W.C. Gentry evaluation

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ANNUAL SUPERINTENDENT EVALUATION2011DUVAL COUNTY PUBliC SCHOOLS

September 6, 2011 W. C. GentryName of Board Memberate

If=O" Ilcah\l Sch ........Board II.na""'bors'" . ---""1 .....~--. - -'"-4 '_1 1& ,,""I JScoring 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 1Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effective Performance Im_Erovement

A . Relationships with the Board1, Keeps the Board informed on issues, needs, and Xoperation of the school district in a t imely manner2. Offers professional advice to the Board on i tems Xrequiring Board action, with appropriaterecommendations based on thorough study andanalysis3. Interprets and executes the intent of Board Policy vA_._-_.4. Seeks and accepts construct ive cr it ic ism of his /her Xwork5 Supports Board Policy and act ions to the public Xand staff6. Has a harmonious working relat ionship with the XBoard7. Understands his/her role in the administration of XBoa r~?.Ql~c;y_. _ ~ ~ _8. Remains impartial toward Board Members, XaCS:9'!_~_ all the same treatment9. Feels free to maintain his/her opposition to matters Xunder discussion by the Board until an off icial decisionhas been reached***** Piease note that in my way of "grading", iwould rarely give an "Excellent", including my own self appraisal.


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General Comments (Re!ationships with the Board):

Explanation for Ratings of 1 or 2:

5 4 3 2 1A~eas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effect ive Performance Improvement

B. Community RelationshipsI ~Pi~,~I~~it:}~~~\.~n~;_g~v_e,Js~~~~~i~~r:oproblems and I I X I I IIIIIUII;:' UI all Iuu ;:,al'U IIIUIVuua,;:,2. Develops cordial and cooperative relationships with Xnews media3. Participates actively in communi!Y_life and affairs X4. Provides leadership for improving parental Xinvolvement in the schools5. Maintains a high visible profi le in the schools and Xcommunity6. Achieves status as a communi ty leader in publ ic Xeducation7. Gains respect and support of the community on the Xconduct of the school system8. Works collaborat ively with the Mayor, City Counci l, XSheriff, independent authorities, and other keyorganizationsGeneral Comments (Community Relationships):



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5 4 3 2 1Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effect ive Performance ImprovementC. Staff and Organizational Relat ionships1. Develops and executes sound personnel Xprocedures and practices2. Treats all personnel fairly, without favori tism or X Xdiscrimination, while insistinq on performance of duties (insisting on

performanceof duties)3. Delegates authori ty to staff members appropr iate to Xthe position each holdsI 4. Recruits and assigns the best available personnel X

in terms of their competencies

General Comments (Staff and Organizationai Relationships):See Attached Exhibit C.

Explanation for Ratings of 1 or 2:See Attached Exhibit C.


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5 4 3 2 1Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effective Performance ImprovementD. Educational Leadership1. Understands and keeps informed regarding all Xaspects of the instructional program2. Implements the schoo! system's philosophy of Xeducation; sets goals of achievement3. Develops and maintains a proact ive agenda for Xschool improvement that is oriented toward highperformance for all students4. Examines, communicates, and addresses gaps in Xachievement of different groups of students5. Articulates his/her high educational vision and Xmotivates staff, parents, students, and community tooartir:io{lte in achievinrt it6. Organizes a planned program of staff development XI and imerovement

General Comments (Educational Leadership):

Explanation for Ratings of ior 2:


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5 4 3 2 1Areas of Responsibility Excellent Highly Acceptable Needs Unsatisfactory

Performance Effective Performance ImprovementE. Fiscal Leadershin1. Preparation of the annual budget reveals careful Xana lysis of the operational expenditures of the school_~~tem2. Has process forguldTn~ bu'dget X3. Aligns budget with Strategic Plan X4. Establishes both a short-term and long-range Xcapital improvement plan which includes continuousassessment of the projected resources and uti li ty of allschool buildinos and orooertv5. Maintains accurate financial records and Ximplements internal/external audit systems andcontrols to ensure the proper expenditure of funds andelimination of waste6. Secures goods and services at a fai r and Xreasonable cost, implementing cost-saving measures,without compromising the quality of the instructionalprogram7. Communicates the current and projected f iscal Xneeds of the school system to the School Board8. Consults with the Board on unusual needs and Xex_pendituresg _ Reports to the School Board on the f inancial vAcondit ion of the schoct system in a timely manner asdefined by the BoardGeneral Comments (Fiscal Leadership):



