Ohio Superintendent Evaluation System Worksheet 1.1: Tool for Creating a Job Description

SUPERINTENDENT OF SCHOOLS: RESPONSIBLE TO: Board of Education DEFINITION: The Superintendent of Schools is the chief executive and administrative officer of the Board. The Superintendent reports directly to the Board, has all powers and duties imposed upon the office by statute, and has all executive and administrative powers and duties in connection with the overall operation of the schools which are not required by statute to be exercised directly by the Board or by some other officer. The Superintendent exercises leadership through school administrators who comprise the Leadership Team. MAJOR POLICY RESPONSIBILITY: The Superintendent of Schools initiates and recommends policies for approval by the Board and develops policies recommended by the Board. Following approval of policies by the Board, the Superintendent is responsible for implementing policies and ensuring that the overall operation of the schools adheres to established Board policies. The Superintendent shall affect the position responsibilities by delegating, at his/her discretion, said responsibilities to assistants and subordinates with the knowledge that the delegation or power or duty does not relieve the Superintendent of final responsibility for the action taken under such delegation. STANDARDS & ELEMENTS:

A. VISION, CONTINUOUS IMPROVEMENT, AND FOCUS OF DISTRICT WORK: The Superintendent shall establish a vision, expect continuous improvement, and develop a focused plan for achieving district goals. The Superintendent will facilitate the establishment of a vision for their districts. He/she will articulate this vision clearly, creating a description of what the district can become. This vision drives the district’s work. Representative Elements:

1. Develop a shared vision for the district. 2. Expect, model, and support the effective use of data. 3. Create and execute a coherent plan with a limited, achievable number of goals and objectives. 4. Implement the district plan and monitor the strategies and activities for achieving the goals and objectives. 5. Communicate the district’s vision, goals, and focused plan. 6. Engage the Board and key staff in a process that identifies objectives details activities, resources, timelines, standards, and

monitoring processes necessary for completion of the district objectives. 7. Provides regular and year-end reports on progress.

B. COMMUNICATION AND COLLABORATION: The Superintendent shall have processes in place to: • facilitate communication and collaboration with the board of education and the district treasurer, • establish and maintain effective relationships with school personnel, and • engage the external community.

The Superintendent recognizes the importance of involving multiple stakeholders to inform decision making, communicate processes and celebrate accomplishments. To gain and maintain support for these improvement efforts and to sustain the focus on the goals, the Superintendents must communicate effectively with staff and stakeholders. Representative Elements:

1. Demonstrate communication competence with all stakeholders. 2. Develop, implement and maintain effective communication systems. 3. Communicate effectively, openly and demonstrate a willingness to collaborate with the board of education, the district treasurer

and the district staff and external stakeholders. 4. Keep the public and staff informed about current educational practices, educational trends, policies, progress, and challenges in

the District’s schools. 5. Assess public and staff beliefs about matters pertaining to the schools. 6. Promptly respond to staff and community concerns. 7. Execute activities that build and sustain positive community engagement. 8. Establish rapport with the media. 9. Promote understanding, appreciation, and use of the community’s diverse social, cultural, and intellectual resources. 10. Participate in the affairs of local, state, and national professional organizations.

C. POLICIES AND GOVERNANCE: The Superintendent shall have effective superintendents identify, prioritize, recommend and follow policies and governance procedures that maintain a focus on the central goal — ensuring the success of all students. The Superintendent recognizes the moral imperative to ensure the success of every child and recommend and enforce policies and governance practices accordingly. The Superintendent will value the importance of an effective working relationship with the board and enlist the board’s support for district goals. Representative Elements:

1. Review, develop and recommend policies for the district. 2. Implement and continuously assess policies and practices. 3. Identify and respond to societal and educational trends that affect the district and community. 4. Model and expect high ethical, moral and professional conduct. 5. Prepare and submit to the Board recommendations relative to all matters requiring Board action, placing before the Board such

necessary and helpful facts, information, and reports as needed to ensure the making of informed decisions. 6. Prepare the agenda for Board meetings, attend and participate in all meetings of the Board and its committees, except when

own employment or salary is under consideration, and participate in all Board deliberations, with no voting power. 7. Keep the Board informed of the activities operating under the Board’s authority.

