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KNOX COUNTY BOARD OF EDUCATION SUMMATIVE SUPERINTENDENT EVALUATION 2018-2019 SCHOOL YEAR
KNOX COUNTY BOARD OF EDUCATION
SUMMATIVE SUPERINTENDENT EVALUATION
2018-2019 SCHOOL YEAR
Knox County Board of Education 2018-2019 Superintendent Evaluation
Serving as Knox County School Board Chair during the 2018-19 school year has given me a unique opportunity to
work personally and observe the behind the scenes management and leadership of our Superintendent, Mr. Bob Thomas.
This narrative is an overall summary of Board member evaluations.
Specific metric measures for student achievement and school culture for this school years’ evaluation tool have
been fluid due to circumstances not controlled by the Superintendent. Delays in reporting and changes of testing
measures at the state level have been noted. A complete rewrite of a dated evaluation tool to more accurately assess the
performance level of our Superintendent was undertaken by this Board and the final document was approved in April of
2019. While presenting a challenge regarding this current evaluation cycle, the Board is confident future evaluations will
be an accurate and relevant assessment tool for Board members to communicate to the Superintendent and our Knox
County community. This 2018-19 Superintendent Evaluation does reflect an accurate assessment using measures
available at this writing.
Without reservation, this Board recognizes that Mr. Thomas is totally focused on student learning. Teaching
literacy and love of reading, providing teacher training and support and equipping schools with strong leadership is his
consistent emphasis. He has been proactive in research and outreach to conquer the challenges identified in teaching our
students literacy and we applaud his efforts. We also commend Mr. Thomas for the focused attention toward enhancing
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our Career and Technical Education programs as one aspect of producing Ready Graduates. The increase in the number of
Industry Certifications this year over last is impressive.
Our assessment of teacher moral and school culture under his leadership is a steady rise in satisfaction. He is to be
commended for his unwavering push toward an increase in employee compensation. Interactions throughout the
community reveal a mostly positive attitude about Knox County Schools. We credit much of this to a solid and consistent
message from our leadership about the expectation of student achievement and teacher excellence.
Superintendent Thomas’ strength in fiscal management and grasp of Knox County finances is evident in budget
preparation. This has also contributed to building a successful working relationship with our Knox County leadership. His
proactive assessment of capital improvement needs and ability to articulate those needs is noted.
Board Members addressed the Superintendent’s need to offer more professional advice on matters requiring Board
action by presenting all facts and information needed to make informed decisions. We value his expertise and want his
professional assessent on issues.
An area of improvement evident in this evaluation relates to the District’s need to increase involvement in
community and business partnerships. We encourage Mr. Thomas to consider more outreach in this realm to insure we
are recruiting business and community partners who feel valued and included. We recognize it takes all stakeholders in
Knox County to contribute to the success of our students.
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SUMMARY
Board member evaluations closely parallel each other with rare exception. Mr. Thomas’ self evaluation remains
consistent with the Board’s evaluation.
Mr. Thomas listens, ponders, processes and seeks information from others. I have observed this cycle in his
decision making and appreciate the thorough consideration he brings to our system. His “style” of leadership, though
different from many other leaders, is solid and has been appreciated this 2018-19 school year.
Respectfully Submitted,
Terry Hill Chairwoman Knox County Board of Education
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About Scoring:
This tool has been created to guide Board of Education members in evaluating the performance of our superintendent, while allowing for differences in individual expectations.
Questions were derived from previous evaluations, the strategic plan, the Disparities in Educational Outcomes recommendations, and the superintendent’s contract. New expectations should be added only at the beginning of an evaluation year.
The Evaluation Committee recognizes that Board members have different expectations regarding performance. Therefore, we have included guiding language to help determine scores in various sections of this evaluation.
Like the TEAM and TIGER evaluations, this tool uses a five-point scale, with five as the highest and one as the lowest score. For questions requiring outside data, a score of ‘3’ indicates that there was neither positive nor negative motion in scores or growth. In areas that do not require outside data, a score of ‘3’ indicates performance that is exactly as expected.
We have not included exact numbers in areas of performance metrics that require TVAAS scores, as we recognize that these are inconsistent and unreliable measures. We also recognize that the district’s leader is far removed from classroom instruction, yet responsible for how it is carried out. As scores are still required for teacher performance, we believe they should be included in evaluations of district leaders. We have included variability that allows for unforeseen circumstances that could arise in any year. Our expectation is that the Office of Research and Accountability will explain any special considerations that should be made, regarding metrics, each year.
