verna ruffin evaluation 2015-16

8/15/2019 Verna Ruffin evaluation 2015-16

1/9

2014-15

School Year

Jackson-Madison County Schools

Director of Schools Evaluation

Summary

Alvey Bratcher Campbell Clifft Hampton Head Mays Murray Neely AVERAGE

Superintendent

Self-Eval.

I. Board Relationship

INDICATORS

1. Keeps all board members informed on issues, needs, and 2 2 4 3 5 4 4 4 4 3.6 4.0

operation of the school system.

2. Support board policy and actions to the public and staff. 3 3 4 3 5 3 4 4 4 3.7 5.0

3. Has a harmonious relationship with the board. 2 2 3 3 4 4 4 2 3 3.0 4.0

4. Upon request, provides clear explanations of alternatives 1 1 3 3 4 3 4 2 4 2.8 4.0

for recommendations.

5. Works toward creating and maintaining a high degree of 1 2 3 2 4 3 4 3 4 2.9 4.0

understanding and respect between staff and the board.

6. Advises the board on need for new or revised policies. 2 4 4 4 5 3 3 4 4 3.7 4.0

7. Refrains from criticizing members of the board. 2 4 5 5 4 5 4 4 4 4.1 4.0

8. Exercises good judgment and objectivity in making 1 2 3 3 4 3 4 3 3 2.9 4.0

recommendations to the board.

9. Offers professional advice to the board on items requiring 1 2 2 3 4 2 4 2 3 2.6 3.0

board action with appropriate recommendations based on thorough study and analysis.

10. Understands and executes the intent of board policy. 1 4 4 3 5 3 4 3 4 3.4 4.0

11. Seeks and accepts constructive criticism of her/his work. 1 1 3 2 4 5 4 4 3 3.0 4.0

12. Keeps board informed on matters of employment, 2 3 4 4 4 4 3 3 4 3.0 4.0

promotion, and dismissal of personnel.

1.6 2.5 3.5 3.2 4.3 3.5 3.8 3.2 3.7 3.3 4.0

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Summary

* Comments are required if a rating of 1 or 5 is given. If a comment is not given, the rating will not be counted in the tabulation.


Superintendent

Self-Eval.

II. Community Relationships

INDICATORS

1. Is an effective spokesman for the school system. 2 4 5 3 5 5 5 4 4 4.1 5.0

2. Is respected and supported by the community in 2 3 3 2 3 4 4 4 3 3.1 4.0

conducting the operation of the schools.

3. Builds public support for the school system. 2 3 3 2 5 2 4 4 3 3.1 4.0

4. Defends principals in the face of pressure or partisan 1 2 3 3 3 4 3 3 3 2.8 5.0

influence.

5. Develops cooperative relationships with the news media. 2 3 2 2 3 3 5 4 5 3.2 4.0

6. Participates actively in community life and affairs. 2 4 5 5 4 5 4 4 4 4.1 5.0

7. Achieves status as a community leader in public 2 3 4 3 5 4 4 4 5 3.8 5.0

education.

8. Establishes strong relationships with public and private 2 4 4 3 4 5 4 4 4 3.8 4.0

agencies.

1.8 3.0 3.6 2.9 4.0 4.0 4.0 3.7 3.8 3.4 4.4


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2014-15

School Year



Summary

III. Staff and Personnel Relationships Alvey Bratcher Campbell Clifft Hampton Head Mays Murray Neely AVERAGE

Superintendent

Self-Eval.

INDICATORS

1. Develops good staff morale and loyalty to the organization. 1 2 3 1 3 2 4 2 3 2.3 3.0

2. Treats all personnel fairly, without favoritism or 1 2 4 2 3 3 3 2 4 2.7 5.0

discrimination, while insisting on performance of duties.

3. Delegates authority to staff members appropriate to the 2 2 3 4 5 3 3 2 3 3.0 3.0

position each holds.

4. Recruits and assigns the best available personnel. 2 2 3 2 5 3 4 3 3 3.0 3.0

5. Represents the best interest of the board in working with 2 2 2 4 4 4 3 4 3.1 4.0

teachers and their organizations.

6. Solicits input from staff in planning activities. 2 2 3 3 3 3 4 2 4 2.9 4.0

7. Maintains up-to-date job descriptions for all personnel. 3 3 3 4 3 4 3 2 4 3.2 4.0

8. Ensures that adequate planning and evaluation of 1 3 3 3 4 4 3 2 4 3.0 4.0

curriculum and instruction occur.

9. Develops and empowers staff, resulting in an effective 1 2 3 3 4 3 4 2 3 2.8 4.0

racially diverse educational team.

