October 2015 - September 2016 Superintendent Performance Evaluation Robert M. Avossa, Evaluation Category Final Category Weight Rating Student Achievement 30% 3.6 Board and Community Relations 25% 3.8 Human Resource Management 15% 318 Financial Resource Management 15% 4.0 Operations Management 15%, 3.8 FINAL EVALUATION RATING 3.8 FINAL EVALUATION RATING: Highly Effective Superintendent: Date: Robert M. Avossa, Board Chair: Date: Chuck Shaw, Chairman Categories Student Achievement Weight 30% Superintendent's Evaluation Rating by Board Member This form will be used to tabulate results from each Board member and for reporting purposes. District 1 Vacant Score NA VVL Score Scare NA District 2 Chuck Shaw District 3 Karen Brill VVL Score Score Score Score Districtq Score 3.0 -9 Erica Whitfield District 5 Frank Barbieri Score Score 1.2 District 6 Marcia Andrews Score 4.0 Score 1.2 District 7 Debra Robinson Score Score 1.0 Avg. Final Rating 3.6 Board and Community Relations 25% NA NA 1.0 4.0 1.0 3.8 Management Human Resource 15% NA NA 4.0 .6 3.8 Management Financial Resource 15% NA NA 4.0 Operations Management 15% NA NA 4.0 3.0 45 3.8 Board Member Rating NA NA 4-0 3.6 3-5 3-5 3.8 Highly Effective Overall Rating 3-5 - 4-0 Student Achievement 30% 1.2 0.9 0.6 0.3 Board and Community Relations 25% 0.75 0.5 0.25 Effective 2-5 - 3-4 Human Resource Management 15% 0.5 0.45 0.3 0.15 Needs Improvement 1.6 - 2.4 Financial Resource Management 15% 0.6 0.45 0.3 0.15 00 f1 Id Unsatisfactory 1.0 1.5 Operations Management 15% 0.6 0.45 0.3 0.15 Total 100% - FOR INFORMA TION PURPOSES ONL - DO NOT COMPLETE [tiltlitil irli;;r ;? mum (?f/cw . Assessment and Evaluation October 2015 September 2016 3" Superintendent Performance Evaluation Robert M. Avossa, Became, STRONG. The Superintendent?s Evaluation will be comprised of performance across the following categories: 1! Student Achievement - Board and Community Relations a Human Resource Management 0 Financial Resource Management 0 Operations Management For each performance category, narratives are provided for work accomplished during the past year as well as special projects and ongoing work. The narratives, along with progress indicators provide the Board information with which to evaluate the Superintendent?s performance. Sco?ng: Scoring for each performance category wiEI be on the following rating scale: Score Rating 1, Highly Effective 3 Effective 2 Needs Improvement 1 Unsatisfactory Additionally, the Board wiEl have the opportunity to provide written feedback for each performance category. Performance categories are weighted in the following manner: Categories Weight Student Achievement 30% ll. Board and Community Relations 25% Ill. Human Resource Management 15% iV. Financial Resource Management 15% V. Operations Management 15% Timeline: October 19: Board Members receive the Superintendent's Evaluation and scoring instrument (print and electronic) October 20-31: Superintendent meets one-on-one with each Board Member to review evaluation content October 31: Board Members submit individual scoring November 2: Board Members provide pu biic comments and vote to accept the Superintendent's Evaluation alumna. ammo. 1 l3age I. Student Achievement SCORE: COMMENTS: The Strategic Plan is excellent and focused on students. Accountability is in place. We are looking to the future and staff development, better recruitment and focused resources. The Superintendent has a global vision. Dr. Avossa has far exceeded expectations. He has the skill to lead and help others grow. He is calm and faces issues with sensitivity and care. He understands life in the schools. Evidence and Artifacts Special Projects: School Data Chats, RampiUp for Student Achievement Data 9 . . Ongoing Work: Central Office Federal Dollars to 43 Strategic Plan Overvrew 33 Schools, Central Office Title I Reallocation Strategic Plan Management Process 33 Effective and Relevant Instruction Pillars of Effective instruction Overview 35 Positive and Supportive School Climate Cultural Competence Overview 35 Single School Culture Overview 43 Pr eK-z Instruction Overview 35 Buliying Prevention through SEL Overview 44 Special Projects: i-Ready Implementation, 38 Special Projects: Education Equity Audit 46 Principal Supervisor Model, Master Schedule Analysis, Accelerated Mathematics Plan (AMP), Talent Development Achieve Palm Beach, The Welcome Center, Elevating High Quality and Diverse Candidates 45 and celebrating Effective Teaching 3? Teachers Rigor in Selection and Hiring Overview 47 Magnet School Assistance Program High Performance Culture Special Projects: High Performance Culture Overview 47 2 Page IYIONE. II. Board and Community Relations SCORE: 4 COMMENTS: The relationships in the community are fantastic. The Board seems to respond better to role de?nition. Excellent Communication. The Superintendent is cafm, not re-active but pro-active, shares ideas but makes clear decisive decisions. Very visible in the community and does not play to special interests. Can say No! Dr. Avossa reaches out to all segments of the community. He listens and responds to issues. Dr. Avossa believes what he says. Evidence and Artifacts Strategic Plan Development! Focus Groups 53 MediaJSocial Medial Marketing Strategy 53 Back to School Media Strategy 53: Matrix of Speaking Engagements 54 Principal ofthe Year 53 Superintendent's Taskforce for Reorganization of Communications 53. Black Male Student Achievement Board 54 GHQ VGI N5. STRONG. 