table of contents - vbisd · 2016 vbisd administrator evaluation tool 3 | p a g e other required...

2016 VBISD Administrator Evaluation Tool

2 | P a g e

Table of Contents

Other Required Components of Evaluation – Student Growth ......................................................................................................................................................................... 3

Student Growth ................................................................................................................................................................................................................................................. 3

Progress Toward District‐Wide Goals ................................................................................................................................................................................................................ 3

Appendix A – Research Base .............................................................................................................................................................................................................................. 4

Appendix B – Process for Completing Year‐End Evaluation for Administrator .................................................................................................................................................. 4

Appendix C – Conducting the Formal Evaluation and Conference .................................................................................................................................................................... 4

Appendix D – Establishing Performance Goals for the Administrator ............................................................................................................................................................... 5

Appendix E – Evidence ....................................................................................................................................................................................................................................... 6

Appendix F – Possible Evidence of Performance ................................................................................................................................................................................................ 7

Appendix G – Contingencies .............................................................................................................................................................................................................................. 9

Appendix H – Student Growth ........................................................................................................................................................................................................................... 9

Appendix I – Developing an Individual Development Plan for the Administrator ........................................................................................................................................... 10

Appendix J – Training ....................................................................................................................................................................................................................................... 10

Appendix K – Professional Reviews .................................................................................................................................................................................................................. 11

Authors ............................................................................................................................................................................................................................................................ 11

Who to Contact ................................................................................................................................................................................................................................................ 11

Attachment – Administrator Evaluation Form……………………………………………………………………………………………………………………………………………………………………………………….. 12

2016 VBISD Administrator Evaluation Tool

3 | P a g e

Other Required Components of Evaluation – Student Growth

Name: School year:

Student Growth Weight: 25%

Student growth and assessment data used for evaluating ISD administrators who are regularly involved in instruction must be the aggregate student growth and assessment data that are used in teacher annual year‐end evaluations for teachers employed by the intermediate school district. Districts should establish a student growth model to be used for teacher and administrator evaluations. NOTE: Student growth and student achievement are not the same. Student achievement is a single measure of student performance while student growth measures the amount of students’ academic progress between two points in time

1.

Ineffective (1pt) Minimally Effective (2 pt) Effective (3 pt) Highly Effective (4 pt) Rating

Fewer than 60% of students met growth targets

60‐74% of students met growth targets

75‐89% of students met growth targets

90% or more students met growth targets

Growth:

Evidence:

District Growth Model

Component score:

* For administrators who are regularly involved in instruction, 25% of the annual evaluation must be based on student growth and assessment data for years 2015‐2016, 2016‐ 2017 and 2017‐2018; 40% of the annual evaluation must be based on student growth and assessment data beginning in 2018‐2019.

1 Measuring student growth: A guide to informed decision making, Center for Public Education.

Progress Toward District‐Wide Goals Part of Overall Scale

Progress made by the school district in meeting district‐wide goals set forth in the school district’s plan for improvement is a required component for administrator evaluation.

Ineffective (1pt) Minimally Effective (2 pt) Effective (3 pt) Highly Effective (4 pt) Rating

Progress was made on fewer than 60% of goals

Progress was made on 60‐74% of goals

Progress was made on 75‐89% of goals

Progress was made on 90% or more of goals

Progress:

Evidence:

As indicated in District‐Wide Improvement Plan

Component score:

2016 VBISD Administrator Evaluation Tool 4 | P a g e

Appendix A – Research Base

National Policy Board for Educational Administration (2015). Professional Standards for Educational Leaders 2015. Reston, VA: Author.

The 2015 Standards are the result of an extensive process that took an in‐depth look at the new education leadership landscape. It involved a thorough review of empirical research (see the Bibliography for a selection of supporting sources) and sought the input of researchers and more than 1,000 school and district leaders through surveys and focus groups to identify gaps among the 2008 Standards, the day‐to‐day work of education leaders and leadership demands of the future. The National Association of Elementary School Principals, National Association of Secondary School Principals and American Association of School Administrators were instrumental to this work. The public was also invited to comment on two drafts of the Standards, which contributed to the final product. The National Policy

Board for Education Administration, a consortium of professional organizations committed to advancing school leadership (including those named above), has assumed leadership of the 2015 Standards in recognition of their significance to the profession and will be their steward going forward.

