paula wright evaluation

8/4/2019 Paula Wright evaluation

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,' ANNUAL SUPERINTENDENT EVALUATION2011DUVAL COUNTY PUBLIC SCHOOLSSeptember 6,2011 Paula D. WrightDate(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 1operation of the school d ist rict in a timely manner2. Offers professional advice to the Board on items 2requiring Board action, with appropriaterecommendations based on thorough study andanalysis3. In terprets and executes the intent of Board Policy 34. Seeks and accepts construct ive cr it ic ism of his/her 3work5, Supports Board Pol icy and act ions to the public 3and staff6. Has a harmonious working relationship with the 3Board7. Understands his/her role in the administra tion of 4Board Polic:i8. Remains impartial toward Board Members, 2according all the same treatmentf-:'--~-----~--9. Feels free to maintain his/her opposition to mat ters 5

under discussion by the Board until an off ic ial decis ionhas been reached


2/7

General Comments (Relationships with the Board):Overa ll 2 .8 The f irst goal of the Strategic Plan developed by the Superintendent is to Increase Academic Achievement for Al l Students. As theSuperin tendent for several years, there remains a concern to move all students to prof iciency in reading and math. Having served in the majoracademic positions, three years later, the district continues to have Intervene schools and had three to be added this year. With the eagle view, Ihad hoped that the Superin tendent would be in position to provide targeted directives from a leadership stance as wel l as an academician to moreprescr iptively address the total causes of the low performing issues and develop a roadmap that would more quickly lead to success.Explanation for Ratings of 1 or 2The obligation to inform the Intervene school communities of the upcoming options for the Intervene Schools in early 2011 when the dist rict wasmade aware, did not demonstrate commitment to student academic progress. The outpouring of the community input and support could havebeen enough to help parents to guide their students better as well as to combine the collective efforts of the communi ty stakeholders to rise abovethe intervene level. The information would have allowed the communi ty to become engaged a year earl ier and the results could have been muchdifferent for our students and the community. The graduation rate, the achievement gap, the reading and mathematics targets a ll were not met.The budget process was presented as cuts and deletions, and not enough information on the total impact of such decisions were provided tomake sound fiscal decisions. The Close and Re-open, the Duval Partners, and the Schools for the Future - three crucial recommendations didnot demonstrate the abi li ty to thoroughly study and analyze situations in cri tical moments.

5 4 3 2 1Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effective Performance ImprovementB. Community Relationships

1. Sol ici ts input and gives attention to problems and 3opinions of all groups and indiv iduals2. Develops cordial and cooperat ive relat ionships with 5news media3. Particif2_atesactively in community life and affairs 14. Provides leadership for improving parental 1involvement in the schools5. Maintains a high visible profile in the schools and 1community

6. Achieves status as a communi ty leader in public 4education7. Gains respect and support of the community on the 3conduct of the school system8. Works collaborat ively with the Mayor, City Counci l, 5Sheriff . independent authori ties, and other keyorganizationsGeneral Comments (Community Relat ionships):2 .8 Overall rating. The Superintendent is the educat ional leader of this district. The district has made good progress in some areas, but thepresence of the Superintendent in schools is needed more to support, monitor, and determine if new or dif ferent strategies are required.


3/7

Explanation for Ratings of 1 or 2:Parental involvement makes the dif ference in the school l ives of students. Parental involvement is a major factor in helping students to achieveacademically. yet the Superintendent has not taken a leadership role in ensuring that all stakeholders do more than cursory act ivi ties to involveand engage parents. The meetings that I am aware of that the Superintendent made were required. As the leader, the students and communitydeserve to see their Superintendent as someone to encourage and to give support.

5 4 3 2 1Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effective Performance ImprovementC. Staff and Organizational Relationships1. Develops and executes sound personnel 3procedures and practices2. Treats all personnel fairly, without favori tism or 2discrimination, while insisting on performance of duties3. Delegates authori ty to staff members appropr iate to 3the position each holds4. Recruits and assigns the best available personnel 3in terms of their competencies

General Comments (Staff and Organizational Relationships):2.75 Average

Explanation for Ratings of 1 or 2:The morale is extremely low because of staff inconsistencies on pay and promotions.