3'[Piage' Human Resource Management SCORE: 4 COMMENTS: Hashired a strong team and holds them accountable. Has responded to improving diversity needs. Dr. Avossa is working on better leadership training,- is taking strong disciplinary action; works well with unions; recognizes employees and says thank you; focus on salaries,- improving the Office of Professional Standards operation. Reorganization has been effective, Area Offices have improved and selection of administrators has been effective. Evidence and Artifacts Administrative Hires 57 Of?ce of Professional Standards (OPS) 62 Revised Recruitment Strategy 58 C359 Resolution Reorganization 59, Labor Relations Narrative 62 Department Grades and Improvement Plans 60 Labor Relations Highlights 52 4 I a snowmannouo. IV. Financial Resource Management SCORE: 4 COMMENTS: Dr. Avossa looks at every department, asks questions, and takes action. Reorganization saved money and directed back to schools. The District has systems in place, efficient and accountable. Works well with Legislators. Dr. Avossa looks for ways to make Central Admin more ef?cient and effective. Seeks advice and counsel from experts. Evidence and Artifacts Financial Management Narrative I 65 Information Technoiogy Narrative 66 5 I a staunu. V. Operations Management sconE: 4 COMMENTS: Dr. Avossa did a greatjob with Transportation, start of school and the hurricane. Staff meetings are organized, focused and productive. Thank you Dr. Avossa for being the leader you are,- the leader we need,- the leader to trust,- and the leaderfor the future. Evidence and Artifacts Opening of Schools Process 69 Facilities Condition Assessment 72 Transportation 69 Development of the 1? Penny Plan 72 Capital Improvements 71 School Food Service 73 School Police 75 6 I t] anamnoc l?l?l?liu. 7 F?dge This Page Blank MW.) Signature GROWIHQ. BRILL Assessment and Evaluation October 2015 - September 2016 ?Sm I CT 5 Superintendent Performance Evaluation Robert M. Avossa, The Superintendent's Evaluation wili be comprised ofperformance across the following categories: 0 Student Achievement - Board and Community Relations Human Resource Management I Financial Resource Management 0 Operations Management For each performance category, narratives are provided for work accomplished during the past year as well as special projects and ongoing work. The narratives, along with progress indicators provide the Board information with which to evaluate the Superintendent's performance. Scoring: Scoring for each performance category will be on the following rating scale: Score Rating 4 Highly Effective 3 Effective 2 Needs improvement 3, Unsatisfactory Additionaiiy, the Board will have the opportunity to provide written feedback for each performance category. Performance categories are weighted in the following manner: Categories Weight Student Achievement 30% Board and Community Relations 25% ill. Human Resoorce Management 15% iV. Financial Resource Management 15% V. Operations Management 15% Time-line: October 19: Board Members receive the Superintendent?s Evaluation and scoring instrument (print and electronic) October 20-31: Superintendent meets one?on?one with each Board Member to review evaluation content October 31: Board Members submit individual scoring November 2: Board Members provide public comments and vote to accept the Superintendent's Evaluation 6mm"; "norm. 1 Page i. Student Achievement COMMENTS: The Board has set lofty goals which the Superintendent has embraced. The Superintendent has also had to realign his staff in order to focus on this most Critical area: the success and achievement of our students. The Superintendent has methodically evaluated the current state of the District and has taken ownership of the desired state we seek to achieve. In spite of unexpected challenges (1.6., the Transportation debacle; districtwide assessment of our Facilities, the Penny Sales Tax, etc), the Superintendent successfully led the District to increased Student Achievement. Evidence and Artifacts Student Achievement Data 9 . Ongoing Work: Central Office Federal Dollars to 43 Strategic Plan Overvrew 33 Schools, Central Office Title I Reallocation Strategic Plan Management Process 33 Effective and Relevant Instruction Pillars of Effective Instruction Overview 35 Positive and Supportive School Climate Cultural Competence 35 Single School Culture Overview 43 Overview 3 6 Bullying Prevention through SE1. Overview ?14 Sperm! Projects: I?Readv Implementation, 38 Special Projects: Education Equity Audit (.6 Principal Supervisor Model, Master Schedule Analysis, Accelerated Mathematics Plan (AMP), Talent Development Achieve Palm Beach, The Welcome Center, Elevating High Quality and Diverse Candidates 45 and Celebrating Effective Teaching 8? Teachers Rigor in Selection and Hiring Overview 47 Magnet School Assistance Program . High Performance Culture Special High Performance CultureOvervi'ew 4? Special Projects: Schodl Data Chats, Ramp Up for PSAT II. Board and Community Relatiens SCORE: HE COMMENTS: One of the Superintendent?s areas of greatest success has been in the cultivating and nurturing of Board and Community Relations. The Superintendent embarked on an ambitious, energetic outreach into both the District?s internal community and the outside community (including parents and business members). He ?ourished amidst the push and pull of different constituencies and has engaged input from all sectors. One of the Superintendent?s greatest achievements has been in developing the fully staffed Communications Department which has greatly increased the District?s presence on social media. Board members receive NEWS NOTES that summarize the Superintendent?s upcoming schedule as well as provides updates from around the District. This open, transparent communication has been very much appreciated. Evidence and Artifacts Strategic Plan Development! Focus Groups 53 Media/Social Media] Marketing Strategy 53 Back to School Media Strategy 53 Matrix of Speaking Engagements 54 Principal 0f the Year 53 Superintendent?s Taskforce for Reorganization of Communications 53 Black Male Student Achievement Board 54 enema imam