D. INSTRUCTION: The Superintendent shall lead the creation of instructional systems designed for high student achievement. The Superintendent shall place a primary focus on improving instruction and enhancing student learning. As an instructional leader, the Superintendent shall create a district culture and expectations that support effective data-based decision making at all levels of the system. The Superintendent shall work with district and building administrators to identify, collect, analyze, and use relevant data to identify strengths to sustain and improvements to address. The Superintendent shall promote, support and use research-based best practices for curriculum design and instruction. Representative Elements:

1. Require district-wide use of an established curriculum. 2. Ensure the development and implementation of high-quality, standards-based instruction. 3. Set expectations for and guide the creation of a comprehensive academic assessment system for the district. 4. Ensure that the district curriculum, instruction, and assessment program are designed to provide full access and opportunity to

all students consistent with available resources and legal mandates. 5. Provide for high-quality professional development for all staff aligned with district, state and applicable national standards. 6. Promote the use of effective and appropriate technologies to support teaching and learning. 7. Direct and supervise extra and co-curricula programs in the District.

E. RESOURCES: The Superintendent will intentionally focus financial, human, time, materials, technological and facility resources in support of district goals for instruction and achievement. The Superintendent shall take actions to achieve district goals. The Superintendent will support individuals at all levels in the district and assume that the central office is a support and service organization for the schools. The Superintendent will organize the district to provide leaders appropriate authority within their schools to make decisions and implement initiatives. To allow for this to happen successfully, the Superintendent will provide adequate and equitable resources across the district. Representative Elements:

1. Recruit, develop, evaluate and retain quality staff and oversee human resource management. 2. Organize calendars, and schedules focused on district goals. 3. Manage and prioritize fiscal resources to align expenditures with district goals 4. Identify and equitably allocate materials and technology to support district goals. 5. Oversee the district’s facilities and operations. 6. Assign and transfer employees as the interest of the District may dictate. 7. Provide and implement a plan of assessment and evaluation for employees of the District as well as personally assess and

evaluate select administrative personnel. 8. Provide a process for the creation of the annual tax budget and appropriation budget and recommend them to the Board for

approval while taking appropriate action to assure that expenses are kept within the approved budgetary limits of the School District.

9. Recommend to the Board tax millage needed to maintain the District’s educational programs and provide leadership to tax levy campaigns.

10. Provide bidding, purchasing and accounting procedures that are cost effective and efficient. 11. Provide appropriate regulations for the use and care of school properties. 12. Manage and supervise the transportation of students and provision of food services.

QUALIFICATIONS: 1. The Superintendent shall meet requirements for a Superintendent’s certificate/license as prescribed by the State of Ohio.

Adopted: 2012 Revised: Reviewed: Re-adopted:

Worksheet 2.1: Identify Annual District Objectives

Superintendent Name: Joe Knoll School District: ______Marlington_________________________________________ Academic Year: 2018-19 __________________

Focused, Annual District Objectives (no more than five)

Evidence of Progress or Completion

(monitoring evidence/data sources)

Targeted Completion Date

1. By June 30, 2019, complete the process for a new 5 year strategic plan, including an emphasis on mental health, for the Marlington Local School District.

• Stakeholder meetings • Meeting

agendas/notes • Board reports • Final Strategic Plan

June 30, 2019

2. By November 6th, 2018, a comprehensive management plan will be developed and executed to serve as a guide for the November bond issue campaign.

• Marlington Citizen’s Committee participation

• Presentation materials

• District web site/PR materials/Q/A document

November 6, 2018

3. By June 30, 2019, develop a strategy to successfully complete negotiations with the certified staff.

• 5 year forecast • MEA contract • Salary/benefit data

June 30, 2019

Ohio Superintendent Evaluation System

Worksheet 2.2: Develop Work Plans

Superintendent: _____Joe Knoll_______School District:____________Marlington Local_____ Academic Year :___2018-19______ Goal #1: By June 30, 2019, complete the process for a new 5 year strategic plan, including an emphasis on mental health, for the Marlington Local School District.

Action Step Names of Persons/Groups Responsible Targeted Completion Date

1. Create plan to collect information for strategic planning goals and objectives. Administration June 30, 2019 2. Complete required steps/meetings. Impact Group, Board, Administrators June 30, 2019

3. Develop a new 5 year strategic planning document Impact Group, A-team, administrators June 30, 2019 4. Present strategic plan at State of the Schools Address Administration May 20, 2019

Capacity Considerations (Fiscal, human, time or material resources needed)

• A-team meetings • Strategic Plan • Work sessions

Monitoring Process (The reporting and feedback process that will be used to discuss progress being made toward achieving objective)

• Meeting minutes • Collaboration • Agendas

Evaluation Criteria (Criteria that will be used to determine how well the objective has been met)

• Completed tasks per goal/objective

• Artifacts/evidence of completion • New five-year strategic plan

Ohio Superintendent Evaluation System Worksheet 2.2: Develop Work Plans

Superintendent: _____Joe Knoll_______School District:____________Marlington Local_____ Academic Year :___2018-19______ Goal #2: By November 6th, 2018, a comprehensive management plan will be developed and executed to serve as a guide for the November bond issue campaign.

