The City of Ca

ape Coral M
Municipal
Charterr School Authority M
Model Systtem
for Superintend
dent Self-E
Evaluation
n
Part VI: Implem
mentation Guide forr
Superinten
S
ndent Eval uation
June
e, 2016

City of Cape Co
oral Municipal Cha
arter School Systeem Governing Bo
oard
3519 Oasis Blvd., Cape Coral, Fl. 333914
Phone (239)
(
424-6100

www.capech
harterschools.orgg

Appraisal Information
Name: Nelson Stephenson
Position: Superintendent

Months in the Position: 1 years

Date of Appraisal: June 14, 2016

School Year: 2015-16

Appraisal Period Start: 7/01/2015

Appraisal Period End: 06/16/2015

Name of Governing Board Member Completing This Evaluation: Superintendent Stephenson Self-Evaluation

SUPERINTENDENTS PERFORMANCE EVALUATION

The primary purpose of the Superintendents evaluation is the improvement of performance. The essence of performance evaluation requires the Board and
Superintendent to address what the Superintendent is attempting to accomplish, to assess how well the Superintendent is doing, and to define the area and
priorities for improvement. An effective evaluation process should provide the foundation for a good Superintendent-Board relationship.

PROCEDURES:

Each Governing Board Member should complete an individual Superintendent performance evaluation. In this phase of the evaluation process, each
Board Member works independently, without consulting any other Board Member, to rate the performance of the Superintendent. Written comments
to any item are encouraged. The form should be completed in whole, then printed and signed by the evaluating Governing Board Member.

The performance of the Superintendent is to be rated against the four performance Standards as defined below:
Unsatisfactory performance is merited when performance has not significantly improved following a rating of Needs Improvement, or performance
is consistently below the requirements of a standard and is considered inadequate, or both.
A rating of Needs Improvement represents performance that is below the requirements of a standard but is not considered to be Unsatisfactory at
the time. Improvement is necessary and expected.
Proficient performance is understood to be fully satisfactory. For the superintendent, this is the rigorous expected level of performance. It is a
demanding, but attainable level of performance.
Exemplary performance represents a level of performance that exceeds the already high standard of Proficient. A rating of Exemplary is reserved
for performance on an indicator or standard that is of such a high level that it could serve as a model for other leaders.
Governing Board Members should rate the Superintendent in all standards using one of the four ratings: Exemplary, Proficient, Needs Improvement or
Unsatisfactory.

Superrintendentts Perform
mance Rating for Sta
andard I: Community
C
y Relation
ns
Unsatisfactory

Needs
Improvement

Proficient

Exemplary

IA. Partiicipatesincommun
nityactivities.

IB. Isvissibletostaff,paren
nts,andstudents.Regularlyattendssschoolorcommun
nitybasedfunctions.

IC. Prom
motesCCCCSAscurricularandcocurrricularactivitiesto
othecommunity.

ID. EffecctivelyrepresentsC
CCCCSAtoothergo
overnmentalunits..

IE. Main
ntainsgoodrelationswiththemedia.

Check one
e box for each ind
dicator and circle the overall stand
dard rating.

OverallRattingforStandardII
(Circleone..)

Unsatisfacto
ory

Theedu
ucationleaderprom
motesthelearningandgrowthofallsstudentsandthessuccessofallstafftthrougheffectivep
partnershipswith
familiess,communityorgan
nizations,andothe
erstakeholdersthaatsupportthemisssionofthedistrictaanditsschools.

Needs Im
mprovement

Proficient

Exempplary

Commen
ntsandanalysis((recommendedfforanyoverallrating;requiredfo
oroverallratingo
ofExemplary,NeeedsImprovemen
ntorUnsatisfacto
ory):
(IC.)Havveworkedhardtoensurecurricula
arandcocurricu
ularactivitieshaveebeenmadevisib
bleandaregettinngproperattentiioninmediaandsocialmedia
outlets.ThisincludesSTEEM,arts,contestss,athletics,ando
otherassociateda
activities.
(IE.)Ma
adeearlyinitialco
ontactwithmedia
aoutletsandhavveworkedhardto
ocultivaterelatio
onshipthatallows
wsoursystemtob
bepromotedinth
hebestlight
possible.Nowhaveadireectpipelinetomeediaoutletsandh
havebeensuccesssfulingettingmanyarticlesrelattedtooursystem
mpublished.

Examplesofevidencesup
perintendentmigghtprovide(note:thislistisneithe
ercomprehensiveeand/orallitemssarenotnecessaaryforevaluation
npurposes):

SampleDistrictandsch
hoolnewsletters
AuthorityMinutes
Evidenceeofcommunityssupportand/oren
ngagement

Intern
nalcommunicatio
onwithstaff(sam
mples)
ecognition
Accountssofdistrict/schoolaccomplishmeentsinvarious
StaffRe

Memb
bership/participaationincommunityorganizations
Other
formsin publicmedia

Superrintendents
s Performan
nce Rating for
f Standard
d 2: Manage
ement and O
Operations

Unsatisfactory

Needs
Improvement

Proficient

Exemplary

I-A. Stayys informed and pro

omotes Best Practiices.