10. Has a vision and communicates a mission for the 2 2 4 4 5 3 4 2 4 3.3 5.0

school system.

1.7 2.2 3.2 2.8 3.9 3.2 3.6 2.2 3.6 2.9 3.9


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2014-15

School Year



Summary


Superintendent

Self-Eval.

IV. Educational Leadership

INDICATORS

1. Understands and keeps informed regarding all aspects of 2 3 4 5 4 4 4 3 4 3.7 4.0

the instructional program.

2. Participates with staff, board, and community in studying, 2 2 4 4 4 4 4 3 4 3.4 4.0

problem solving, and developing curriculum and

instructional improvements.

3. Organizes a planned program of staff evaluation and 2 3 3 3 4 3 3 2 3 2.9 3.0

improvement.

4. Models the highest professional standards to staff and 1 2 4 4 4 4 4 3 4 3.3 5.0

community.

5. Is an effective advocate of lifelong learning. 3 3 4 4 5 5 4 4 5 4.1 5.0

6. Creates an environment which encourages staff to 1 3 3 2 3 3 4 2 4 2.8 4.0

constantly strive for improvement.

7. Incorporates technology as a teaching-learning strategy. 2 3 3 5 5 3 3 4 4 3.6 3.0

8. Encourages staff to be innovative in problem-solving. 1 3 3 3 3 3 3 2 3 2.7 3.0

1.8 2.8 3.5 3.8 4.0 3.6 3.6 2.9 3.9 2.7 3.9


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2014-15

School Year



Summary


Superintendent

Self-Eval.

V. Business and Finance

INDICATORS

1. Supervises operations, insisting on competent and 2 2 3 3 3 3 3 3 3 2.8 3.0

efficient performance.

2. Ensures that funds are spent wisely, and adequate 1 2 3 4 3 4 3 3 3 2.9 4.0

control and accounting are maintained.

3. Develops a responsible, timely and detailed budget that 1 2 3 4 4 3 4 2 3 2.9 3.0

reflects the needs of the school system.

4. Administers and adheres to the adopted budget. 2 2 3 3 4 4 4 3 3 3.1 3.0

5. Provides regular financial reporting that is well prepared 2 2 3 3 3 4 4 3 3 3.0 3.0

and punctual.

6. Oversees operation and control of facilities and 1 2 3 3 3 3 4 3 3 2.8 3.0

equipment, ensures that they are safely maintained, and

recommends needed improvements.

7. Demonstrates awareness of local, state, and national 2 4 3 4 4 4 3 4 4 3.6 4.0

economic developments and their impact on the school

system.

8. Administers financial affairs of the school system 2 4 4 4 4 4 4 3 4 3.7 4.0

consistent with state law and board policy.

1.6 2.5 3.1 3.5 3.5 3.6 3.6 3.0 3.3 3.1 3.4


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2014-15

School Year



Summary


Superintendent

Self-Eval.

VI. Strategic Planning Skills

INDICATORS

1. Works effectively with board, staff, and community to 2 3 3 3 3 3 4 2 3 2.9 4.0

develop both short- and long-range strategic plans.

2. Keeps board and community informed on progress 2 2 4 3 4 2 4 3 4 3.1 4.0

toward short- and long-range plans.

3. Develops and annually evaluates the Five-Year Plan 2 3 4 3 4 3 4 2 4 3.2 4.0

which includes strategies, goals, and projected

student outcomes.

1.9 3.1 3.5 3.4 3.8 3.3 3.8 2.8 3.7 3.3 3.9

VII. Student Achievement

1. Develops, implements, promotes and monitors continuous 1 3 3 3 4 3 3 4 4 3.1 4.0

improvement in student achievement.

2. Applies effective methods of providing, monitoring, 1 3 3 3 4 2 3 4 4 3.0 4.0

evaluating and reporting student achievement.

3. Promotes academic rigor and excellence for students so 2 3 4 3 4 4 4 4 4 3.6 4.0

that they are college and career ready.

4. Maintains a current knowledge of developments in 2 4 4 3 4 3 3 3 3 3.2 3.0

curriculum and instruction and ensures that the

instructional program is rigorous and relevant.

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2014-15

School Year



Summary

5. Reviews, reports and reacts appropriately to state 2 3 4 4 4 3 3 3 3 3.2 3.0

accountability measures.

1.8 3.0 3.6 3.2 3.9 2.9 3.5 3.1 3.6 3.2 3.8


PART 2

I. Personal Characteristics

Personal Characteristics: High standards are expected of all Jackson-Madison County School System administrative

and supervisory personnel. The following list of important personal characteristics includes those items which are

not reflected in job descriptions but which are innate, and yet vitally important for successful job performance.