For example: • Staff attrition rates will also be dependent on outside influences, like an aging workforce. • The Certified Retirement Incentive should also be taken into consideration, as this was a purposeful decision. • Alternate measures should be supplied, in years when TNReady fails to deliver timely results.
After the Office of Research and Accountability delivers scores, the superintendent will complete a self-evaluation, using this tool. Board members will then have those responses available to us, to answer questions that require evidence of progress.
If questions arise during the actual evaluation process, please contact Scott Bolton for clarification.
Thank you!
Superintendent’s Evaluation Committee Members: Jennifer Owen, Susan Horn, Terry Hill/Patti Bounds
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Superintendent Evaluation Tool Adopted April 10, 2019
• On this page, ‘3’ indicates neither positive nor negative motion in scores or growth.
• If scores move beyond goals one year, but fall the next, it indicates “positive motion toward goals,” if still above district goals.
• Assessment scores will be supplied with the final evaluation tool. Each Board member will determine whether results are “significant.”
1 Increasing Student Achievement I Significant
Negative Motion From Goal
Negative Motion From Goal
No Change
Positive Motion Toward Goal
Significant Positive Motion Toward Goal
1.1 Student Achievement Indicators 1 2 3 4 5
1.1.1 The percentage of Kindergarteners who are ready for first grade, based on our first grade readiness indicator, is moving toward district goals.
1.1.2 The percentage of students in third grade who are proficient or advanced in reading is moving toward district goals.
1.1.3 Students in grades three through eight are moving toward district goals of proficiency in reading/ELA (English Language Arts) and mathematics.
1.1.4 High school students are moving toward district goals in in literacy (English I/II).
1.1.5 High school students are moving toward district goals in numeracy (Algebra I/II).
1.1.6 The percentage of “Ready Graduates”* is moving toward district goals.
*2018-19 criteria: “Ready Graduates” must meet at least one of the following:- Score 21 or higher on the ACT (or 1060 or higher on the SAT)- Complete two EPSOs and earn an industry certification
- Complete four early postsecondary opportunities (EPSOs)- Complete two EPSOs and earn military readiness on the ASVAB AFQT
1.2 Staff Indicators 1 2 3 4 5
1.2.1 The percentage of teachers, administrators, and other staff meeting or exceeding expectations is moving toward district goals.
Page Total
Page Average (Total, divided by 7)
Please include narrative comments for scores of 1 or 5.
KNOX COUNTY SCHOOLS SUPERINTENDENT EVALUATION TOOL
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1 Increasing Student Achievement Significantly
Below Expectation
Below Expectation
Meets Expectation
Exceeds Expectation
Significantly Exceeds
Expectation
1.3 Staff Indicators 1 2 3 4 5
1.3.1 The superintendent serves as an effective leader for the administrative team and staff in the curriculum development and review process.
1.3.2 The superintendent manages a core curriculum design and delivery system based on content, assessment standards and best practices.
1.3.3 The superintendent manages development and implementation of curriculum evaluation and assessment and verifies that standards align with all Tennessee Department of Education rules and regulations.
1.3.4 The superintendent recommends to the Board all courses of study, curriculum, and time schedules to be used in the district's schools.
1.3.5 The superintendent establishes, implements and ensures use of a variety of appropriate techniques to assess student progress and integrates results of these assessments to improve curriculum and instruction.
1.3.6 The superintendent recommends and ensures the implementation of procedures for the appropriate use of the internet, computers, networking, other technologies, and distance learning in educational programming
Page Total
Page Average (Total, divided by 6)
Please include narrative comments for scores of 1 or 5.
*A score of ‘3’ indicates that performance that is exactly as expected. Page 7 of 15
• On this page, ‘3’ indicates neither positive nor negative motion in scores or growth.
• If scores move beyond goals one year, but fall the next, it indicates “positive motion toward goals,” if still above district goals.
• Assessment scores will be supplied with the final evaluation tool. Each Board member will determine whether results are “significant.”
