SUPERINTENDENT EVALUATION

END OF THE DOG & PONY SHOW

Schertz-Cibolo-Universal City ISD

Presented by:Dr. Greg Gibson

Robert Westbrook &Amy Driesbach

Individual commitment to a groupeffort- that is what makes a team work, acompany work, a society work, acivilization work.~Vince Lombardi

“People underestimate their capacityfor change. There is never a right timeto do a difficult thing.” ~John Porter

We are what we pretend to be, so wemust be careful about what we pretendto be.” ~Kurt Vonnegut

SUMMARY OF BEST PRACTICES5 Dimensions of CEO Performance to

Consider “EVALUATING THE CEO”

1. LEADERSHIP- How well does the CEO motivate and energize the organization, and is the company’s culture reinforcing its mission and values?

2. STRATEGY- Is it working, is the company aligned behind it, and is it being effectively implemented?

3. PEOPLE MANAGEMENT- Is the CEO putting the right people in the right jobs, and is there a stream of appropriate people for succession and to support growth goals?

4. OPERATING METRICS- Are sales, profits, productivity, asset utilization, quality, and customer satisfaction heading in the right direction?

5. RELATIONSHIPS WITH EXTERNAL CONSTITUENCIES- How well does the CEO engage with the company’s customers, suppliers, and other stakeholders?

~Harvard Business Review (HBR)

TYPICAL SUPERINTENDENT EVALUATION –BASED ON TEXAS LAW…IT’S A GOOD THING

• Board Policy BJCD (Legal and Local) – Superintendent Evaluation

• Policy BJCD(LOCAL) – Evaluation Instrument…“ The instrument used to evaluate the Superintendent shall be based on the Superintendent’s job description [see BJA(LOCAL)] and performance goals and shall be adopted by the Board.”

Board Policy BJA (Legal and Local) –Superintendent Qualifications and Duties

• Instructional Management• Student Services Management• Staff Development and Professional Growth• Facilities and Operations Management• Fiscal Management• Human Resources Management• Board Relations• Community Relations

Duties outlined in BJA(LOCAL):

CHALLENGE:

1. HOW CAN TRUSTEES SEE WHAT IS “REALLY” HAPPENING W/O MICROMANAGING?2. HOW TO INCORPORATE POTENTIAL “BLIND SPOTS” AND IT NOT BE A BAD THING.3. HOW TO AVOID THE PROCESS FEELING LIKE A BIG LIST GENERATED AT THE LAST MINUTE (FORMATIVE AND SUMMATIVE).4. HOW TO ALIGN BEST PRACTICES (HBR) WITH BOARD POLICY.

CHALLENGE 1

Q: HOW CAN TRUSTEES SEE WHAT IS “REALLY” HAPPENING W/O MICROMANAGING?

SYSTEMATIC SOLUTIONS:ROUNDING MONTHLY SCORECARD AND

REPORTS

CHALLENGE 2

Q: HOW TO INCORPORATE POTENTIAL “BLIND SPOTS” AND IT NOT BE A BAD THING.

SYSTEMATIC SOLUTION:TRUSTEES PROVIDE COMMENTS

TO HELP WITH “BLIND SPOTS”

We all have a blind spot, and it’s shaped exactly like us. ~Junot Diaz

CHALLENGE 3FORMATIVE VS SUMMATIVE

Q: HOW TO AVOID THE PROCESS FEELING LIKE A BIG LIST IS GENERATED AT THE LAST MINUTE (FORMATIVE AND SUMMATIVE).

SYSTEMATIC SOLUTIONS:MID-SUMMER REPORTMONTHLY SCORECARD REPORTS

CHALLENGE 4

Q: HOW TO ALIGN BEST PRACTICES (HBR) WITH BOARD POLICY.

SYSTEMATIC SOLUTION: INTEGRATING THIS NEW

APPROACH INTO A FRAMEWORK BASED ON QUALIFICATIONS AND DUTIES OUTLINED IN BOARD POLICY.

BEST PRACTICE-ACTIONABLE SCORECARD

“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” ~Stephen Covey

for more information about Schertz-Cibolo-Universal City ISD,

visit us on Facebook & Twitter or at

SUPERINTENDENT EVALUATION��Presented by:�Dr. Greg Gibson�Robert Westbrook &�Amy DriesbachSlide Number 3Slide Number 4SUMMARY OF BEST PRACTICES�5 Dimensions of CEO Performance to Consider “EVALUATING THE CEO”��TYPICAL SUPERINTENDENT EVALUATION – �BASED ON TEXAS LAW…IT’S A GOOD THINGBoard Policy BJA (Legal and Local) – Superintendent Qualifications and Duties�Slide Number 8Slide Number 9Slide Number 10Slide Number 11Slide Number 12BEST PRACTICE- ACTIONABLE SCORECARDSlide Number 14Slide Number 15“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” ~Stephen CoveySlide Number 17Slide Number 18