matrix of identified areas of focus for improvement-dec. 2014

8/10/2019 Matrix of Identified Areas of Focus for Improvement-Dec. 2014

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Semi-Annual Evaluation of Superintendent Nancy J. Graham, Ed.D, by The School Board of Lee County / June 15, 2014 December 15, 2014Page 1 of 3

Matrix of Identified Areas of Focus for Improvement

Quarterly Evaluation of Superintendent Nancy J. Graham, Ed.D, by The School Board of Lee CountyJune 15, 2014December 15, 2014

Overall Rating:

1.85

Criteria marked as a focus for improvement by thr ee or more School Board M embers

becomes part of the Superintendents Personal Improvement Plan.

The following criteria were identified: Models a collaborative leadership style to involve the Board Members and other stakeholders in establishing and achieving the Districts

Strategic Plan. Models and maintains a level of respect for and from all administrators, which results in an atmosphere conducive to achieving District Goals as

measured by customer feedback information. Communicates, in a timely manner, District information, goal, and critical issues to the Board Members and to stakeholders.

Directs appropriate data to be made accessible to stakeholders. Communicates overall District Strategic Plan requirements to staff. Appropriately and professionally manages personnel issues including recommendations, evaluations, staff deficiencies, and retention. Provides

feedback on professional performance and offers assistance to strengthen weaknesses in performance.

Category & Identified CriteriaFischer

District 1

Dozier

District 2

Morgan

District 3

Teuber

District 4

LaRiviere

District 5

Category

Average*

Leadership 1.5 1.5 1.5 0.8 2.25 1.50Develops and monitors a District Strategic Plan which is aligned with the State s andDistrictsMission and Goals. X

Directs and facilitates the priority setting and decision making to accomplish theDistrictsMission, Goals, and Strategic Plan. X

Models good leadership by using Quality Improvement principles, processes, andpractices in daily administration of the District or area of responsibility. X X

Models a collaborative leadership style to involve the Board Members and other

stakeholders in establishing and achieving the Districts Strategic Plan.X

XX

Directs staff to establish and utilize a process that readies the District for change. X X

Models and maintains a level of respect for and from all administrators, which results inan atmosphere conducive to achieving District Goals as measured by customer feedbackinformation.

X X X X

Communicates, in a timely manner, District information, goal, and critical issues to theBoard Members and other stakeholders. X X X

Implements School Board Policies and decisions and keeps Board Members wellinformed. X


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District 1

Dozier

District 2

Morgan

District 3

Teuber

District 4

LaRiviere

District 5

Category

Average*

Information and Analysis 2.0 2.0 1.5 1.5 2.75 1.83Directs the collection and maintenance of information/data appropriate to the monitoringof the Districts Strategic Plan. X X

Analyzes and uses data for decision making to review or improve actions, plans,

processes, and systems. X X

Uses benchmark and trend data in the analysis of results. X

Directs appropriate data to be made accessible to stakeholders. X X X

Strategic Planning 2.0 1.5 2.0 0.5 2.5 1.83Implements the Sterling process in strategic planning. X X

Develops long- and short-term plans and goals within the DistrictsStrategic Plan that arealigned with the goals of the state. X

Communicates overall District Strategic Plan requirements to staff. X X X

Allocates or utilizes resources consistent with the implementation of the District StrategicPlan, aligning it with budget development. X

Ensures that District and department goals are aligned with the DistrictsStrategic Plan. X X

Customer Focus 1.5 2.0 2.0 2.4 2.75 2.13Strives to develop positive relationships with all customers. X X

Establishes processes and methods to respond to customer requirements. X

Establishes processes to measure customer needs and levels of satisfaction. X X

Provides leadership to support internal and external partnerships. X X

Human Resources 1.7 1.5 2.0 1.8 2.5 1.83Ensures that training plans are developed to provide skills to employees to accomplishtasks in alignment with the DistrictsStrategic Plan. X

Employs and encourages a team approach to solving problems and improving processes.Provides frequent feedback to those involved in improvement efforts. X

Establishes positive staff morale through flexibility, support, and recognition of groupsand individuals working toward District improvement. X X

Appropriately and professionally manages personnel issues including recommendations,evaluations, staff deficiencies, and retention. Provides feedback on professional

performance and offers assistance to strengthen weaknesses in performance.

X X X

Process Management 2.0 2.0 1.75 1.7 2.75 1.92Directs the employment of an improvement cycle (PDSA) that analyzes results, identifiesroot causes of operational problems, and recommends responsible solutions andcorrections for fast response.

X X

Possesses knowledge of and supports and implements School Board, State, and Federalpolicies, procedures, negotiated agreements, and District decisions. X


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District 1

Dozier

District 2

Morgan

District 3

Teuber

District 4

LaRiviere

District 5

Category

Average*

Operational Results 2.0 2.0 1.5 1.7 2.75 1.90Shows positive trends in the achievement of improvement goal results in the area ofimproved learning gains. X X

Shows positive trends in the achievement of improvement goal results in the area of

safety and health. XShows positive trends in the achievement of improvement goal results in the area ofefficiency and effectiveness. X

OVERALL PERFORMANCE ASSESSMENT RATING 1.81 1.79 1.75 1.49 2.61 1.85

*Pursuant to Board Policy 1.061(3)(b), the highest and lowest scores in each category (identified in red)have been eliminated, and the category averages have been calculated accordingly. Theoverall rating is the average of the category averages.

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matrix of identified areas of focus for improvement-dec. 2014

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