October 21, 2014 - Newberg School District · 10/21/2014 · Annual Reports Superintendent Goals and Evaluation Tool Enrollment Report State Report Card Potential Work Session X

October 21, 2014

BOARD OF DIRECTORS REGULAR MEETING

Newberg School District Board Room • 714 E 6th St. • Newberg, Oregon 97132

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NEWBERG SCHOOL DISTRICT 29J Regular Meeting, October 7, 2014 7:00 p.m.

Newberg School District Board Room

MINUTES I. CALL TO ORDER

A duly called and noticed Regular Board Meeting of the Board of Directors of Newberg School District 29J was called to order by Vice Chair Peterson at 7:01 p.m. on Tuesday, October 7, 2014 in the Newberg School District Board Room.

II. FLAG SALUTE The flag salute was led by Mountain View Middle School (MVMS) students. III. REVIEW AGENDA

Updated Consent Agenda due to adjustments to the September 23, 2014 Minutes. Item IX.a. was shifted from Action to Information.

IV. STUDENT RECOGNITION A. Mountain View Middle School Recognition Shirley Holden, teacher, and Andy Byerley, STEM TOSA, discussed the “8th period” STEM classes and the

Hess Creek Restoration Project. Mr. Byerley discussed the program, funded by the STEM/CTE grant from ODE, and Ms. Holden shared about the restoration project, the students who are involved, and the connection with MVMS School Improvement Plan. Students Nikolas Morales, Lucky Beddel and Lili Earles shared about their experience. Vice Chair Peterson and members of the Board handed out certificates of recognition.

V. COMMENTS/QUESTIONS FROM PATRONS None. VI. CONSENT AGENDA

MOTION 30: Move that the Newberg School District Board of Directors approve the consent agenda as presented.

Moved: Director Hawblitzel: Second: Director Chogyoji Motion passed 7‐0 The Board approved the minutes from the September 23, 2014 Board meeting. – EDITED*; accepted the

following donations: $500.00 from Scott and Michelle Springer for NHS Football, $3,000.00 from Rotary Club of Newberg Early Birds for Edwards Elementary School SMART Program, and $5,000.00 from George K. Austin Jr. for the NHS Greenhouse Program.

BOARD MEMBERS PRESENT Polly Peterson, Vice Chair Todd Thomas (attended virtually) Ron Mock Jim Chogyoji Melinda Van Bossuyt (attended virtually) Debbie Hawblitzel Mitsi Vondrachek

STAFF PRESENT Dr. Kym LeBlanc‐Esparza, Superintendent Dave Parker, Assistant Superintendent Gwen Gardner, CFO Claudia Stewart, Communications Mikaela Schamp, Executive Assistant STUDENT REPRESENTATIVES TO THE BOARD Olivia Pugsley

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*Director Mock requested edits to the September 23, 2014 minutes. The edited minutes were presented

at this meeting for Board discussion and action on the consent agenda. VII. BOARD AND SUPERINTENDENT COMMENTS A. Board Comments: None B. Superintendent Comments: Dr. LeBlanc‐Esparza shared about COSA Superintendent’s Meeting

(including legislation, proposal for change in funding for underserved populations and ELL students, proposed Senate Bill 222, and learning time gap between Oregon and the national average/other states); Common Core presentations; a presentation to Chamber of Commerce Board with Vicki Peterson; celebrating a clean financial audit; State Report Card results are coming out this week.

C. Student Representative Comments: None VIII. PRESENTATIONS AND REPORTS A. Technology Status Update Luke Neff, Instructional Technology Coordinator, and Jamie McParland, Technology Supervisor,

presented.

Reviewed the nine priorities from the Technology Audit, including (but not limited to) mitigating risks, lifecycle sustainability plans, professional development, aligning technology standards, equitable access and long term digital conversion

Newberg’s Hierarchy of Technology Needs

Summer purchasing and deployment update; a total of 864 new devices have been added to the District since August

Digital Conversion Planning‐ vision and practical implications o Changing procedures o A new vision of technology support o Budgets o Learning from others (Bend‐LaPine, OSBA, Tigard‐Tualatin)

Proposed Timeline: o 2014‐15 Teacher Professional Development, establish Digital Conversion team; o 2015‐16 continued professional development, pilot classrooms, budget and pedagogy

planning; o 2016‐17 continued focus on building teacher capacity and best practices, bond campaign,

grade level rollout; o 2017‐18 tentative digital conversion

The Board and staff discussed questions and concerns, including: limiting technology to specific supported

devices and the reasons for doing so, Canby’s prior‐to‐overhaul IT staff to student ratio [unknown], Board members’ excitement to see this plan and movement and progress on equity issues. Significant discussion occurred regarding equity, parent group donations, potential funding campaigns, digital conversion timelines, PTO connections with individual schools and the District as a whole and discussion about community vision for digital conversion.

