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Colleen Miller, Director of Leadership Development
Superintendent Evaluation
Superintendent Evaluation: Our Work Today
Importance of this work
3
It is required by RCW for school boards to evaluate the superintendent on a yearly basis.
The evaluation process is not mandated at this time.
WSSDA is currently conducting pilots of evaluations processes based on research and best practice.
Board/superintendent relationship
4
An ideal approach:ConsultativeCollaborativeGrowth-orientedOpen & honest
5
HonestHumble AuthenticRespectfulReliableReasonable
KnowledgeableInformedCompassionatePerformance-orientedObjectiveGrowth-orientated
Characteristics of effective evaluators
Job
Descriptio
nElements of Superintendent Evaluation
6
To be effective in their districts, superintendents must focus on meeting the regular, ongoing responsibilities that cause the district to function effectively. To do so, and to ensure that boards and superintendents share a common understanding of these roles and ongoing responsibilities, superintendents must have a clearly defined job description.
Pilot 5 Superintendent Evaluation PilotPilot 5 Superintendent Evaluation Pilot
http://www.wssda.org/Resources/WASuperintendentEvaluationInitiative/Pilot5.aspx
Appendixes
Resources for a Job Description
Criteria BasedFramework:Rubrics
Elements of Superintendent Evaluation
Objective rating criteria that is comprehensive, relevant, and consistently applied
Based on professional standards with descriptors of observable and documentable evidence
Standard 1—Visionary Leadership: The superintendent is an educational leader who improves learning and achievement for each student by leading the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by school and community stakeholders.
Strand 1—Advancing a district-wide shared vision for learning. The superintendent…
Themes Unsatisfactory Basic Proficient Distinguished
Builds commitment to the vision.
limits references to the district’s vision for learning
engages the board, principals and other administrators, teachers, and other district employees in periodic discussions of the district vision
engages both internal and external stakeholders in regular discussions of the district vision and builds shared understanding and commitment to the vision
engages both internal and external stakeholders in systematically evaluating the continuing value and appropriateness of the vision, and resolves conflicts that may arise
Framework Resources
WSSDAWSSDA
http://www.wssda.org/Resources/WASuperintendentEvaluationInitiative/Pilot1.aspx
http://www.wssda.org/Resources/WASuperintendentEvaluationInitiative/Pilot5.aspx
Framework/Rubric
Standards
Self-ReflectionEvaluation
Elements of Superintendent Evaluation
WSSDAWSSDA
http://www.wssda.org/Resources/WASuperintendentEvaluationInitiative/Pilot4.aspx
Appendixes
Implementation Guide
Resources
Goals
Elements of Superintendent Evaluation
SMART Goals
Specific
Measurable
Achievable
Relevant Time bound
1. Increase STEM offerings in secondary schools that prepare for and expose students to career opportunities in
- At least 80 7th and 8th graders enroll in Gateway to Technology program
- Secure CTE funding for middle school and high school offerings
- Identify options for cross-crediting PLTW courses at DPHS as well as workplace readiness and career path counseling (school-to-work).
- Meet enrollment targets in Gateway course
- Help teachers obtain necessary Voc. Certification
- Document rules for cross-credit
Goals
WSSDAWSSDA
http://www.wssda.org/Resources/WASuperintendentEvaluationInitiative.aspx
Continuous Improvement
Elements of Superintendent Evaluation
Annual Five-Step Cycle of Continuous Improvement
Questions
Thank you!