superintendent evaluation: a new model for the 21st century
TRANSCRIPT
Superintendent EvaluationA New Model for the 21st Century
Sublette County School District #1Pinedale, Wyoming
Superintendent Evaluation: A New Model for the 21st Century
Presented at the 2015 NSBA Convention
Presenters:
Jay Harnack, SuperintendentMark Pape, Board Chairman
Superintendent Evaluation: A New Model for the 21st Century
Sublette County School District #1
● Small, Rural School District ● Western Wyoming● 1,000 Students● 7 Member Board
Superintendent Evaluation: A New Model for the 21st Century
MISSION STATEMENT: In partnership with parents and our community, Sublette County School District #1 is committed to providing a student centered, 21st Century learning experience that will inspire all students to become lifelong learners and prepare each of them to be responsible and successful adults in a global society.
Superintendent Evaluation: A New Model for the 21st Century
Board/Supt Goal: Model and Apply 21st Century Skills to the Superintendent Evaluation Process● Use of critical thinking and creativity to solve problems.● Working collaboratively.● Demonstrating the use of digital technologies.● Engaging in self guided learning.● Using and managing information effectively.● Act on creative ideas to make a tangible and useful
contribution to the field of K-12 education.
Superintendent Evaluation: A New Model for the 21st Century
Critical Components of the Evaluation Model :
● Clearly Defined Roles and Responsibilities
● Quality Evaluation Process○ Monthly Formative Feedback for the
Superintendent. Self Evaluation for the Board.
● Transparency
Superintendent Evaluation: A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
The Board and the Superintendent collaboratively developed a Leadership and Governance Policy Manual.
This is a stand-alone policy manual, separate from the Board Policy Manual. It clearly defines the role of both the Board and the Superintendent.
The Leadership and Governance Policy Manual is included as a handout.
Superintendent Evaluation: A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:SCSD 1 Board Governance Policy Manual
http://goo.gl/jQ0VHh
Superintendent Evaluation: A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
Creating the Leadership and Governance Policy Manual.● 36 hours of training, facilitation and collaboration between the
Board and with the Superintendent.
● Leadership and Governance Manual (Two Sections):○ Section 1: Board specific. Includes Board Covenants, Code
of Conduct, Ethics, etc.○ Section 2: Defines the roles and responsibilities for the Board
and Superintendent in 14 key areas.
Superintendent Evaluation: A New Model for the 21st Century
● General● Policy● Regulations● Meetings● Budget/Finance● Instruction● Personnel● Community Relations
● Labor Relations● Student Services● Facilities, Transportation,
Food Services ● Board Superintendent
Relationship ● Strategic Planning● Board Orientation and Board
Professional Development
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:Creating the Leadership and Governance Policy Manual.Defining the roles and responsibilities for the Board and Superintendent in 14 key areas.
Superintendent Evaluation: A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
Leadership and Governance Policy Manual.
The Leadership Governance policies are designed to focus the Board’s attention on the following priorities:
● Creating realistic expectations.● Delineating clear roles and responsibilities.● Increasing accountability for results.● Basing leadership on policy rather than administrative detail.● Making decisions collaboratively.● Governing proactively rather than reactively.● Continual learning for boards, staff, students and community.
Superintendent Evaluation: A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:Leadership and Governance Policy Manual Example: Section 2.2 - Policy
2.2 Policy Board
The Board will approve all written operational policies. The Board, when necessary, will clarify for the Superintendent the intent of board policies.
The Board will establish, approve, and review the district Strategic Plan, vision and mission statement, governance policies, and roles and responsibilities policies.
Superintendent
The Superintendent will implement board policies.
The Superintendent will act as an advisor to the Board in areas needing policy development or revision.
The Superintendent will maintain a current, up-to-date manual of adopted governance policies and operational policies.
The Superintendent will take reasonable steps to avoid causing or allowing conditions, procedures, actions or decisions that are or have the potential of being unlawful, unethical, unsafe, disrespectful, undignified or in violation of board policy.
Superintendent Evaluation: A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
KEYS TO SUCCESS:
● Take the time to develop the Leadership and Governance Policy Manual.
● Review and/or revise the policy manual after each board election cycle. Give new board members opportunity for input.
Superintendent Evaluation: A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
KEYS TO SUCCESS:
● Every new Board member participates in an orientation process. This includes a designated section on the Leadership / Governance manual and practices.
● Leadership/Governance orientation is conducted by Board Chairman with input from current Board members.
