Admin

SUBJECT:                Discipline, Suspension

EFFECTIVE:             March 4, 2002

REVISED:                 August 23, 2005; November 9, 2007; August 19, 2013

PURPOSE:                           To create and maintain a safe, orderly climate for learning.  To regulate the administration of discipline in school, on buses, and at co- and extra-curricular activities.

REGULATION:

1. Each school is expected to develop discipline-related rules, regulations, and procedures that are consistent with district and Department of Education and Early Childhood Development policies, and with provincial legislation.

2. School principals must ensure that students, parents, and guardians are aware of school rules, regulations, routines, and expectations, and the consequences that may result from violations.

3. Inappropriate behaviour has consequences.  Consequences, up to and including a recommendation for long-term suspension, will escalate if a student’s behaviour is consistently disruptive to the learning process.  Consequences (sanctions) may include, but are not limited to, informal contact with parent(s) or guardian(s), formal contact with parent(s) or guardian(s), first-stage suspension (i.e. short-term removal from class), suspension up to five (5) days (for cause), and a recommendation to the Superintendent or designate for a long-term suspension.  When suspension from school is used as a sanction, principals must notify the parents or guardians and the Superintendent or designate.

4. Termination of services will be as indicated in District Regulation 301.

NOTES FOR PRINCIPALS

a)        Unexcused absences are considered to be a breach of discipline.  Consequently, infractions of District Regulation 302 – Attendance (K-12) will be processed under this policy.

SUBJECT:                            Growth Process

EFFECTIVE:                         September 2018

REVISED:                             October 2023

PURPOSE:                           The success of Anglophone North School District depends greatly on the quality and innovation of our employees.  Through systematic and objective performance review and clearly established objectives, employees will be encouraged to develop to their full potential.

The goal of the Growth Process is to provide an environment in which employees will be constantly improving and expanding their skillset, making them more effective and productive.   The appraisal and evaluation programs focus on coaching, development, continuous goal alignment and recognition.  Where employees encounter difficulties, the aim is always to provide the tools to correct and thus improve employee performance to acceptable levels.  These improvements will lead to positive changes in the overall effectiveness of the organization.  Improving the effectiveness of the organization will enhance student learning.

REGULATION:

The following applies to all Anglophone North School District employees throughout their careers:

Standard Development:

Foundation Phase             (Beginning Employees)

Growth Phase                     (Experienced Employees)

Employees Experiencing Difficulty:

Assistance Phase              (Coaching Employees)

On-Review                           (Directing Employees)

Beginning Employees

For this process, employees are considered “beginning” employees from the date of hire  

(casual/supply, contract, or permanent position) until they have achieved three years experience (contract and/or permanent).

During the beginning phase, the employee’s immediate supervisor will attempt to provide coaching, mentoring and support.  Other resources may also be provided.

The evaluative aspect of the growth process applies to beginning employees because it recognizes new employees need a more direct approach to focusing on and improving performance.

Experienced Employees

For this process, employees will be considered “experienced” after they have completed three years (contract and/or permanent experience). 

The focus for experienced employees is growth.  An employee shall reflect on his/her performance, consider feedback from their supervisor, and determine areas where they can improve.  Supervisor feedback is provided less frequently than in the Foundation Phase.

Employees Having Difficulty

If performance issues arise, the responsible immediate supervisor will attempt to resolve the issue through discussion with the employee and develop a plan for improvement.  

Assistance

If concern persists, the employee may need the Assistance Phase.  The employee is expected to take the supervisor’s concerns seriously and work together to refine the plan for improvement.   If results are insufficient from these efforts, the supervisor may recommend that the employee be placed On-Review.

On Review

The On-Review process is a formalized approach to dealing with employee performance issues.  The district, in conjunction with the supervisor, provides a more direct approach to achieving positive results.

SUBJECT:                            Engagement of Replacement Workers for Support Staff

EFFECTIVE:                         October 29, 2004

REVISED:                             August 23, 2005; August 19, 2013

PURPOSE:                           To regulate practices and procedures related to the engagement of replacement workers.

REGULATION:

1. Every reasonable effort must be made to engage replacement workers from the approved district list before alternatives are considered.

2. A long-term supply assignment is one expected to last more than twenty (20) work days.  The procedures to follow in filling such a position are as outlined in Regulation 201, “Personnel Selection and Hiring Procedures for Permanent and Casual Positions”.

SUBJECT:                            Engagement of Supply Teachers

EFFECTIVE:                         October 29, 2004

REVISED:                             August 23, 2005; August 19, 2013

PURPOSE:                           To regulate practices and procedures related to the engagement of supply teachers.

REGULATION:

1. Supply teachers must be engaged from the approved district list established on the Supply Teachers’ Booking System.

2. Priority must be given firstly to qualified, licensed teachers, then retired teachers and lastly those who hold a local permit.  The maximum for retired teachers is 20 days per year; however, the District will be required to report to the Department of Education and Early Childhood Development every six months, detailed reasons as to why a retired teacher was rehired for a period of time exceeding 20 days to a maximum of 80.

3. A long-term supply assignment is one expected to last more than twenty (20) work days.  The procedures to follow in filling such a position are as outlined in Regulation 201, “Personnel Selection and Hiring Procedures for Permanent and Casual Positions”.

4. Every reasonable effort must be made to engage supply teachers from the approved list before alternatives are considered.

SUBJECT:                            Personnel Selection and Hiring Procedures for Permanent and Casual Positions

EFFECTIVE:                         March 4, 2002

REVISED:                             October 29, 2004; August 23, 2005; August 19, 2013

PURPOSE:                           To regulate practices and procedures related to the engagement or hiring of new employees.

REGULATION:

1. All positions must be open to all qualified persons with no discrimination on the basis of race, gender, age, religious affiliation, or nationality.

2. All vacancies must be filled through the office of the Director of Human Resources.

3. In the case of advertisements, applications will be received by the Director of Human Resources.  Screening and shortlisting of applications will be overseen by the Director of Human Resources in conjunction with the Superintendent.

4. A list of all applicants for each position must be prepared.  Applicants selected for interview must be indicated on such lists.

5. An interview panel consisting of a minimum of three (3) persons (one being from the Human Resources Department) will conduct interviews for each advertised teaching and non-teaching position.  The panel may include the Superintendent, Senior Education Officer (or designate) and the immediate supervisor of the position to be filled.  Every effort must be made to include a District Education Council representative and a Parent School Support Committee representative.

6. Based on Board of Management Policy 86.0180, staff and other employer representatives cannot participate in the hiring process when one or more relatives is a candidate.  Similarly, a principal or other supervisory personnel should not have direct responsibility for a relative.

7. Following interviews, a summary of panel findings and recommendations for hiring must be forwarded to the Superintendent.

8. A formal written evaluation, prepared by the school principal (or supervisor), is required immediately following the first six weeks of employment for all long-term replacement employees, including teachers classified under Article 44 of the NBTA Collective Agreement.