Mid‐continent Research for Education and Learning (2006). School District Leadership that Works: The Effect of Superintendent Leadership on Student Achievement. Denver, CO: Author.

To determine the influence of district superintendents on student achievement and the characteristics of effective superintendents, McREL, a Denver‐based education research organization, conducted a meta‐analysis of research—a sophisticated research technique that combines data from separate studies into a single sample of research—on the influence of school district leaders on student performance. This study is the latest in a series of meta‐analyses that McREL has conducted over the past several years to determine the characteristics of effective schools, leaders and teachers. This most recent meta‐analysis examines findings from 27 studies conducted since 1970 that used rigorous, quantitative methods to study the influence of school district leaders on student achievement. Altogether, these studies involved 2,817 districts and the achievement scores of 3.4 million students, resulting in what McREL researchers believe to be the largest‐ever quantitative examination of research on superintendents.

Appendix B – Process for Completing Year‐End Evaluation for Administrator Planning: At the beginning of the year in which the evaluation is to occur, the superintendent/administrator convene a meeting and agree upon the following items:

• Evaluation instrument

• Evaluation timeline and key dates

• Performance goals (if necessary beyond performance indicators outlined in rubric, district‐wide improvement goals and student growth model)

• Appropriate benchmarks and checkpoints (formal and informal) throughout year

• Artifacts to be used to evidence administrator performance

• Process for compiling the year‐end evaluation

Appendix C – Conducting the Formal Evaluation and Conference Prior to meeting:

1) Administrator prepares self‐evaluation, compiles evidence and provides to superintendent/supervisor.

2) Superintendent/supervisor seek clarity as needed regarding self‐evaluation or evidence provided.


Appendix D – Establishing Performance Goals for the Administrator

The VBISD Administrator Evaluation Tool provides a framework for evaluating the administrator in critical areas of professional practice as well as the state‐ required components of student growth and progress towards district‐wide goals. Additional performance goals should be established in exceptional circumstances to clarify the expectations and give priority to the work being done. For this reason, performance goals should be limited in number, aligned to district goals and assist in clarifying accountability.

Administrator performance goals may be developed from:

A specific district goal

A job performance indicator within an evaluation instrument

Student performance data

When establishing performance goals, the following guidelines should be considered:

Decide on desired results

Develop performance indicators

Identify supporting documentation (evidence)

Review and approve final performance goals, indicators and evidence

Monitor progress at scheduled checkpoints

Performance Goal Fundamentals

Performance goals should be S‐M‐A‐R‐T:

Specific—Goals should be simplistically written and clearly define what is expected.

Measurable—Goals should be measurable and their attainment evidenced in some tangible way.

Achievable—Goals should be achievable given the circumstances and resources at hand.

Results‐focused—Goals should measure outcomes not activities.

Time‐related—Goals should be linked to a specific timeframe.

Process for Goal Development

1. Identify the district goal/priority/indicator/student performance data the administrator’s goal is intended to support

2. Ask the administrator:

a. What will we see next year toward the accomplishment of this that we don’t see now?

b. What measure will we use to know that the difference represents meaningful progress?

3. Allow administrator time to craft a response

4. Once agreed upon, administrator develops SMART goal statements

______________ Administrator Goals: ________________ SMART (Specific, Measurable, Achievable, Realistic, Time-oriented)

Date Evaluation Indicator Goal Steps Measure Timeline


Appendix E – Evidence

Validity, reliability and efficacy of the VBISD Administrator Evaluation Tool relies upon evidence to score administrator performance.

• Artifacts to serve as evidence of administrator performance should be identified at the beginning of the evaluation cycle and mutually agreed upon by the parties.

• Artifacts should be limited to only what is needed to inform scoring administrator performance. Excessive artifacts cloud the evaluation process and waste precious

time and resources.