alPaus Resource Management SCORE: _L?o 1?:le ms: The Superintendent has implemented changes in the District?s recruitment strategy, some of which have been recently been implemented which makes it dif?cult to access. The Department Quality Services Survey is an innovative approach to District departments that honed in on weaknesses and should help to increase the quality of services provided. i look forward to comparison with the FY2017 Department Grades. The restructuring of the Area of?ces not only resulted in cost savings and the provision of more resources at the school level, but also has resulted in greater responsiveness and support to the schools. This past year has seen the best Labor Relations this District has had in many years. The Superintendent has cultivated open, honest communication and it is re?ected in the manner in which negotiations have transpired. 3 Evidence and Artifacts Administrative Hires 57 Of?ce of Professional Standards (OPS) 62 Revised Recruitment Strategy 58 C359 Reorganization 59 Labor Relations Narrative 62 Department Grades and Improvement Plans 60 Labor Relations Highlights 52 lahtiaehlgu-flralt 4 lip a (mo-muesvamm. IV. Financial Resource Management SCORE: HE CDMMENTS: I applaud the Financial Resource Management of our District this past year. We continue to enjoy excellent credit ratings. Having Education Resource Strategies assess how resources are being used has shed light on areas of weakness. With the continued meager funding received from Tallahassee and increased Federal and State mandates, I look ferward to our continuing to realign resources to best meet our Students? and District?s needs. I also took forward to the Superintendent?s efforts to continue to raise the minimum wage throughout the District as well as to find the additional funds needed to better compensate our teachers as we go forward. Evidence and ?riifacts Financial Management Narrative i 65 {Information Technology Narrative 66 ?Page t1. Operations Management SCORE: HE The opening of schools for FY2016 was, quite frankly, disastrous with regard to Transportation, at no fault of the Superintendent; however, he embraced responsibility and vowed to turn it around. Kudos to the Superintendent and staff. This school year commenced with our most successful delivery of students in recent memory. Operations has been one of the most challenging areas this past year. Our facilities are in desperate need of maintenance. I am cautiously optimistic that the Penny Plan will pass at the upcoming election. I am equally concerned that, should the Sales Tax fail, we can provide our children with the technology and school reparations that they more than deserve. On a more positive note, School Food Service continues to be our shining star. I applaud the implementation of a successful supper program in FY2016. Our growing breakfast program nourishes the young minds of our most needy students. Our School Police are shining stars in our schools where they mentor students and provide a level of safety that students, staff and parents applaud on a regular basis. Evidence and Artifacts Opening of Schools Process 69 Facilities Condition Assessment 72 Transportation 69 Development of the 1 Penny Plan 72 Capital Improvements 71 School Food Service 73 School Police . 75 5 I a nnowmoJmouo. Superintendent's Evaluation Rating by Board Member This form will be used to tabulate results from each Board member and for reporting purposes. District 1 District 2 District 3 District a, District 5 District's i District 3: Categories Weight Vacant Chuck Shaw Karen Brill Erica Whit?eld Frank Barbieri Marcia Andrews Debra Robinson Avg- Final Wt. w: Wt. Wt. Wt. Wt Wt. Rating Score Score Score Score Score Score . Score. 5 ore Score 5 core Scare Sm re Score Score Student Achievement Board and Community 25% NA NA Relations 30% NA NA 3 Human Resource Management ?nancial Resource Management Operations Management 15% NA NA 15% NA NA Em?a 15% NA NA Board Member Rating NA NA Overall Rating Student Achievement 30% 1.2 0.9 0.6 0.3 Board and Community Relations 25% 1 0.75 0.5 0.25 Human Resource Management 15% 0.6 0.45 0.3 0.15 Financial Resource Management 15% 0.6 0.45 0.3 0.15 Operations Management 15% 0.6 0.45 0.3 0.15 Total 100% 4 3 2 1 4 Highly Effective 3 3.5 - 4.0 Effective 2.5 - 3.4 Needs Improvement 1.6 - 2.1, Unsatisfactory 1.0 1.5 FOR INFORMATION PURPOSES ONLY DO NOT COMPLETE ?mm SUD-age This Page Blank Signature ?Page Assessment and Evaluation D'sla?cr 4? October 2015 - September 2016 Superintendent Performance Evaluation Robert M. Avossa, I I I. The Superintendent?s Evaluation will be comprised of performance across the following categories: 0 Student Achievement Board and Community Relations 0 Human Resource Management Financial Resource Management 0 Operations Management For each performance category, narratives are provided for work accomplished during the past year as well as special projects and ongoing work. The narratives, along with progress indicators provide the Board information with which to evaluate the Superintendent?s performance. Scoring: Scoring for each performance category will be on the following rating scale: Score Rating 4 Highly Effective 3 Effective 2 Needs Improvement 1 Unsatisfactory Additionally, the Board will have the opportunity to provide written feedback for each performance category. Performance categories are weighted in the following manner: Categories Weight __l._Student Achievement 30% ll. Board and Community Relations Ill. Human Resource Management lV?. Financial Resource Management. 