1 SEQUENCE OF ACTIVITY FOR AP RECRUITMENT & APPOINTMENT
1. BoM Preparation
Confirm the need for Interview Process
Construct a Timeframe – ending on a suitable date
2. Staff Preparation
Inform Staff of the Recruitment Process for the post
Assist Staff to reflect on the nature and purpose of the Leadership & Management Team
Assist each Staff member to consider their own application for the post
o Their suitability and willingness to take on the responsibilities
o Their ability to cope with the disappointment of their application not being successful
o Their ability to work with a colleague who is appointed to the post
3. Identify the L&M Needs of the School
Assist Staff to reflect on the Mission, Vision and Ethos of the School
Consult with BoM and Staff to reach a consensus on
o The L&M Needs and Priorities of the school
o The Roles and Responsibilities required to effectively manage the L&M Needs and Priorities
o The equitable distribution of the Roles and Responsibilities among the post holders
o If no consensus is reached, the BoM decides
4. Advertise the Post
Advert to be in a prominent location in the Staff Room
All eligible Teaching Staff – including those on approved leave - must be notified
5. Interview Process
BoM appoints Independent Assessor with Chairperson and Principal to form Interview Board
Interview Board meets to open/download applications and will interview all candidates
Interview Board is briefed on the Marking Scheme
Interview Board sets a date for interviews and invites candidates to interview
Interview Board conducts interview and marks candidates
6. Selection Process
Chairperson of Interview Board submits a Report to the BoM
The Report contains the name of the nominated candidate
The BoM will appoint this person to the post subject to appeal
7. Appointment Process
The BoM posts its intention to appoint the successful candidate to the post, subject to appeal
o On the Staff Room Notice Board
o To all interviewed candidates
The BoM will confirm the appointment to the teacher and issue a Letter of Offer will include the Roles and Responsibilities, subject to appeal
The BoM allows 10 school days from publication of this notice for any candidate to appeal
If there is no appeal, the BoM will enter into a Contract with the successful candidate
The Contract will include
o The Reporting and Review process
o The fact that the duties may require working outside the standard school day
The BoM will submit a revised Form POR1 to the DEY to ensure payment of the appropriate allowance
2 DISTRIBUTED LEADERSHIP – LEADERSHIP & MANAGEMENT TEAM
2.1 INTRODUCTION – LEADING THE SCHOOL, SETTING THE TONE, CREATING THE ETHOS
2.1.1 Leadership Team
“It is generally accepted that the quality of school leadership is second only to effective classroom teaching, in having a crucial impact on pupil learning” (Circular 70/2018)
The school’s Leadership & Management Team is the beating heart of the school. The standard of leadership it provides will define the quality of pupil care, teaching and learning and will ultimately determine the standard of educational outcomes for pupils. Members of this team will, consciously or unconsciously set the tone of the school and define the limits of achievement of pupils and staff
2.1.2 Core Values, Vision, Ethos
ISM Team:
guides the school in line with its Vision and Mission Statements defines and implements the values underpinning the school’s Mission Statement gives practical expression to the Vision and Core Values to create a characteristic spirit or ethos throughout the school. It is this tangible expression of the Vision and Core Values –more commonly referred to as the ethos – which defines the “feel” or atmosphere which pervades a school and which distinguishes one school from another
Members of the Leadership & Management Team, with the exception of the Principal and DP, have their own defined areas of responsibility. However, their collective contribution to the school ethos is more important than the individual areas of responsibility. It is critically important that the Leadership & Management Team carries out its tasks in a manner that enhances the school ethos.
2.1.3 Leadership & Management Team
The Leadership & Management team consists of the Principal, DP and as many APs (I and II) as are assigned to the school in accordance with Circular 0027/2025
2.1.4 APs role in the Leadership & Management Team
Assistant Principals occupy positions of strategic importance in the leadership, management and administration of the school. In line with the principles of distributed leadership, Assistant Principals work in teams in collaboration with the Principal and/ or DP and have shared responsibility, commensurate with the level of the post, for areas such as: learning and teaching leading school development (including curriculum development) pupil support including wellbeing school improvement leadership/management and development of individuals and staff teams special education and inclusion supporting teachers during the induction phase of their career
2.2 POSTS OF RESPONSIBILITY (PORS) & THE QUALITY FRAMEWORK FOR
SCHOOLS
2.2.1 Overview
In ‘Looking at our School 2022– A Quality Framework for Primary Schools and Special Schools’, the DEY sets out the standards to be attained in schools and is designed to assist schools identify their strengths and weaknesses in the dimensions of:
Teaching and Learning
Leadership and Management.