2 Creating a Positive Culture Significant
Negative Motion From Goal
Negative Motion From Goal
No Change
Positive Motion Toward Goal
Significant Positive Motion Toward Goal
2.1 Staff/School/District Indicators 1 2 3 4 5
2.1.1 Staff attrition rates decreased since last year for certified staff. (Information for comparisons to previous years and anomalies to consider regarding the current
year (eg: retirement incentive, reasons expressed in exit interviews, etc.) will be supplied by REA)
2.1.2 Students & families say they benefit from their school's educational experiences. (Based on the yearly survey from REA)
2.1.3 School-based, certified, staff members consider their school a good place to work and learn. (Based on yearly survey of certified staff by REA)
2.1.4 School-based, classified, staff members consider their school a good place to work and learn. (Based on NEW, yearly survey of classified staff to be developed by REA.)
2.1.5 The Superintendent promotes a district-wide climate of tolerance, acceptance & civility.
2.1.6 The superintendent regularly advocates for increased employee compensation and benefits, as well as positive working conditions.
Page Total (Add to next page total)
Please include narrative comments for scores of 1 or 5.
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2 Creating a Positive Culture (cont.) Significantly
Below Expectation
Below Expectation
Meets Expectation
Exceeds Expectation
Significantly Exceeds
Expectation
2.2 Community Indicators 1 2 3 4 5
2.2.1 The superintendent promotes understanding and celebrates school & community cultures.
2.2.2 The superintendent initiates and facilitates a community process to develop a shared vision that focuses on improving student achievement.
2.2.3 The superintendent creates and supports a community of learners that empowers others to reach high levels of performance to achieve the district's vision.
2.2.4 The superintendent promotes involvement of all stakeholders in the process of educating students by soliciting and giving attention to concerns and opinions of groups & individuals.
2.2.5 The superintendent keeps the public informed about educational practices, trends, policies, and challenges in the district.
2.2.6 The superintendent builds internal and public support for addressing academic, facility and other needs, including bond issues, the general purpose budget, and the capital plan.
Page Total
Total Previous Page
Average (Total, divided by 9)
Please include narrative comments for scores of 1 or 5.
*A score of ‘3’ indicates that performance that is exactly as expected. Page 9 of 15
*A score of ‘3’ indicates that performance that is exactly as expected.
3 Eliminating Disparities Significantly
Below Expectation
Below Expectation
Meets Expectation
Exceeds Expectation
Significantly Exceeds
Expectation
3.1 Staff/School/District Indicators 1 2 3 4 5
3.1.1 Achievement gaps noted in the DEO recommendations are decreasing.
3.1.2 The superintendent maintains oversight of ombudsman and special education ombudsman roles to help KCS families navigate school and community organizations and systems.
3.1.3 The superintendent maintains oversight of ombudsman’s service as a liaison in the implementation of the Disparities in Educational Outcomes Task Force recommendations and reports progress to the Board of Education.
3.1.4 The Superintendent maintains oversight of programs that enhance the capacity of educators to provide high quality instruction and respond to classroom behavioral challenges.
3.1.5 The superintendent oversees the implementation of ongoing staff development, including classroom management strategies, to meet outcomes identified by the Disparities in Educational Outcomes Task Force.
3.1.6
The superintendent directs Human Resources to enhance minority recruiting efforts and community promotion activities (eg: recruitment fairs, out-of-state recruitment, etc.) to attract and retain qualified minority teachers and oversees successful program implementation.
3.1.7 The district has increased the involvement of community and business partnerships.
Page Total
Page Average (Total, divided by 6)
Please include narrative comments for scores of 1 or 5.
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*A score of ‘3’ indicates that performance that is exactly as expected.
4 District Management and Leadership I Significantly
Below Expectation
Below Expectation
Meets Expectation
Exceeds Expectation
Significantly Exceeds
Expectation
4.1 Communication with The Board of Education 1 2 3 4 5
4.1.1 The superintendent works appropriately and constructively with me, as a Board member, to establish a positive working relationship.
4.1.2 The superintendent strives to create and maintain a harmonious and trustworthy relationship with and among all Board members.
4.1.3 The superintendent acts with discretion if immediate action is necessary on any matter not covered by Board of Education policy.
4.1.4 The superintendent informs the Board of Education with timely communications and reports administrative action to the Board as soon as practicable.
4.1.5 The superintendent works with legal counsel to advise the Board of Education on the need for new and/or revised policies and governance procedures.
4.1.6 The superintendent works with legal counsel to see that Board policies and district procedures are appropriately implemented.