• Parties should establish when artifacts are to be provided, i.e., as they originate, at designated checkpoints, during self‐evaluation, etc.

A list of possible artifacts that may be used as evidence is provided at the end of each professional practice domain rubric. See the appendixes of this document for additional artifacts that may serve as evidence of performance.


Appendix F – Possible Evidence of Performance Evidence helps to demonstrate performance of the administrator and remove guess work and subjectivity from evaluation. The following artifacts may be used as evidence of performance. The list is not comprehensive.

1 Administrative “calendar”—critical dates calendar (RE: due dates, etc.) and board presentation cycle/annual reports

2 Administrative team book study (agendas and minutes)

3 Administrative team meeting agendas

4 Affirmative action plan

5 Agendas and/or minutes from community planning meetings, including key communicators meetings

6 Auditor’s report

7 Background checks verification

8 Board and administrative goals

9 Board meeting agendas

10 Board policy and administrative policy enforcement that’s reflective of a “new” vision with supporting materials

11 Bullying/harassment programs

12 Character education program data

13 Civic group presentations

14 Collaboration/sharing incentives/opportunities for efficiency/effective learning (documentation)

15 Collaborative partners (documentation)

16 Collaborative sharing of programs, etc. (agendas and minutes)

17 Common teacher instructional planning time

18 Communication “vehicles” that make the school vision visible to stakeholders including using technology

19 Communications with parents

20 Community survey

21 Comprehensive School Improvement Plan

22 Customer satisfaction indices

23 Curriculum team meeting agendas

24 Curriculum and instructional audit

25 Data on outreach programs

26 Department of Education site visit summative report

27 Dynamic Indicators of Basic Early Literacy Skills Data

28 Development of wikis, blogs, etc., to collect feedback on specific issues in the district

29 District Budget

30 District‐wide School Improvement Plan

31 Distribution of research to administrative team and teachers

32 Diversity training/awareness plan

33 Documentation of coaching for instruction, curriculum or assessment

34 Documentation of coaching and evaluation of principals

35 Economic vision (participation with community development groups)

36 Election results that impact tax levies

37 Emergency/Crisis Plans

38 Employee handbooks

39 Enrollment plans

40 Equity district‐wide program results

41 Evidence of annual review of district’s mission statement and alignment to practice

42 Evidence of implementation of formal project management techniques

43 Evidence of relationship building (notes, cards, emails, etc.)

44 Evidence of teachers examining student achievement data

45 Feedback from a wide variety of stakeholders about performance as the superintendent

46 Formal and informal community partnership agreements and plans

47 Formative assessments to inform instruction

48 Grants received/applied for—alignment to goals of the district; sustainability

49 Growth goals for administrators

50 Hiring process (guidelines, procedures, schedules)

51 House calls—contact with parents and partners (documentation)

52 Induction plan of board members for understanding of school finance (confidence of board members’ understanding)

53 Involvement with “school safety” organizations (documentation)

54 Instructional model

55 Instruction‐related professional development/growth plans

56 iPod audible book study

57 Job‐embedded PD on instruction


58 Leadership library (documentation)

59 Level of volunteerism (documentation)

60 Linkage of Professional Development Model to student achievement goals (documentation)

61 Log of school visits and conversations with staff (includes emails)

62 Log of school visits and presentations

63 Meaningful interpretive reports of student achievement data delivered in lay language

64 Media—Newsletter/paper articles/website

65 Meeting logs of times with administrative staff/support staff

66 Membership and service to service clubs (documentation)

67 Michigan Student Test of Educational Progress Data

68 Michigan Top‐to‐Bottom School Rankings

69 Minutes of the School Improvement Advisory Committee meetings

70 Monthly calendars

71 National Assessment of Educational Progress Data

72 Needs assessments/satisfaction surveys/focus groups

73 Notes from state officials

74 Number of visits to website

75 Observational data from board, staff, etc.

76 Open houses (documentation)

77 Opening day PowerPoint‐type presentation

78 Parenting classes—numbers

79 Parent‐teacher conference numbers

80 Participation in social/fraternal organizations (documentation)

81 Participation in youth‐oriented organizations (documentation)

82 Participation on state, regional, national initiatives (documentation)

83 PBS—Positive Behavior Supports— control/theory/SAFE/Olweus/CHAMPS implementation plans