Action Step Names of Persons/Groups Responsible Targeted Completion Date

1. Convene the Marlington Citizens Committee and assign a chair, co-chair and treasurer.

Joe Knoll September 7, 2018

2. Implement a communication plan regarding the bond campaign for the community to make an informed decision.

Joe Knoll, Marlington Citizen’s Committee

September 7, 2018

3. Provide information (financial data) and support to enable the Marlington Citizen’s Committee to educate the community on the proposed issues.

Joe Knoll, Carole Sutton, Ryan Jones September 30, 2018

4. Develop appropriate materials so the Board and the Marlington Citizen’s Committee have a consistent message to questions and concerns of the bond issue.

Joe Knoll, Ryan Jones, Carole Sutton Impact Group

September 30, 2018

Capacity Considerations (Fiscal, human, time or material resources needed)

• Fundraising efforts: spreadsheet, letter, phone calls, events/activities

• Committee meetings • Timeline of events/speaking engagements • Website • Materials: bond issue pamphlet, power

point, fact sheet, Q/A, newsletter

Monitoring Process (The reporting and feedback process that will be used to discuss progress being made toward achieving objectives.

• Committee treasurer reports • Reporting out of the committee

subgroups- minutes • Board updates • Weekly/monthly updates to Board

Evaluation Criteria (Criteria that will be used to determine how well the objective has been met)

• November results • Monthly reports • Post meeting with committee after

election to reflect on the process

Ohio Superintendent Evaluation System

Worksheet 2.2: Develop Work Plans

Superintendent: _____Joe Knoll_______School District:____________Marlington Local_____ Academic Year :___2018-19______ Goal #3: By June 30, 2019, develop a strategy to successfully complete negotiations with the certified staff. Action Step Names of Persons/Groups

Responsible Targeted Completion Date 1. Meeting with ESC and Mrs. Slick Administrative Team members November 27, 2018 2. Review November 5 year forecast notes and simulations Administrative Team members January 31, 2019 3. Review teacher contract A-Team January 31, 2019 4. Review Education Spending Plan Administrative Team members January 31, 20198

Capacity Considerations (Fiscal, human, time or material resources needed)

• Negotiated agreement • Meetings

Monitoring Process (The reporting and feedback process that will be used to discuss progress being made toward achieving objective)

• Board meetings • Notes/minutes • ESC meeting/materials • Spending Plan Updated

Evaluation Criteria (Criteria that will be used to determine how well the objective has been met)

• Finalized proposal

Worksheet 3.1: Formative Assessment & 4.1: Summative Assessment

Superintendent Name: Joe Knoll_____________________________________________________________________________________ School District: __Marlington Local_______________________ Academic Year: 2018-19_____________________

Standard Superintendent Reflection and Comments Board Response/Recommendations Standard 1: Vision, Continuous Improvement and Focus of District Work Representative Elements: • Develop a shared vision for the

district. • Expect, model and support the

effective use of data. • Create and execute a coherent

plan with a limited, achievable number of goals and objectives.

• Implement the district plan and monitor the strategies and activities for achieving the goals and objectives.

• Communicate the district’s vision, goals and focused plan.

• Engage the Board and key staff in a process that identifies objectives and details activities, resources, timelines, standards and monitoring processes necessary for completion of the district objectives.

• Provides regular and year-end reports on progress.

3.1 Formative (Mid-Year) 3.1 Formative (Mid-Year) At our August Convocation Day this year, we developed a shared vision for the district ...Don’t Forget to Connect – Every Duke Counts. In my staff updates sent on Friday paydays, I include an article that discusses ways to make connections with students in the classroom. In this effort, we expect, model and support the effective use of mental health data. During our recent Professional Learning Day, we invited a guest speaker that shared warning signs of students with anxiety and depression. Also, staff members from each building discussed new programs/activities/clubs that have been created to help execute our coherent plan with achievable goals and objectives. We continue to communicate the district’s vision, goals and focused plan through A-team meetings, staff meetings, professional learning opportunities, and weekly staff updates. During the first part of the school year, I have engaged the Board, community members and staff members in a strategic planning SWOT analysis to collect information to help create our next five-year strategic plan. This process will allow us to identify activities, resources, timelines, and a monitoring process to meet the completion of district objectives. We will continue our regular and year-end reports through weekly updates, work sessions, Board meetings, and our annual State of the Schools Address at the May Board meeting.