The framework provides a set of domains and standards for each of these dimensions. Each standard has statements of effective practice and highly effective practice to guide school leaders and school staffs towards identifying the areas of greatest need and sufficiency.
2.2.2 Leadership and Management
The Principal and DP, together with their Leadership & Management Team, are tasked with the practical implementation of this dimension. The roles undertaken by the Principal and DP and the particular responsibilities assigned to members of the Leadership & Management Team, will contribute towards the effective administration and management of the school, but will also be integral to the leadership functions of the school. Leadership and Management go hand in hand and have but one common purpose – to provide the best possible facilities, organisation and environment to support and promote Teaching and Learning, which is the core function of the school. The domains in this dimension are:
Leading Teaching and Learning
Managing the Organisation
Leading School Development
Developing Leadership Capacity
Ideally, all Teaching Staff would be familiar with the Quality Framework and its implications for their school before embarking on a process of identifying the leadership and management needs of the school
3 PREPARING FOR THE PROCESS
3.1 CONFIRMING THE NEED FOR A POST OF RESPONSIBILITY (POR) INTERVIEW PROCESS
Circular 0027/2025 outlines the allocation of PoRs to schools. However, if the school has a Privileged Assistant or a Personal Basis Allowance Holder on the Staff, it may mean that the vacant PoR must be assigned to this person without a competition (Para 3.5 of Circular 44/2019).
3.2 AP POSTS – SOME CAVEATS
All API and APII vacancies will be filled by internal competition The competition will be open to all permanent and temporary teachers in the school. However, a temporary teacher who is assigned to a PoR will have to relinquish it when his/her temporary contract comes to an end
A BoM must be satisfied, before assigning a teacher to a SEN post, shared or otherwise, that the AP can competently and effectively discharge the duties of the AP post in addition to the requirements of the SEN post.
Where a BoM decides that it is not possible for an AP working in a shared SEN post to also perform the duties assigned to the AP post, the teacher working in the shared role will temporarily relinquish the post to an acting AP while the AP works in the shared SEN post. The Acting AP will not establish personal title to the post and will relinquish it when the teacher working in the shared role resumes the full-time role
3.3 PROCEDURE & TIMING
3.3.1 Plan the Procedure
The process of Recruiting and Appointing candidates to a PoR is organised in a logical step by step sequence. Before beginning the process, it is critically important that the Principal and Chairperson of the BoM, on behalf of the BoM, thoroughly familiarise themselves with the process and plan its implementation. This is critical because unless procedure is followed meticulously, one of the candidates may choose to appeal the final decision, citing a breach in procedure. Such a breach of procedure will inevitably mean starting the process again from the beginning
3.3.2 Getting the Timing
right
It is especially important that enough time is allowed for the process. This should take account of: discussing the process with the Staff with the objective of ensuring that everyone is aware of the upcoming vacancy and are fully informed of the process involved providing an opportunity for each member of the staff to consider their own possible application and to reflect on the possibly of not being appointed and, in that case, how they can respect and support their colleague who has been appointed having the Staff review and reflect on the mission, vision and ethos of the school in the context of the new post preparing the Staff to identify the Leadership and Management needs and priorities of the school by ensuring that they understand and appreciate the Quality Framework for Schools, and in particular the L&M Dimension
the length of time required by the more formal aspects of the process:
o Staff consideration of mission, vision, ethos of the school
o Staff consideration of their overall and individual attitudes to the post and how they will support the appointed person, regardless of who is properly appointed
o Identification of the L&M needs and priorities of the school
o advertising the position
o time for candidates to make their applications (10 school days)
o time to process the applications and shortlist candidates for interview (up to 5 days)
o “a reasonable amount of time” is to be allowed as notice of interview – normally one week
o the interview and BoM meeting to ratify the Interview Board’s recommendation
o time to notify the appointed candidate and the other candidates, pending appeal
o time for appeal, should any candidate wish to do so
o appointment administration
It would be advised that the BoM aim to conclude the process at an opportune time – the eve of a holiday or short break period. This gives the school community time and space to reflect and to prepare to support the appointed candidate. The Principal and Chairperson should therefore select the time when they wish the process to conclude and work backwards to give themselves sufficient time to work through the process in an orderly manner.