84 Podcasts/video communicating district vision and accomplishments

85 Policies/procedures for management of funds

86 Preschool—community partnership plans

87 Presentations to groups, including teachers (shareholders/stakeholders)

88 Professional Development Plan

89 Program evaluation and process result

90 Reflective journals

91 Record of solicitation of feedback

92 Reports and celebrations of student achievement to board and other audiences

93 School comparisons charts from CEPI

94 Special Education delivery plan

95 Staff handbook

96 School Improvement Plans

97 Staff recruitment plan

98 Student achievement data

99 Surveys of staff/community

100 Symbolic “pins,” other symbols—celebrations, etc.

101 Teacher mentor program

102 Trends in Career Development Plan growth goals for teachers

103 Work with city council on city/school initiatives (documentation)

104 Work with School Improvement Advisory Committee (documentation)

105 Written communications

106 Written proposals for innovative practices

107 Written recommendations on difficult issues


Appendix G – Contingencies

If an administrator receives a rating of minimally effective or ineffective, the superintendent/supervisor must develop and require the administrator to implement an improvement plan to correct the deficiencies. The improvement plan must recommend professional development opportunities and other actions designed to improve the rating of the administrator on his/her next annual evaluation. See the appendixes of this document for more information on developing an Individual Development Plan for the administrator. If an administrator receives a rating of highly effective on three consecutive annual evaluations, the superintendent/supervisor may choose to conduct an evaluation biennially instead of annually. However, if an administrator is not rated as highly effective on one of these biennial evaluations, the administrator must again be evaluated annually.

Appendix H – Student Growth

For all administrators, the evaluation system has to take into account multiple measures of student growth and assessment data. For administrators who are regularly involved in instructional matters—and this includes all but the most exceptional situations—the following specific expectations must be met with regards to student growth:

25% of the annual evaluation shall be based on student growth and assessment data for years 2015‐2016, 2016‐2017 and 2017‐2018

40% of the annual evaluation shall be based on student growth and assessment data beginning in 2018‐2019

Student growth and assessment data used for administrator evaluation must be the combined student growth and assessment data used in teacher annual year‐end evaluations for the entire district.

Student Growth versus Student Achievement

Student growth and student achievement are not the same measurement. Student achievement is a single measurement of student performance while student growth measures the amount of students' academic progress between two points in time.

1

Student Achievement Example: A student could score 350 on a math assessment.

Student Growth Example: A student could show a 50‐point growth by improving his/her math score from 300 last year in the fourth grade to 350 on this year's fifth grade exam.

It’s important to note that, in order to measure student growth, the data considered must be from a single group of students, i.e., this year’s fourth graders and next year’s fifth graders.

What is a Student Growth Model?

School districts should establish a student growth model to be used in educator and administrator evaluations. A growth model is a collection of definitions, calculations or rules that summarizes student performance over two or more time points and supports interpretations about students, their classrooms, their educators or their schools.

2

Michigan law requires that multiple research‐based growth measures be used in student growth models that are used for evaluation purposes. This may include state assessments, alternative assessments, student learning objectives, nationally normed or locally adopted assessments that are aligned to state standards or based on individualized program goals. (Note: Beginning in 2018‐2019, in grades and subjects in which state assessments are administered, 50% of student growth in core areas must be based on state assessments.)


Michigan law also requires that the most recent three consecutive years of student growth data be used for evaluation. If three years of data are not available, available data should be used.

1

Measuring student growth: A guide to informed decision making, Center for Public Education. 2

A Practitioner’s Guide to Growth Models, Council of Chief State School Officers.

Appendix I – Developing an Individual Development Plan for the Administrator

Individual Development Plans are an excellent way of helping employees develop their skills. Boards of education should encourage superintendents to develop an IDP in order to foster professional development.

