Why evaluate?
Evaluation fulfills several board governing roles:
- Vision: Clear expectations for the superintendent.
- Structure: Evaluation criteria, plan, and timeline are determined in advance.
- Accountability: Measurement of progress on goals and superintendent performance.
- Communication: Evaluation summary of progress on goals and overall performance is shared.
Evaluation should be…
- A positive, objective process
- A tool for informed change
- Performed in a supportive atmosphere
Things for the board to consider:
- What issues require leadership from the superintendent?
- What changes do we want to see next year?
- What is the superintendent’s role in leading these changes?
- How do we measure progress?
- When do we want a report on the progress?
How can we evaluate objectively and fairly?
- By following board policy and evaluation language in your superintendent’s employment contract.
- By evaluating on the agreed-upon criteria.
- By coming to agreement on the process and instrument/tool that will be used in the evaluation in advance.
- By agreeing in advance what documentation or evidence you will require.
Plan the evaluation calendar
- Pre-evaluation meeting to establish criteria and procedures
- Identify informal progress review check-in meeting dates
- Identify formal evaluation completion date
- Be aware of the March 15th contract notification requirements
Timeline
- March – August: Pre-evaluation for determination of the evaluation process
- August – March: Interim progress check-in meetings
- January – March: Gather information
- By March 15: Formal evaluation meeting
- By end of school year: Adopt evaluation summary
What are the requirements?
- State statutes (ORS) 192.660, 332.120, 342.513
- Administrative Rules (OAR) 199-040-0020
- Board Policy Manual Policy CBG
- Superintendent Employment Contract
Adopt an evaluation document that:
- Includes all agreed-upon criteria
- Provides a defined rating system (numerical, descriptive, etc.)
- Provides space for written comments
- Serves as worksheet for the board’s composite evaluation
Part 1: Performance Standards
- Visionary District Leadership
- Ethics and Professional Norms
- Inclusive District Culture
- Culturally Responsive Instructional Leadership and Improvement
- Communication and Community Relations
- Effective Organizational Management
- Effective Financial Management
- Policy, Governance and Advocacy
Part 2: Goals
- The board adopts goals based on the superintendent’s previous evaluation and/or the district’s current strategic initiatives or goals
- Goals should be developed collaboratively between the board and superintendent
- Goals should reflect the superintendent’s role in achieving the overall goals of the district but are not the same as the overall district goals.
Part 3: Evidence of Performance
Self-Evaluation
- The superintendent fills out forms for both part 1 and part 2 and reports back to the board.
- Assists board in understanding what has been accomplished.
- May be reported before the formal evaluation meeting or at the same time.
Part 4: Targeted Feedback Survey (Optional)
Feedback
- Optional component meant to give the superintendent and board additional feedback.
- Asks a targeted group of stakeholders to give feedback via a survey.
- The board and superintendent develop a list of individuals who will receive the survey.
- An independent party should conduct the survey and send the summary report back to the board.
- If a targeted feedback survey is used, the board considers that information in completing Parts 1 & 2.
Part 5: Evaluation Summary
Completing the job
- Superintendent reports self-evaluation supported by artifacts or documents in those areas where the board may lack direct knowledge.
- Members fill out the evaluation worksheets for parts 1 and 2 individually using the superintendent’s self-evaluation and the targeted feedback survey, if used.
- Board meets to prepare a composite evaluation (executive session allowed)
- Composite evaluation is presented to superintendent. (executive session is allowed)
- Once signed off, it becomes a public document
- Report the composite evaluation to the public
Summary Checklist
- Consult district and legal requirements
- Review relevant documents
- Determine evaluation criteria (public)
- Determine evaluation calendar (public)
- Hear interim progress reports (check-ins)
- Circulate worksheets to board
- Schedule executive session to compile results
- Discuss composite evaluation with the superintendent
- Report results to the public
Cautions
- A governing body may not use an executive session held for purposes of evaluating the chief executive “to conduct a general evaluation of an agency goal, objective or operation.” ORS 192.660(8)
- The final evaluation document is a public record
- Any evaluation documents/surveys returned to the board/central office are public records
- Board member’s notes may be public records