15% V. Operations Management 15% Timeline: October 19: Board Members receive the Superintendent?s Evaluation and scoring instrument (print and electronic) October 20-31: Superintendent meets one~on~one with each Board Member to review evaluation content October 31: Board Members submit individual scoring November 2: Board Members provide public comments and vote to accept the Superintendent's Evaluation :r-n?iuHHnl-lr-y} I. v. I 11 I SCORE: 3 i am exceptionally impressed with the direction of our strategic plan. The level of structure in the district is going to lead to great success in student achievement. i am particularly heartened by the increases in the black student graduation rate and the attention we are paying to our lowest achieving groups. Excellent work. I appreciate the focus on strategic theme Positive and Supportive School Climate. This is an area of the district that I believe is crucial to student achievement. I look forward to continued improvement. t?ivi (to we anti it: titacts High Perform-lance Culture Overview Special Projects: School Data Chats, Ramp Up for PSAT Student Achievement Data 9 . . Ongoing Work: Central Office Federat Dollars to 43 Strategic Plan Overview 33 Schools, Central Office Title I Realiocat-ion Strategic Plan Management Process 33 Effective and Relevant Instruction Pillars of Effective Instruction 35 Positive and Supportive School Climate Cultural Competence - 35 Single School Culture Overview 43 PreK:2 instruction Overwew . 3 6 Bullying Prevention through SEL Ovenriew 44? Special Prayects: i-Ready Implementation, 38 Special Projects: Education Equity Audit 1,6 Principal Supervisor Model, Master Schedule Analysis, Accelerated Mathematics Plan (AMP), Talent Development Achieve Palm Beach, The Welcome Center, Elevating High Quality and Diverse Candidates Overview ?5 and Celebrating Effective Teaching 8? Teachers Rigor in Selection and Hiring . 47 Magnet School Assistance Program . High Performance Culture Speaal 47- if (:I'Iil? 't SCORE: 4 Dr Avossa 3 focus on the community and all our existing support systems has been impressive. Never has the community felt so engaged and valued in the discussion 1 on the direction of their schools. I am ales very happy in the work he has taken on nationally and asked his staff to be involved in. We are becoming even more an i example of excellence in education in this state and our nation. Evidence and Artifacts Strategic Plan?Development! Focus Groups 53 MedialSociel Media-I- marketing Strategy 53 Back to School Media Strategyr 53 Matrix of Sp?aking Engagements 54 Princigal 0f the Year 53 Superintende nt?s Taskfor?ce for . Reorganization of Communications 53 Black Male Student'Achievement Board 54 til 3 The Human Resource improvements are School District as a whole. Particularly. the improvement in wages of our lowest paid employees, the speed of accomplishing our union negotiations and the equitable and timely handling of our terminations. particularly appreciated the philosophy of. our new Chief of HR, Dr. La Cava. He was an excellent hire. improvement is stilt needed in recruitment. The extra strain that is placed on our staff as they deal with not enough teachers, inexperienced principals and mounting demands is troubling. Please keep up the good work in this area. SCORE: 4 t'Eui ti emu: and it rtit?tcts a strong indicator?pfthe direction?of the Administrative Hires 57 Of?ce of Professional Standards (OPS) 62 Revised Recruitment Strategy 58 C559 Resolution Reorganization 59 Labor Relations Narrative 62 Department Grades and Improve ment Plans 60 Labor Relations Highlights ?52 IliI'lih-nwt 'l'l -. . SCORE: 4 {jolt/i meets: The amount of the funding that we continue to not receive from the state is of concern. Through these difficult times, while our system continues to grow, this team has managed to give modest raises, keep health insurance premiums constant and inorease services. It is a truly impressive accomplishment. Please keep the focus on getting to a $15 minimum wage and raises for our middle level teachers. [Evidence and Artifacts Financial Management Narrative I 65 I Information Technology Narrative 66 5 SCORE: 3 The addition of Dr. Fennoy has been a refreshing change to the operations department. His level of skill and managerial experience has significantly improved operations. However, concerns there persist. The culture change is happening, albeit slowly. The increase in salary has gone a long way to showing the value of our employees and the equitable and firm termination policy indicates clearly what we won?t accept. The transportation department got off to a very difficult start to the 2015/16 school year. Through the difficulty of dealing with upset parents and'a system that wasn't working, Dr. Avossa was able to calm the situation make timely staff changes and heal some of the rifts with our employees. It was a very impressive handling of a crisis. In addition, the beginning of the 2016/17 school year our buses ran on time and the climate among staff is much improved. credit the leadership in transportation with this turn around. School Police and School Food Service are innovative departments and exceiling at their service to our students. Kudos to them. Dr. Avossa has made excellent selections and give strong guidance to ail of operations. Opening of Schools Process 69 Facilities Condition Assessment 72 Transportation 69 Development of the 1 Penny Plan 72 Capital Improvements 71 School Food Service 73 School Police 75 t-I hell-1.3" a] a] Additional Comments to Dr. Avossa?s Evaluation November 1, 2016 Dr. A?vossa came in to a School District that was marked by low teacher and staff morale, difficulties negotiating with our teachers union, and transportation issues. He has handled each situation" with advanced competency and strong managerial skills. He has the ability to listen to each side of an issue and make the decisions that support our focus on students first. In addition to the five items included in the evaluation, have been very interested in issues that i