INDICATORS Alvey Bratcher Campbell Clifft Hampton Head Mays Murray Neely AVERAGE

uper n en en

Self-Eval.

1. Defends principles and convictions in the face of pressure. 2 3 4 3 5 4 3 4 5 3.7 5.0

2. Maintains high standards of ethics in all matters. 1 3 5 3 4 4 4 4 4 3.6 5.0

3. Earns respect of professional colleagues. 1 3 4 2 4 5 4 4 4 3.4 5.0

4. Devotes time and energy effectively to the job. 2 4 4 5 5 5 5 4 4 4.2 5.0

5. Works well with individuals and groups. 1 2 4 3 3 5 4 2 4 3.1 5.0

6. Exercises good judgment in arriving at decisions. 1 2 3 3 3 4 4 2 4 2.9 5.0

7. Possesses and maintains health and energy necessary 2 4 4 5 5 5 4 4 4 4.1 5.0

to meet responsibilities of the position.

8. Maintains poise and emotional stability. 2 3 4 4 4 5 4 4 4 3.8 5.0

9. Is suitably attired and well groomed. 3 4 5 5 5 5 4 4 4 4.3 5.0

10. Uses language effectively in dealing with staff, board, 2 3 4 3 4 5 4 3 4 3.6 5.0

and public.

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School Year



Summary

11. Writes clearly and concisely. 2 4 4 4 5 5 4 3 4 3.9 4.0

12. Speaks well in front of groups. 2 4 5 5 5 5 5 4 4 4.3 5.0

13. Thinks well on his/her feet. 2 3 3 4 5 4 4 4 4 3.7 5.0

14. Maintains professional development. 2 4 4 4 5 5 4 4 4 4.0 5.0

1.8 3.3 4.1 3.8 4.4 4.7 4.1 3.6 4.1 4.0 4.9

Board Goals Alvey Bratcher Campbell Clifft Hampton Head Mays Murray Neely AVERAGE

Superintendent

Self-Eval.

INDICATORS

I. General

1. Develop Human Capital processes to improve human 2 2 3 3 4 2 4 2 3 2.8 3.0

capital functions in order to recruit, attract, develop,

and retain highly effective teachers and leaders.

2. Significantly reduce the number of effective teachers/ 1 2 3 3 3 3 3 3 2 2.6 2.0 leaders leaving the district for reasons other than

promotion or relocation.

3. Recognize and reward high-performing teachers and 1 3 3 3 4 4 4 3 3 3.1 3.0

leaders.

B. Vision 2020

1. Develop a milestone schedule for the Vision 2020 2 4 4 4 5 3 5 3 4 3.8 4.0

process that will support the Dec. 2015 deadline to

finalize decisions on Vision 2020, and insure that all

milestones scheduels in the current year are met.

II. Academic Excellence

A. Continue focus on reading literacy

1. Increase percentage of students improving in reading 1 3 3 3 5 3 3 3 3 3.0 3.0

as measured by TCAP data.

2. Capture and evaluate quantitative and qualitative data 2 2 3 3 4 2 3 3 3 2.8 2.0

on implementation of Reading Mastery and Read 180.

B. Increase number of schools meeting AMOs as 1 3 3 3 4 3 3 3 3 2.9 3.0

determined by local and state objectives.

C. Complete preparations to open Early College High 3 4 4 3 5 4 4 3 4 3.8 4.0

A. Teacher/Leader Effectiveness

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School Year



Summary

School by fall of 2015.

III. Finance

A. Insure the 2014-2015 budget can support Dec. 2015 2 4 4 2 3 4 3 3 3 3.1 3.0

deadline for decision for Vision 2020.

B. Develop tools and processes to improve JMCSS 3 2 3 3 3 3 4 3 3 3.0 3.0

financial forecasting

IV. Safety

A. Implement system-wide training on mental health and 2 3 3 3 4 3 4 3 3 3.1 3.0

emotional health, bullying and employee compliance with

laws and policies relative to employees in the workplace

B. Evaluate school-wide discipline 2 3 3 3 4 3 3 3 3 3.0 3.0

C. Capture and evaluate quantitative data on individual 2 3 3 3 4 3 3 3 3 3.0 3.0

school's implementation of PBS

D. Establish standard/consistent operating procedures 2 3 3 3 4 3 4 3 3 3.1 3.0

for security and implement throughout district.

E. Update all emergency plans and evaluae for consistency. 2 3 3 3 3 3 4 3 3 3.0 3.0

1.9 2.9 3.2 3.0 3.9 3.1 3.6 2.9 3.1 3.1 3.0


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verna ruffin evaluation 2015-16

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