MidnYear Review Evaluation Jack Zarnary ?If h/lonroe Public Schools Monroe, CT 2019?2020 Superintendent OE and Superintendent) will develop annual performance objectives 1. Educational Leadership. 2. Organizational management. 3. fessional Quality and Relationships. The leadership Team of Monroe Public Schools (B for the Superintendent in the following broad areas: Community and BOE Relations. 4. Personal and Pro ssment of the established performance objectives in will be responsible for production of a self asse he same perfonnance The Superintendent . Superintendents performance on each area annually. The EOE will annually evaluate the objectives. Definitions: 1. Educational Leadership . Educational Leadership is grounded in relationships: working with the 80E, community, and staff to define a comprehensive vision for~ the schools; identifying the values and ethics of the region, creating a culture and climate that nurtures an capitalizes on talents and skills, setting high performance expectations for students and staff, and continuing to sustain and improve quality research based programs to enhance teaching and learning. Objectives A. Develop and implement a common and shared vision for the district. B. institute a systematic approach to the development of curriculum and professional development to support the improvement of stated achievement. C. Strengthen the use of both formal and informal evaluations to enhance instructional practice. EOE Comments 85 Rating: 4=Exceeds Expectation, 3=Meets Expectation, 2=Ncither meets nor does not meet expectations, l=Does not meet expectation lack a very strong goal and action plan session between the Board and the Administrators. it was evident that a . . . . . igosetaltU and preparation went Into developing these goals arid action plans. The only critical feedback is the oais tilts aw fat this seSSion should have been which was the groups collaborating together to develop the mission and gh ge er. rom the ground up. Too much preparation work was done by the administrative team so we lacked . ese goa 5 being mutually developed. The radar provided 3-. the ?faraway at soitems are meeting the target-:5, - M, detacg snows use: the ?tics :2 The BO .. . model :ilggpanrjoggl?s t: be concerned over middle school scores. The board acknowledges that the WYNN Jockey Hollow School The mama; eselopecl last summer into Kid?s time and implemented this past school year at to be an area of f0 .d an to see measured results from this implementation. Middle School results . ?1 .. .. FUS- year. the board l5 very focused on expected improvements in this area nee . ilrl-il-,\ y'RATING - ll. Organizational Management Organizational Management concerns the effective facilitation of the day to day operations of the district and its programs. it involves: Planning and organizing, evaluating and supervising staff, implementing policy, preparing an overseeing the budget, ensuing the health and safety of students and staff and reporting to the EOE. Draft Objectives A. Systemize certain processes/procedures such as staff evaluations and hiring of new staff to ensure consistency with the district. B. Prepares and implements a budget that addresses district goals. EOE Comments Rating: 4=Exceeds Expectation, 3=Meets Expectation, 2=Neither meets nor does not meet expectations, l=Does not meet expectation The hiring of the Principals at Masai: High School and Monroe Elementary have been very positive additions to our Administrative team. Monroe always strives to hire and retain the best talent. Feedback both new Pris-inputs continue 1 -. . :42: 1-. .--. sg US: 1?23. Jack needs better education on the fniancials of the district by knowing and understanding what encompasses each budgetary line item. Jack needs to have his hands on the budget everyday so if a budgetary issue arises, the issue can he addressed in a timely manner and adjustments to spending made. The ?nancial issue with Special Education and insurance cost highlight that this is an area of weakness. Since this issue has come to light, Jack has begun educating himself in this area, but continued education is needed. We recommend ?nding a collaborative network of mentor Superintendent colleagues to assist in further development. We are con?dent that Jack will improve in this area over the next year. The Superintendents deficiency in financial matters o?i?the district continues to be an issue. There has been no the year?end review. The Board requires ton to obtain a Mentor through either CAME or a in the anached addendiut?: titled Summary and Perfoonanoe improveur in Plan. improvement in this area since local university. Details are provide An area of weakness the Board has recognized is in Superintendent priorities. When the budgetary issue was uncovered and was to be addressed at the Board of Education meeting, the presentation portion of the agenda should have been suspended for this and the following meeting. As the board appreciates the time and effort the presenters put into their presentations, it was a disservice to both the presenters and the board to hold these presentations. Another example is the decision not to postpone the Principal?s meeting the day of the Board of Finance budget workshop addressing the Special Education ?nancial issues. The priority was preparation for this meeting. "i cent to ,q flit.? priorities and decision matting oi" the Superintendent. There has been no improvement in this area the since the year end . 