believe effect the role that schools play in the community and indirectly affect student success. This includes developing a CPR Policy, ensuring that we work with our local non?profits, improving fundraising efforts, bullying in schools, mental health issues, hunger and homelessness. Dr. Avossa has proven to be an excellent leader in understanding the whole child and their needs beyond academics. Though we. can not solve every problem that a student may come to us with, he has worked very hard to build the capacity of our community to address these issues. I believe with his support we can continue to develop not just great students, but great community members. Erica Whitfield This Page Blank 5W ?Sig?atutea/ I mammhmom? BARBIEH Assessment and Evaluation 5 October 2015 - September 2016 Superintendent Performance valuation Robert M. Avossa, The Superintendent's Evaluation will be comprised of performance across the following categories: Student Achievement - Board and Community Relations Human Resource Management Financial Resource Management Operations Management For each performance category, narratives are provided for work accomplished during the past year as well as special projects and ongoing work. The narratives, along with progress indicators provide the Board information with which to evaluate the Superintendent's performance. Scoring: Scoring for each performance category will be on the following rating scale: Score Rating - 4 Highly Effective 3 Effective 2 Needs Improvement 1 Unsatisfactory Additionally, the Board will have the opportunity to provide written feedback for each performance category. Performance categories are weighted in the following manner: Categories Weight I. Student Achievement 30% ll. Board and Community Relations 25% Ill. Human Resource Management 15% IV. Financial Resource Management 15% V. Operations Management 15% Timeline: October 19: Board Members receive the Superintendent's Evaluation and scoring instrument (print and electronic) October 20-31: Superintendent meets one-on?one with each Board Member to review evaluation content October 31: Board Members submit individual scoring November 2: Board Members provide public comments and vote to accept the Superintendent's Evaluation 1 I a unwmo imbue. I. Student Achievement SCORE: 4 COMMENTS: The superintendents who have sewed during the last 8 years that We been on the School Board have. not provided a I strategic plan, written or otherwise, to the School Board despite assurances from one or more of them that a plan would be forthcoming or established. It is only logical that in order to achieve certain goals in the future, one would need a specific, well thought-out-plan to successfully attain the desired results. You are commended for your efforts in developing that plan and for agreeing with the Board to establish specific milestones that will serve as a measurement of your effectiveness as superintendent. Already your effectiveness in the beginning stages of implementation ofthe 5-year strategic plan is evident from the turnaround over the past year in the performance of the students in our lowest performing schools. Evidence and Student Achievement Data 9 I . Ongoing Work: Central Office Federal Dollars to Strategic Plan Overvrew 33 Schools, Central Office Title 1 Realiocation Strategic Plan Management Process 33 Effective and Relevant Instruction Pillars of Effective Instruction Overview 35 Positive and Supportive School Climate Cultural Competence Overview 35 Singie School Culture Overview. 43 PreK 2 Instruction 36 Bullying Prevention through SEL Overvrew 1+4 Specral Projects Ready Implementation, 38 Special Projects: Education Equity Audit 46 Principal Supervisor Model, Master Schedule Analysis, Accelerated Mathematics Plan (AMP), Talent Development Achieve Palm Beach, The Welcome Center, Eievating High Quality and Diverse Candidates Overview 46 and Ceiebrating Effective Teaching 8' Teachers Rigor in Selection and Hiring Overview 47 Magnet School Assistance Program High Performance Culture Special Projects: High Performance Culture 47 Specml Projects: School Data Chats, Ramp Up for 2 I a unmanned?: 3W ii. Board and community Relations SCORE: 4 COMMENTS: As to Board relations, 1 find the communications between you and me as very satisfactory. I appreciate your frequent conversations with me advising of actions you are proposing or are contemplating and the opportunity that that communication has provided for me to share my views on those proposed actions with you. With that said, however, there have been a few times when you set a plan in motion before you communicated that plan to the Board. i understand that due to the magnitude of issues in an extremely large schooi district such as ours and the administrative responsibilities for which you are charged as a result of that magnitude, there wiil be unavoidable occasions when that will happen. I caution you, however, that any actions you intend to initiate which are iikely to cause concern among one or more of us on the Board or, more importantly, which are likely to cause widespread controversy throughout the community including, but not limited to, our principals and teachers, should be discussed openly with the Board prior to initiation so that all relevant concerns can be discussed before implementation. One of the signi?cant problems that I witnessed during past administrations was the need to constantly be on the defensive rather than proactively seeking to minimize Board (and community) concerns. Consequently, to minimize the need for defensive posturing, transparency and open communication is critical. As to community relations, your outreach to the community is unprecedented. Never have I seen a superintendent dedicate as much time and effort as you have in communicating with all segments of the community. 