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This training is provided for educational, compliance and loss-prevention purposes only and, absent the express, prior agreement of DWK, does not create or establish an attorney-client relationship. The training is not itself intended to convey or constitute legal advice for particular issues or circumstances. Contact a DWK attorney for answers to specific questions.
• The Sunnyvale School District Superintendent evaluation process is driven by various documents.
• • The Governance Calendar establishes timelines.
(Handout)
• The employment contract establishes a date by which the evaluation must be completed (9/01 of each year) and outlines certain General Duties and Administrative Functions.
• Board Policies also outline multiple criteria: vision, concepts & roles, governance standards and administrative discretion by which performance can be evaluated.
─ BP 2140 Evaluation of the Superintendent (Handout)─ BP 2121 Superintendent’s Contract (Handout)─ BP 2111 Superintendent Responsibilities and Duties
(Handout)
• And finally, most districts have a job description for the position of Superintendent.
─ The Superintendent is measured on a 5 point scale (0-4 with 0=Unsatisfactory and 4=Outstanding).
─ If the Superintendent performs in the Overall Assessment at a level 2 or Met Expectations the Board shall consider whether to extend the term of the employment for an additional year, with the effect that the remaining term after extension shall be three (3) years.
• Looking forward, the LCAP criteria could soon become an integral part of the evaluation process.
2. Common Core State Standards 3. Access to a Course of Study 4. Student Achievement 5. Other Student Outcomes6. Parent Involvement 7. Student Engagement 8. School Climate
•TERM─ Extend duration (from 2-3-4 years)?─ Beware of evergreens!
•SALARY/BENEFITS─ Tie to evaluation (with Board action).─ Tie to other management employees.─ Cafeteria/125 Plan?─ Decreases/furloughs.─ TSAs, annuities, STRS/PERS – start thinking now
─ Flat amount.─ Receipts/reimbursement.─ Car allowance/mileage outside county.─ Attendance at professional meetings.─ Note: Public accountability/transparency issues
─ Board power is collective only – “Individual Board members will not give direction to the Superintendent or any staff member regarding the management of the District or the solution of specific problems.”
─ Opportunity to discuss Board-Superintendent relations (e.g., twice annually).
•Think first in terms of your values and interests, rather than proposals or demands.
─ Security (term).─ Family plans (compensation, benefits).─ Work/life balance (vacation).─ Long range goals (TSAs, retirement benefits).─ Work style/expectations (duties,
• What you propose will inform the Board – fairly or not – what kind of person you are.
─ Reasonable and practical?─ Sense of fairness?─ Understands District politics and culture?─ Sensitive to realities of District?─ Knows how to prioritize/”pick the battles?”─ Can think about best interests of District and self