3.4 STAFF PREPARATION
Openness and transparency should be experienced by every staff member in relation to PoR appointments – they should be fully informed of upcoming PoR vacancies and of the procedures involved in filling them. It is also important that time be given to allow for reflection among Teachers in relation to their aspirations to a PoR.
Not all teachers can be part of the Leadership & Management team. Experience has shown PoR interviews have caused friction and upset in Staffrooms in the past. All applicants must be treated with respect and given a full and fair opportunity to make their case to the Interview Board. Teachers should have confidence in the Interview Board to fairly adjudicate the candidates. All Staff Members should then respect the result and give their full support to the person appointed.
A discussion at a Staff Meeting may be helpful in preparing staff members to consider their feelings in relation to a vacant PoR:
Are they going to apply for the PoR?
Do they have an expectation of being appointed?
Do they consider that their colleagues would be equally successful in the PoR?
How will they react if they are not successful at interview?
At such a meeting, the Principal might address the following:
Assure everyone that you are thoroughly familiar with the procedures and that the BoM has made preparations to conduct the process in accordance with the procedures
Encourage all eligible teachers – all teachers who are appropriately qualified and on a fixed term or permanent contract - on the staff to consider applying for the PoR and assure them that it is not a sign of failure if they are not appointed
Make the point that not everyone who applies can be appointed and that everyone needs to consider how they would react if not successful
Make the point that not everyone is necessarily suited to school leadership whereas all teachers are leaders of teaching and learning in their own roles within the school community
Ask the staff to consider the futility and waste of becoming disaffected because of not being appointed to a PoR (assuming that the procedures were properly and fairly carried out)
Consider announcing the results of the appointment on a Friday evening or immediately preceding a break or holidays. This gives all candidates an opportunity for reflection, if needed
3.5 IDENTIFYING THE LEADERSHIP AND MANAGEMENT NEEDS AND PRIORITIES OF THE SCHOOL
The BoM is responsible for identifying the changing needs and priorities of the school and the necessary leadership, management and support requirements. In doing so, it will have regard to the views of staff in the school.
When a vacancy occurs for a post of responsibility, a consultation process, such as discussions at a staff meeting, between the Principal, Deputy Principal and teaching staff and thereafter, the BoM will determine:
the identified leadership and management needs and priorities of the school
the roles and responsibilities which need to be performed for the effective leadership and management of the school taking into account the identified needs and priorities of the school the distribution of these roles and responsibilities between the available leadership and management posts by reference to the school’s own priorities
It is important that this consultation process includes consideration of the leadership aspects of the Leadership & Management team rather than viewing the process as merely producing a “list of jobs”. The Staff should consider
The school’s unique character, i.e.
o the core values and vision of the school are and how the PoR can assist in translating these into practice – how they will impact on the ethos or “feel” of the school
o the needs of the school in relation to issues raised through analysis of the school’s strengths and weaknesses using the Quality Framework
o The alignment of the school’s Mission Statement, Vision and School Plan and how these are serving the current pupil and curricular profiles
The school plan
The requirements of the DEY and its agencies
The actual roles and responsibilities which need to be assigned in order to improve educational outcomes by creating a positive school climate and environment as well as motivating and empowering educators and learners within their school community
The distribution of the above roles and responsibilities among the available PoRs. All staff should fully comprehend that the Principal will have to assume those roles and responsibilities not distributed to other members of the Leadership & Management team.