Staff engagement, buy-in Mental Health issue Good initiative Stress-free day Elementary – bringing buildings together Vest the dog, kiss the dog, Sheriff’s dog Joe is visible, school kids know him, listens Very good Doesn’t sit in office Work on Communicating

4.1 Summative (End-of-Year) 4.1 Summative (End-of-Year) During the second part of the school year, we have continued to develop our shared vision for the district ...Don’t Forget to Connect – Every Duke Counts. In my Friday Payday staff updates, I focused on mental health awareness, including our CDC data from last year in an effort to model and support the effective use of data. We have executed a coherent plan with a limited, achievable number of goals and objectives including integrating STEAM education in the elementary curriculum, a blended learning model, and a focus on technology. Over the past few months, a concerted effort has been made to communicate the district’s vision, goals and focused plan regarding our consolidation efforts. I have sent informational letters home to parents outlining the consolidation plan, school assignments for next year, and a News and Views outlining the timeframe and rational for the consolidation. I have engaged the Board, community and key staff in the strategic planning process that identifies objectives and details activities, resources, timelines, standards and monitoring processes necessary for completion of the district objectives. Our completed and Board approved strategic plan will lead us into the next five years at Marlington. Finally, I continued with our regular and year-end reports through weekly updates, work sessions, Board meetings, and our annual State of the Schools Address held at the May Board meeting.

Kudos for five-year Strategic Plan – 2 year work Weekly Update *Mix of staff relatives, babies, marriage, awards Communication encouraging with staff STEAM – great vision, outstanding, great push

Ohio Superintendent Evaluation System Worksheet 3.1: Formative Assessment & 4.1: Summative Assessment

Superintendent Name: Joe Knoll ____________________________________________________________________________________ School District: ____________________Marlington Local___________________________________ Academic Year: 2018-19 __________

Standard Superintendent Reflection and Comments Board Response/Recommendations Standard 2: Communication and Collaboration Representative Elements: • Demonstrate communication

competence with all stakeholders.

• Develop, implement and maintain effective communications systems.

• Communicate effectively, openly and demonstrate a willingness to collaborate with the board of education, the district treasurer and the district staff and external stakeholders.

• Keep the public and staff informed about current educational practices, educational trends, policies, progress and challenges in the district’s schools.

• Assess public and staff beliefs about matters pertaining to the schools.

• Promptly respond to staff and community concerns.

• Execute activities that build and sustain positive community engagement.

• Establish rapport with the media.

• Promote understanding, appreciation and use of the community’s diverse social, cultural and intellectual resources.

• Participate in the affairs of local, state, and national professional organizations.

3.1 Formative (Mid-Year) 3.1 Formative (Mid-Year) We have continued to emphasize our communication goal from our strategic plan as we demonstrate competence with all stakeholders. Evidence includes our News and Views, social media, staff and Board updates, and Tuesday’s with Mr. Knoll. New this year, I have posted an encouraging thought on Instagram each Monday for students in support of our district theme of Every Duke Counts. We continue to develop, maintain, and implement effective communication with our stakeholders through newsletters, the one call system, and numerous activities for parents to attend. During Board meetings, the administration keeps the public and staff informed of educational practices through building level reports and curriculum updates. We have continued to communicate effectively through our district Facebook/Twitter/Instagram pages as we promote Marlington on social media. The administrative team and I work to promptly respond to staff and community concerns. In an effort to execute activities that build and sustain positive community engagement, we hosted our local minister’s and realtor’s for a breakfast and recently conducted our Engineering Advisory Committee meeting. In September, we held our annual Community Day and Champion’s Day. In November, we held our annual Veteran’s Day assembly with another fantastic program and turn out. I continue to work with Laura Kessel at the Alliance Review to strengthen our rapport with the media. Finally, I participate in professional organizations by attending the OSBA Capital Conference.