In the event that an administrator receives a rating that is less than effective, the law requires the creation of an IDP. The following process is a framework for creating and implementing an IDP for the administrator:

• During the evaluation conference, the superintendent/supervisor provides clear feedback to the administrator in the domain(s) in which he/she received a less

than effective rating.

• The superintendent/supervisor drafts an IDP and presents it to the staff member for feedback and approval. The IDP outlines clear growth objectives, as

well as the training and development activities in which the administrator will engage to accomplish objectives. The superintendent/supervisor reviews,

provides feedback and approves the IDP.

• The superintendent/supervisor meets quarterly with the administrator to monitor and discuss progress.

• The administrator reports progress on his/her IDP with his/her self‐evaluation prior to the formal annual evaluation.

Appendix J – Training

VBISD provides training on its 2016 Administrator Evaluation Tool to supervisor/staff members via a cadre of certified trainers. Training is as follows:

Fundamentals of Evaluation: This training covers the fundamentals of evaluation including legal requirements, essential elements of a performance evaluation system and processes for establishing administrator performance goals and expectations.

Instrument‐Specific Training: This training covers the use of the VBISD 2016 Administrator Evaluation Tool including the cycle and processes of evaluation, rating administrator performance on the rubric, as well as the use of evidence to evaluate administrator performance. This training fulfills the requirement of evaluator training for staff members as well as evaluatee training for administrators whose districts are evaluating their administrator with the VBISD 2016 Superintendent Evaluation Tool. It is conducted on‐location in districts with superintendent/supervisor/administrator present.

VBISD also offers Instrument‐Specific Training using the tool designed for Administrators.


Appendix K – Professional Reviews The following individuals have reviewed the VBISD Administrator Evaluation Tool and found it to meet all of the requirements under MCL 380.1249. The Letters of Professional

Review may be accessed by contacting the Superintendent’s Office at (269) 674-8091 or on our website at http://www.vbisd.org.

Sue Conklin

Dr. Daniel Pratley, PhD.

Dr. James V. Yanna, Ed.D.

Authors The VBISD has been as education service agency since 1962 and has worked hands‐on with hundreds of supervisors, administrators, and superintendents throughout our service delivery area. Evaluation of the administrator has been a key aspect of that work. VBSID staff and faculty involved in creating the VBISD 2016 Administrator Evaluation Tool and establishing its validity Include:

Who to Contact

Topic Contact

Administrator Evaluation Jeffrey C. Mills, Superintendent, [email protected] or 269.674.8091 x 5200

Dave Manson, Assistant Superintendent, [email protected] or 269.674.8091 x 5149

Training on Administrator Evaluation Dr. Daniel Pratley, [email protected] or 269.569.0762

http://www.vbisd.org/

mailto:[email protected]



Date

Administrator Position

School Year

1. LEADERSHIP

This quality is evidenced by the following:

Comments:

2. LEVEL OF PROFESSIONAL AWARENESS


Is knowledgeable about current developments in education.

Is willing to consider alternative solutions to day-to-day problems.

Is recognized as an informed professional by peers, superiors, and subordinates.

Participates in staff development activities for his/her personal improvement.

Has appreciation for innovative programs and procedures.

Follows directions and carries out requests promptly.

Works well with fellow administrators.

Comments:

Makes progress on district improvement plan goals.

Generates confidence through quality decisions.

Effectively gives and receives cues to/from the staff and school community.

Knows when to delegate and share decision-making authority effectively.

Is recognized as the leader of the school or unit.

Performs any other duties as assigned.

Demonstrates the ability to handle additional responsibilities.

4 - Highly Effective 3 - Effective 2 - Minimally Effective 1 - Ineffective 0 - N/A

Demonstrates an ability to gain followers committed to the mission and objective of the

organization.

Below are various behavior and performance characteristics essential for school administrators. The evaluator is to

check the item that best describes the level of performance of the employee, e.g., highly effective, effective,

minimally effective. For items judged to be ineffective, the evaluator must describe the concern and identify specific

means for improvement. The boxed descriptors under each heading may not apply to all administrators.

