Superintendent Evaluation: A New Model for the 21st Century. Presented at the 2015 National School Board Association annual conference.

1. Superintendent
Evaluation
A New Model for the 21st Century
Sublette County School District #1
Pinedale, Wyoming

2. Superintendent Evaluation:
A New Model for the 21st Century
Presented at the 2015 NSBA Convention
Presenters:
Jay Harnack, Superintendent
Mark Pape, Board Chairman

3. Superintendent Evaluation:
A New Model for the 21st Century
Sublette County School District #1
● Small, Rural School District
● Western Wyoming
● 1,000 Students
● 7 Member Board

4. Superintendent Evaluation:
A New Model for the 21st Century
MISSION STATEMENT:
In partnership with parents and our community,
Sublette County School District #1 is committed
to providing a student centered, 21st Century
learning experience that will inspire all students
to become lifelong learners and prepare each
of them to be responsible and successful adults
in a global society.

5. Superintendent Evaluation:
A New Model for the 21st Century
Board/Supt Goal: Model and Apply 21st Century
Skills to the Superintendent Evaluation Process
● Use of critical thinking and creativity to solve problems.
● Working collaboratively.
● Demonstrating the use of digital technologies.
● Engaging in self guided learning.
● Using and managing information effectively.
● Act on creative ideas to make a tangible and useful
contribution to the field of K-12 education.

6. Superintendent Evaluation:
A New Model for the 21st Century
Critical Components of the Evaluation Model :
● Clearly Defined Roles and Responsibilities
● Quality Evaluation Process
○ Monthly Formative Feedback for the
Superintendent. Self Evaluation for the Board.
● Transparency

7. Superintendent Evaluation:
A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
The Board and the Superintendent collaboratively
developed a Leadership and Governance Policy
Manual.
This is a stand-alone policy manual, separate from the
Board Policy Manual. It clearly defines the role of both
the Board and the Superintendent.
The Leadership and Governance Policy Manual is
included as a handout.

8. Superintendent Evaluation:
A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
SCSD 1 Board Governance Policy Manual
http://goo.gl/jQ0VHh

9. Superintendent Evaluation:
A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
Creating the Leadership and Governance Policy Manual.
● 36 hours of training, facilitation and collaboration between the
Board and with the Superintendent.
● Leadership and Governance Manual (Two Sections):
○ Section 1: Board specific. Includes Board Covenants, Code
of Conduct, Ethics, etc.
○ Section 2: Defines the roles and responsibilities for the Board
and Superintendent in 14 key areas.

10. Superintendent Evaluation:
A New Model for the 21st Century
● General
● Policy
● Regulations
● Meetings
● Budget/Finance
● Instruction
● Personnel
● Community Relations
● Labor Relations
● Student Services
● Facilities, Transportation,
Food Services
● Board Superintendent
Relationship
● Strategic Planning
● Board Orientation and Board
Professional Development
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
Creating the Leadership and Governance Policy Manual.
Defining the roles and responsibilities for the Board and Superintendent in 14 key areas.

11. Superintendent Evaluation:
A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
Leadership and Governance Policy Manual.
The Leadership Governance policies are designed to focus the Board’s attention on
the following priorities:
● Creating realistic expectations.
● Delineating clear roles and responsibilities.
● Increasing accountability for results.
● Basing leadership on policy rather than administrative detail.
● Making decisions collaboratively.
● Governing proactively rather than reactively.
● Continual learning for boards, staff, students and community.

12. Superintendent Evaluation:
A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
Leadership and Governance Policy Manual Example: Section 2.2 - Policy
2.2 Policy
Board
The Board will approve all written operational policies.
The Board, when necessary, will clarify for the Superintendent the intent of board policies.
The Board will establish, approve, and review the district Strategic Plan, vision and mission statement, governance policies, and
roles and responsibilities policies.
Superintendent
The Superintendent will implement board policies.
The Superintendent will act as an advisor to the Board in areas needing policy development or revision.
The Superintendent will maintain a current, up-to-date manual of adopted governance policies and operational policies.
The Superintendent will take reasonable steps to avoid causing or allowing conditions, procedures, actions or decisions that are
or have the potential of being unlawful, unethical, unsafe, disrespectful, undignified or in violation of board policy.

13. Superintendent Evaluation:
A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
KEYS TO SUCCESS:
● Take the time to develop the Leadership and Governance
Policy Manual.
● Review and/or revise the policy manual after each board
election cycle. Give new board members opportunity for
input.

14. Superintendent Evaluation:
A New Model for the 21st Century
CLEARLY DEFINED ROLES AND RESPONSIBILITIES:
KEYS TO SUCCESS:
● Every new Board member participates in an orientation
process. This includes a designated section on the
Leadership / Governance manual and practices.
● Leadership/Governance orientation is conducted by Board
Chairman with input from current Board members.
● Be committed to the defined roles. It must become a culture
and an identity for long-term success.