Shifting emphasis on types of communication to use One call more use For February meeting discussion on building issue consolidation Audio versions of minutes on website Farm Day Community Day Champion Day Improving effort on social media

4.1 Summative (End-of-Year) 4.1 Summative (End-of-Year)

We have continued to emphasize our communication goal from our strategic plan as we demonstrate competence with all stakeholders. My Lunch and Learn series continued during the school year. In January, we conducted an elementary parent meeting to hear concerns regarding the consolidation effort. We also continue to develop, maintain, and implement effective communication with our stakeholders. Evidence this past semester includes a latchkey parent survey which told me with no uncertainty that our community wants to continue with our current format. During Board meetings, the administration keeps the public and staff informed of educational practices through building level reports and curriculum updates. The administrative team and I work to promptly respond to staff and community concerns. In an effort to execute activities that build and sustain positive community engagement, we held numerous community activities during the second part of the school year including: Military Night where we honored our local veterans, a Quarter Auction where we raised funds for our staff recognitions, and our annual Duke Melee. I continue to work with Laura Kessel at the Alliance Review by writing news articles to strengthen our rapport with the media. Finally, I participate in local professional organizations such as the Alliance Rotary, AAD, Men’s Challenge, and The Stark County Safety Task Force.

Consolidation/latchkey communication effort very good. Great effort by A-Team STAFF relations very good, especially with consolidation/move Change of format K-5 from class boundary at schools Handling of Sam Pepper – worked out for all parties Organizations, involvement has paid dividends

Ohio Superintendent Evaluation System Worksheet 3.1: Formative Assessment & 4.1: Summative Assessment

Superintendent Name: Joe Knoll ______________________________________________________________________________ School District: ___________Marlington Local____________________________________________ Academic Year: 2018-19 __________

Standard Superintendent Reflection and Comments Board Response/Recommendations Standard 3: Policies and Governance Representative Elements: • Review, develop and

recommend policies for the district.

• Implement and continuously assess policies and practices.

• Identify and respond to societal and educational trends that affect the district and community.

• Model and expect high ethical, moral, and professional conduct.

• Prepare and submit to the Board recommendations relative to all matters requiring Board action, placing before the Board such necessary and helpful facts, information, and reports as needed to ensure the making of informed decisions.

• Prepare the agenda for Board meetings, attend and participate in all meetings of the Board and its committees, except when own employment or salary is under consideration and participate in all Board deliberations, with no voting power.

• Keep the Board informed of the activities operating under the Board’s authority.

3.1 Formative (Mid-Year) 3.1 Formative (Mid-Year) Mrs. Sutton and I continue to review, develop, and recommend policies with assistance from the Policy Committee. We recently had a second reading of new and updated NEOLA policies focused on revisions to bylaws and anti-harassment. New policies included the state report card and SRO’s. As an administrative team, we have worked to respond to societal trends affecting our district in the area of mental health. I strive to model ethical, moral and professional conduct and expect it as well from my administrative team. The treasurer and I will continue to prepare and submit recommendations to the Board while supplying necessary and helpful facts, information, and reports to assist the Board in making informed decisions. This was evident in the information and materials provided for the November bond issue. I continue to prepare the agenda for Board meetings, review with the Board President, and participate in all special and regular Board meetings. The agenda for Board meetings will be prepared and submitted through Dropbox in addition to weekly updates in order to keep the Board informed of district activities.

Handles employee situations, sensitive matters very well Well prepared, complete, thorough Evaluation process – value in this process – journaling

4.1 Summative (End-of-Year) 4.1 Summative (End-of-Year) • Mrs. Sutton and I continue to review, develop, and

recommend policies with assistance from the Policy Committee. Our June Board meeting included a second reading of new and updated NEOLA policies focused on revisions to suspension/expulsion of students, technology/apps, our acceptable use policy, and social media use. As an administrative team, we have been asked to respond to societal and educational trends affecting our community including decreased enrollment in the district. I strive to model ethical, moral and professional conduct. Our central office team prepares and submits to the Board recommendations relative to all matters requiring Board action, placing before the Board such necessary and helpful facts, information, and reports as needed to ensure the making of informed decisions. Evidence this half of the year included data, charts, and information needed for our consolidation efforts. I work to prepare the agenda for Board meetings using dropbox, while attending and participating in all meetings of the Board and its committees. Finally, I continue to communicate and keep the Board informed of the activities operating under the Board’s authority.

A-Team – All rowing in the same direction Good example to staff in effort, work, “Do as I do” Good use of texts, email with board

Superintendent Name: Joe Knoll ______________________________________________________________________________ School District: ___________Marlington Local____________________________________________ Academic Year: 2018-19

Standard Superintendent Reflection and Comments Board Response/Recommendations Standard 4: Instruction Representative Elements: • Require district-wide use of

an established curriculum. • Ensure the development

and implementation of high-quality, standards-based instruction.