7. a new-am. pr as,? by: . H. . rose Genius are. provided an 2113 aid-oldie addenom. titled oilisioiatj and improvemem flan. The areas of focus for lack during the 20192020 year is: a Financial Education . . Details i? in attaches '1 i adnenouin titled Summary" and Performance 4,335.4 - implement system of ?nancial checks balances illSpecial Education ef?ciencies an - ..vl oversight .31- - rl 1. -r J/hi .. ?1.-.. x; mum? .. .-.- 1 - t?L Ja .- - 16;; 2111.51 mi; {.3962 ly ?atbed. puSilzig a house Liifti {ma Honda and my 13 .. .. W, 37,1. 2 a "in: .. 2. a :9 ensure a. to: the meeting. we ooaic ia'isiruci the t: . I "r 13.; 1?17 lie-edisms were retinal-steal. Anytime the tilt??mi?lf? is. l;.I.lS should have been to the foliowing Monday: Sieptemoer 30th espec?a?y giveo this workshop was for infomzationa? purpoees and no action was being; taken on the presentation by the Board of Education. The meeting was scheduled on the fourth Monday in September {has preventing?he First Seiectman, Town Fioance Director and Town Councii membeie attendance as the Town Council meets or: the second and fourth. Mondays ofthe month The First. Selectman informed the Superintendem of the Town Council meeting when the Town Of?cials ould have allowed for were invited at the direction of?a Board of Education The poszponement additional review on the ?ame-z: {:13 - The Seoerieteu?eo??: emgore with. Ed: to establish a Re ?3211 Specie}. Center. this propose} - the omen-om sexism tom ?xiooroe c311 feaiize ef?cienciee in Special Education. 0 Focus on Priorities . improvement Plan etails are provided in the attached addendum titled Summary and Performance RATING 111. Community and BOE Relations The Superintendent works with the BOE and the Community to: establish a vision, goals, and objectives for the district, communicate reguiariy with the community; provide data and information to the BOE to assist with the evaiuation of the district?s operations. Draft Obiectives A. Design and implement a district vision with speci?c action plans to attain it. B. Initiate meetings/presentations to various community groups. C. Prepare and disseminates data to the BOE for infonnationai and evaluative process. BOE Comments Rating: 4=Eitceeds Expectation, 3=Meets Expectation, ZZNeither meets nor does not meet expectations, 1=Does not meet expectation Jack is well respected by the Board of Education members. He is very responsive to any questions or issues that arise. Jack has been active with meeting with community stakeholders to receive feedback including the Meet with the Superintendent and First Selectman, visiting the Senior Center during budget time and attending Parent Council meetings. Jack has done a great job improving communication in the district this year including additionai social media presence. Com municatiou continues to be the Superintendeo{is strength. The Superintendent has continued to attend Parents Councii meeting and re eeti gs with the irst Selectman at the Library. The Board of Education has definite to 2:11. or? it: Casi: Biease in. tacos at?riei'nim'u titted tiers'uinsr'fv and it? When the budgetary issue arose on March 28, Jack communicated with both the Town and Board of Education in a timely manner. Since then, Jack has continuously kept everyone abreast of updates on this issue through email, Board of Education meetings and joint meetings between the Board of Education and the Town. {tiff-sf: ii?-?itSS continue to ping-Jae the schooi d?su?ict. For the current 5L: year. the ping ngiabe: was not addressed and. aiiocated to specific iine i3.t?3ii?ib. i?tecndi Sentence was. no: budgeted at.) and 1. .aomi recommendation. RATENG IV. Personal and Professional Qualities and Relationships. Personal and Professional qualities and relationships are critical to the effectiveness of leaders. Superintendents must continue to refine and develop their skills and knowledge, lead ethically and make decisions on sound professional practice and interact in a manner that best represents the interests of the district. Draft Objectives A. Maintain high standards of ethics, honesty and integrity in all professional matters. B. Demonstrate participation in educational organizations such as CAPSS (CT. Association of public School Superintendents), SFCSA (Southern Fair?eld County Superintendents? Association) and WCSA (Western Connecticut Superintendents? Association). BOB Comments Rating: 4=l3xceeds Expectation, 3=Meets Expectation, 2=Neither meets nor does not meet expectations, l=Does not meet expectation Jack is a high-quality educator and Superintendent. Overall, we are pleased with Jack?s perfonnance during the past year. He is well respected by the Board of Education. Jack is also respected by the Town Leaders and has a great working relationship with the First Selectman and Chairman of the Board of Finance. Jack is open and honest in all his dealings and his integrity is above reproach. Jack is out in the community and constantly soliciting feedback. He is very approachable and great with follow?up. Dining the past sis. months, the board. has had growing concerns on the a . 