B. Renewal of Site Lease Agreement for TowerCo. Cell Tower This item was adjusted from Action to Information. Gwen Gardner, CFO, gave background information.

The brokering company would like a contract extension and adjustments to language.

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Board and staff discussed concerns of Board members with regard to right of first refusal, easements versus annual revenue stream, and the lessee’s potential gains that are not in the District’s best interest. The Board asked that staff examine restrictions around rental to other companies, negotiating room, and to obtain legal counsel on the agreement. The contract will come to the Board Facilities Committee prior to returning to the entire Board. Discussion also occurred regarding the definition of the property scope. Ms. Gardner noted that there are two towers on District property; they are on adjacent plots and this company brokers for both of them. Income from both towers has been approximately $47,000 over the last three years.

C. NSBA Conversation The Board discussed who may be interested in attending in March 2015. IX. ITEMS FOR FUTURE AGENDA

Annual Reports

Superintendent Goals and Evaluation Tool

Enrollment Report

State Report Card Potential Work Session

X. ADJOURNMENT No further matters appearing to come before the Board, Vice Chair Peterson adjourned the meeting at 8:47 pm.

Recorded by: Mikaela Schamp ATTEST: APPROVED:

Superintendent‐Clerk Board Vice Chair

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Newberg School District

Fiscal Report

8/31/2014

General Fund‐Revenues & Expenditures by Object & Function Code

Revenues:

Board Adopted

Budget YTD Receipts Encumbrances

Balance

Remaining % Remaining

1000 Local Revenue 27,664,593.00 188,610.19 0.00 27,475,982.81 99.32%

2000 Intermediate Revenue 1,546,999.00 0.00 0.00 1,546,999.00 100.00%

3000 State Revenue 29,578,813.30 7,122,603.00 0.00 22,456,210.30 75.92%

4000 Federal Revenue 4,608,069.00 58,095.59 0.00 4,549,973.41 98.74%

5000 Beg. Fund Balance/Transfer 4,541,103.42 732,000.00 0.00 3,809,103.42 83.88%

Total Revenues $67,939,577.72 8,101,308.78 0.00 $59,838,268.94 88.08%

Expenditures by Major Object

Board Adopted

Budget YID Expense Encumbrances

Balance


100 Salaries $25,896,515.51 $836,656.43 $24,294,774.06 $765,085.02 2.95%

200 Benefits $15,242,842.35 $445,291.95 $13,344,855.06 $1,452,695.34 9.53%

300 Purchased Services $6,467,984.19 $412,194.26 $1,719,947.26 $4,335,842.67 67.04%

400 Supplies & Materials $6,656,011.94 $416,756.97 $500,591.08 $5,738,663.89 86.22%

500 Capital Outlay $195,000.00 $0.00 $0.00 $195,000.00 100.00%

600 Other Objects $12,476,973.73 $381,066.90 $13,434.00 $12,082,472.83 96.84%

700 Transfers $433,500.00 $0.00 $0.00 $433,500.00 100.00%

800 Contingency $570,750.00 $0.00 $0.00 $570,750.00 100.00%

Total Expenditures $67,939,577.72 2,491,966.51 39,873,601.46 $25,574,009.75 38%

Expenditures by Major Function

Board Adopted

Budget YID Expense Encumbrances

Balance


1000 Instruction $32,593,984.18 $299,776.29 $26,678,281.40 $5,615,926.49 17.23%

2000 Support Services $19,877,593.12 $2,100,730.05 $12,357,449.08 $5,419,413.99 27.26%

3000 Enterprise & Commnty Srvs $2,377,102.00 $61,935.04 $806,620.02 $1,508,546.94 63.46%

4000 Facilities & Construction $121,292.42 $8,444.13 $31,250.96 $81,597.33 67.27%

5000 Other Uses $11,978,856.00 $21,081.00 $0.00 $11,957,775.00 99.82%

6000 Contingency $420,000.00 $0.00 $0.00 $420,000.00 100.00%

7000 Unappropriated EFB $570,750.00 $0.00 $0.00 $570,750.00 100.00%

Total Expenditures $67,939,577.72 2,491,966.51 39,873,601.46 $25,574,009.75 38%

Year To Date Receipts 8,101,308.78

Year to Date Expenditures 2,491,966.51

Newberg S. D. Fund Balance as of August 31, 2014 5,609,342.27

Notes:

Summary

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GENERAL FUND CASH FLOW REPORT - FISCAL YEAR 2014-15

OVER (UNDER)

DESCRIPTION Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun TOTAL ANNUALBUDGET Actual Actual PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED Projected BUDGET

BALANCE FORWARD 3,709,342.88 5,071,685.76 $4,820,667 $3,635,793 $13,393,059 $13,208,655 $12,148,436 $11,188,678 $10,576,984 $9,853,127 $8,660,183

REVENUER1111 Current Year Taxes $12,880,000 37,000.00 37,000 11,000,000 570,000 130,000 50,000 350,000 65,000 $65,000 $530,000 $12,834,000 -46,000R1112 Prior Year Taxes $300,000 27,000.00 20,000 50,000 65,000 60,000 30,000 20,000 20,000 $20,000 $150,000 $462,000 162,000R1311 Indivdual Tuition $135,000 600.00 15,000.00 16,000 16,000 9,300 18,000 1,700 15,000 17,000 $11,000 $16,500 $136,100 1,100R1312 Other Dist. Tuition $400,000 2,000 7,000 140,000 7,000 $160,000 $316,000 -84,000R1410 Reg Day Transport. $5,000 20 $200 $7,500 $7,720 2,720R1510 Investment Interest $50,000 1,530.12 1,900.00 1,300 2,000 5,000 5,000 3,500 4,200 3,500 $3,800 $1,800 $33,530 -16,470R1512 Taxes Interest $5,000 300.00 150 300 300 185 200 150 120 $300 $1,100 $3,105 -1,895R1740 Participation Fees $90,000 30,000 $50,000 $80,000 -10,000R1815 Child Care Prvt Pay $55,000 5,500 5,660 3,200 10,500 8,900 7,000 11,000 $11,000 $27,000 $89,760 34,760R1910 Rentals $20,000 627.00 1,070 800 1,045 4,490 836 2,000 $800 $3,200 $14,868 -5,132R1940 Svsc oth Local Agency $30,000 7,800 6,500 $7,000 $8,000 $29,300 -700R1941 Svcs Oth Dist within St. 74,000 $115,000 $189,000 189,000R1960 Recover Prior Yrs Exp $50,000 $45,000 $45,000 -5,000R1980 Indirect Charges $54,000 $54,000 $54,000 0R1990 Misc Revenue $32,000 19.09 1,800.00 2,600 2,300 4,500 9,000 2,000 50 $850 $30,000 $53,119 21,119R1991 E-rate $65,000 $65,000 $65,000 0R2101 County School Fund $25,000 25,000 $25,000 0R2102 ESD Apportioment $1,521,999 455,345 455,347 $455,345 $1,366,037 -155,962R3101 BSSF $28,290,921 4,709,938.00 2,353,556.00 2,353,106.00 2,353,106 2,353,106 2,353,106 2,353,106 2,353,106 2,353,106 2,353,106 $2,353,106 $28,241,448 -49,473R3103 Common School Fund $444,793 249,350 $249,355 $498,705 53,912R3199 UnRestr Grants Other $25,000 $25,000 $25,000 0R4500 Federal Programs $0 0R5200 Interfund Transfers $0 0R5300 Sale of Assets $0 0R5400 BEG. FUND BALANCE $880,000 731,994.00 $731,994 -148,006TOTAL ALL REVENUE $45,358,713 4,712,095.12 2,354,175.09 3,168,100.00 2,466,126 13,438,266 3,471,596 2,585,781 2,671,242 3,014,306 2,927,143 2,473,056 2,018,800 45,300,686 -58,027

10/16/2014

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DESCRIPTION Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun+Pd 13 TOTAL REMAININGBUDGET Actual Actual Actual PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED Projected BUDGET