It is expected that a consensus on the requirements for the vacant PoR(s) will be reached between the BoM and Staff. If not, the BoM will decide.
4 RECRUITMENT AND APPOINTMENT PROCESS
4.1 ADVERTISING THE POST OF RESPONSIBILITY
On completion of the consultation process, the vacant leadership and management position should be notified to all teachers on leave and currently serving in the school. The advertisement should be placed in a prominent position in the Staff Room. The notice should specify the following
The level of the PoR – AP I or AP II
The fact that the appointee will become a member of the school’s leadership and management team
The roles and responsibilities of the post based on the L&M needs and priorities of the school as identified by the BoM and that these roles and responsibilities are subject to change
The closing date for receipt of applications – at least 15 days (10 days in Community National Schools) from the date of publishing of the notice (including that day)
That applications should specify to whom and the address to which the application should be sent and whether or not a CV or letter of application is required
The notice must be displayed on the staff notice board in the school until after the closing date
4.2 INTERVIEWS
4.2.1
Interview Board
The Interview Board will consist of:
Chairperson of the BoM Principal of the School Independent Assessor (from appropriate Panel)
4.2.2
The Interview
The Interview Board will meet as soon as possible after the closing date and consider all applications. They will arrange to interview all candidates and will conduct an interview even if only one candidate applies.
Invitations to interview should be issued in writing or by e-mail within a reasonable time of the closing date for receipt of applications and will include:
a. Details of the date, time and venue for the interviews
b. details of the established criteria for the post
c. a request for the applicant to notify the Interview Board if s/he requires any additional assistance in relation to a special need.
The interview venue should be fully accessible and in compliance with all Disability and Health and Safety legislation.
All questions at interview shall relate to the requirements of the particular post. No question will be asked nor information sought in any form from an applicant which might be construed as being discriminatory. In the selection of staff for boys only and girls only schools, special care should be taken to ensure that both male and female applicants are given equal opportunity to present themselves as suitable. Questions should not give the impression that the Interview Board has a preconceived view of the suitability of either a man or a woman for a particular post.
4.2.3 Marking Sheet
The following is the Marking Scheme to be used for Assistant Principal Interviews:
API / APII Marking Sheet
Demonstrated capacity (with relevant examples of professional, educational or life experience) in relation to:
Leading Learning and Teaching
Managing the Organisation
Leading School Development
Developing Leadership Capacity
25 Marks
25 Marks
25 Marks
25 Marks
Each member of the Interview Board is required to complete his or her own individual marking sheet for each applicant and give it to the Chairperson of the Interview Board on completion of the interviews.
The individual marks will be added and the final mark for each applicant will be used to produce a ranking of applicants who are deemed suitable for appointment.
Click here to access Sample API and APII Interview Questions
4.2.4 Determining the Successful Candidate
On completion of the interview process, each member of the Interview Board is required to give the Chairperson of the Board their own individual marking sheet for candidates. These will establish each applicant’s final mark and produce a ranking of applicants
The Chairperson will produce a written report for the BoM, indicating:
o that selection procedures have been followed
o if there has been a disclosure of interest/integrity to the Interview Board and the outcome of the disclosure
o the ranked order of candidates – in accordance with their marks received
o the name of the nominated candidate for appointment
The BoM meets to approve the appointment of the nominated candidate, subject to the outcome of an appeal, if any
The BoM will post a notice in a prominent area of the Staff Room and send it to any candidates who are on leave, as follows:
"The Board of Management of (name of school)..... proposes to offer the post of....... (specify post) to...... (name of teacher), provided that an appeal in writing by an unsuccessful candidate against the proposal has not been lodged with the Chairperson of the Board of Management within ten school days* of the publication of this notice."
(Date of publication and signature of Chairperson to be included with notice)
* the ten school days include the day of posting of the notice
If there is no appeal within the time specified, the BoM will issue an offer to the successful candidate
4.2.5 Retention of Documents
All documents, including contracts, in relation to the successful candidate will be retained for the duration of employment plus 7 years.