4.1.7 The superintendent keeps the Board informed on issues, needs, & operations, by providing reports & presentations, which are beneficial to the Board in carrying out its responsibilities.
4.1.8 The superintendent offers professional advice on all matters requiring Board of Education action, by presenting all facts and information needed to make informed decisions.
4.1.9 The superintendent ensures the Collaborative Conferencing process is followed and reports progress to the Board of Education. No Yes
4.1.10 The superintendent attends Board of Education meetings and participates in regular & special meetings and executive meetings of the Board. No Yes
4.1.11 The superintendent prepares the Board of Education agenda, in coordination with the Board Chair and KCS department directors, for the next Board meeting. No Yes
Page Total
Page Average (Total, divided by 11)
Please include narrative comments for scores of 1 or 5 for questions 4.1.1 – 4.1.8. Questions 4.1.9 – 4.1.11 are “yes or no” and should be scored 1 for “no” and 5 for “yes.” If there is a strong feeling that a different score should be used, please do so, and explain reasons in this comment section.
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*A score of ‘3’ indicates that performance that is exactly as expected.
4 District Management and Leadership II Significantly
Below Expectation
Below Expectation
Meets Expectation
Exceeds Expectation
Significantly Exceeds
Expectation
4.2 Leadership 1 2 3 4 5
4.2.1 The superintendent develops administrative procedures for implementing and enforcing all Knox County Board of Education policies, Tennessee Department of Education rules and regulations, and Tennessee laws.
4.2.2 The superintendent serves as an effective leader of the management team.
4.2.3 The superintendent promotes teamwork between the Board of Education, Central Office, and building administrators.
4.2.4 The superintendent demonstrates effective communication skills (written, verbal,
formal and informal settings, large & small groups, and one-on-one) with the community
4.2.5 The superintendent leads in the development of positive school-community relations.
4.2.6 The superintendent maintains a cooperative & effective relationship with news media.
4.2.7 The superintendent presents a positive image of the district and professionally represents the district in dealings with other districts, institutions, agencies, community organizations, and the general public.
4.2.8 The superintendent advocates on behalf of the district on educational policy matters consistent with Board of Education views and positions.
4.2.9 The superintendent works collaboratively with local government officials and staff.
4.2.10 The superintendent establishes and/or appropriately assesses & utilizes procedures / practices for dealing with emergencies such as weather, threats to the district, student violence and trauma.
4.2.11 The superintendent collaborates with local law enforcement agencies and KCS security to develop clear action steps that promote a safe school environment.
Page Total
Page Average (Total, divided by 11)
Please include narrative comments for scores of 1 or 5.
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*A score of ‘3’ indicates that performance that is exactly as expected.
5 District Management & Fiscal Responsibility Significantly
Below Expectation
Below Expectation
Meets Expectation
Exceeds Expectation
Significantly Exceeds
Expectation
5.1 Fiscal Management 1 2 3 4 5
5.1.1 The superintendent supervises the preparation and presentation of the annual budget in accordance with priorities established by the Board of Education.
5.1.2 The superintendent demonstrates knowledge of audit processes (external and internal) and implements timely corrective action.
5.1.3 The superintendent ensures the development of a long-range capital plan based on community needs and growth projections.
5.1.4 The superintendent evaluates physical plant needs and makes recommendations to the Board of Education regarding improvements, alterations, and changes in buildings, equipment, and technology of the district.
5.1.5 The superintendent makes sound fiscal decisions that are in line with the district’s strategic goals, using clear and transparent processes and accountability.
5.2 Personal Professional Development
5.2.1 The superintendent assumes responsibility for his own professional growth and development, keeping current with literature/new research findings, and for attending appropriate professional meetings at the local, state, and national level.
5.2.2 The superintendent is open to constructive criticism of his work.
Page Total
Page Average (Total, divided by 7)
Please include narrative comments for scores of 1 or 5.
