: Reviewing the policy annually, in consultation with the Principals, staff and trade union representatives; and submitting if required it to the trust Board for approval. Providing reports, as requested, on pay progression cycles as required by relevant legislation. The trust Board is responsible for: considering an annual report, including statistical information, on decisions taken in accordance with the terms of the policy; Application of the policy The Principal or nominated representative is responsible for: ensuring that pay recommendations are made and submitted to the local governing body or pay committee in accordance with the terms of the policy; Ensuring that staff are informed of the outcome of decisions made by the trustees and of the right of appeal. The local governing body or pay committee is responsible for: seeking assurance on behalf of the trust board that the policy and procedures around pay progression for teaching staff are fair and robust. For further details please refer to the terms of reference for the pay committee A sub-committee of the trust board is responsible for: Ratifying decisions for pay progression following recommendations made by the local governing body and/or pay committee for teaching staff. The appeals committee (a sub-committee of the trust board) is responsible for: - taking decisions on appeals in accordance with the terms of the appeals procedure of the policy. Those trustees involved in the original decision will not take part in the appeal. The Chief Executive is responsible for: taking decisions regarding the pay of the Principals, Executive Principals and members of the trust leadership team in consultation with local governors where appropriate. submitting reports of these decisions to the trust board; and ensuring that the Principals, Executive Principals and members of the trust leadership team are informed of the decision and of the right of appeal.
18 17 Page Appendix 3 Procedure for Considering Appeals Relating to Salary 1. Introduction by Chair: explanation of procedure. 2. The decision maker (who may be the chair of the standards committee in the case of teaching staff or the Chief Executive for Principals, Executive Principals and members of the trust leadership team) should put the case for the salary assessment decision. 3. The employee (or representative) may ask question of the decision maker. 4. The appeals committee (a sub-committee of the trust board convened to hear the appeal) may ask questions of the decision maker. 5. The employee (or representative) should put the case explaining the objection to the decision of the decision maker. 6. The decision maker may ask questions of the employee. 7. The appeals committee may ask questions of the employee and ask further questions of the decision maker regarding the case made on behalf of the employee. 8. The Principal or nominated representative to be invited to express their views, if appropriate, if they have not already done so. 9. The decision maker to sum up case. 10. The employee (or representative) to sum up case. 11. The parties to retire. 12. The appeals committee to consider the case and to notify parties of their decision as soon as is reasonably practicable. This procedure may be varied by agreement of all the parties. The appeals committee may ask for an advisor to attend to offer support.