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Woodlake Unified School District |  E  2140  Administration

Evaluation Of The Superintendent: Performance Objectives   

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WOODLAKE DISTRICTS SUPERINTENDENT EVALUATION 2009

The responsibilities of the Superintendent are very broad so a number of main headings have been provided. A series of items or statements are presented to clarify the Superintendent's performance under each heading.

Each member of the Board will rate their perception of the Superintendent's performance on each item based on the definition that follows. This will allow the Superintendent to focus on improvement, if needed, on those items.

The last section of the form may list areas identified by the Superintendent as priorities for the year. The Board will rate each of these areas in the same manner as others provided in this instrument.

Criteria for Rating Performance

Excellent (5) A superb performer.

Very Good (4) Better than acceptable or satisfactory

Satisfactory (3) Does the job or task as any other Superintendent might. Fulfills the basic requirements of the job.

Needs Improvement (2) A clear weakness and a better job needs to be done. A level at which improvement can be expected to occur.

Unsatisfactory (1) Performance is not acceptable and must be changed as soon as possible.

Board-Superintendent Relations

1. Keeps the Board informed of issues in the district.

1 2 3 4 5

2. Offers sound and responsible recommendations to the Board on agenda items and non-agenda items.

1 2 3 4 5

3. Is open to suggestions, advice, and constructive criticism from the Board.

1 2 3 4 5

4. Treats all Board members equally. Everyone has access to the same information from the Superintendent.

1 2 3 4 5

5. Feels free to maintain opposition to matters under discussion by the Board until an official decision has been reached, after which, follows the direction of the Board.

1 2 3 4 5

Community Relations

6. Is open to and accessible to members of the general public.

1 2 3 4 5

7. Is involved in the Community and is visible.

1 2 3 4 5

8. Is viewed favorably by the general public.

1 2 3 4 5

9. Represents the school to the Community in a manner that instills confidence in the school system.

1 2 3 4 5

Staff and Personnel Relations

10. Works well with all elements of the staff.

1 2 3 4 5

11. Delegates authority to appropriate staff.

1 2 3 4 5

12. Has made sound decisions in recommending new personnel.

1 2 3 4 5

13. Ability to work with people to "get the job done".

1 2 3 4 5

14. Makes people feel good about working in the Woodlake Districts.

1 2 3 4 5

Educational Program

15. Is knowledgeable and aware of the educational program in the school.

1 2 3 4 5

16. Has a vision for the district that has served as a focus for program development.

1 2 3 4 5

17. Provides direction for continuous program development.

1 2 3 4 5

18. Has taken a position on critical issues and developed support for those issues.

1 2 3 4 5

19. Has provided solid guidance and recommendations to the Board on changes.

1 2 3 4 5

Planning

20. Looks to the future needs of the district and has developed a plan to address those needs.

1 2 3 4 5

21. Anticipates future educational program needs and plans to address them.

1 2 3 4 5

Organization and Management

22. Staff responsibilities are well defined and staff is aware of their individual responsibilities.

1 2 3 4 5

23. Personnel feel a part of the system and that their input is valued.

1 2 3 4 5

Areas of greatest strength:

Areas for improvement:

Overall evaluation:

Clerk of the High School Board

Member

Member

Member

Member

Clerk of the Elementary Board

Member

Member

Member

Member

Received this day of , 20

Superintendent

WOODLAKE UNION SCHOOL DISTRICT

Exhibit WOODLAKE UNION HIGH SCHOOL DISTRICT

version: May 4, 2010 Woodlake, California