Documentation in relation to unsuccessful applicants should be kept in the school for a period of 18 months, in accordance with Data Protection procedures
4.2.6 Offer, Contract & Form PoR1
The letter of offer will include the following:
Confirmation of the appointment, subject to the provisions of Circular 44/2019 and Circular 0027/2025, particularly that the candidate cannot be appointed until after the expiry of the appeal period, or the resolution of an appeal, if there is one
Statement that the role is subject to regular review
Statement that the responsibilities of the PoR may require the teacher to participate in the leadership role outside of the standard school day
Statement that the post holder must enter a contract to undertake the role of the PoR Requirement to enter into a contract with the BoM before taking up the appointment
The BoM will then ensure that a contract is entered into between it and the successful candidate. This contract will include the following:
Statement that the BoM will authorise the DEY to pay the appropriate allowance for the PoR, in addition to the teacher’s salary
Statement that, in the event of a dispute between the Principal and teacher in relation to any aspect of the PoR which cannot be resolved through discussion between them, the teacher may refer the matter to the BoM
The contract will take the format of a written agreement, signed by both parties. The BoM will furnish the teacher with a copy of the contract and will retain a copy in the teacher’s file. The contract will include the following:
the roles and responsibilities agreed between the BoM and the successful candidate an acknowledgement that the roles/responsibilities of the leadership and management positions are subject to review and may change according to the needs and priorities of the school
an acknowledgement that fulfilling the roles/responsibilities may require him/her to participate outside of the standard school day
the BoM will authorise the DEY to pay the post-holder the relevant allowance for undertaking the roles and responsibilities assigned to the post-holder
The BoM will inform the DEY of the appointment and authorise payment of the appropriate allowance by completing and returning Form PoR1
Click here to access Form PoR1
4.3 ROLES & RESPONSIBILITIES FOR PORS
4.3.1
Assignment and re-assignment
All Post-holders, including those holding posts on a personal basis, must undertake roles and responsibilities assigned or re-assigned to them
Assignment and re-assignment of roles and responsibilities to APs may be delegated by the BoM to the Principal
The Principal (or BoM) will assign roles and responsibilities to Post Holders, taking account of: The level of the PoR – API, APII The needs and priorities identified by the BoM in consultation with the Staff.
Best practice would recommend a meeting between the Principal, Deputy Principal and Post Holder to outline objectives for the PoR. These may be linked to school self-evaluation strategies.
The Principal may, following consultation with the Post Holder, reassign the Post Holder to alternative roles and responsibilities in accordance with the above
The roles and responsibilities of each post holder will be set out in a Statement of Roles and Responsibilities
4.3.2
Annual Report
All post holders with leadership and management responsibilities are accountable to the Board of Management/ETB for the fulfilment of their roles and responsibilities and how their work contributes to the pedagogic and organisational advancement of the school. They will be required to make an annual report to the Principal/Deputy Principal in relation to the objectives set for their PoR. These reports will form part of the Principal’s annual Leadership and Management report to the BoM
4.3.3
Review
All Post Holders will be required to regularly (at least every 2 years) review their PoRs with the Principal /Deputy Principal. The review will include:
The review will consider: the Post Holder’s current role is meeting the changing needs of the school the professional development of the Post Holder progress on the objectives and areas of responsibility agreed with the Post Holder
AS the needs of the school evolve, the review may result in a re-assignment of the Post Holder’s Objectives, Roles and Responsibilities within the ISM
In the event of the teacher having a dispute with the Principal in relation to any aspect of the roles and responsibilities attached to the post and, if the matter cannot be resolved through discussions between the Principal and the teacher, the teacher may raise the issue with the Board of Management/ETB
5 THE APPEALS PROCESS
5.1 THE APPEALS PROCESS
The Appeals Procedure provides for an Arbitration Board to adjudicate on an Appeal in a fair and reasonable manner. Its remit is to examine and decide if proper procedures were followed. It is not intended to replace the Interview Board and it is not intended that there would be legal representation.
The Arbitration Board shall be considered a domestic forum and accordingly, neither Management nor the INTO intends that there would be legal representation at any hearings arranged by the Arbitration Board.