I-B. Make
es cost-effective ch
hoices when spending school funds.

I-C. Main
ntains physical facilities in good condittion.

I-D. Provvides educational le

eadership.

I-E. Provvides accurate finan

ncial costs informattion to the authority
y.

Check one
e box for each ind
dicator and circle the overall stand
dard rating.

Overall Ra
ating for Standa
ard 2
(Circle on
ne.)

Unsatisfacto
ory

The education leaderr promotes the learning and growtth of all students aand the success of all staff by enssuring a safe,
cient, and effective
e learning environ
nment, using reso
ources to implem
ment appropriate ccurriculum, staffin
ng, and training.
effic

Needs Im
mprovement

Proficient

Exempplary

Commen
ntsandanalysis((recommendedfforanyoverallrating;requiredfo
oroverallratingo
ofExemplary,NeeedsImprovemen
ntorUnsatisfacto
ory):
(IA.)Atttendsnumerousw
webinars,utilizesonlineresearch,willbeattending
gCharterSchoolN
NationalConferennce,andvisitingmodelcharterscchools.Always
worktop
promotebestpra
acticesharingwitthinourownsysteemutilizingsubsttitutesforteacheersinterestedinvvisitingbestpractticeclassrooms.
(IB.)Wo
orkedhardtomaiintainabalanced
dreserveaccounttwhileseekingaraiseforallstaff,,addinghealthcaarefor50+emplo
oyees,buyingfou
urbusses,and
beginnin
ngtoplanfortech
hnologyupgradesystemwide.
Examplesofevidencesup
perintendentmigghtprovide(note:thislistisneithe
ercomprehensiveeand/orallitemssarenotnecessaaryforevaluation
npurposes):

Leadeershipteamsched
dule

ProfessiionalDevelopment
PPOsamplesrelatedtofacilities

Intern
nalcommunicatio
onwithstaff(sam
mples)
Externalreviewsandaud
dits
PPurchaseordersamplesrelatedto
ofacilities
Memb
bership/participaationinprofessionalorganizationss
Other

rrepair/enhancement

Superrintendentts Perform
mance Rating for Sta
andard 3: Authority
A
Relations
Unsatisfactory

Needs
Improvement

Proficient

Exemplary

I-A. Provvides timely, adequa

ate and accurate in
nformation to the au
uthority.

I-B. Supp
ports and executes
s Authority decisions.

I-C. Follo
ow and implements
s Authority policy.

I-D. Is responsive.

I-E. Make
es recommendations demonstrating good
g
judgement.

Check one
e box for each ind
dicator and circle the overall stand
dard rating.

Overall Ra
ating for Standa
ard 3
(Circle on
ne.)

Unsatisfacto
ory

The education leaderr promotes the learning and growtth of all students aand the success of all staff by worrking with the
verning Board Autthority to ensure policies,
p
goals, an
nd long-term grow
wth are focused o
on student acade
emic success.
Gov

Needs Im
mprovement

Proficient

Exempplary

ntsandanalysis((recommendedfforanyoverallrating;requiredfo
oroverallratingo
ofExemplary,NeeedsImprovemen
ntorUnsatisfacto
ory):
Commen
(IA.)Wo
orkhardtokeepG
GoverningBoardinformed.Provid
dedemailcontacctorpersonalcalllshouldtheinforrmationdependin
ngontheimportanceofthe
informattion.Provideaccurateinformation
nthatallowsGovverningBoardtoknowfulldimenssionofinformatioonbeingshared.

Examplesofevidencesup
perintendentmigghtprovide(note:thislistisneithe
ercomprehensiveeand/orallitemssarenotnecessaaryforevaluation
npurposes):

Intern
nalcommunicatio
onwithstaff/board(samples)
ProfessiionalDevelopment
CCommunicationw
withLobbyist

ExecutiveMemorandaa

NEOLA

A
AvancEDAccredittationProcessDo
ocuments

dMeetingAgendaaorNotes

Board
Other

Superrintendentts Perform
mance Rating for Sta
andard 4: Cultural
C
Le
eadership
p
Unsatisfactory

Needs
Improvement

Proficient

Exemplary

I-A. Routtinely seeks the adv

vice of teachers, prrincipals, staff, board members, and other
o
stakeholders.

I-B. Cele
ebrates staff/school//student/administra
ators accomplishme
ents and rewards.

I-C. Deve
elops a sense of effficacy and empowe
erment among stafff which influences the
t systems identitty, culture, and perfformance.

I-D. Deve
elops internal capacity for leadership succession.
s
Works
s on a plan to prepa
are future school le
eaders.

I-E. Esta
ablishes an environm
ment of trust among staff, students, pa
arents, and the com
mmunity at large.

Check one
e box for each ind
dicator and circle the overall stand
dard rating.

Overall Ra
ating for Standa
ard 4
(Circle on
ne.)