• Set expectations for and guide the creation of a comprehensive academic assessment system for the district.

• Ensure that the district curriculum, instruction and assessment program are designed to provide full access and opportunity to all students consistent with available resources and legal mandates.

• Provide for high-quality professional development for all staff aligned with district, state and applicable national standards.

• Promote the use of effective and appropriate technologies to support teaching and learning.

• Direct and supervise extra and co-curricula programs in the District.

3.1 Formative (Mid-Year) 3.1 Formative (Mid-Year) The district continues to use an established and unified curriculum at the K-12 level centered on a blended learning model. Our district administrators, led by Mrs. Sutton, have participated in a LBL (Leadership in Blended Learning) initiative again this school year in collaboration with staff members at Lake schools. Also at the K-12 level, we have continued our emphasis on STEM/STREAM activities for our students by hiring a STEAM teacher for the elementary schools. We work to ensure that the district curriculum, instruction and assessment programs are designed to provide full access and opportunity to all students. Evidence includes the implementation of iPads in grade 3 allowing us now to be 1:1 in grades 3-12. Other district topics of importance include CCP courses/pathways, a focus on the SAMR model, Universal Design and co-plan/co-serve. We set expectations for and articulated a comprehensive assessment system for the district. Mrs. Sutton and I work to make sure our curriculum, instruction, and assessment materials are available to all students. Recent professional development opportunities during our professional development day included an item analysis, K-2 technology integration, gifted courses, and Gizmos. Our leadership team models the effective use of technology and we have placed a priority in supporting teachers to infuse technology into teaching and learning in the classroom. Also, I direct and help assist in our co-curricula programs in the district.

Stem/Stream in elementary buildings Assessments – meeting standards CCP – bringing courses back to the school 1:1 – continues to be an asset – great foresight Professional development of staff and admin

4.1 Summative (End-of-Year) 4.1 Summative (End-of-Year)

Mrs. Sutton and I require the district-wide use of an established curriculum and work to ensure the development and implementation of high-quality, standards-based instruction. Evidence from our strategic plan includes: To enable every teacher to effectively utilize technology to enhance instruction and provide a technology rich educational experience for every child. This year all faculty members earned two or more badges of completion and proficiency in the following areas of Apple instructional tools, Keynote, Pages, iMovie, GarageBand, MacBook, Sheets or Numbers. In addition, our membership in the Ohio Blended Collaborative continued with two more teachers (bringing our total to four teachers) creating open source, blended learning curriculum in Grade 7 Math and Anatomy & Physiology. Our effort to ensure that the district curriculum, instruction and assessment program are designed to provide full access and opportunity to all students consistent with available resources includes iPads being provided to all students in grades 3 and 4 this year. This solidifies our 1:1 commitment in grades 3-12!! Another example involves STEAM education being offered to EVERY elementary student via STEAM class. This class, offered much like music, PE and Library, allowed every student to experience the benefits of 21st century engineering maker mindset. We provide for high-quality professional development for all staff aligned with district, state and applicable national standards while promoting the use of effective and appropriate technologies to support teaching and learning. Finally, I help direct and supervise extra and co-curricula programs in the District.

Importance of technology enhancing education Farsighted use of technology, staff, students STEAM – puts us ahead of other districts with elementary kids and use space Curriculum. – Career Tech non-college tract students; keeping program fresh and adding programs – engineering and welding programs

Ohio Superintendent Evaluation System Worksheet 3.1: Formative Assessment & 4.1: Summative Assessment

Superintendent Name: Joe Knoll _____________________________________________________________________________ School District: _____________Marlington Local__________________________________________ Academic Year: 2018-19

Standard Superintendent Reflection and Comments Board Response/Recommendations Standard 5: Resources Representative Elements: • Recruit, develop, evaluate and

retain quality staff and oversee human resource management.

• Organize calendars and schedules focused on district goals.

• Manage and prioritize fiscal resources to align expenditures with district goals.

• Identify and equitably allocate materials and technology to support district goals.

• Oversee the district’s facilities and operations.

• Assign and transfer employees as the interest of the District may dictate.

• Provide and implement a plan of assessment and evaluation for employees of the District as well as personally assess and evaluate select administrative personnel.

• Provide a process for the creation of the annual tax budget and appropriation budget and recommend them to the Board for approval while taking appropriate action to assure expenses are kept within approved budgetary limits of the school district.

• Recommend to the Board tax millage needed to maintain the District’s educational programs and provide leadership to tax levy campaigns.

