Betty Burney evaluation

8/4/2019 Betty Burney evaluation

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ANNUAL SUPERINTENDENT EVALUATION2011

DUVAL COUNTY PUBLIC SCHOOLSAugust 31,2011 Betty Seabrook BurneyDate

(For use by School Board Members)Name of Board Member

Scoring Instructions: Please evaluate the Superintendent's Performance by scoring each item. The following appraisalscale should be used:5 = Excellent Performance4 = Highly Effective3 = Acceptable (Average) Performance

2 = Needs Improvement'"1 = Unsatisfactory'"

"'If you select 1 or 2, you must provide an explanation in the area provided.5 4 3 2 1

Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effective Performance ImprovementA. Relationships with the Board1. Keeps the Board informed on issues, needs, and 3 . 0operat ion of the school dist rict in a t imely manner2. Offers professional advice to the Board on itemsrequiring Board action, with appropriate 3 . 0recommendat ions based on thorough study andanalysis3. Interprets and executes the intent of Board Pol icy 3 . 04. Seeks and accepts construct ive crit ic ism of his/her 3 . 0work5. Supports Board Policy and actions to the public 4 . 0and staff6. Has a harmonious working relat ionship with the 4 . 0Board7. Understands his/her role in the administration of 4 . 0Board Policy8. Remains impartial toward Board Members,according all the same treatment 2 . 09. Feels f ree to maintain his/her opposit ion to matters 3 . 0under discussion by the Board unt il an of ficial decisionhas been reached


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General Comments (Relationships with the Board):Has overall good working relationship with the Board. Please be cognizant of showing impartiality towards individual members.

Explanation for Ratings of 1 or 2:#7 - Allows the opinion of one member to sway decisions/actions; some of which involve personnel and programs. This action hasramifications and counter-productive impacts on other Board members and District personnel.

5 4 3 2 1Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effective Performance ImprovementB. Community Relationships1. Sol ic its input and gives at tention to problems and 3 . 0opinions of all groups and individuals2. Develops cordial and cooperat ive relat ionships wi th 4 . 0news media3. Part ic ipates actively in community life and af fairs 4 . 04. Provides leadership for improving parental 2 . 0involvement in the schools5. Maintains a high visible profile in the schools and 2 . 0community6. Achieves status as a community leader in public 2.5education7. Gains respect and support of the community on the 2 . 0conduct of the school system8. Works collaborat ively wi th the Mayor, City Council, 4 . 0Sheriff , independent authorities, and other keyorganizationsGeneral Comments (Community Relationships):You work closely with the business community and with Rotary organizations. Addit ionally, you have developed excellent working relationshipswith Chamber and elected off ic ials. I encourage you to get to know more about organizat ions throughout the Distr ict who are making greatstrides in supporting the education of DCPS' students.


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Explahation for Ratings of 1 or 2:The community's overall respect for and perception of Duval County Publ ic Schools is that i t is a 'tail ing and inef fective' school distr ict. A lot ofthe percept ion is based on reports f rom the media with regards to Intervene schools and turn-around schools. As Distr ict leader, you have notwaged an ef fective campaign to display all that is posi tive and productive about DCPS. Addit ionally, you have not waged an ef fective campaignto show the great programs available in schools throughout the distr ict. This past year you were not in the schools conduct ing 'ef fective' vis its.This was a crit ical year for all districts because of FCAT 2.0, FAIR testing, etc. -you could have done more to inform and empower parents andstudents. I did not see the ' lead by example' role for parental involvement. Suggestion: Be out f ront encouraging PTA memberships, volunteeringin schools, etc.One of the major community relations concerns was the Superintendent 's handling of the Duval Partners through miscommunicat ion. inabil ity to .share informat ion upfront with all parties and constant f lip-flops of opinion. The direct resul t was that it gave the appearance of certain Boardmembers being 'against' Duval Partners as opposed to sharing with Duval Partners all information.

5 4 3 2 1Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effective Performance Improvement

C. Staf f and Organizat ional Relat ionships1. Develops and executes sound personnel 2 . 0procedures and practices2. Treats al l personnel fair ly, without favorit ism or 2 . 0discrimination, while insistinq on performance of duties3. Delegates authority to staf f members appropriate to 3 . 0the posit ion each holds4. Recruits and assigns the best available personnel 2 . 0in terms of their competencies

General Comments (Staf f and Organizat ional Relat ionships):Improvement is needed in this area if DCPS is going to move to the next level. Students' performance levels are direct ly related to theeffectiveness of staff and organizational development.


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lixpla-nation for Ratings of 1 or 2:

Concerns in this area were discussed with Superintendent and plans have been made to correct areas needing improvement. Addi tionally,

the Dist rict operated too long with the Budget off ice report ing to the Operat ions division. The abil ity to remain fair and impartial wi th budgetarycuts and other decisions are compromised when this type of reporting relat ionship exists.Individuals who are not competently or effect ively performing their jobs are transferred from department to department or school to school(depending on their relationship with leadership staf f_ Too much of the Superintendent 's dut ies were delegated to the Deputy Superintendentwhich impacted her abili ty to directly oversee the schools_

5 4 3 2 1Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effective Performance ImprovementO. Educational Leadership1. Understands and keeps informed regarding all 2 . 5aspects of the instructional proorarn2. Implements the school system's philosophy of 2 . 0education; sets goals of achievement3. Develops and maintains a proactive agenda forschool improvement that is oriented toward high 1 . 5performance for all students4. Examines, communicates, and addresses gaps in 2 . 0achievement of different groups of students5_ Articulates his/her high educational vision and

1 . 5ot ivates staf f, parents, students, and community toparticipate in achieving it6. Organizes a planned program of staf f development 3 . 0and improvement

General Comments (Educat ional Leadership):One of the most vital responsibi lit ies of the Superintendent is to manage and administer the Board's polic ies and visions in order that EVERY childreceives a high qualit y public education. This is an area that is in vital need of improvement . Our district CAN and MUST do better with regards to


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educating all children ... with NO excuses!

