Administrative Compensation: Based on Performance
This chapter includes the summary of a recommended plan of performance-based administrative compensation. The purpose is to support board accountability with compensation based on performance that is fair to administrators. The board should use performance-based compensation to be sure that taxpayers are getting their money's worth and to support performance improvement, management development, and teamwork. The heart of the plan is a concept of fair salaries and positive relationships offered by the board to administrators in exchange for performance information and evaluation proving that a good job is being done and identifying improvement opportunities. Administrative compensation is a critical issue in the management transition required in every district by the new circumstances of education. In many districts administrators have come to feel less well protected and less well compensated compared with teachers. The approach recommended in this chapter is designed to support teamwork and accountability: to provide a sound foundation for board decisions, and to assure fairness to administrators.
The recommended plan emphasizes responsibility for and delivery of good performance, justifying salaries and budgets on this basis. This is the only responsible (and politically salable) justification in an era of board assertiveness and public concern about school performance and accountability. This system is also designed to offset personal opinions of the board and superintendent with objective evidence of good performance. Thus administrators are given some of the same protections that teachers have won through union contracts, yet in a system that is performance-based and can be used to justify fair salaries and ade-