• Provide bidding, purchasing and accounting procedures that are cost effective and efficient.

3.1 Formative (Mid-Year) 3.1 Formative (Mid-Year) The state of education in America is rapidly evolving due to technological advancements and curriculum reform. Perhaps the biggest challenge that the nation's K-12 school districts are facing during this transformation is finding and keeping talented teachers. Sixty-one percent of superintendents struggle with recruiting and retaining good teachers, according to a recent Gallup poll. We continue to look for ways to improve our recruitment, evaluation and retention of quality staff. The administrative team meets to organize calendars and schedules to remain focused on district goals. Mrs. Sutton, Mr. Jones and I have met to prioritize our fiscal resources to align with our strategic plan, specifically focused on technology. As enrollment decreases and we move toward consolidation, we are looking at staffing needs for next school year. Over the summer and continuing over recent months, I have spent a great deal of time overseeing the district’s facilities and operations. I submitted the three-year updated safety plans for each building (approved). Facility improvements included numerous safety upgrades (cameras/vestibule), our home side visitor RR facility, the MS roof project, and the city water line. Most recently, I have been involved in the purchase of farm property located on Moulin Ave. This is a great addition to our CT program but has taken a great deal of time and energy to coordinate. We have updated our implementation plan for the evaluation of district employees to take into account new personnel and positions. In

Serving as business manager and superintendent Challenges for constant hiring, in the future Marcc’s radio system Ability to stay positive Gym Turf negativity

• Provide appropriate regulations for the use and care of school properties.

• Manage and supervise the transportation of students and provision of food services.

November, I provided leadership on the consolidated elementary school bond issue. Finally, I continue to work with our food service and transportation supervisors to deal with day-to-day operations.

4.1 Summative (End-of-Year) 4.1 Summative (End-of-Year)

We continue to recruit, develop, evaluate and work to retain quality staff and oversee human resource management. This summer, we have conducted numerous interviews to replace staff that have resigned or retired and are very excited about these hires. Our A-team has met several times to organize calendars and schedules focused on district goals. Mr. Jones, Mrs. Sutton and I meet to manage and prioritize fiscal resources to align expenditures with district goals outlined in our new five-year strategic plan. I continue to oversee the district’s facilities and operations. A huge accomplishment during the last part of the school year was the finalized purchase and donation of farm property on Moulin. What a great addition to our FFA program for the district. This summer, our major projects will include the packing and moving of Marlboro elementary, completion of the MS roof, the upcoming HS AC/window project, bus canopy removal at the HS, and needed safety/security upgrades around the district. The second part of the school year has included work on the elementary consolidation effort to include the assignment and transfer of employees as the interest of the District may dictate. As of today, I’m happy to say that ALL staff members RIF’d during the process have been brought back…..no staff members lost a job in this transition.

A-Team’s ability to move quickly to fill positions – very good! Good job on farm property purchase Use of kids for landscaping projects Concerning RIF’s – great effort.

I continue to provide appropriate regulations for the use and care of school properties as evident in our Facility Request Forms and help manage and supervise the transportation of students and provision of food services.

Performance on Objectives Worksheet 3.2: Formative Assessment & 4.2: Summative Assessment

Superintendent Name: Joe Knoll ______________________________________________________________________________ School District: _______Marlington Local________________________________________________ Academic Year: 2018-19

District Objectives Evidence of Progress 3.2 Formative Assessment

Date ____2/21/19____ 4.2 Summative Assessment

Date __6/20/19_______

In Progress Completed In Progress Completed

By June 30, 2019, complete the process for a new 5 - year strategic plan, including an emphasis on mental health, for the Marlington Local School District.

§ Stakeholder meetings § Meeting agendas/notes § Board reports § Final Strategic Plan

X X

By November 6th, 2018, a comprehensive management plan will be developed and executed to serve as a guide for the November bond issue campaign.

§ Marlington Citizen’s Committee participation

§ Presentation materials § District web site/PR

materials/Q/A document

X X

By June 30, 2019, develop a strategy to successfully complete negotiations with the certified staff.

§ 5 year forecast § MEA contract § Salary/benefit data

X X

Board Recommendations/Commendations: The board realizes the amount of effort and time you dedicate to your work and the district. It appreciates your continued enthusiasm and optimism for the future and plans at the district. Many of your ideas and initiatives are worthy and support your push to Move Marlington Forward.