1 have often heard it said that the programs and effectiveness of our public schools are the best kept secrets in the community. Your engagement with the community, especially the business sector, is rapidly changing the perception that our public schools do not measure up to educational opportunities provided by private, parochial and charter schools. it is gratifying when i now attend various community meetings and hear people commenting on the great programs offered in our schools and their satisfaction in sending their children to them. Evidence and Artifacts Strategic Plan Development] Focus Groups 53 MedialSocial Media] Marketing Strategy 53 Back to School Media Strategy 53 Matrix of Speaking Engagements 54 Principal 0f the Year 53 Superintendent?s Taskforce for Reorganization of Communications 53 Black Male Student Achievement Board 54 liltillirl'un?'l" 3 I fa, am?. "am K5, Human Resource Management SCORE: 4 COMMENTS: As to administrative hires, recruiting and reorganization, I understand the desire of any new chief executive officer to surround himself or herself with staff that that CEO believes can be trusted and wili be loyal to him or her. I also recognize the deficiencies in the organizational structure of our District prior to your hire. I am satisfied in the reorganization that you have made over the past year as I believe it will facilitate the attainment of the goals set out in the 5-year strategic plan. I personally apprOve of most of the new upper management team that you have put in place over the past year or have considered putting in place. have expressed my concerns to you with respect to others and am cautiously optimistic that your assurances as to those members wiil be realized. My caution here is that you make a better attempt in identifying administrative staff already employed by the District prior to hiring administrators from outside the District to fill key administrative positions. As to department grades and improvement plans, I welcome your plan to hold the various departments in the District accountable in attainment of their speci?c It seems logical to me that if teachers are held responsible for effectively educating our students, that ail departments should likewise be held responsible inasmuch as every department in the District is ultimately responsible for support of the classroom teacher and effective education ofthe students in those classrooms. As to labor relations and the office of professional standards, you and I have had many private discussions on the deficiencies and problems that perceived in the manner in which the office of professional standards and labor relations had been handled prior to your hire. I am very satisfied in your efforts and actions in beginning to remedy those deficiencies and problems. Evidence and Artifacts Administrative Hires 57 Office of Professional Standards (OPS) 62 Revised Recruitment Strategy 58 Case Reorganization 59 Labor Relations Narrative 62 Department Grades and Improvement Plans So Labor Relations Highlights 62 anumHOJ'mmto: 0&9/ ?Page IV. Financial Resource Management SCORE: 4 COMMENTS: You have been receptive to my concerns with respect to fiscai management, and I am satis?ed with your efforts in allaying those concerns and in your efforts in implementing procedures to maximize the prudent expenditure of the District?s financial resources. Evidence and Artifacts Financi'aIManagemen?t Narrative I: 65 I 66 a a anagram x5 V. Operations Management SCORE: 4 COMMENTS: I believe my district suffered the brunt of the problems in the 201512016 transportation fiasco. You assured me that those problems would not reoccur the beginning of this year. I commend you and your staff for the extreme turnaround in the operations ofthe Transportation Division at the commencement of the current school year. i objected to the retention of an outside consulting firm to handle the facilities condition assessment. Rather than push forward with that retention, you agreed without objection to handle the assessment in-house and I thank you for that agreement. You and your staff did an excellentjob of identifying the deficiencies in our facilities making the "1 Penny Plan? and easier sell and, hopefully, a reality after the November 8th referendum. i know that as a new superintendent here, you are still identifying the talents and expertise of various employees that you ?inherited". I believe that many of the tasks that the Administration has outsourced in prior years including last year could have been handled as equaliy well, if not better, and certainty for less cost, by our own employees. I caution you to minimize the use of outside consultants and diligently attempt to identify current staff who can satisfactorily handle those tasks. Evidence and Artifacts Opening of Schools Process 69 Facilities Condition Assessment 72 Transportation 69 DeVelopment of the 1 Penny Plan 72 Capital Improvements 71 School Food Service 73 School Police 75 6a?) 5 I snowman-om. This Page Blank {b Signaturd? II a onuwmo. Assessment and Evaluation tad (WU [?u/items October 2015 - September 2016 5mm 6 Superintendent Performance Evaluation Robert M. Avossa, . -. . The Superintendent?s Evaluation will be comprised of performance across the following categories: a Student Achievement - Board and Community Relations I Human Resource Management I Financial Resource Management I Operations Management For each performance category, narratives are provided for work accomplished during the past year as well as special projects and ongoing work. The narratives, along with progress indicators provide the Board information with which to evaluate the Superintendent?s performance. Scoring: Scoring for each performance category will be on the following rating scale: Score Rating 