Unsatisfacto
ory

The education leaderr promotes the learning and growtth of all students aand the success of all staff by und
derstanding how
s
came to their
t
current state
e, and how to connect with their traaditions in order tto move forward tto build and
the system
supp
port the systems efforts to achieve
e individual and collective
c
goals.

Needs Im
mprovement

Proficient

Exempplary

Commen
ntsandanalysis((recommendedfforanyoverallrating;requiredfo
oroverallratingo
ofExemplary,NeeedsImprovemen
ntorUnsatisfacto
ory):
(IA.)Cou
uldimprovethisa
areaandwillasm
manyotherworkdemandsthatha
avedrainedalotoftimearecomppleteornearingssomeformofcom
mpletion.
(NEOLAa
andAdvancED).Plansfortheupccomingschoolyea
arincluderegularrAssistantPrincip
palandJuniorCaabinet(student)m
meetings.Inaddiition,willbe
holdingSSuperintendentw
workshopsopento
oallandwillbefformingateacherrcabinetmadeu
upofseveralteachhersfromeachscchoolthatwillasssistin
dissemin
nationofinformationandasaplattformtoprovideffeedbackonsysttemissues.
(IB.)Parrticipateinmanydifferentschoola
awardprograms,,sendoutperson
nalhandwrittentthankyounotes, passongoodnewsstoriestothemedia,post
videosan
ndothercontentonsocialmedia,andcreatedsysttemwidemagaziinetocelebratestaffaccomplishm
ments.
(ID.)Loo
okingintosomep
programmaticsysstemthatwillallo
owforfuturelead
derdevelopmentt.Hurdlesincludee(cost,time,expeertise)
Examplesofevidencesup
perintendentmigghtprovide(note:thislistisneithe
ercomprehensiveeand/orallitemssarenotnecessaaryforevaluation
npurposes):

Leadeershipteamsched
dule/materials
ProfessiionalDevelopment
CCommunicationSSamples

Intern
nalcommunicatio
onwithstaff(sam
mples)
Survey

A
AttendancePTO//SACetc.

Superrintendentts Perform
mance Rating for Sta
andard 5: Instruction
I
nal Leaderrship
Unsatisfactory

Needs
Improvement

Proficient

Exemplary

I-A. Ensu
ures that instruction
nal time is valued and
a protected acros
ss the system.

I-B. Setss high expectations and concrete distriict goals focused on

n learning and teac
ching.

I-C. Cele
ebrates with the larg
ger professional community practices and procedures tha
at have resulted in improved student aachievement.

I-D. Provvides instructional staff

s
access to provide feedback on ac
cademic systems.

I-E. Atten
nds professional de
evelopment activitie
es that ensures sup
perintend knowledg
ge of current best prractices and encouurages and
supp
ports staff professio
onal development opportunities.
o

Check one
e box for each ind
dicator and circle the overall stand
dard rating.

Overall Ra
ating for Standa
ard I
(Circle on
ne.)

Unsatisfacto
ory

The education leaderr promotes the learning and growtth of all students aand the success of all staff by culttivating a shared
on that makes pow
werful teaching and
a learning the central
c
focus of scchooling.
visio

Needs Im
mprovement

Proficient

Exempplary

Commen
ntsandanalysis((recommendedfforanyoverallrating;requiredfo
oroverallratingo
ofExemplary,NeeedsImprovemen
ntorUnsatisfacto
ory):
(ID.)Cou
uldimprovethisa
areaandwillasm
manyotherworkdemandsthatha
avedrainedalotoftimearecomppleteornearingssomeformofcom
mpletion.
(NEOLAa
andAdvancED).Plansfortheupccomingschoolyea
arincludeformingateachercabin
netmadeupofseeveralteachersfrromeachschooltthatwillassist
indissem
minationofinform
mationandaplattformtoprovideffeedbackonsysteemissues.

Examplesofevidencesup
perintendentmigghtprovide(note:thislistisneithe
ercomprehensiveeand/orallitemssarenotnecessaaryforevaluation
npurposes):

Leadeershipteamsched

dule/materials
ProfessiionalDevelopment(Teacher) PProfessionalDeveelopment(Personal)

Intern
nalcommunicatio
onwithstaff(sam
mples)
Survey

M
MeetingwithDepartments/IndividualTeachers

SchoolIImprovementPlaans
Student/SchoolPerformanceGoals
O
Other

Superrintendentts Perform
mance Rating Asses
ssment Summary

Unsatisfactory

Needs
Improvement

Proficient

p y
Exemplary

I.

Co
ommunity Relations
s

2.

Ma
anagement and Operations

3.

Authority Relations

4.

Cu
ultural Leadership

5.

Insstructional Leadersh
hip

Check on
ne box for each in
ndicator and circlle the overall stan
ndard rating.

OVERAL
LL PERFORMANC
CE ASSESSMENT RATING

OVERALLLCOMMENTS:
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SignatureoffEvaluatingGoverningBoardMember

SignatureoffSuperintendentofSchools

Date

Date