SUPERINTENDENT EVALUATION

Transcription

1 SUPERINTENDENT EVALUATION

2 Page1 Session Take-Aways NASB Standards for Effective Board Governance Superintendent Evaluation Protocol and Procedures Sample Superintendent Job description Sample Superintendent Evaluation Task List Sample Superintendent Evaluation Tools Superintendent Performance Plan Superintendent Pay Transparency Act Superintendent Evaluation Hot Topics Question & Answer NASB Standards for effective board governance To promote student growth and achievement, an effective school board will adopt and adhere to board leadership and governance standards. I. MISSION, VISION, and GOALS The Board annually reviews the district s vision and mission statements, annually adopting board and district goals to support the mission. II. POLICY GOVERNANCE The Board continuously reviews, revises, and develops policies and procedures to ensure accountability focused on growth and student achievement. III. COMMUNITY ENGAGEMENT The Board establishes effective communications with stakeholders through actively engaging parents, students, staff, and community members with the intent to promote the district s image, build positive working relationships and sustain long-term partnerships that will serve education. IV. ACCOUNTABILITY and STUDENT ACHIEVEMENT The Board continuously monitors the progress of district goals utilizing data to support growth and promote shared accountability for maximizing student achievement. V. ADVOCACY The Board advocates for children, public education, learning, and equity to support improved student achievement for all students. VI. DISTRICT RESOURCES The Board aligns and manages district resources in a responsible manner to meet goals and to promote growth of student achievement.

3 Page2 VII. BOARD OPERATIONS The Board ensures meetings are effective, efficient, and orderly focused on policy and proper board governance and conduct. VIII. BOARD SUPERINTENDENT RELATIONS The Board and Superintendent establish and sustain a professional and collaborative working relationship to support and advocate for growth and student achievement. IX. PROFESSIONAL DEVELOPMENT The Board and Superintendent participate in continuous and appropriate training and professional development to build shared knowledge and values. TABLE TOPIC Discuss with your elbow partners the greatest challenges you face personally or as a board with superintendent evaluation.

4 Page3 Superintendent evaluation protocol and procedures It is the responsibility of the school board to evaluate the performance of the superintendent. No process or form is completely objective. There will always be some subjectivity and judgment on the board s part. As elected officials representing the school district, you have been designated to make those judgments. The process presented is designed to reduce subjectivity and increase objectivity. Fair application of the evaluation process is best determined through collaboration and agreement by the board and superintendent about what, how, and when the superintendent evaluation will be conducted. The guidelines of an effective superintendent evaluation process: All board members will participate in the evaluation process Follow the laws for open/closed session The board will execute the evaluation process utilizing: the superintendent employment contract; the superintendent job description; the board adopted evaluation instrument; and, the superintendent/district performance goals NASB Sample Superintendent Job Description Superintendent/Board Relations A. Support and facilitate the work of the Board of Education. B. Maintain open and appropriate communication with the Board of Education. C.. Policy A. Ensure the policies/procedures/operational protocol/administrative guidelines and school law regulations are carried out and promote a safe, respectful, and healthy school environment. B. Utilize a defined process to review and revise policy. C. Leadership A. Motivate, lead, guide and direct administration, staff, students, and community members. B. Implement the district mission and vision statement. C. School Finance Planning/Management A. Demonstrate the ability to provide effective financial forecasting and long and short-term financial planning. B. Engage the Board of Education in a series of budget related workshops to educate and sustain support of the development (needs and priorities) and funding of the budget.

