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!