Superintendent Goals Final Tally- April 2014

Evaluating Your

Superintendent

of Schools School Year 2013-2014

School Board of Lee County, Florida

To affect the quality of the day,

that is the highest of arts.

—Henry David Thoreau

ANSWERING BIG QUESTIONS

In preparing this goal document and its accompanying assessment format, I considered several factors including conversations with School Board members as well as personnel at all levels of the organization, goals in the current District Strategic Plan, current systems in place, and my perception of the needs that have been expressed by many in the days leading up to the start of my work as the Superintendent of the School District of Lee County. It is clear that there is much work to do, and I am honored to lead the charge to move us forward to benefit the many children entrusted to all of us who work in this system. Sometimes it is necessary to go backwards to move forward, so I have gone back to some basics of organizational development. Beginning with the end in mind, I am reminded of five questions that leadership theorist Peter Drucker proposed as the most important questions a leader must ask to intentionally assess an organization: 1. What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan? When all who work within our system are able to clearly answer these questions, we will be on our way to becoming a school system that will be recognized for its quality, data and research-based decision making, and overall success as evidenced by outstanding student achievement and development. These are the five questions we must answer in full.

The answers to these questions must be fully developed and stated in plain and simple terms. The answers must be clearly understood by the entire school district community: our parents and students; our faculty and staff; our business and community partners; our supporters and critics alike. It is my intention to lead a strong school system rather than a group of schools and departments working in isolation of one another. It must be a system focused on teaching and learning for all children. My commitment to excellence is also a commitment to sound decisions, equity at every level, and authentic continuous improvement throughout the system. These proposed Superintendent goals should serve two purposes initially: (1) a map to guide me as I lead the system; and (2) a tool for the School Board to work with me to assess my work. They will also serve longer-range improvement as the beginning of a long-term planning approach that focuses on what matters most: improving student achievement, building greater human capacity throughout the organization, and aligning spending with the District’ Strategic Plan. The goals within this document will move us closer to answering our five key questions. Drawing on the great breadth and depth of experience we have individually, it is important that we work together to develop a unified response to each question. Such unity and clarity represents a quality organization at its highest level, which is the only kind of system worthy of our children.

Nancy, J. Graham, Ed.D

Superintendent of Schools

Superintendent Evaluation for School Year 2013-2014 Page 3 SCHOOL BOARD OF LEE COUNTY, FLORIDA

1. STUDENT ACHIEVEMENT: TEACHING AND LEARNING

Strategic Plan Goals:

Reading Performance will improve. Math performance will improve. Writing performance will increase. Science performance will improve. Achievement gap will improve.

Superintendent Goal:

Increase student achievement gains system-wide by focusing on teaching and learning.

Checkpoint Benchmarks Evidence Dr.

Graham Ms.

Fischer Mrs.

Dozier

Ms.

Morgan

Mr.

Armstrong Mr.

Scott

Board

Average

October

Review school data with

100% of Principals through

Executive Directors for

School Development who

will work with Principals to

establish school and

principal goals.

School and principal goals

4 4 4 4 3 4 4

January

Train 100% of principals in

progress monitoring

strategies, including use of

data.

Training calendar

4 4 4 4 4 3 4

April

Report school gains against

expected gains as part of

principals’ mid-year

assessment.

Gains report

4 3 3 2 3 3.5 3

July

Review data for increase in

student gains as measured

by the appropriate

summative assessments for

each level.

Gains report

Rating Scale: 5 Performance exceeds criteria; 4 Performance meets criteria; 3 Performance requires improvement; 2 Performance is unsatisfactory; 1 Cannot judge


2. STUDENT ACHIEVEMENT: DIFFERENTIATED ACCOUNTABILITY




Increase the total points earned as measured in the Florida school grading system for Turnaround Schools (DA)


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

October

Director of Turnaround

Schools is appointed and a

plan for improvement

developed.

Improvement plan

4 4 4 4 1 4 4

January

Baseline data will be

identified, database will be

established, and data will be

archived.

Baseline data definitions

4 4 4 4 4 3 4

April

Measure school gains

against expected gains as

part of principals’ mid-year

assessment.