Explanation for Ratings of 1 or 2:The Board approved payment for mil lions of dollars in software, programs and other curriculum that was designed to detect ' real t ime' problemsand fix them before the FCAT tests and end of year tests occurred. The District 's high school performance in reading, across the board, needsimprovement; too many students are enrolled in Intensive Reading and far too many have been enrolled for 3, 4 and 5 years. This isunacceptable. While I understand the state's cut scores are unrealistic, it still does not mean that the District should not be able to articulate avision that focuses more on preparat ion for SAT and ACT testing, which will in turn allow students to do well on FCAT reading. The School Boardhas approved EVERY agenda item that the Superintendent requested with regards to student achievement; it is incumbent upon theSuperintendent to ensure that staff implements the approved programs with fidelity.

My biggest concern is that the overall dist rict does not operate under a spirit of 'EXCELLENCE'. The dist rict has not done a good job ofreplicating success. Too much money is being spent to achieve success when much of the problem lies in failure to execute with excellence andplacing too much attent ion on 'adul ts as opposedto children' . You have served in several capacit ies in this dist rict (Regional SuperintendentCurriculum Chief . Interim Superintendent and Superintendent) and should be more ahead on what i t takes to improve performance.

AREAS OF CONCERN: Motivation of teachers and students Number of overage students for grade without an effective and innovative plan to catch them up Achievement levels on the FCAT Number of students in intensive reading and intensive math and the inability to move masses of them to higher levels Number of students not passing the AP exams Informing the public on Career Academies, High School Accelerat ion and neighborhood schools Developing a culture of excellence within the dist rict


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5 4 3 2 1Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effective Performance ImprovementE . Fiscal Leadership1. Preparation of the annual budget reveals careful 3 . 0analysis of the operat ional expendi tures of the schoolsystem2. Has process for guiding budget 2.53. Aligns budget wi th Strategic Plan 2 . 04. Establishes both a short-term and .Iong-range 4 . 0capital improvement plan which includes continuousassessment of the projected resources and ut ili ty of al lschool buildinqs and property5. Maintains accurate financial records and 4 . 0implements internal/external audit systems andcontrols to ensure the proper expendi ture of funds andelimination of waste6. Secures goods and services at a fair and 3 . 0reasonable cost, implementing cost-saving measures,without compromising the quality of the instructionalproqram7. Communicates the current and projected fiscal 4 . 0needs of the school system to the School BoardB . Consults with the Board on unusual needs and 4 . 0expenditures9. Reports to the School Board on the f inancial 4 . 0condition of the school system in a t imely manner asdef ined by the BoardGeneral Comments (Fiscal Leadership):The dist rict has maintained an overal l healthy f iscal port folio; despite the cuts f rom the Governor and the Legislature.

Explanation for Ratings of 1 or 2. :Needs to develop a comprehensive budget planning process.


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F. Personal Qualities1. Exercises sound judgment in arriving at decisions 3 . 02. Maintains poise and emot ional stabili ty in the ful l 4 . 0range of his/her professional activit ies3. Uses language effect ively in deal ing wi th staf f, the 4 . 0Board, and the public4. Writes clearly and concisely 4 . 05. Speaks well in f ront of small and large groups, 3.0expressing his/her ideas in a logical and forthrightmanner6. Maintains professional development by reading, 3 . 0taking courses, attending conferences, working onprofessional committees, and visit ing other schooldistricts7. Demonstrates his/her abil ity to work well with 3 . 0individuals and groups8. Defends principle and conviction in the face of 2 . 0pressure and partisan influence9. Maintains high standards of ethics, honesty, and 4 . 0inteqrity10. Earns respect and standing among his/her 3.0professional colleagues11. Devotes his/her t ime and energy ef fectively to 2 . 0his/her job

General Comments (Personal Qualitiesl:

Explanation for Ratings of 1 or 2:8. Handling of Duval Partners and intervene school process created a very counter-productive atmosphere.9. Needs to spend more t ime in schools and developing innovative and ef fective processes to improve academic achievement for al l students.


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G. Please give an overall rating of the 2.9Superintendent's Performance

General Comments (Overall Performance):Students can achieve at a higher pace and capacity when a spi rit of excellence is permeated throughout the district. Students can achieve at high

levels when high expectations are set and programs are implemented wi th fide lity. It is vita l that as Superin tendent you present strategies that will'transform' the district's performance. I t is not d ifficul t to achieve the transformat ion needed and there must be no excuses as our students walkthis journey to being product ive citizens who are globally competit ive.You were hired during a t ime of transition and now the district needs to move from transition to transformation.

Explanation for Ratings of 1 or 2:

07-27-11-BSC

Betty Burney evaluation

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