4 Highly Effective 3 Effective 2 Needs improvement 1 Unsatisfactory Additionally, the Board will have the opportunity to provide written feedback for each perfOrmance category. Performance categories are weighted in the following manner: Categories Weig? I. Student Achievement 30% El. Board and Community Relations 25% Ill. Human Resource Management 15% 1V. Financial Resource Management 15% V. Operations Management 15% Timeline: October 19: Board Members receive the Superintendent's Evaluation and scoring instrument (print and electronic) October 20-31: Superintendent meets one-on-one with each Board Member to review evaluation content October 31: Board Members submit individual scoring November 2: Board Members provide public comments and vote to accept the Superintendent's Evaluation 1 I E.) a :3 I. Student Achievement SCORE: L, COMMENTS: jlil??l?: ??gl?ie .r a k, m, cawwu?l j?ducm mi F594 ..Jm?wi aus- Gull? \vlmElan-v?mri? ?m?wl km insulte- ?u ul?licw ML pgl?J meE rlfj?; 9? ximezlm? ?72: I u? . ?clnu?bh rdudf??abc?le 5} head? LE3 s- [Eda-Iii my i HE al- ijo?w ??gwr-?ltaanuj?lfTi?f?u 1 {scum lit im-v?l-?l? 1 De?ne?? ?ll-mil [ex/LE. fracas e22.utf? Wj?ejt L51. J6 455/wa% MM few. [IE/lug Jen. CI Evidence and Artifacts Student Achievement Data 9 . Ongoing Work: Central Of?ce Federal Dollars to 43 Strategic Plan 33 Schools, Central Office Title Reallocati?on Strategic Plan Management Process 33 Effective and Relevant instruction Cultural Competence 35 Single School Culture Overview .. 43 PFEK 2 36 Bullying Prevention through SEL Overview lill SpecialPrajects: i Ready Implementation, 38 Special Projects: Education Equity Audit 46 Principal Supervisor Model, Master Schedule Analysis, Accelerated Mathematics Plan (AMP), Talent Development Achieve Palm Beach, The Welcome Center, Elevating High Quality and Diverse Candidates Overview 45 and Calabra?ng Effective Teaming 8* Team?s Rigor in Selection and Hiring 4? Magnet School Assistance Program . High Performance Culture Spatial Progenits: High Performance Culture Overview. .. 4? Special Projects: School Data Chats, Rarnp Up for l"?l 2 a ?mamma- II. Board and Community Relations SCORE: Ll COMMENTS: 3313169? (lit. $233044? 7)!wa and: w? {'01 123A 1? #1 Elf/W {i?rrweu?jtm its ?le ?l:jr13M:LI1Lo not SW Jim .. mam We.? 3 M?glfw Klimt? +3 it?, wg?o ?ml 9 //l/2e 01?;th uhii?? Les/(029L412 1y? jig/ii a?gukj mung-11E ?gout Evidence and Artifacts Strategic Plan Development] Focus Groups 53 MediaISocial Medial Marketing Strategy 53 Back to School Media Strategy 53 Matrix of Speaking Engagements 54 Principal of the Year 53 Superintendent's Taskforce for Reorganization of Communications 53 Black Male Student Achievement Board 54 ll GROWING. 3 Page Human Resource Management SCORE: Li COMMENTS: Jir? Mitzi; 9* ?414. (Lani {E?Lll'ltwoaa?tjiwmri ?Kali ??rs-v 96?- aria Ct ,g Hedi) ?1,11ng 07) Wm 1? L, w: a? *@4w 9mm Mt,? Lady?$3; J. .3 ML (372) ?49 J) 3 up?. We :22 Leg; Lnj?w gingham f?ti? Ma wyf?if-FJ up 4.: re, {:th [?421 wg?jMLt?w-ei?' Evidence and Artifacts Administrative HMS 57 Office ofProfessionai Standards (OPS) 62 Revised Recruitment Strategy 58 C359 Reorganization 59 Labor Relations Narrative 62 Department Grades and Improvement Plans 60 Labor Relations Highlights 5?2 I. I snow?ah?uaua. ?v IV. Financial Resource Management SCORE: LI COMMENTS: jbh??y/KA ?am?Q?SD/nuji 58) 33.3179.) tux-i (1 44M WM 1% dam-rage L25 sows 91% rang $443, 0 ?(gm ?myriad/13? ac MEL), Do W??/Ganmcm? Wye/w); Evidence and Artifacts Financial Management Narrative 65 information Technology Narrative 66 51PME V. Operations Management COMMENTS: $1.451 (it; f?p :jlgug??q LEW dollbuwrg- 5611! LURE- HL I Lj SCORE: (?g?Q2 >241 ML Jan #121,131? 55%le fw Vim?J jag?W @1141 n. @J-lmju? (34 1mm, :27? 6 F?age Evidence and Artifacts Opening of Schools Process 69 Facilities Condition AssesSment 7-2 Transportation 69 Development of the 1 Penny Plan 72 Capital Improvements 71 School Food Service 73 School. Police 75 anemia. 7 Page . I (Mani; .5 Zul?? Signature This Page Blank 11EOHG. Assessment and Evaluation October 2015 - September 2016 ?37. Murat [gob/hr?) Distiller 7 Superintendent Performance Evaluation Robert M. Avossa, GROWING. STRONG. The Superintendent's Evaluation will be comprised of performance across the following categories: 0 Student Achievement - Board and Community Relations 0 Human Resource Management a Financial Resource Management 0 Operations Management For each performance category, narratives are provided for work accomplished during the past year as well as special projects and ongoing work. The narratives, along with progress indicators provide the Board information with which to evaluate the Superintendent?s performance. Scoring: Scoring for each performance category will be on the following rating scale: Score Rating 4 Highly Effective 3 Effective 2 Needs Improvement 1 Unsatisfactory Additionally, the Board will have the opportunity to provide written feedback for each performance category. Performance categories are weighted in the following manner: Categories Weight I. Student Achievement 30% ll. Board and Community Relations 25% Ill. Human Resource Management 15% IV. Financial Resource Management 15% V. Operations Management 15% Timeline: October 19: Board Members receive the Superintendent?s Evaluation and scoring instrument (print and electronic) October 20-31: Superintendent meets one-on~one with each Board Member to review evaluation content October 31: Board Members submit individual scoring November 2: Board Members provide public commentsand vote to accept the Superintendent?s Evaluation 1 Page GROWING.5TI10HG. i. Student Achievement SCORE: 3-5 COMMENTS: 1. I believe that showing the disaggregated data, providing the space for staff to be brave enough to dig into the data and ?shine the light? on disparities and inspiring staff to challenge themselves to do better, individually and collectively, will ultimately move the to true excellence. 