Gains report

4 1 3.5 2 3 3.5 2.83

July

Review data for increase in

total points as measured by

appropriate summative

assessments for each level.

Gains report



3. STUDENT ACHIEVEMENT: CAPACITY FOR SUCCESS




Initiate plan to develop internal capacity in schools, with principals and school staff, to gather, analyze and synthesize student performance

data to improve classroom instruction


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

October

Form School Data Working

Group with representative

principals, teachers, and

appropriate District-level

personnel to develop plan.

Group membership roster

4 4 4 4 2 3.5 3.83

January

Review plans from School

Data Working Group for

modification as necessary,

and adoption.

Improvement plan

4 3 4 4 4 4 4

April

Provide a calendar of school

staff training in use of

performance data (either

pilot or system-wide).

Training calendar

4 4 4 4 4 4 4

July

Assess progress on data

plan implementation, make

modifications as needed,

and proceed with next stage

of implementation.

Progress analysis and revised improvement plan



4. LEADERSHIP & MANAGEMENT: VISION AND MISSION


The District will receive external review and recognition.


Review and refine District Vision and Mission


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

January

Collaborate with stakeholders, including School Board, to define vision and mission.

Recommendation for Vision and Mission statements

5 5 5 4 4 4 4.33

April

Identify metrics in the

Strategic Plan and other

evidence that show progress

toward realizing the Vision.

Progress analysis

4 1 4 3 4 4 3.67



5. LEADERSHIP & MANAGEMENT: ORGANIZATIONAL DESIGN


Maximize the efficiency and effectiveness of District resources.


Develop a District organizational chart that is: focused on student achievement, provides student support and operational structures that

support schools, is fiscally responsible, and demonstrates accountability


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

October

All positions will be staffed by qualified, diverse personnel. The Superintendent will clearly communicate that the role of central staff is to support schools.

(a) Organizational chart (b) Sample communications to central staff

4 3 5 4 3 4 3.67

January

Meet with Division and Department leaders to set Division and Department goals consistent with Superintendent’s goals and the District’s Strategic Plan.

Summary of department goals

4 4 4 4 4 4 4

April

Present timeline for Board

review of progress related

to Strategic Plan goals.

4 3 3 2 4 4 3.33

July

Review Department leaders’

reports of accomplishments

relative to goals. Include

progress toward goals as

part of end-of-year

Performance Evaluations.

Progress analysis



6. PROFESSIONAL DEVELOPMENT: COMPREHENSIVE PLANNING


Recruitment, engagement and retention of highly qualified employees will improve. The District will create/improve the development “pipeline” for school and District leadership positions, including both internal and

external opportunities.


Develop a comprehensive Professional Development Plan for all staff.


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

January

Complete an assessment of

existing professional

development offerings.

Form a Working Group to

draft a Professional

Development Plan for

submission to the

Superintendent.

(a) Draft professional development plan (b) Report of professional development statistics by position for all bargaining units

4 3 4 4 4 4 4

April

Review Professional

Development Plan and begin

implementation of same.

Professional development plan

4 3 3.5 3 4 3.5 3.5

July

Show evidence of active professional development training throughout organization.

Progress analysis



7. PROFESSIONAL DEVELOPMENT: STRENGTHENING THE ORGANIZATION


Engagement and retention of highly qualified employees will improve.

The District will create/improve the development “pipeline” for school and District leadership positions, including both internal and external

opportunities.


Build a strengths-based organization.


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

January

Review Strengths Survey completed by District leadership (principals and above).

Summary document of Strengths Survey.

4 4 4 4 4 3.5 4

April

Provide professional development to help District leaders understand and manage their strengths. Review personal strength-building goals and end-of-year evaluations. Assess organizational strengths and weaknesses, and define measures to build capacity.

Metrics for measuring success of Strategic Plan Goal for recruitment, retention, and engagement.

4 3 4 4 4 4 4

July

Assess progress made on individual “strength-building” goals as part of end-of-year evaluations.

(a) Findings of survey of principal strengths. (b) Draft organizational and leadership development plan.