Appreciates job-related problems and issues.

Administrator Evaluation Form

3. PROFESSIONAL STANDARDS AND ETHICS


Comments:

4. COMMUNICATION SKILLS


Comments:

5. RESOURCEFULLNESS, CREATIVITY, AND INNOVATIVENESS


Comments:

Has the ability to listen, understand, and appreciate.

Is effective both oral and written expression.

Is sensitive to the circumstances of communications.

Has an appreciation for both formal and informal communication channels.

Accepts criticism in a positive manner.

Demonstrates an ability to receive and send messages appropriate for the issue and the

situation.

Personal demeanor is professionally appropriate rather than self-serving.

Decisions reflect an appreciation for that which is professionally sound rather than expedient.

Expectations of self, staff, and students are equally demanding and appropriate.

Reputation among colleagues and subordinates is that of a person with high professional

standards.

Works through the immediate supervisor on all matters and does not bypass him or her.

Is willing to develop and apply new solutions to existing problems.

Demonstrates an ability to “get the job done” regardless of resource limitations.

Is successful in the implementation of imaginative programs and procedures.

Is sought out by the staff because of his/her ability to resolve difficult situations.

6. PERSONALITY

This characteristic is evidenced by the following:

Comments:

7. DEMEANOR, APPEARANCE, AND STYLE

These qualities are evidenced by the following:

Comments:

8. PROFESSIONAL PREPARATION

This requisite is evidenced by the following:

Comments:

Is an effective model for those with whom he/she works.

Exhibits enthusiasm for work.

Has achieved success and honors in the areas of scholarship, the arts, or other areas relevant

to the job.

Has the professional credentials appropriate for the position.

Demonstrates the job-related skills necessary for his/her position.

Actively pursues staff development activities for the purpose of his/her job improvement.

Has had a variety of relevant professional experiences.

Has the bearing and manner appropriate for a person in his/her role.

Demonstrates a manner that conveys personal responsibility and high expectations of self,

colleagues and students.

Has achieved a balance between self-confidence and humility appropriate for the job and

situation.

Is open, friendly, and empathic.

Has a mature sense of humor.

Is receptive to the suggestions of others regardless of their place in the organization.

Is sought out as an individual resource in both formal and informal discussions.

Is fair minded and consistent in his/her postures and reaction.

Dresses and behaves in a manner appropriate for his/her position.

9. DECISION MAKER

Effectiveness in this area is demonstrated by:

Comments:

10. PLANNER AND ORGANIZER


Comments:

11. SUPERVISOR


Comments:

A helping posture toward those supervised.

An ability to demonstrate desired behaviors to those supervised.

An ability to diagnose the concerns and problems of those supervised.

The ability to communicate expectations to those supervised.

A willingness to recognize, acknowledge, and reward quality performances among those

supervised.

An ability to balance coordination and direction among those supervised.

Prepares agendas for meetings for which he/she is responsible.

Evidence of systematic processes for examining alternatives in arriving at decisions

Effectively sharing decision-making responsibilities with staff when appropriate

Goal oriented behaviors.

Quality decision appropriate for the circumstances and consistent with school policy.

An ability to anticipate the issues, problems and needs of the school.

Purposeful and systematic approaches to problems.

An ability to anticipate the consequences of issues, problems, and decisions.

Operating procedures that identify the outcome, procedures, time persons, and resources

appropriate for purposeful school activities.

The timeliness, appropriateness and firmness of decisions.

The consistency of decision direction(s).

An ability to support decision with relevant and valid information.

12. EVALUATOR


Comments:

13. POLICY IMPLEMENTER


Comments:

14. CRISIS MANAGER


Comments:

An ability to deal with crises in a manner that minimizes stress and hostility among those

involved.

Meeting crises in a straightforward and professional manner, thereby sharing personal

anticipations of impending exigencies with colleagues including superiors, subordinates and

clients.