1 rag. 'ni-?i nripe: intendcin iE?Li?iS?lp oi the district. Jack regularly attends both SFCSA and WCSA meetings. ack has been working with adding on a collaboration with Special Education progr "rune(J1: x; -. i 1A .. raining. The all? 1 =1 vim .. 3:41p ivzRitual-cu. g: we?ll? ?1an bitiin??nd. CJCW RATING - Summary and Performance Improvement Plan lack Zamary . The Monroe Board of Education has definite concerns with the Superintendent?s management of the District. . In order for you to be successful as the Superintendent of Monroe Public Schools, the board wants to provide you with the training and tools necessary to meet the goals provided within the mid?year review. . The board requires you to obtain a Mentor through either CAPPS or a local University (both of whom have Superintendent Mentoring programs). The Superintendent will be required to submit to the board the name and contact information of the mentor. The board will receive on a basis documentation on when and where you met with your Mentor along with what topics were covered during these meetings. The board reserves the right to contact the mentor to confirm compliance. . The board requests that an Entry Plan be submitted to the board by December 1, 2019 outlining your goals as Superintendent. The board will monitor your progress toward these goals. . The Superintendent?s deficiency in financial matters of the district continues to be an issue. You have made no improvements in this area since your year end review. Financials issues continue to arise in the current ?scal year. You are the owner of the budget. While you may delegate certain tasks to your finance team, ultimately you are responsible for every data point in the budget and the rationale of how the amounts are compiled. An example is the health insurance budget information supplied by our insurance broker; Brown Brown; was not verified by you during your budget meetings with the Director of Finance thus ensuring the accuracy of the Superintendent? 5 budget. This directly contributed to the shortfall in our current year budget. . Due to previously inaccurate publication of data, the district has an impaired credibility to other town officials and the town?s people at large. The Superintendent must ensure that all information both financial or otherwise be accurate. An example is the inaccurate financial data reported during the September 23, 2019 Special Education Workshop. The shortfall was reported at $307,000; which was published by The Monroe Sun. By the next morning, the shortfall had drastically reduced due to financial errors and now stands at approximately $91,000. This reporting lead to Special Education parents complaining via Facebook that the Special Education students in the district were not receiving the proper services because of this massive shortfall. Additionally, John Ostaszewski detailed the same inaccuracies on the workshop in his summary email on September 24, 2019. 7. The Superintendent?s failure to execute on specific tasks as assigned by the board. The board relies on the Superintendent to carry policies and procedures of the board of education in addition to other duties. Examples of failure by the Superintendent to execute on these tasks include not ensuring former Director of Finance?s security access was terminated in the security program, not informing former Director of Finance of the board?s decision of not allowing her participation of the Jockey Hollow Recognition Ceremony and giving Assistant Superintendent a larger increase than the board recommended. 8. The board continues to be concerned over the priories and decision making of the Superintendent. You have made'no improvements in this area since your year end review. The Superintendent needs to prioritize the needs of the district. An example in this area is Frank Connolly is working 24 hours a week. The priority of the district is fixing our financial issues; instead Frank?s limited time is spent on non-financial tasks like transportation and facilities instead of solely concentrating on the finances of the district. As leader of the district, you should recognize that finance is the priority and temporarily reassign the other tasks to other central office personnel. 9. The Board requires progress updates and will meet with you in February 2020 to review your progress. Footnote: The examples used are for reference points. In no way are they all encompassing. <24 mom, Jack $2418?! Donna Lane Supe ntendent Chairman, Board of Education Monroe Public Schools Monroe Public Schools - Date Date