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Norman Horn Hill Bounds McMillan Kristy
D3 D5 D6 D7 D8 D91.1.1 N/A N/A N/A N/A N/A N/A 0
1.1.2 N/A N/A N/A N/A N/A 3 3
1.1.3 N/A N/A N/A N/A N/A 3 3
1.1.4 N/A N/A N/A N/A N/A 4 4
1.1.5 N/A N/A N/A N/A N/A 1 1
1.1.6 N/A N/A N/A N/A N/A 4 4
1.2.1 N/A N/A N/A N/A N/A 3 31.3.1 3 4 3 4 3 3 28
1.3.2 3 3 3 4 3 3 28
1.3.3 3 3 3 4 3 3 28
1.3.4 3 3 3 4 4 3 28
1.3.5 4 3 4 3 4 2 28
1.3.6 3 3 3 3 3 3 272.1.1 N/A N/A N/A N/A N/A N/A 4
2.1.2 N/A N/A N/A N/A N/A N/A 22.1.3 3 N/A 3 N/A 3 3 22
2.1.4 N/A N/A N/A N/A N/A N/A 4
2.1.5 3 3 4 4 4 3 31
2.1.6 5 5 5 5 5 5 45
2.2.1 3 3 4 4 3 3 28
2.2.2 3 3 3 4 3 3 28
2.2.3 3 3 3.5 4 3 3 28.5
2.2.4 3 3 4 5 4 3 31
2.2.5 3 3 3 4 3 2 25
2.2.6 5 5 3.5 5 3 4 35.53.1.1 N/A N/A 3 4 3 N/A 10
3.1.2 3 3 3 4 3 3 28
3.1.3 3 3 3 4 3 3 28
3.1.4 3 3 4 4 3 3 30
3.1.5 3 3 4 4 3 3 29
3.1.6 3 3 3.5 4 4 3 30.5
3.1.7 3 N/A 3 3 3 3 22
4.1.1 3 3 5 5 3 3 34
4.1.2 3 4 4 4 4 3 32
2018-2019 Superintendent Evaluation - Final Composite ScoreSatterfield Owen Babb
TotalsD1 D2 D4
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A
N/A N/A N/A3 2 3
3 3 3
3 3 3
2 3 3
3 2 3
3 3 3N/A 4 N/A
2 N/A N/A4 3 3
4 N/A N/A
2 5 3
5 5 5
2 3 3
4 3 2
3 3 3
3 4 2
2 2 3
3 2 5N/A N/A N/A
3 3 3
3 3 3
3 4 3
3 3 3
4 3 3
2 2 3
4 5 3
4 3 3
Section
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Norman Horn Hill Bounds McMillan Kristy
D3 D5 D6 D7 D8 D9
4.1.3 3 3 3 4 3 3 30
4.1.4 4 4 4 5 4 3 35
4.1.5 3 3 3 4 3 3 28
4.1.6 3 3 3 5 3 3 29
4.1.7 4 4 4 5 4 3 33
4.1.8 3 3 3 3 3 2 23
4.1.9 5 5 5 5 5 5 45
4.1.10 5 5 5 5 5 5 45
4.1.11 5 5 5 5 5 5 45
4.2.1 3 3 3 4 3 3 28
4.2.2 3 3 3 4 3 3 27
4.2.3 3 4 3 5 3 3 31
4.2.4 3 3 3 4 3 3 28
4.2.5 3 3 3 4 3 3 30
4.2.6 3 3 4 4 3 3 31
4.2.7 4 4 3 4 4 3 33
4.2.8 3 4 3 5 3 3 28
4.2.9 4 4 4 5 4 4 39
4.2.10 3 3 3 4 3 3 31
4.2.11 3 3 3 3 4 3 28
5.1.1 4 5 3.5 5 4 5 36.5
5.1.2 3 3 3.5 5 3 3 30.5
5.1.3 5 4 3.5 5 4 3 38.5
5.1.4 3 3 3 4 3 3 28
5.1.5 5 5 3 4 3 3 33
5.2.1 3 3 3 3 3 3 28
5.2.2 3 3 4 4 4 3 35
Total
Points170 167 178 210 175 177 1,589
Items
Scored50 48 51 50 51 56 459
3.5
2018-2019 Superintendent Evaluation - Final Composite ScoreSection
Satterfield Owen BabbTotals
D1 D2 D4
3 5 3
3 3 3
3 3 3
4 2 3
2 2 2
5 5 5
5 5 5
5 5 5
3 3 3
3 2 3
4 3 3
3 4 2
3 5 3
4 4 3
4 4 3
2 2 3
4 5 5
4 4 4
3 4 3
3 3 3
3 4 3
3 4 3
52 51 50
Composite Score
4 4 3
4 3 35 5 4
173 177 162
5 4 5
2 4 3
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