Effectively utilizing community authorities and resources in the resolution of crises.

A person who demonstrates a personal commitment to school policy as well as insists upon its

application to others.

The communication of policy expectations with lead time sufficient to ensure knowledge thereof

prior to its enforcement.

The ability to cope with emergencies in a rational, unemotional and purposeful manner.

A willingness to share the responsibility for coping with school crises.

Knowledge of the potential uses of standardized measures of student performance for

evaluation purposes.

An ability to apply formative (in process) and summative (post process) judgments of needs,

problems, achievements and resolutions about personnel and programs.

A thorough knowledge of the policies and procedures relevant to his/her position.

The consistent and reasonable application of school policy.

A person who views policy as a means rather than an end, thus accommodates exceptions as

necessary to accomplish school purposes effectively.

Valid judgements of the quality of personnel performances.

Demonstrated commitment to the importance of evaluation in personnel, program, and planning

activities.

The systematic consideration and evaluation of alternatives in the decision-making process.

The systematic collection and sharing of information necessary to determine school needs as

well as to support professional postures.

Is proficient at using the evaluation tool to conduct evaluations

15. FACULTY AND STAFF PERSONNEL

Success in implementing this function requires:

Comments:

16. SCHOOL PLANT AND FACILITIES


Comments:

17. STUDENT PERSONNEL


Comments:

The maintenance of a comprehensive program of student services including guidance, health,

food, transportation, accounting, and admission/orientation.

Efficient scheduling and use of school facilities.

The identification, proposal and planning of construction needs.

The achievement of effective security and emergency evaluation procedures.

Effectiveness in planning and implementing transportation procedures and resolving related

problems.

The effective orientation of the students.

An ability to design, to choose and to implement in-service training activities for purposes of staff

development.

The effective evaluation of personnel.

Efficiency in scheduling and directing staff meetings.

Effective planning and supervising of the maintenance of school facilities.

Feedback received from teachers

Effectiveness in bargaining with personnel associations and groups.

The administration of the contract in a manner to assure due process and minimal personnel

problems.

Competence in the receiving, hearing, and resolving of personnel concerns and grievances.

The maintenance of desired standards of student behavior.

The administration of school policies to ensure due process to all concerned.

Effectiveness in coping with student behavior problems.

The development and implementation of procedures for monitoring and reporting student

attendance and tardies.

Effective counseling and advising of students and parents.

Pupil attendance (school or district-wide)

Demonstrated competence in the recruitment, selection, orientation, and assignment of

personnel.

18. COMMUNITY RELATIONS


Comments:

19. FISCAL MANAGEMENT


Comments:

20. STUDENT ACHIEVEMENT - 25% OF OVERALL EVALUATION

Student achievement was determined on numerous measures including, but not limited to:

Additional Comments:

A summary of student achievement data is kept by the teacher, program supervisor and director.

Feedback received from parents, students and community members.

The effective communication with relevant school constituencies.

The effective administration of the school budget.

The efficient preparation, monitoring, and implementation of budget requests.

An ability to secure adequate financial resources and support.

An ability to interpret the school and its programs to the community.

Good working relationship with the board of education.

The reception, accommodation, and resolution of the concerns and grievances of the school

community.

Participation within the community through its clubs, organizations, churches, etc.

Effective direction and monitoring of fiscal/accounting procedures as prescribed by the board,

state agencies, and the administrative offices.

Good working relationships with the news media.

Effective interaction with the community agencies, including the board of education, patrons,

faculty, support staff, businesses and service groups.

3.50 - 4.00 = Highly Effective 1.50 - 2.49 =Minimally Effective

2.50 - 3.49 = Effective 1.00 - 1.49 = Ineffective

Evaluator's Signature Date

Employee's Signature Date

Original: Personnel File

Copy: Employee

I have received a copy of this evaluation and I am aware that a copy will be filed in my personnel file

Overall Rating:

Questions 1-19 (75%)

Question 20 (25%)

table of contents - vbisd · 2016 vbisd administrator evaluation tool 3 | p a g e other required...

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