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

D. Educational Leadership1. Understands and keeps informed regarding all 4as_pectsof the instructional program2. Implements the school system's phi losophy of 2education; sets goals of achievement3. Develops and maintains a proactive agenda for 2school improvement that is oriented toward highperformance for all students4. Examines, communicates, and addresses gaps in 2achievement of different groups of students5. Articulates his/her high educational vision and 2motivates staff, parents, students, and community toparticipate in achieving it6. Organizes a planned program of staff development 2and improvement

General Comments (Educational Leadership):Overall average 2.3No evidence of a targeted plan to increase the academic levels of Al l students.

Explanation for Ratings of 1 or 2:A sound instruct ional program is needed to eliminate defic iencies. Staff appointments have raised many quest ions. The ih day period versus theAlB Block scheduling not being thoroughly analyzed for the benefit of low-performing students is an example. Wrap around supports must beevaluated for effectiveness. The number of students in Read 180 and Intensive Math for 3 or more consecutive years demonstrates that therewas not enough examination of program and/or student progress. Experienced teachers should be assigned to al l schools to provide theeducational balance that all schools require in order to address the varied student achievement levels . No deSigned and implementedprofessional development for district staff.


5/7

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

-E . Fiscal Leadershil?Performance Effective Performance Improvement

1. Preparation of the annual budget reveals careful 2analysis of the operational expenditures of the schoolsystem2. Has process for guiding budget 33. Aligns budget with Strategic Plan 24. Establishes both a short-term and long-range 3capital improvement plan which includes continuousassessment of the projected resources and utility of allschool buildings and property5. Maintains accurate financial records and 4implements internal/external audit systems andcontrols to ensure the proper expenditure of funds andelimination of waste6. Secures goods and services at a fair and 3reasonable cost, implementing cost-saving measures,without compromising the quality of the instructionalprogram7. Communicates the current and projected fiscal 3needs of the school system to the School Board8. Consults with the Board on unusual needs and 3 ~expenditures9. Reports to the School Board on the financial 4condition of the school system ina timely manner asdefined by the BoardGeneral Comments (Fiscal Leadership):

Overall rating 3.I>

Explanation for Ratings of 1or 2:Information is not timely and complete. Budget processed revealed inequity among employee salaries and duties. Core commitment thatacademic and operational resources will be adequately distributed throughout all DCPS schools is not being met. The new org chart waspresented with a number of unnecessary positions created and/or upgraded. Cost addition for add-on positions and titles.The use of the SIG and RTTI funding is unclear.


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, .- 3 2 14Areas of Responsibility Excellent Highly Acceptable Needs UnsatisfactoryPerformance Effective Performance ImprovementF. Personal Qualities1. Exercises sound Judgment in arriving at decisions

,i~ J2. Maintains poise and emotional stability in the full 4ranee of his/her professional activities3. Uses language effect ively in dealing with staff , the 5Board, and the public4. Writes clearly and concisely 55. Speaks well in front of small and large groups, 4expressing his/her ideas in a logical and forthrightmanner6. Maintains professional development by reading, 4taking courses, attending conferences, working onprofessional committees, and visiting other schooldistricts7. Demonstrates his /her abi li ty to work well with 3individuals and groups8. Defends principle and convict ion in the face of 2pressure and partisan influence9. Maintains high standards of ethics, honesty, and 3integrity10. Earns respect and standing among his/her 4professional colleaques11. Devotes his/her t ime and energy effect ively to 2his/her iob

General Comments (Personal Quali ties):Overall3p'

Explanation for Ratings of 1 or 2:Recommendation to have ED manage 2011-12 Intervene Schools Very l it tle monitoring of upper district s taff .Not in schools enough to understand the effectiveness of principals or how- Challenge schools 3 years of dropping


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

Performance Effective Performance -It:!:!.ProvementG. Please give an overall rat ing of the (~IfJuperintendent's PerformanceGeneral Comments (Overall Performance):

Explanation for Ratings of 1or 2:

07-2711-BSC

paula wright evaluation

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