8. FINANCE & BUDGETING: STEWARDSHIP


The budget allocation plan will reflect the high-priority Goals of the District, both short-term and long-term.

Maximize the efficiency and effectiveness of District resources.


Develop a Fiscal Year Budget that aligns with the Strategic Plan.


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

January

Plan for the development of the FY15 budget, including criteria on: High-priority educational goals of the District, high-priority operational and support goals of the District, financial parameters, process changes (if any) relating to priority-setting role of the School Board, adjustments to roles of principals and department leaders, means of obtaining parent and community involvement, mechanisms for feedback from stakeholders, budget timeline, and other critical matters.

Board briefing on budget planning

4 4 4 4 4 4 4

July

Propose preliminary budget

that omits any use of

reserves.

Draft budget



9. FINANCE & BUDGETING: TAKING A LONGER VIEW


The District will engage in long-range planning, as initially reflected in a 3-year budget estimates plan, to support educational and program

decision-making.


Refine/develop a five-year Budget plan to aid the School Board and District leadership in program decision-making.


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

January

Identify existing programs that may no longer be effective or necessary to determine if budget resources can be reallocated to higher-priority programs.

Five-year budget plan

3 In

process

3

4

4

4

3

3.67

April

Draft a five-year estimate of

expenditures and revenues,

based on projected

enrollment and staffing data,

program planning, priority

goals, updated performance

metrics, and assumptions of

costs and revenue changes

in the local/state/national

fiscal environment that may

impact the District.

Analysis report

4 4 4 4 4 3. 5 4

July

Review and revise five-year

plan each year to reflect

actual experience and

changing circumstances.

Proposed revisions to five-year budget plan



10. COMMUNICATION & COMMUNITY RELATIONS: LISTENING & LEARNING Strategic Plan Goals:

Increase communication and parent/community involvement


Maintain positive relationships with community leaders and organizations


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

October

Superintendent meets with

key community leaders,

organizations and other

stakeholders as identified by

the Superintendent and the

School Board.

Completed roster of key contacts per Board Member’s input 5 4 5 3 5 4 4.33

January

Maintain and provide a log

of interactions to School

Board Members.

Meeting log

4 3 4 3 4 4.5 3.67

April

Assess progress through

self-evaluation by

Superintendent.

Progress analysis

5 4 5 4 4 5 4.33



11. COMMUNICATION & COMMUNITY RELATIONS: SERVING OUR CITIZENS




Establish Parent Citizen Referral System (PCRS)


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

October

Plan for implementation of

PCRS.

Draft technical description 5 4 3 4 5 4 4

January

Full implementation of

PCRS.

Sample PCRS report

5 Full

function since 9/13

4

5

4

4

5

4.33

April

Establish baseline data. Baseline statistics 4 4 4 3 4 4 4

July

Analyze the data collected

through PCRS.

Analysis report



12. COMMUNICATION: TRANSPARENCY AND ACCURACY




Improve School District communication both internally and externally.


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

January

Develop an updated plan for

internal and external

communications, both at the

District and school levels,

creating a system for weekly

information dissemination

and regularly scheduled

roundtable or individual

discussions with the media.

(a) Sample weekly communications (b) Evidence of roundtables 4 3 4 4 4 4. 5 4

April

Provide mid-year report of

initial roll-out of

communications plan.

Superintendent self-assessment 5 4 4 4 4 5 4

July

Determine progress on plan,

make appropriate

adjustments.

Progress report



13. COMMUNICATION & COMMUNITY RELATIONS: BETTER TOOLS FOR TEAMWORK




Utilize technology to support communications.


Graham Ms.

Fischer Mrs.

Dozier Ms.

Morgan Mr.

Armstrong Mr.

Scott Board

Average

January

Create a system for Web conferencing for communicating regularly with District leadership.

Calendar of Web conferences

5 Feedback

From users

5

5

4

4

4

4.33

April

Collect feedback on Web

conferencing from District

leadership.

Feedback summary 4 4 4 4 4 3.5 4

July

Evaluate resource savings

and value of consistent,

timely communication with

District leadership.

Progress report


Documents

Superintendent Goals Final Tally- April 2014