C andler C ounty S chool D istrict

Welcome! “Management Tools Workshop” Georgia School Board Association Saturday, February 23, 2008

Essential Question(s) How Do You Presently Evaluate Your School Superintendent? What Has To Occur To Evaluate Your Superintendent On The Identified District Goals/Performance Measures?

Desired Results Align District Goal Areas With Performance Measures/Superintendent Evaluation Connect Initiatives And Resources To Performance Measures

How To Get Started? Call Billy Johnson with Georgia School Board Association (GSBA) And Arrange For Training with Your Board And Superintendent

What’s Involved With Connecting Your Superintendent’s Evaluation With District Performance Measures?  Dialogue Between Board Members & Superintendent  Determine What You Want To Measure (Superintendent Can Help Determine Goal Areas)  Determine Present Status Of What You Are Going To Measure  Establish Targets (Over 3 Years)  Identify A Measurable Vision In Order To Link Your Goal Areas As Well As Performance Measures

Before  Vision – To be the model for exemplary rural school districts in Georgia After  Vision – Our vision for Candler County Schools is for all students to meet or exceed Georgia Accountability measures, for the graduation rate to continuously improve 80% and above, for the system to be ranked in the top quartile of comparable systems in Georgia.

We will accomplish this vision with high expectations, significantly improved Literacy practices, multiple interventions, community and parent engagement and alignment from Pre-K-12. As a result of our success, we will attract high performing teachers and new business and industry, and our graduates will be prepared to continue post-secondary options or pursue gainful employment.

Before Belief The engagement of effective teaching energizes and maximizes learning After Belief/Commitment Statements We believe and are committed to:  continuously improving the graduation rate;  an aligned standards-based curriculum, instruction, and assessment that provides for extended learning opportunities for all students;  effective teaching that energizes and maximizes active learning for all students;  significantly improving the literacy level of all students;  data driven collaborative decision making;  professional growth for all of our colleagues;  parent and community involvement to enhance learning.

Before Belief The engagement of effective teaching energizes and maximizes learning After Belief/Commitment Statements We believe and are committed to:  continuously improving the graduation rate;  an aligned standards-based curriculum, instruction, and assessment that provides for extended learning opportunities for all students;  effective teaching that energizes and maximizes active learning for all students;  significantly improving the literacy level of all students;  data driven collaborative decision making;  professional growth for all of our colleagues;  parent and community involvement to enhance learning.

District Goal Areas  GOAL 1 – Academic/Student Performance Graduation Rate Improve Mastery of Georgia Performance Standards Reduce Achievement Gap (Examples of Strategic Objectives)  GOAL 2 – Student, Parent and Community Involvement  GOAL 3 – Internal and External Processes  GOAL 4 – Collaboration, Teamwork and Professional Growth

Example Of Performance Measure(s)  Percentage of Students Meeting Promotion Criteria (Grade 3) (After Summer School)  Percentage of Middle School Students With Disabilities Level 2 or 3 on CRCT Math  Percentage of Teachers Who Meet Rubric Standards For 6 Points of an Effective Math Lesson

Board Approved Balanced Scorecard September 20, 2007

Superintendent Evaluation Processes Superintendent Met With Two Board Members To Discuss Alignment Of Balanced Scorecard Goals To The Superintendent’s Evaluation

Proposed Superintendent Evaluation Prepared For Full Board Review At The Monthly Workshop Board Approves Superintendent Evaluation September 2007

Board Evaluates Superintendent January 2008 Utilizing New Instrument Comments by Board Chair Craig Lanier

Next Steps Board Intends To Meet In Intervals Of Four Months To Review Artifacts And Evidence Regarding Performance Measures Of Superintendent Evaluation

How Has The Superintendent’s Evaluation Been Perceived By The Public? Board Chair Craig Lanier Reflects

FY-08 Budget Linked To Balanced Scorecard Goal Areas

Summary Who Will Attempt To Verbalize How The Superintendent’s Evaluation Can Be Linked Directly To District Goals/Performance Measures?

C andler C ounty S chool D istrict