2. Connecting to high performing districts outside of Florida is great! Please continue this work and bring it to the board and to district practice. For example, when talking out decreasing suspensions and expulsions, provide info on districts that have made the most progress and show us how they did it. 3. The master schedule analysis was an excellent place to impact change. Please do this analysis annually. 1, Single school coordinators at every elementary school is outstanding. Let us now find the way to have at least 1 person on each campus who is ?the owner? to the social-emotional wellbeing on the campus. That person should be the ownerileader for school wide positive behavior intervention supports, restorativejustice, as well as the connection between community 5. Continue to incentivize the ?best match? leaders to go where we need them most as you did with Dr. Anthony Lockhart. 6. Work harder to hearthe voices that advocate for students e.g. Task Force, dyslexia advocates, etc. People are speaking out with their best ideas based on their experiences. We must HEAR them and understand them. That does not mean that we must do exactly what they suggest but we must see through their glasses in order to improve. 7. Thank you for inspiring positive change in the early childhood education world. 8. Remember that bullying is in the of the beholder. We need a central bullying hotline. 9. Evaluate use of Haberman instrument to ?hire the heart? so that we can ?staff develop the rest." Ifthis instrument is not working, find a better way. If it is working, make its use standard operating practice. 10. Create ability to hire people to teach parttime..even 1 class. 11. Your inspirational leadership should provide the energy and direction to have each adult appreciate their important role in developing the next generation. r? m. 7 f/ 5 --.- J, Evidence and Artifacts Student Achievement Data 9 Ongoing Work: Central Office Federal Dollars to 43 Strategic Plan Overview 33 Schools, Central Office Title I Reallocation Strategic Plan Management Process 33 Effective and Relevant instruction Pillars of Effective Instruction Overview 35 Positive and Supportive School climate Cultural Competence Overview 35 Single School Culture Overview 43 PreK-z instruction Overview 36 Bullying Prevention through SEL Overview 44 Special Projects: i?Ready Implementation, 38 Special Projects: Education Equity Audit 1,6 Principal Supervisor Model, Master Schedule Analysis, Accelerated Mathematics Plan (AMP), Talent Development Achieve Palm Beach, The Welcome Center, Elevating High Quality and Diverse Candidates Overview 45 and Celebrating Effective Teaching 8' Teachers Rigor in Selection and Hiring Overview 47 (ECET2), Magnet School Assistance Program . High Performance Culture Specual Prejects: High Performance Culture Overview 47? Special Projects: School Data Chats, Ramp Up for PSAT 2 Page onowm?JmaHn. ll. Board and Community Relations SCORE: 3 COMMENTS: 1. The outreach upon onboarding and as part of strategic plan process was awesome and had never occurred in to my knoWledge. Let us continue to HEAR from each group. 2. has shifted gears (thank goodness!). Communication with the board more frequently becomes more important. It is very important as we create change that we recognize that each of us brings something good to the table. it is best if each member of the governance team feels that they have been heard, even when the messaging is not viewed to be the best. 3. Task Force has not yet been understood and embraced. I believe that is coming though. 314' "l hi '1 Evidence and Artifacts Strategic Plan Development] Focus Groups 53 Media/Social Media] Marketing Strategy 53 Back to School Media Strategy 53. Matrix of Speaking Engagements 54 Principal ofthe Year 53 Superintendent?s Taskforce for Reorganization of Communications 53 Black Male Student Achievement Board 5" (1 FIOWIHG . 3 Page Human Resource Management SCORE: COMMENTS: the Success Pro?le. 1. SuperlatiVes for the reorganization of the area offices to regions 2. Thank you for embracing the principaiship as the point of change (or not) and developing talent in the role. I am waiting for ?a '1 Kr" Li" i 3.5 Evidence and Artifacts Administrative Hires 57 Of?ce of ProfessionalStandards (OPS) 62- Revised Recruitment Strategy 53 Case Resoliutian Reorganization 59 Labor Relations Narrative 62 Department Grades and improvement Plans 60 Labor Relations Highlights 52 ui'mwnhi. SIROHG. IV. Financial Resource Management SCORE: 4 COMMENTS: New district minimum wage, increasing bus driver saiaries and stating a commitment to future $15Ihour minimum is awesome. . ?0 I I Evidence and Artifacts Financial Management Narrative I 65 information Technology Narrative 6.6 GROWING. SINGING.- 5 Page V. Operations Management SCORE: 4 COMMENTS: 1, One of my lessons learned is that the right person, with the right skill set can be successfully placed in a position unlike one that they have already had. I voted against Dr. Fennoy as COO because he had always been in the academic world. I did not that such background would prepare one to be over transportation, school police and other troubled areas. I was dead-wrong. This vote goes down as the #1 wrong vote that Ive made in 16 years. I am thrilled to see the value of our traditionally devalued employees upheld? The wheels on the bus are on!! 2. The facility condition assessment PrOject was thorough and impressive. ?1 i i Evidence and Artifacts Opening of Schools Process 69 Facilities Condition Assessment 72 Transportation 69 Development of the 1 Penny Plan 72 Capital Improvements 71 School Food Service 73 School Police 75 GROWING. sfnonn. GlPage