5.2 MAKING AN APPEAL
An unsuccessful candidate who wishes to appeal the decision of a BoM to appoint another candidate must do so within 10 school days of the date of publication of the notice of appointment. S/he must do so by submitting a completed Notice of Appeal Form to the Chairperson of the BoM, setting out the grounds for Appeal
Click here to access Notice of Appeal Form
5.3 GROUNDS FOR APPEAL
It is a matter for the unsuccessful applicant to identify the grounds for an appeal and he/she may only appeal on one or more of the following ground(s) in relation to an alleged breach of procedure:
Pre-interview:
• lack of consultation on the roles and responsibilities
• breach of the advertising rules
• non-notification about the post to teachers on leave of absence
Interview process:
• composition of the Interview Board
• non-disclosure of a family or a material relationship
• non gender-balanced Interview Board
• a computational error in the Interview Board marking sheet of the Appellant which makes a material difference to the outcome
• a departure from the agreed selection criteria or marking scheme.
Supporting evidence must be supplied in respect of the grounds of appeal identified and relied upon by the unsuccessful applicant
A candidate who believes he/she has been discriminated against contrary to the Employment Equality Act may process a claim in accordance with the provisions of the legislation.
5.4 BOM RESPONSE
The Chairperson of the BoM will Inform the successful candidate that an appeal has been lodged
Respond to the Appellant within 10 school days, by registered letter or e-mail, addressing only the appeal grounds set out in the Notice of Appeal form and within the appeal period. Supporting evidence submitted after this time will not be processed, OR
Decide whether or not to collapse the Appeal by advising the Appellant and all other candidates that the process will be recommenced at either
• The initial consultation / allocation of role stage
• The advertisement stage
• Interview stage
5.5 ARBITRATION BOARD
Response Form
Where the Appellant notifies the Chairperson of the BoM that s/he wishes to proceed with the Appeal the BoM will, within 5 school days contact the Patron’s representative and the INTO District CEC representative to appoint by agreement a Board of Arbitration to hear the appeal
The Board of Arbitration will comprise 3 persons, as follows: a representative of Management, on behalf of the Patron/CE a representative of the INTO an agreed independent Chairperson
Once the Chairperson of the Arbitration Board has been appointed, the Chairperson of the BoM will forward to him/her, within 5 school days:
Three copies of the Notice of Appeal and supporting documentation received from the Appellant
Three copies of the Management Response on a confidential basis, the marking sheets/records of the Interview Board
Only documents specifically referenced in the Notice of Appeal or Management Response to the appeal are admissible. Any additional and/or unsolicited documentation will not be considered by the Arbitration Board and will be returned to the sender. The Arbitration Board may seek copies of certain documents relevant to its consideration of the appeal from either party to the appeal
The Appellant is required to substantiate each appeal ground selected on the Notice of Appeal form with supporting rationale/defence. The supporting rationale must be relevant to the specific appeal ground selected.
5.6 ARBITRATION BOARD HEARING
The Arbitration Board will arrange a hearing without delay, to which it will invite the Appellant, Respondent (BoM) and witnesses, if any. The following rules of due process and fair procedure will apply:
All documentation, except the Marking Sheets, but including any additional documents sought by the Arbitration Board (AB), will be copied and made available to both parties in advance of the hearing. The Marking Sheets will be available to the AB on a confidential basis only.
The Chair of the AB will clarify these procedures to each party and will also clarify that the AB will only consider those grounds set out in the Appellants Notice of Appeal
The parties will be given reasonable notice of the hearing
The Appellant may be accompanied and assisted by a person of his / her choice
Each party will be given an opportunity to present its case to the AB
Each party will be present to hear, at first hand, what each party and any witnesses have to say
Each party will have an opportunity to question or respond to the other party through the Chair
The AB itself will be entitled to question each party or seek further clarification
The AB may, where appropriate, allow the parties to provide further information on the clear understanding that the other party may respond to it
The AB may, if necessary, agree to adjournments
5.7 ARBITRATION BOARD FINDINGS
The AB will withdraw to make its decision. This decision will be conveyed in writing to the Chairperson of the BoM and to the Appellant will be final and binding on both parties.
In the case where the AB decides to reject the Appeal, it will simply record that fact.