● Be committed to the defined roles. It must become a culture and an identity for long-term success.
Superintendent Evaluation: A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
Prior to adopting this process, all of the district’s certified evaluation processes included formative evaluation and feedback components...except the superintendent evaluation.
Why wouldn’t the board model this same process with the Superintendent?
Superintendent Evaluation: A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
● Align the superintendent’s job description to the Leadership and Governance Policy Manual.
● Both the Board and the Superintendent benefit from ensuring a the Superintendent’s job description matches the Leadership and Governance Policy Manual.
● Align the evaluation instrument to the job description.
Superintendent Evaluation: A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
● Break the 14 evaluation components into monthly, formative evaluations.
● Align the evaluation timeline to the Board/Superintendent work cycle.
Superintendent Evaluation: A New Model for the 21st Century
January● General and Board Orientation and Professional
Development.
February● Policy and Regulations
March● Meetings
April● Community Relations and Labor Relations
May● Personnel
June● Student Services.
July● Board/Superintendent Relations
August● Budget/Finance and Facilities, Transportation,
Food Services
September● Instruction
October● Strategic Planning
November● Superintendent Summative Evaluation
December● Board Summary Self Evaluation
A QUALITY EVALUATION PROCESS:
Superintendent Evaluation: A New Model for the 21st Century
Key Timeline Considerations:
● Monthly evaluations occur 1-2 months after the conclusion of key work or artifact presentation.○ Instruction - After presentations by superintendent and principals
on student achievement.○ Board Orientation and Professional Development - After new
board has been seated and board orientation has occurred.
● Superintendent Summative Evaluation in November○ Prior to seating of new board members. New board members do
not participate in the evaluation of the superintendent.
A QUALITY EVALUATION PROCESS:
Superintendent Evaluation: A New Model for the 21st Century
Monthly Formative Evaluations:● Digital (Google Forms)
● Compliance Rating System (1-4) - ORIGINAL SYSTEM○ “4” means performance is in full compliance with this expectation.○ “3” means progress is being made toward this expectation.○ “2” means performance requires attention. Requires a comment.○ “1” means performance is not in compliance with this expectation.
Requires a comment.
A QUALITY EVALUATION PROCESS:
Superintendent Evaluation: A New Model for the 21st Century
Monthly Formative Evaluations:● Digital (Google Forms)
● Compliance Rating System (1-4) - CURRENT SYSTEM○ “4” means performance fully meets expectations. ○ “3” means performance meets expectations most of the time.○ “2” means performance meets expectations some of the time.
Requires a comment.○ “1” means performance does not meet expectations.
Requires a comment.
A QUALITY EVALUATION PROCESS:
Superintendent Evaluation: A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
Monthly Evaluation Form - SuperintendentMonthly Evaluation Summary - Superintendent
Monthly Self-Evaluation Form - BoardMonthly Self-Evaluation Summary - Board
Superintendent Evaluation: A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
KEYS TO SUCCESS:
● Align the superintendent’s job description to the Leadership and Governance Policy Manual.
● Align the evaluation instrument to the job description.
● Superintendent summative evaluation before elections. Evaluation conducted by members familiar with the superintendent’s performance.
Superintendent Evaluation: A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
KEYS TO SUCCESS:
● Break the 14 evaluation components into monthly, formative evaluations.
● Align the evaluation timeline to the Board / Superintendent work cycle.
● Superintendent receives feedback on performance each month.
Superintendent Evaluation: A New Model for the 21st Century
TRANSPARENCY:
Monthly Evaluations:
● Board members sign into the district’s Google domain to complete the evaluation.
● Identifying email addresses are recorded and time stamped. No anonymous ratings or comments.
Superintendent Evaluation: A New Model for the 21st Century
TRANSPARENCY:
Monthly Evaluations:● Any rating of 2 (meets expectations some of the time) or
lower requires a comment.
● All ratings of 3 (meets expectations most of the time) or lower are discussed at that meeting. If the rating is a part of the board self evaluation, in open session. If a part of the superintendent evaluation, in executive session.
● Superintendent has an opportunity to address concerns and have the area reviewed again at a future board meeting or the summative evaluation.
“4” means performance fully meets expectations. “3” means performance meets expectations most of the time.“2” means performance meets expectations some of the time. Requires a comment.
“1” means performance does not meet expectations. Requires a comment.
