Outline of Superintendent Review Procedure - February 2011

1. Superintendent Performance
Planning and Review
February 1, 2011

2. Procedure
The Board and Superintendent shall implement the BCSTA’s
Performance Planning and Review for School
Superintendents model appended hereto as Schedule “C”.
The performance review shall be reasonably related to the
goals and objectives established by the Board and to the
duties assigned to the Superintendent.

3. Goal #1 Educational Excellence – Be global leaders in the use of technology to
enhance teaching and learning
 Expand supports for just-in-time teacher training leading to an
increase in the number of teachers who feel comfortable using
technology
 Develop meaningful structures for parents to engage in their students
learning and school / district community. This can include online
forms, collaborative school websites and access to student
learning. Take steps to bring parents into the schools through
technology in new and innovative ways (text messaging, alerts, e-
forms, collaborative web spaces, etc).
 Provide access for students to 21st century tools that include
communication (email) collaboration (instant messaging) and the first
student based dashboard / portfolio to archive, highlight and present
student learning over time.
 Support / encourage / develop school leaders to align school and
educational leadership with technology leadership

4. Goal #2 System Sustainability – Continue to attract and retain high quality
staff, develop plans for succession and support and promote work-life balance
 Enshrine an ongoing teacher leadership program open to any
interested teachers and administrators as part of “what we do” in
West Vancouver
 Establish clear roles for each member of an expanded District
Leadership Team
 Enhance opportunities available to WVMEA members for ongoing
training
 Develop a new teacher mentorship program to support teachers
new to the profession and new to their roles
 Formalize administrator growth plan model seeing administrators
share progress on a monthly basis as part of principal and vice-
principal meetings. Administrators would also submit plans to the
District Leadership team who would meet to review with each
administrator.

5. Goal #3 Community Connections – Promote our school district’s identity by
communicating the achievements of our students and staff to our communities
 Develop and expand our corporate use of social media to promote our
achievements. Adopt new corporate protocols that meet our community's
expectations for us to communicate with speed via multiple/mobile channels.
 Align our social media strategy with our existing communications and
marketing strategies to provide consistent communications, maintain
relationships, and differentiate ourselves in the market. Expand our brand to be
"the premier place for teaching and learning" . . . a place of "educational
excellence and vision".
 Implement the Board's new "Taking Action" web page to provide an open,
transparent avenue for sharing information and engaging with stakeholders
and the public. Support the Board's Strategic Plan and other policies and
"current issues" with this online communications tool.
 Take our district website, school websites, and internal portal to the next level
of development; ensure that our district brand and social media strategies are
embedded in all digital/online sites. Support staff with training, guidelines, and
administrative procedures.

6. Goal #4 Personal Stretch Area – Foster support for the importance of early
learning with staff and the community
 Create opportunities for staff and the community to engage
with key personnel in the early learning area
 Explore the expansion of early learning opportunities
connected to our schools including pre-schools and
StrongStart Centres
 Align the work of K teachers in the district with the new full
day K program
 Refine assessments and interventions for primary aged
learners to better early identify at-risk learners