ADMINISTRATIVE PERFORMANCE APPRAISAL PROCESS
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Statement of Philosophy
The Madison Metropolitan School District has a strong tradition of educational
leadership provided by its administrative staff. To provide recognition and support for
this leadership, the District has identified a comprehensive administrative evaluation
program as an essential component leading to staff growth and development.
The primary objectives of the evaluation program are as follows:
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To maintain and improve individual work related performance.
To relate individual performance to organizational and personal goals.
To provide positive reinforcement to individuals for their job related
performance.
To identify job related performance that needs to be improved and to
develop an appropriate plan of assistance.
To identify critical job functions and to measure performance against
those functions.
To establish performance as a basis upon which compensation is awarded.
Basic Design of the Performance Evaluation Program
Components
The evaluation program for administrators consists of four components:
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A seven-category appraisal process
Data input
Performance
An administrative goal agreement with the administrator’s supervisor
The Central Administrator’s Performance Appraisal Process includes the
performance categories of:
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Organizing & Planning
Problem Solving & Conflict Resolution
Management/Administration
Collaboration/Communication
Leadership
Supervision & Evaluation
Job Knowledge/Professional Growth & Development
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The Principal’s Performance Appraisal Process includes the performance
categories of:
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Competence in the Teacher Standards Under PI 34
Promoting the Shared Vision of Learning
Instructional Program Conducive to Student Learning and Staff
Professional Growth
Management of the Organization, Operations and Resources
Collaboration with Families and Community Members
Conducting All Matters with Integrity, Fairness and in an Ethical Manner
Understanding, Responding to and Influencing the Larger Political, Social,
Economic, Legal and Cultural Context
Data Input may originate from a variety of sources including formal and
informal surveys, test scores, climate surveys, discussions with stakeholders, etc.
Performance Results may include School Improvement Plans, departmental
improvement, projects, desired outcomes, etc.
The Goal Agreement will consist of no more than three specific goals taken from
individual items comprising the detail of School Improvement Plans, Climate
Surveys, Appraisal Document, etc.
Ratings
The appraisal performance categories are evaluated by a rating scale which
consists of three ratings: exemplary, proficient and improvement needed.
a.) Exemplary – Should an administrator believe that he/she deserves an
exemplary rating, the administrator must supply evidence to his/her
supervisor of the accomplishments or other factors that warrant an
exemplary rating. A supervisor shall not issue an exemplary rating to
an administrator without this documentation.
b.) Proficient – A rating of “proficient” does not require special
documentation from either the administrator or the supervisor.
c.) Improvement Needed – Should a supervisor rate any category as
“improvement needed,” the supervisor must submit documentation
supporting that rating. No rating of “improvement needed” may be
issued without such documentation.
Should a rating of “improvement needed” be issued, the supervisor will
immediately notify his/her supervisor and the Executive Director of
Human Resources.
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Schedule of Evaluations
The Performance Appraisal Process for each administrator will be conducted at
least annually. All elements contributing to the appraisal (data, performance
output and goal-oriented agreement) will also be completed annually.
Appraisal Process
Appraisal Document – Each selected element of each category on the appraisal
document will be rated individually with a composite rating scored for the entire
category.
Appraisal Report
Supervisor’s Comments – While ratings are important, it is generally felt that
the most important aspect of the Job Performance Appraisal is the Supervisor’s
written comments. There are several reasons for this:
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Comments can further explain the reasons behind the ratings
Comments can tell how to improve performance, whereas ratings can do
no more than indicate that past performance was good or bad
Comments can refer to trends and reflect how present performance relates
to previous performance, whereas ratings can refer only to performance
during the rating period
Comments can describe actual behavior, incidents and data, whereas
ratings provide only a summary conclusion of them
Goal Agreement
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Goal Document – The goals refer to annual improvement of programs,
projects and activities identified by the administrator for priority attention
during each contract year. The goals represent a formal agreement
between the administrator and his/her supervisor for the accomplishment
of a set of specific results. Each goal should reflect an improvement/
change effort. A maximum of three goals is recommended.
Self-Evaluation – At the end of the contract year, but prior to the meeting
with the supervisor to discuss progress in achieving each goal, the
administrator should complete a self-evaluation report which summarizes
how well the administrator believes he/she has progressed in completing
each goal.
Supervisor Evaluation – At the end of each contract year, the supervisor
will meet with the administrator and evaluate the completion of the
approved goals. All evidence of “Exemplary” or “Improvement Needed”
ratings must be presented at this meeting. This evaluation will be one
element of input to the annual appraisal.
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III. Advancement Through A Salary Range – Administrators placed at other than step
12 of the Administrator’s Salary Schedule shall normally advance to the next higher step
effective July 1 following the date of appointment and may advance depending upon
performance to each higher step upon completion of each additional year of service.
Depending on performance, each July 1 administrators may advance by either 0, .5, or
1.0 salary steps pursuant to the chart below. A certification form must be completed for
this advancement.
Merit Increment
1.0
.5
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Performance Criteria
All ratings on the most recent Performance Appraisal must be at the
Proficient level or above.
All ratings on the most recent Performance Appraisal must be at the
Proficient level, other than one which may be at the Improvement
Needed level.
Two or more ratings on the most recent Performance Appraisal are
at the Improvement Needed level.
Supplemental Administrative Policies and Procedures
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A new administrator shall be eligible only for one-step increments until
completion of his/her second contract year.
The term “majority of all ratings” as used in the Performance Criteria shall
be defined as a majority of the performance categories for which an
administrator has received a rating.
IV. Merit Pay Plan For Administrators At Salary Step 12 – Administrators who have
reached salary step 12 of his/her respective salary range and have received a “Proficient”
rating or better on each of the Performance Appraisal rating categories with at least one
exemplary rating during the two most recent rating periods shall be eligible to an
additional 3% of step 12 pay on July 1 following completion of three (3) years of service
as an administrator with the Madison Metropolitan School District. Administrators will
be eligible for additional increases of 3% of step 10 pay every three years thereafter if
performance dictates. A certification form must be completed for this advancement.
Eligibility for Merit Increases Subsequent to Not Receiving a Merit Increase
Due to Performance – Should an administrator become eligible for consideration
for a merit increase but not receive an increase due to performance issues, that
administrator will be eligible the following year for consideration of a merit
increase.
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V. Supplemental Information
Definition of Base Pay – “Base Pay” as referred to in this plan is the contracted daily
rate without any additional compensation for extra duties or additive pay.
Schedule of Performance Appraisals – The District reserves the right to conduct
performance appraisals at anytime it deems necessary. Regular performance appraisals
shall be conducted each year.
Staff Development – Administrators eligible for merit pay pursuant to the terms of this
plan shall be obligated upon request of the District to share the expertise associated with
their exemplary rating(s) with District personnel through the Staff Development
Coordinating Committee which shall determine the most appropriate inservice training
vehicle.
Administration – The Executive Director of Human Resources or his/her designee shall
be charged with the responsibility to interpret and apply the provisions of this merit plan
and to promulgate policies and procedures as may from time to time be necessary to
effectuate this responsibility.
Limitations on Frequency of Merit Adjustments – No administrator shall receive more
than one three percent (3%) adjustment within any three year period.
Years of Service – “Years of Service” as referred to under Criteria for Eligibility shall be
defined as contract years consistent with the amount of days dictated in each
administrator’s contract and the current definition of a year of service.
December 27, 2007
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