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5 4 3 2 1Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effective Performance ImprovementF . personal Qualities1. Exercises sound judgment in arriving at decisions X2.Maintains poise and emotional s tabi li ty in the ful l X.!a~f_bl~~~_Pi_l~ssi'2_na~ctivities ____ .3. Uses language effectively in dealing with staff , the XBoard, and the public4. Writes clearly and concisely X5. Speaks well in front of small and large groups, XExpressing his/her ideas in a logical and forthrightmannerI 6. Maintains professional development by reading, Xtaking courses, attending conferences, working onprofessionai committees, and visiting other schooldistricts7. Demonstrates his/her abi li ty to work weI! with Xindividuals and qroups8. Defends princ iple and convict ion in the face of Xpressure and partisan influence9. Maintains high standards of ethics, honesty. and Xintegritt_10. Earns respect and standing among his/her Xprofessional colleagues11. Devotes his /her t ime and energy effect ively to X

I his/her job

General Comments (Personal Qualit ies):



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5 4 3 2 1Areas of Responsibility Excellent Highly Acceptable Needs Unsatisfactory

Performance Effective Performance ImprovementG. Please give an overall rating of the 3.5Superintendent's Performance

General Comments (Overall Performance):See Attached Exhibit G.


07-27-11-8SC


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EXHIBIT CI think the Superintendent has greatly improved the culture of the District to becoming more open and transparent. Nevertheless, thereis the continuing perception that the difficult personnel decisions regarding all administrative staff are not always made. Particularlyin these austere fiscal times, we must have the best and most competent people in the right positions and administrators who are noteffective should be removed or otherwise held accountable. Issues such as this will always exist in a large bureaucracy, whether it bea school district or local, state or federal govenunent. However, I think we need to improve the way we assess administrators ami tothe extent possible, quantify their performance based upon their effectiveness and, ultimately, whether or not students and schoolsunder their direction are progressing. Just as we are designing mechanisms to better assess the effectiveness of teachers andcompensate and reward teachers based upon merit while having a methodology to more promptly remove teachers who are noteffective, I think corollary policies and practices should be adopted and implemented for administrators.

EXHlBITGI believe the Superintendent's performance overall has been highly effective and inmany areas, has been excellent. Certainly, hisintegrity, dedication, academic knowledge, experience and commitment are exemplary. He has been an excellent ambassador to thecommunity and has brought much needed transparency and openness to the District. He is frequently called upon by DOE and otherswho value his advice and consultation on statewide issues and was appointed to two governor's commissions having to do with Raceto the Top. Indeed, somewhat like the prophet in his own land, the Superintendent is probably better recognized around the state forhis leadership in instituting modern education reform practices, insight and ability than he is in our local community. Both he and theBoard were disappointed with not making greater prO!;;lCSS in our intervene schools and with the results of this last school year. I havebeen very impressed with the Superintendent's leadership in addressing those issues and providing a bold and progressive modelgoing forward that will hopefully advance our most challenged schools and the entire district.There have been a number of very important initiatives undertaken by the Superintendent that are designed to lift the quality ofeducation throughout the school district and with time, should be successful. These include the Accelerated Education Programs in allour neighborhood high schools, expansion of'Pre-K learning centers in schools serving our most challenged communities, increasedsupport for career academies with focus on quality and accreditation, and the major commitment of staff and resources to the readinginitiative which is designed to assure every child reads on grade, at grade, and bring an end to the unacceptable number of childrenwho arrive in middle and high school unable to effectively read. Reform and progress of an urban district has its ups and downs andtakes time and the willingness to stay the course while making tweaks along the way. I think the Superintendent has the District onthe right course to success. The one area of major systemic weakness that I perceive is in not having a deep .enough experienced and


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highly skilled administrative bench. The building of such a bench would have needed to have occurred long before Mr. Pratt-Dannalsbecame Superintendent. He has put emphasis on building leadership skills in the District, but in my opinion, needs to ratchet up theexpectations and accountability of all administrative staff. We have many highly competent and hard working administrative staff.To the extent possible, it needs to be all- not most.Needless to say, there are factors outside the Superintendent's control that impact the ability of the District to make rapid progress,including severe fiscal constraints and deeply embedded community and socioeconomic issues and attitudes that must be overcome.Although the District has made substantial success in a number of areas, including graduation rate, attendance, disciplinaryinfractions, safety and security of schools and centers of academic excellence throughout the District, I would not be able to rate theSuperintendent as excellent or highly effective in the face of our inability to make adequate progress in a few of our schools.Regardless of our initiatives and long range plans that should improve the District to the level desired, both the Superintendent and theBoard are ultimately judged on whether all students make adequate progress, graduate and are well trained for career or profession.Although a majority of our schools and students are doing well, some are not. Consequently, my overall assessment is 3.5.

W.C. Gentry evaluation

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