Superintendent Eval Goals 14-15 Final
Superintendent Eval Goals 14-15 Final
Superintendent Eval Goals 14-15 Final
Under the regulations, evaluation is an annual process beginning with self-assessment and
concluding with summative evaluation and rating of the educator's impact on student learning.
It also is a continuous improvement process in which evidence from the summative evaluation
and rating of impact on learning become important sources of information for the
Superintendents self-assessment and the district's subsequent goal setting. This process is
consistent for all educators: superintendents, principals, and teachers.
This document represents the second step of this process for me, the proposed Annual plan of the
Superintendent. This plan contains SMART goals of the following types:
Student learning goals
Professional practice goals
District improvement goals
These goals were drafted based upon self-evaluation using the Superintendent's Evaluation
Rubric, consultation with the Leadership Team and the Superintendents Evaluation
Subcommittee of the Regional School Committee. Each detailed goal also includes key
strategies, benchmarks of progress, and a timeline for each action. Where no timeline is
identified it is assumed to be the end of the evaluation cycle. Together, these elements make up
the Superintendent's Annual Plan that serves as the basis for my performance. Also included in
this plan is a delineation of artifacts that may be used as additional evidence of proficiency in the
four performance standards of Instructional Leadership, Management and Operations, Family
and Community Engagement, and School Culture.
Key Actions/Timeline
1. By October 15, 2014, schedule a minimum of two school walkthroughs per week (one
hour total each) for the sole purpose of classroom observations and add to shared
calendar.
2. Commence the observations by October 15, 2014.
3. By October 15, 2014develop a schedule/calendar identifying school events and
organization meetings to be attended.
4. By June 2015 the Superintendent will obtain doctoral degree.
Benchmarks
1. Production of a log that demonstrates walkthroughs and observations of daily operations,
instruction, and activities.
2. Provide examples of feedback of observations.
3. Provide narrative of observational viewpoints regularly.
Key Actions/Timeline
1. Increase successful completion rate of industry certification exams.
2. Implementation of the use of District Determined Measures by teachers for the
purpose of reflection on pedagogy related to outcomes.
3. Implementation of student feedback in the process of reflection.
Benchmarks
1. A school-wide protocol for data/accountability interpretation that incorporates guided
questions tailored to monitor student achievement.
1. Work with Police, Fire, Recreation, DPW, Public Health and community coalitions to
revise school safety, emergency and wellness planning.
2. Actively participate in a variety of community leadership initiatives in member towns
(Town Meetings, Rotary, BFDC, Canal Region Chamber, Old Colony Superintendents
Roundtables, Cape Cod Collaborative, community fundraisers)
3. Continuation of regularly held staff input opportunities in the form of departmental as
well as individual meetings with the Superintendent.
4. Increase communication (both digital and traditional) to ensure that the community is
more familiar with the goals, challenges and opportunities within UCT.
5. Provide transparent and regular opportunities for two-way communications between town
administrators and finance committees and presentations which allow for appropriate
planning.
6. Develop and implement an Employee Recognition Program.
Benchmarks
1. Meeting agendas.
2. Sample of presentations.
3. Website, promotional brochures.
September 2013
Progress Report to
Committee December 2014
Review and feedback by
School Comm. In Jan. 2015
Portfolio of Evidence
complete by April 2015
Summative Evaluation
completed at May School
Comm. Meeting