In the case where the AB decides to uphold the Appeal, it will record its advice to the BoM to recommence the appointment process at
• The initial consultation stage
• The advertisement stage
• The interview stage
No other written records or minutes of the proceedings of the AB will be kept
5.7.1 Where the AB rejects the Appeal
Where the AB rejects the Appeal, the BoM will confirm the appointment of the successful candidate and notify the DES of that fact
5.7.2 Where the AB upholds the Appeal
Where the AB upholds the Appeal and a second interview is required, the following will apply:
Primary Schools
Community National Schools
The Chairperson of the Board of Management
The Principal Teacher
2 Independent Assessors, (to be drawn from a panel agreed with the union, neither of whom were involved in the original selection) shall comprise the second Interview Board
In the event of a tie, the Chairperson shall have a second or casting vote
1 Nominee of the CE of the ETB
School Principal
2 Independent Assessors, to be drawn from a panel agreed with the union, neither of whom were involved in the original selection
In the event of a tie, the Chairperson shall have a second or casting vote. Note: Chairperson can be drawn from either the ETB representative or the independent members
5.8 SECOND APPEAL
Where an appeal is made against the decision of the second Interview Board, the BoM or ETB will forward details (Notice of Appeal and BoM Response) to the Management Body / ETBI and INTO for adjudication
6.1 ACTING PRINCIPAL
6.1.1
3 or more Teacher Schools
The DP will be promoted to the role of Principal in the absence of the Principal. The Acting Principal will be paid the Principal’s allowance where the acting-up period lasts for a period of one month or more
Where the DP refuses to undertake the Acting Principal post, his /her DP allowance will not be paid for the duration of the acting post. The BoM may then advertise the post of Acting Principal through external open competition. If no suitable applicant applies the BoM will appoint an acting DP who will be promoted to Acting Principal
6.1.2
2 Teacher Schools
In two teacher schools, the mainstream class teacher must undertake the role of the Principal teacher during any period that he/she is absent from the school. In the event that the mainstream class teacher is not prepared to undertake the role of the Principal teacher his/her allowance shall be withdrawn.
6.1.3
1 Teacher Schools
In one teacher schools the replacement teacher will be paid an acting allowance subject to the provisions of this circular
For Long Term Acting Appointments – a minimum period of one school year – the BoM may alternatively appoint an Acting Principal or DP through internal competition as outlined in Section 3 of this Resource Bundle
6.2 ACTING DP
The most senior suitable Assistant Principal I should be promoted to fill an acting Deputy Principal's post. In schools without an Assistant Principal I, the most senior suitable Assistant Principal II may be appointed as acting Deputy Principal. The Acting Deputy Principal will be paid the Deputy Principal’s allowance where the acting-up period lasts for a period of one month or more.
6.3 ACTING API
The most senior suitable Assistant Principal II should be promoted to fill an acting Assistant Principal I post. The Acting API will be paid the API allowance where the acting-up period lasts for a period of 84 days or more.
6.4 ACTING APII
A vacancy for acting Assistant Principal II should be filled by the promotion of the most senior suitable un-promoted teacher within the staff of a school. The Acting APII will be paid the APII allowance where the acting-up period lasts for a period of 84 days or more.
6.5 LONG TERM ACTING APPOINTMENTS
Long Term Acting Appointments are Acting Appointments for a minimum of one school year. Short Term Acting Appointments are Acting Appointments for a maximum of one school year
Long-term acting positions may be filled by promoting the most senior suitable person at the lower grade of post.
Where the most junior post holder is promoted to a more senior long term acting post, the resultant vacancy must be filled by internal competition, as outlined in Section 3 of this Resource Bundle
BoMs may alternatively fill a long-term acting post by internal competition from within the staff in accordance with Section 3 of this Resource Bundle
Short term acting appointments should be filled, where possible, by the same person for the duration of the absence.
Long term acting appointments which are warranted and are set to continue into a second school year or longer may continue uninterrupted or where deemed appropriate by the Board of Management/ETB may be re-advertised within the school. Notification of continuation of appointment must be submitted to the Department.