Superintendent Evaluation: A New Model for the 21st Century
TRANSPARENCY:
Monthly Evaluations:
● Superintendent maintains the monthly spreadsheets.
● Spreadsheets are shared with all board members. Board members can access at any time. “Revision History” function ensures all changes are recorded.
● Superintendent compiles the monthly spreadsheets into a summary.
Board Self Evaluation Summary Spreadsheet
Superintendent Evaluation: A New Model for the 21st Century
TRANSPARENCY:
Monthly Evaluations:
● The board shares the results of their self evaluation in open session, and with the public through and e-governance system (Board Docs).
● Board members take turns leading the discussion of the results of the self evaluation (January through October).
Superintendent Evaluation: A New Model for the 21st Century
TRANSPARENCY:
Superintendent Summative Evaluation:
● Superintendent knows the summative rating score one month before the summative evaluation meeting.
● Superintendent has access to all scores and comments that are a part of the evaluation.
Superintendent Evaluation: A New Model for the 21st Century
TRANSPARENCY:
Board Summary Evaluation Review:
● All board members know the overall and individual scores, as well as any comments made.
● The board reviews any suggested changes to the Leadership and Governance Policy Manual. After a board election year, a complete, collaborative review of the Leadership and Governance Manual is scheduled.
Superintendent Evaluation: A New Model for the 21st Century
TRANSPARENCY:
KEYS TO SUCCESS:
● No anonymous evaluations.
● Low ratings require reasons, and are discussed immediately, with feedback for the superintendent.
● Superintendent has an opportunity to address concerns, and present evidence of improvement at future meetings, or during the summative evaluation.
Superintendent Evaluation: A New Model for the 21st Century
TRANSPARENCY:
KEYS TO SUCCESS:
● Both the Board and the Superintendent have the ability to see ratings and comments in real time.
● The Board shares their self-evaluations with the public.
● Superintendent has an opportunity to address concerns, and present evidence of improvement.
Superintendent Evaluation: A New Model for the 21st Century
SUMMARY:
CLEARLY DEFINED ROLES AND RESPONSIBILITIES
● Clearly define the roles and responsibilities for both the board and the superintendent in policy.
● New board members need buy in. They were not part of creating the process. Review and/or revise the policy manual after each board election cycle.
● All board members and the superintendent must be committed to the defined roles. It must become the “governance culture” for long-term success.
Superintendent Evaluation: A New Model for the 21st Century
SUMMARY:A QUALITY EVALUATION PROCESS
● Alignment between the Leadership and Governance Policy Manual, the superintendent job description, and the evaluation instrument.
● The evaluation cycle is timed to the work of the board and the superintendent, and the evaluation is timed so that only board members with knowledge of the superintendent’s performance conduct the superintendent’s summative evaluation.
● The superintendent receives monthly feedback on his performance.
Superintendent Evaluation: A New Model for the 21st Century
SUMMARY:TRANSPARENCY
● No anonymous evaluations. Reasons are provided for low ratings and discussed immediately.
● Both the board and the superintendent see ratings and comments in real time.
● The superintendent has an opportunity to address concerns and show improvement at future board meetings or the summative evaluation.
● The board evaluates itself and shares the results with the public.
Superintendent Evaluation: A New Model for the 21st Century
RESULTS:
● BUILDS TRUST between Board members, the Board, and the Superintendent.
● INCREASES COMMUNICATION between Board members, the Board, and the Superintendent.
● Provides decision making screens for the Board and Superintendent; REDUCES MICROMANAGEMENT by Board members, and DEFINES AUTHORITY of the Superintendent.
Superintendent Evaluation: A New Model for the 21st Century
RESULTS:
● CREATES ACCOUNTABILITY for Board and Superintendent without political fallout.
● ALIGNS EXPECTATIONS of Board and Superintendent.
● CREATES A PARTNERSHIP between the Board and Superintendent that positively impacts student achievement.
Superintendent Evaluation: A New Model for the 21st Century
RESULTS:
● Reduces 4 levels of CONFLICT: ○ ROLES: What we do○ PROCESS: How we do it○ DIRECTION: Vision / Goals / Outcomes○ INTERPERSONAL: Personalities
Superintendent Evaluation: A New Model for the 21st Century
QUESTIONS?
Superintendent Evaluation: A New Model for the 21st Century
Contact Information:Mark Pape, Board Member
Sublette County School District #1 Board of Trustees
Jay Harnack, Superintendent
Sublette County School District #1