15. Superintendent Evaluation:
A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
Prior to adopting this process, all of the district’s
certified evaluation processes included formative
evaluation and feedback components...except the
superintendent evaluation.
Why wouldn’t the board model this same process with the
Superintendent?

16. Superintendent Evaluation:
A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
● Align the superintendent’s job description to the
Leadership and Governance Policy Manual.
● Both the Board and the Superintendent benefit from
ensuring a the Superintendent’s job description matches
the Leadership and Governance Policy Manual.
● Align the evaluation instrument to the job description.

17. Superintendent Evaluation:
A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
● Break the 14 evaluation components
into monthly, formative evaluations.
● Align the evaluation timeline to the
Board/Superintendent work cycle.

18. Superintendent Evaluation:
A New Model for the 21st Century
January
● General and Board Orientation and Professional
Development.
February
● Policy and Regulations
March
● Meetings
April
● Community Relations and Labor Relations
May
● Personnel
June
● Student Services.
July
● Board/Superintendent Relations
August
● Budget/Finance and Facilities, Transportation,
Food Services
September
● Instruction
October
● Strategic Planning
November
● Superintendent Summative Evaluation
December
● Board Summary Self Evaluation
A QUALITY EVALUATION PROCESS:

19. Superintendent Evaluation:
A New Model for the 21st Century
Key Timeline Considerations:
● Monthly evaluations occur 1-2 months after the conclusion of
key work or artifact presentation.
○ Instruction - After presentations by superintendent and principals
on student achievement.
○ Board Orientation and Professional Development - After new
board has been seated and board orientation has occurred.
● Superintendent Summative Evaluation in November
○ Prior to seating of new board members. New board members do
not participate in the evaluation of the superintendent.
A QUALITY EVALUATION PROCESS:

20. Superintendent Evaluation:
A New Model for the 21st Century
Monthly Formative Evaluations:
● Digital (Google Forms)
● Compliance Rating System (1-4) - ORIGINAL SYSTEM
○ “4” means performance is in full compliance with this expectation.
○ “3” means progress is being made toward this expectation.
○ “2” means performance requires attention. Requires a comment.
○ “1” means performance is not in compliance with this expectation.
Requires a comment.
A QUALITY EVALUATION PROCESS:

21. Superintendent Evaluation:
A New Model for the 21st Century
Monthly Formative Evaluations:
● Digital (Google Forms)
● Compliance Rating System (1-4) - CURRENT SYSTEM
○ “4” means performance fully meets expectations.
○ “3” means performance meets expectations most of the time.
○ “2” means performance meets expectations some of the time.
Requires a comment.
○ “1” means performance does not meet expectations.
Requires a comment.
A QUALITY EVALUATION PROCESS:

22. Superintendent Evaluation:
A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
Monthly Evaluation Form - Superintendent
Monthly Evaluation Summary - Superintendent
Monthly Self-Evaluation Form - Board
Monthly Self-Evaluation Summary - Board

23. Superintendent Evaluation:
A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
KEYS TO SUCCESS:
● Align the superintendent’s job description to the
Leadership and Governance Policy Manual.
● Align the evaluation instrument to the job
description.
● Superintendent summative evaluation before
elections. Evaluation conducted by members
familiar with the superintendent’s performance.

24. Superintendent Evaluation:
A New Model for the 21st Century
A QUALITY EVALUATION PROCESS:
KEYS TO SUCCESS:
● Break the 14 evaluation components into monthly,
formative evaluations.
● Align the evaluation timeline to the Board /
Superintendent work cycle.
● Superintendent receives feedback on performance
each month.

25. Superintendent Evaluation:
A New Model for the 21st Century
TRANSPARENCY:
Monthly Evaluations:
● Board members sign into the district’s Google domain to
complete the evaluation.
● Identifying email addresses are recorded and time
stamped. No anonymous ratings or comments.

26. Superintendent Evaluation:
A New Model for the 21st Century
TRANSPARENCY:
Monthly Evaluations:
● Any rating of 2 (meets expectations some of the time) or
lower requires a comment.
● All ratings of 3 (meets expectations most of the time) or
lower are discussed at that meeting. If the rating is a part
of the board self evaluation, in open session. If a part of
the superintendent evaluation, in executive session.
● Superintendent has an opportunity to address concerns
and have the area reviewed again at a future board
meeting or the summative evaluation.
“4” means performance fully meets expectations.
“3” means performance meets expectations most of the time.
“2” means performance meets expectations some of the time. Requires
a comment.
“1” means performance does not meet expectations. Requires a
comment.