5 Page4 Curriculum and Instruction A. Oversee the planning and evaluation of curriculum and instruction to ensure student achievement meets the outcome goals established by the board and administrative leadership team. B. Maintain a working knowledge of current research and educational issues. Staff Development A. Foster an environment that encourages continuous learning and improvement on the part of all district staff and administrators. B. Develop and implement an effective system of staff development focused on improving the educational and operational programs of the district, with appropriate input from the Board, administration, and staff. Communication A. Communicate clearly with staff, students, parents, and community both verbally and in written form. B. Communicate appropriate district information in a timely manner with all staff. District/Community Relations A. Establish and maintain a program of public relations to ensure a cooperative working relationship between the school district and community. Provide continuous and current communications regarding school district activities, educational needs, policy, and district challenges/successes. B. Communicate with and understand the needs and perspectives of various community groups. Personnel Management A. Develop and implement a hiring process that complies with applicable state and federal law and enables the district to attract the most qualified applicants. B. Develop and maintain job descriptions for all staff, subject to Board review and approval. Organizational Management A. Utilize a systematic approach to managing continuous improvement throughout the district. B. Maintain, directly or through delegation, personnel, pupil, business, and other records as required by law and/or board policy. District Facilities Management A. Provide recommendations/proposals to the Board regarding new learning facilities, additions/improvements to existing facilities. B. Collaborate with the Board of Education to implement short and long-term maintenance plans for building and grounds, delegating duties, as the Superintendent deems appropriate.

6 Page5 December November NASB Sample Superintendent Evaluation Task List Suggested Timeline *Sample* Superintendent Evaluation Task List Activities Annual/Summative Evaluation(excerpts) Request that the superintendent complete an evaluation self-assessment, update the superintendent s performance plan and provide the documents to the board president Responsible: Board President and Superintendent Compile and attach supporting documents to validate the evaluation self-assessment Responsible: Superintendent Update the Superintendent Performance Plan and attach to the evaluation self-assessment. The superintendent should identify, based upon the self-assessment, no more than four performance areas on which to focus his/her growth professionally. Responsible: Superintendent Distribute the superintendent s self-assessment, supporting documents, updated performance plan, a blank assessment instrument, job description, contract, and goals to all board members Responsible: Board President Provide a stated time and date for board members to return their completed superintendent evaluation to the board president Responsible: Board President Compile the results of the board s evaluation of the superintendent (including all scoring and comments contributed by individual board members). Individual comments regarding accolades, concerns, or recommendations for growth and/or improvement should be recorded under each area Responsible: Board President Contact the school attorney to ensure that the board is following the direction of the attorney regarding discussion of the superintendent evaluation in open vs. closed session Responsible: Board President Execute the Summative Superintendent Evaluation (excerpts) Place the Summative Superintendent Evaluation on the Regular Board Meeting Agenda. Per the direction of your school attorney, include a closed session to discuss the evaluation of personnel Suggested language to support the board discussion if you enter closed session: Statement by the Board President: I would entertain a motion to enter into closed session to discuss the evaluation of the superintendent and prevent needless injury to his/her reputation. Motion: So moved (Board member Spatz) and seconded by (Board Member Jorgensen) to enter into closed session to discuss the superintendent evaluation and prevent needless injury to his/her reputation.

7 Page6 Board President: Roll call vote please. Board members vote. Secretary states the vote. President restates: It has been moved by Spatz and seconded by board member Jorgensen for the board to enter closed session to discuss the superintendent evaluation and prevent needless injury to his/her reputation. Note: The minutes must reflect the entire motion, each board member s vote, and the time in which the closed session started and ended. Responsible: Board President and Superintendent Reach consensus on the areas the individual is excelling and identify areas of growth and/or improvement to be addressed by the superintendent Responsible: Board Compile the identified areas of growth and establish performance indicators to support expectations for progress and timelines to report to the board the success, progress, and completion Responsible: Board and Superintendent Request that the superintendent sign and date the Summative Superintendent Evaluation Summary document along with the board president and place the original in the superintendent s personnel file. The president should retain a copy for his/her board records Responsible: Board President and Superintendent Request that the superintendent develop or update his/her performance plan for ensuring progress and completion of the identified district goals Responsible: Board and Superintendent The superintendent evaluation process offers the board an avenue to strengthen communication with the superintendent. Conducting the superintendent evaluation is required by Nebraska law. NEB. REV. STAT If the probationary certificated employee is a superintendent, he or she shall be evaluated twice during the first year of employment and at least once annually thereafter. In addition to these statutory requirements, the board s evaluation of the superintendent is an ongoing process. This process should follow district policy and the superintendent s contract language. Effective and continual performance evaluation is beneficial to both the superintendent and board of education.

