5315    Administrator Evaluation

Personnel/Exempt Employees

The Superintendent shall devise a method of evaluating all administrative personnel under his jurisdiction.

EVALUATION OF ADMINISTRATIVE PERSONNEL

        Each administrator is seen at least once annually in a formal setting. This setting provides for the use of the district's Administrators' Evaluation Form #2210_A*.  In addition, the individual's "Annual Review of Progress' ** is used as a further review of the person's performance.

The Encyclopedia of Educational Research on page 1445 states:

"Training of Supervisors. The research reviewed here raises significant questions concerning our present practices in training supervisors. In addition to a thorough knowledge of curriculum and instruction, which it may be assumed anyone working for improvement of the teaching_learning situation must have, it seems safe to infer that the program for the preparation of supervisors should provide: knowledge and skills in the development of group operation and organization; skill in leading discussion groups; activities to increase empathy; instruction and practice in the procedures for improving communication between the supervisor and an individual teacher and within the group in which the supervisor works; and development of counseling skill and self_analysis which will increase self_understanding that leads to the elimination of personal characteristics which interfere with the individual's acceptance by others. "

Practical application of these skills by the administrator and the subsequent adjustment in their leadership techniques, when things go wrong, bring about a change in their working patterns.

When an administrator has completed his job analysis form, usually in March or April, he is scheduled to meet with me. Each form is reviewed with the individual administrator whether elementary, secondary or central office. Assistant Principals are reviewed by their respective superordinates.

        At these formal conferences the duties of the individual are reviewed in rely to their objective, time spent, etc. If an administrator is spending a disproportionate amount of time on certain duties and/or not enough time on others, this is discussed. And, if the administrator seems uncertain as to his role in a particular responsibility - supervisory, executive, advisory, etc. - an effort is made to remedy this situation.

This method does not provide a rating of how well or how poorly an administrator is performing his role. What it does do is provide a basis for a more objective method of criticism.

**See form attached

Evaluation

Many more informal meetings are held to follow_up on problems of which we are made aware.

This system also provides me feedback on how to improve my relationship with the administrators.

George W . Graham

Policy Adopted:   1/10/72