Superintendent’s Response: We have accomplished many components of our strategic plan in the final year of implementation in the areas of communication, curriculum, finances, and facilities. Over the past few months, we have conducted numerous meetings to collect input for our new strategic plan. Facility upgrades have been a priority for me over the past months including the MS roof, city water project, and the recent opportunity to purchase farm land. I am looking forward to the second part of the year and continuing to move Marlington forward! Go Dukes!!

Board President (or designee): ______________________________________________________________ Date: ________________ Superintendent: __________________________________________________________________________ Date: ________________

\Ohio Superintendent Evaluation System

Final Document 4.3: Summative End-of-Year Evaluation

Superintendent Name: Joe Knoll ____________________________________________________________________________________ School District: _____Marlington Local__________________________________________________ Academic Year: 2018-19 __________ Board Recommendations/Commendations: Goals: 1. Meeting components of strategic plan 2. Lunch & Learn – continue effort, improved staff relations 3. Community Outreach – more emphasis on how do you get more involvement of non-stakeholders? 4. Community in classrooms ? Can it be done ?

Superintendent Comments: As I look back over the past year, I am extremely proud of the direction of the Marlington Local School District. Focusing on our goals and objectives in our Strategic Plan, we have made significant progress in the areas of communication, curriculum, finances, and facilities. I wanted to highlight a few of our accomplishments in these areas in the final year of our strategic plan: I. Job Description Communication: Engagement and involvement of community members Lunch and Learn Strategic planning process completed – Board approved 2019-2014 Strategic Plan Annual Community Day Champions’s Day Minister’s breakfast Realtor’s breakfast Veteran’s Day assembly Military Night recognition Duke Melee Quarter Auction

Curriculum: Technology-rich education experience/Technology integration plan Blended learning – HS/MS Google Drive SLO’s/Common assessments STEM/STEAM Labs at elementary buildings STEM teacher at elementary schools 1:1 MacBook Integration at HS OBC (Ohio Blended Collaborative) August 2019 Technology Day planning Facilities: Safe facilities that provide effective learning, instructional space/Safety training Completed school safety active shooter drill Safety upgrades – cameras, double door entrances

MS Roof HS AC/window project

Stark County School Safety and Security Task Force Presenter at the SRO training seminar Presenter for the Eastern Stark County Safety Council Finances: Accountable and transparent with district’s finances

• Grants Marlington Education Innovation Fund - Seven grants totaling over $12,000 will be awarded this fall at Convocation

• Fundraising

Community Day – $7,300 Marlington Education Innovation Fund - $36,553 currently in fund!! Duke Melee - $12,300 Quarter Auction- $6,800 Blessings in a Backpack -$19,600

II. District Objectives

Goal 1: By June 30, 2019, complete the process for a new 5-year strategic plan, including an emphasis on mental health, for the Marlington Local School District. Evidence includes: Monthly A-team meetings, community/business leader meetings, staff meetings, Board discussion, completed five year strategic plan. Goal 2: By November 6th, 2018, a comprehensive management plan will be developed and executed to serve as a guide for the November bond issue campaign. Evidence includes: Marlington Citizen’s Committee participation, presentation materials, District web site/PR materials/Q/A document. Goal 3: By June 30, 2019, develop a strategy to successfully complete negotiations with the certified staff.

Evidence includes: 5 - year forecast, MEA contract, salary/benefit data, ratified 3- year MEA agreement

The 2018-19 school year was another extremely busy and exciting year as we continued to move forward guided by our strategic plan. Our focus on 1:1 technology (HS MacBook Air), blended learning (OBC), the SAMR model, and STEAM education has brought many of our goals for the district to fruition. Our news five - year strategic plan was approved by the board and we are moving forward with a focus on: Goal 1: Awareness, Goal 2: Curriculum/Technology/Post-Graduate Plans, Goal 3: Finances, Goal 4: Facilities, Goal 5: Climate & Culture. This summer has included additional responsibilities in the area of facilities. We are in the final stages of the new MS roof, a HS AC/window project, and the consolidation effort of our elementary schools. I have been and will be attending weekly construction meetings on many of these projects to make sure we are on schedule and am available to make time sensitive decisions. Thank you for your support and the opportunity to serve as Superintendent in the Marlington Local School District. Go Dukes!

Final Document 4.3: Summative End-of-Year Evaluation

Superintendent Name: Joe Knoll __________________________________________________________________________________ School District: ______Marlington Local_________________________________________________ Academic Year: 2017-18 _________ Board President (or other evaluator): __________________________________________________________ Date: ________________ Superintendent: __________________________________________________________________________ Date: ________________