8 Page7 These benefits may include but not be limited to: Strengthening the working relationship between the board and the superintendent Enabling each party to voice their thoughts and ideas Providing a forum to assess strengths and weaknesses of the superintendent Documenting communication of the board s expectations and an accountability standard Affording the board with an opportunity to understand the superintendent s job satisfaction Allowing the board to articulate satisfaction with the superintendent s job performance Identifying professional development goals Providing an opportunity to review the district s progress toward the district/strategic planning/goals Reaffirming the board s role as the superintendent s employer NASB Sample Superintendent Evaluation Tools Sample 1: NASB Superintendent Evaluation Governance Standard 1: Vision, Mission, Goals The superintendent will keep the District vision, mission, and goals at the forefront of decision making and planning. Performance Indicators Rating Comments to support rating 1.1 Collaborate with the Board to establish and sustain long and short term operational and achievement goals 1.2 Provide data and leadership to the board to ensure the identification and adoption of board and district goals 1.3 Oversee the planning and evaluation of curriculum and instruction to ensure student achievement meets the outcome goals established by the board and administrative leadership team Please provide comments to support ratings of Met, Progressing or Not Met:

9 Page8 Governance Standard 2: Board Meeting The superintendent will meet established requirements in preparing for and conducting board meetings. Performance Indicators Rating Comments to support rating 2.1 Post all meetings by the board conducted in accordance with the Nebraska Open Meetings Act 2.2 Follow the adopted policies on planning and conducting board meetings to include agenda development, Annual Board Calendar, public input, and reporting minutes Please provide comments to support ratings of Met, Progressing or Not Met: Governance Standard 3: Communications Leadership The superintendent will provide leadership to the Board of Education in board, staff, and community relationships. Performance Indicators Rating Comments to support rating 3.1 Demonstrate respect and cooperation in professional relationships with the board and individual board members, staff and community 3.2 Recognize and protect the chain of command 3.3 Develop a process to seek input from citizens on matters relating to the school district and communicate with the community Please provide comments to support ratings of Met, Progressing or Not Met:

10 Page9 Sample 2 Priority Performance Goals The board, in discussion with the superintendent, established the following priority performance goals for the year: District Goal or Board Priority: (To be inserted by the district.) Superintendent Priority Performance Goal: (To be inserted by the district.) Rating: Comments: Sample 3 STANDARD STANDARD 1: Vision, Continuous Improvement and Focus of District Work The Superintendent has: Set focused goals and objectives for the district Taken clear, planned actions to meet the district goals and objectives Supported the effective use of data for decision-making district wide SUPERINTENDENT REFLECTION AND COMMENTS FORMATIVE (Mid-Year) SUMMATIVE (End-of-Year) BOARD RESPONSE / RECOMMENDATIONS FORMATIVE (Mid-Year) SUMMATIVE (End-of-Year)

