1. The Performance Management And Appraisal System (PMAS) Principal Performance Appraisal

2. Why is Performance Appraisal Important to Principals? A properly designed and managed appraisal process is the most efficient and cost effective means of identifying and managing teacher performance and development needs. A properly designed and managed appraisal process is the most efficient and cost effective means of identifying and managing teacher performance and development needs. It is also the best method to focus teachers on those activities that will deliver the greatest impact on schools’ learning culture It is also the best method to focus teachers on those activities that will deliver the greatest impact on schools’ learning culture

3. Objectives of Principal Appraisal To standardize the process of evaluation across schools at all levels To standardize the process of evaluation across schools at all levels To provide for fair, effective, and consistent principal evaluation in every school To provide for fair, effective, and consistent principal evaluation in every school

4. Objectives of Principal Appraisal Cont’d To ensure that students receive the benefit of an education system led by principals who are performing their duties satisfactorily To ensure that students receive the benefit of an education system led by principals who are performing their duties satisfactorily To provide a system and a mechanism for effective coaching and monitoring of principals To provide a system and a mechanism for effective coaching and monitoring of principals To promote professional growth To promote professional growth

5. NOTE This evaluation will determine whether the principal’s performance meets the require standards of the post he/she occupies. This evaluation will determine whether the principal’s performance meets the require standards of the post he/she occupies. Identify objectively the principal’s strengths and weakness, record significant achievements and shortcomings Identify objectively the principal’s strengths and weakness, record significant achievements and shortcomings Assess principal’s performance in an effort to identify training needs and to assist with career development Assess principal’s performance in an effort to identify training needs and to assist with career development

6. The Performance Evaluation Model The process should be on-going and involves a three-stage cycle The process should be on-going and involves a three-stage cycle Planning Planning Monitoring Monitoring Review Review

7. The Appraisal Team Education Officer Education Officer School Board Chairman School Board Chairman Vice Principal Vice Principal Teacher Selected by the Appraisee Teacher Selected by the Appraisee Head of Department / Senior Teacher Head of Department / Senior Teacher PTA Representative PTA Representative Student Representative Student Representative

8. The Appraisal Team (Cont’d) Each appraisal will be conducted by a team and Each appraisal will be conducted by a team and not the Supervisory Officer alone. There should be no less than 5 persons on the appraisal team. The Supervisory Officer of his/her designate will conduct the final performance review meeting with the principal. The Supervisory Officer of his/her designate will conduct the final performance review meeting with the principal.

9. The Appraisal Team (Cont’d) The appraisal cannot be conducted without the following persons: The Supervisory Officer The Supervisory Officer Chairman of the School Board or his/her designate Chairman of the School Board or his/her designate Vice Principal Vice Principal A professional within the school chosen by the appraisee A professional within the school chosen by the appraisee

10. Performance Evaluation Model Beginning of Review Period Beginning of Review Period - Establish /clarify job requirements - Establish and link Ministry goals - Link with School Improvement Plan - Agreed performance standards - Individual action plan On-going Monitoring & Evaluation (Termly reviews) On-going Monitoring & Evaluation (Termly reviews) Review ( End of Year) Review ( End of Year)

11. NOTE The Appraiser should: Ensure that there is a job description. A job description is a management tool that clearly outlines the major duties, responsibilities, working conditions and qualifications of a job. Ensure that there is a job description. A job description is a management tool that clearly outlines the major duties, responsibilities, working conditions and qualifications of a job. It outlines what is to be done on the job, and the accountability for actions and results in terms of the total components of the job It outlines what is to be done on the job, and the accountability for actions and results in terms of the total components of the job

12. The Review Meeting Before the Review Meeting Before the Review Meeting - Notify teacher - Review performance records, exam results etc. results etc. - Draft provisional assessment - Consult with team Setting Up the Interview Setting Up the Interview Allow enough time Allow enough time Ensure privacy Ensure privacy Reduce anxiety Reduce anxiety

13. The Review Meeting (Cont’d) During the Meeting - Stay in control - Listen - Focus on performance factors - Develop action plan - Remain positive After the Meeting - Complete appraisal forms - Forms to be signed by teacher - Submit forms

14. Roles & Responsibilities of Key Players SUPERVISORY OFFICERS SUPERVISORY OFFICERS Assist principals to understanding their responsibilities. Assist principals to understanding their responsibilities. Assist principals to develop their Action Plans and setting performance standards. Assist principals to develop their Action Plans and setting performance standards. Monitor principals’ performance. Monitor principals’ performance. Keep a log of their activities. Keep a log of their activities. Provide ongoing feedback. Provide ongoing feedback. Provide coaching & mentorship. Provide coaching & mentorship.

15. Roles & Responsibilities of Key Players PRINCIPALS Know the mission, objectives & policies of the organization ( MOE & school) Know the mission, objectives & policies of the organization ( MOE & school) Guide the operational plan of the school Guide the operational plan of the school Know his/her job description Know his/her job description Maintain & improve knowledge & skills Maintain & improve knowledge & skills Know & agree to performance expectations and assessment criteria Know & agree to performance expectations and assessment criteria Know & understand consequences for poor performance Know & understand consequences for poor performance Produce & maintain output of high quality Produce & maintain output of high quality

16. The Appraisal Instrument The main body of the instrument is divided into six parts. 1. Planning 2. Instructional Leadership 3. Interpersonal Skills and Relationships 4. Resource Management 5. Professionalism & Work Ethics 6. Organizational Culture

17. The Appraisal Instrument (Cont’d) Incident Review & Feedback Form Ensures proper record keeping for recall of information during the appraisal process Ensures proper record keeping for recall of information during the appraisal process Provides the basis for dialogue Provides the basis for dialogue

18. Measuring Performance Rating Scale Each performance factor/attitude on the Performance Appraisal Form is rated in one of four categories 1. Unsatisfactory: Performance not meeting position requirements & is therefore unacceptable 2. Area of Concern: Performance is at minimally acceptable level & must improve 3. Meets Expectations: Performance consistent in meeting all expectations 4. Exceeds Expectations: Performance above average; exceeds requirements for the job.

19. The Appeal Process Should a principal disagree with results of his/her performance appraisal. He/She should note it in the space provided on the appraisal form Should a principal disagree with results of his/her performance appraisal. He/She should note it in the space provided on the appraisal form Discuss disagreements with the Supervisory Officer Discuss disagreements with the Supervisory Officer When all efforts to resolve has been exhausted an official appeal should be registered to the Regional Director When all efforts to resolve has been exhausted an official appeal should be registered to the Regional Director All appeals must be in writing All appeals must be in writing

20. The Appeals Committee The Committee will comprise The Regional Director The Regional Director Vice Chairman/ Member of the School Board Vice Chairman/ Member of the School Board Senior Education Officer Senior Education Officer Vice Principal/ Senior Teacher Vice Principal/ Senior Teacher A teaching colleague (from the school) A teaching colleague (from the school)

21. The reward for work well done is the opportunity to do more work (Dr. Jonas Salk) Have A Rewarding Day!!!

22. THE END