27. Superintendent Evaluation:
A New Model for the 21st Century
TRANSPARENCY:
Monthly Evaluations:
● Superintendent maintains the monthly spreadsheets.
● Spreadsheets are shared with all board members. Board members
can access at any time. “Revision History” function ensures all
changes are recorded.
● Superintendent compiles the monthly spreadsheets into a
summary.
Board Self Evaluation Summary Spreadsheet

28. Superintendent Evaluation:
A New Model for the 21st Century
TRANSPARENCY:
Monthly Evaluations:
● The board shares the results of their self evaluation in
open session, and with the public through and e-
governance system (Board Docs).
● Board members take turns leading the discussion of the
results of the self evaluation (January through October).

29. Superintendent Evaluation:
A New Model for the 21st Century
TRANSPARENCY:
Superintendent Summative Evaluation:
● Superintendent knows the summative rating score one
month before the summative evaluation meeting.
● Superintendent has access to all scores and comments
that are a part of the evaluation.

30. Superintendent Evaluation:
A New Model for the 21st Century
TRANSPARENCY:
Board Summary Evaluation Review:
● All board members know the overall and individual
scores, as well as any comments made.
● The board reviews any suggested changes to the
Leadership and Governance Policy Manual. After a
board election year, a complete, collaborative review of
the Leadership and Governance Manual is scheduled.

31. Superintendent Evaluation:
A New Model for the 21st Century
TRANSPARENCY:
KEYS TO SUCCESS:
● No anonymous evaluations.
● Low ratings require reasons, and are discussed
immediately, with feedback for the superintendent.
● Superintendent has an opportunity to address
concerns, and present evidence of improvement at
future meetings, or during the summative evaluation.

32. Superintendent Evaluation:
A New Model for the 21st Century
TRANSPARENCY:
KEYS TO SUCCESS:
● Both the Board and the Superintendent have the
ability to see ratings and comments in real time.
● The Board shares their self-evaluations with the
public.
● Superintendent has an opportunity to address
concerns, and present evidence of improvement.

33. Superintendent Evaluation:
A New Model for the 21st Century
SUMMARY:
CLEARLY DEFINED ROLES AND RESPONSIBILITIES
● Clearly define the roles and responsibilities for both the
board and the superintendent in policy.
● New board members need buy in. They were not part of
creating the process. Review and/or revise the policy
manual after each board election cycle.
● All board members and the superintendent must be
committed to the defined roles. It must become the
“governance culture” for long-term success.

34. Superintendent Evaluation:
A New Model for the 21st Century
SUMMARY:
A QUALITY EVALUATION PROCESS
● Alignment between the Leadership and Governance Policy
Manual, the superintendent job description, and the evaluation
instrument.
● The evaluation cycle is timed to the work of the board and the
superintendent, and the evaluation is timed so that only board
members with knowledge of the superintendent’s performance
conduct the superintendent’s summative evaluation.
● The superintendent receives monthly feedback on his
performance.

35. Superintendent Evaluation:
A New Model for the 21st Century
SUMMARY:
TRANSPARENCY
● No anonymous evaluations. Reasons are provided for low
ratings and discussed immediately.
● Both the board and the superintendent see ratings and
comments in real time.
● The superintendent has an opportunity to address concerns and
show improvement at future board meetings or the summative
evaluation.
● The board evaluates itself and shares the results with the public.

36. Superintendent Evaluation:
A New Model for the 21st Century
RESULTS:
● BUILDS TRUST between Board members, the Board, and
the Superintendent.
● INCREASES COMMUNICATION between Board
members, the Board, and the Superintendent.
● Provides decision making screens for the Board and
Superintendent; REDUCES MICROMANAGEMENT by
Board members, and DEFINES AUTHORITY of the
Superintendent.

37. Superintendent Evaluation:
A New Model for the 21st Century
RESULTS:
● CREATES ACCOUNTABILITY for Board and
Superintendent without political fallout.
● ALIGNS EXPECTATIONS of Board and Superintendent.
● CREATES A PARTNERSHIP between the Board and
Superintendent that positively impacts student
achievement.

38. Superintendent Evaluation:
A New Model for the 21st Century
RESULTS:
● Reduces 4 levels of CONFLICT:
○ ROLES: What we do
○ PROCESS: How we do it
○ DIRECTION: Vision / Goals / Outcomes
○ INTERPERSONAL: Personalities

39. Superintendent Evaluation:
A New Model for the 21st Century
QUESTIONS?

40. Superintendent Evaluation:
A New Model for the 21st Century
Contact Information:
Mark Pape, Board Member
Sublette County School District #1 Board of Trustees
schoolboard@sub1.org
Jay Harnack, Superintendent
Sublette County School District #1
jharnack@sub1.org