11 Page10 Distinguished Proficient Needs Improvement Failing Sample 4 Explanation of Rating System Distinguished Performance is clearly outstanding Performance is superior, far exceeding expectations Performance is exceptional on a regular or continuous basis the superintendent far outperforms relative to minimum expectations Proficient Adequately performs all functions within the role, meeting or occasionally exceeding expectations Performance is adequate, meeting or occasionally exceeding standards or expectations generally associated with performance Needs Improvement Periodically fails to meet expectations associated with assigned tasks, targeted goals, or professional competencies Performance is less than adequate on a periodic or frequent basis the superintendent may be developing within the position, but needs to improve to be considered proficient Failing Performance is below acceptable levels Fails to meet most expectations associated with the role of superintendent substantial professional improvement is needed before the superintendent can be considered proficient in the role Objective Performance Standard District Operations and Financial Management Superintendent manages effectively, ensuring completion of activities associated with the annual budget; overseeing distribution of resources in support of district priorities; and directing overall operational activities within the district. Key Performance Indicators Effectively works with the board to develop and monitor district policy Regularly assesses state of district facilities and equipment and develops replacement and updating schedules as appropriate Demonstrates knowledge appropriate to the role of the superintendent regarding all financial and budgeting issues Works with the board and district business official to successfully accomplish financial and budgetary priorities including meeting all timelines associated with the annual budget Develops contingency plans designed to address anticipated and unanticipated budgetary necessities Provides regular as requested financial and budgetary reports to the board Ensures end-of-year results are consistent with budgetary planning expectations

12 Page11 How would you classify the superintendent s overall performance in the area of District Operations and Financial Management? Distinguished Proficient Needs Improvement Failing Comments: Superintendent Performance Plan Following the NASB Superintendent Protocol and Procedures for an effective evaluation process is one fundamental step in the roles and responsibilities of the leadership team. Working in collaboration, the board and superintendent will then identify and establish a Performance Plan to support his/her professional growth. Utilizing the performance plan, the board ensures open communication so that the superintendent: receives direction in a format that is understandable, measurable, concrete, and that documents accountability; understands the expectations of the board; recognizes how he/she may be accountable to the board; ensures personal and professional growth in his/her role as superintendent; is assured of timely and appropriate review and feedback from the board; is enabled to provide proper documentation to support progress and success Through this open and clear framework, the board ensures an open and clear understanding of expectations. Communication is predominantly the common criteria lacking in an effective evaluation process. The board completes the evaluation, but unfortunately, this is the stopping point. Follow through will ensure the success of the superintendent and the board. Note: The Performance Plan should be reviewed and updated throughout the year to assess progress and success. Modifications should only be made if the board/superintendent discuss and agree upon appropriate changes.

13 Page12 The Performance Plan should consist of: goals (what must he/she do to achieve the objective or what is the intended result) performance indicators (how will the board measure progress and/or success) timeline (when will progress/success be assessed or completion date) signature (once the Performance Plan has been completed and reviewed the board president and superintendent, both will sign and date placing a copy in the superintendent s personnel file and a copy will be retained by the board president) Sample Performance Plan (Detail specific performance standards not met.) Supt Job Description Task: Collaborate (Detail specific examples of evaluation standard not met.) Supt Evaluation A3. Conducts a continuous evaluation of the development and needs of the school system, utilizing input from staff, students, and community as appropriate. (Detail what is expected in terms of progress/success.) Implement, manage, monitor progress, and provide timely updates to the Board of Education regarding the progress and success of the Board/Administrators identified District Goals.

14 Page13 Superintendent Pay Transparency Act LB 470 Neb. Rev. Stat. Sections through The Superintendent Pay Transparency Act took effect July 1, All school boards and ESU s are required to publish a superintendent s proposed contract or amendment and a reasonable estimate and description of all current and future costs to the district or ESU, at least three days prior to the meeting where the contract or amendment will be considered. The new law also requires the district and ESU to publish a copy of the new contract and a reasonable estimate and description of all current and future costs associated with the contract within two days after the meeting at which the contract was approved. The district or ESU must also file a copy of the new contract or amendments with the State Department of Education. The District must file a copy of the contract or amendment with NDE on or before August 1. Failure to file by August 1 st will result in state aid being withheld from the district/esu until such time the contract or amendment is filed and reviewed by NDE. Funds from county treasurer will also be withheld until commissioner notifies treasurer to release funds. Instructions are located at the link below: View contracts here: Superintendent evaluation Hot topics/q & A 360 evaluations Superintendent self-evaluation Can you ask the superintendent to step out of the room when the board is discussing the evaluation? Should the evaluation be conducted in Open or Closed session? Does the evaluation need to be signed?