EXPENDITURES115 Antonia Crater $2,383,652 17,076.25 14,274.63 192,864.22 194,000 194,000 194,000 194,000 194,000 194,000 194,000 194,000 582,000 2,358,215 25,437128 Dundee $1,809,121 3,100.00 9,961.88 146,088.68 147,000 147,000 147,000 147,000 147,000 147,000 147,000 147,000 441,000 1,776,151 32,971131 Edwards $2,318,934 4,500.71 17,908.93 184,973.08 186,000 186,000 186,000 186,000 186,000 186,000 186,000 186,000 558,000 2,253,383 65,551134 Ewing Young $961,668 8,732.60 6,898.66 87,833.39 90,000 90,000 90,000 90,000 90,000 90,000 90,000 90,000 360,000 1,183,465 -221,796142 Joan Austin $1,826,054 16,613.93 13,142.93 144,087.66 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 450,000 1,823,845 2,209146 Mabel Rush $2,754,279 5,389.89 13,030.59 225,595.35 230,000 230,000 230,000 230,000 230,000 230,000 230,000 230,000 690,000 2,774,016 -19,737147 Online School $244,456 5,250.00 8,471.53 14,379.74 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 48,000 204,101 40,355150 Chelalem Valley $3,408,213 5,559.40 29,206.40 256,422.79 270,000 270,000 270,000 270,000 270,000 270,000 270,000 270,000 810,000 3,261,189 147,024160 Mountain View $2,657,418 3,801.22 27,980.53 220,597.12 235,000 235,000 235,000 235,000 235,000 235,000 235,000 235,000 705,000 2,837,379 -179,961616 Newberg HS $8,265,653 47,116.62 87,390.17 661,440.52 680,000 680,000 680,000 680,000 680,000 680,000 680,000 680,000 2,040,000 8,275,947 -10,294677 NHS Athletics $531,471 3,066.05 7,055.59 55,222.37 48,000 48,000 48,000 48,000 48,000 48,000 48,000 48,000 144,000 593,344 -61,873704 Assessment $276,701 988.69 5,856.91 11,140.30 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 45,000 182,986 93,715705 Human Resources $597,873 48,304.85 50,888.39 51,915.32 54,000 54,000 54,000 54,000 54,000 54,000 54,000 54,000 56,000 639,109 -41,236706 Curriculum & Instruction $199,255 15,290.38 17,535.27 34,746.52 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 30,000 257,572 -58,317707 Contingency $420,000 0 420,000707 Transfers $13,500 13,500 13,500 0708 Administration $399,347 38,729.38 37,259.79 37,563.01 38,000 38,000 38,000 38,000 38,000 38,000 38,000 38,000 38,000 455,552 -56,205709 Transportation $2,304,598 3,744.20 3,744.14 3,725.49 230,000 230,000 230,000 230,000 230,000 230,000 230,000 230,000 460,000 2,311,214 -6,616712 Fiscal Services $1,060,332 417,440.71 42,251.73 43,079.12 44,000 44,000 44,000 44,000 44,000 44,000 44,000 44,000 45,000 899,772 160,561714 Physical Plant $4,766,385 256,882.38 431,136.62 397,257.80 395,000 390,000 350,000 385,000 360,000 345,000 360,000 360,000 465,000 4,495,277 271,108715 Talented & Gifted $6,520 0.00 0.00 0.00 0 6,520716 Student Services $6,032,598 16,440.61 50,396.08 449,649.15 450,000 485,000 500,000 455,000 465,000 475,000 485,000 500,000 1,500,000 5,831,486 201,113717 Technology $763,055 40,494.00 90,046.29 94,777.67 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 60,000 725,318 37,737718 Welcome Center $218,599 11,486.09 (5,406.86) 15,377.25 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 30,000 187,456 31,142725 Alternative Ed $731,996 700.00 13,451.96 63,408.95 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 195,000 792,561 -60,565726 Communications $247,034 31,998.38 19,350.05 26,973.40 22,000 22,000 22,000 22,000 22,000 22,000 22,000 22,000 22,000 276,322 -29,288728 Summer School - 0 0900 Allocation (error) $160,000 45.90 - 46 159,954TOTAL EXPENSES $45,358,713 1,002,752.24 991,832.21 3,419,118.90 3,651,000 3,681,000 3,656,000 3,646,000 3,631,000 3,626,000 3,651,000 3,666,000 9,787,500 44,409,203 949,510 Estimate

*Yellow = double checked with Visions

FUND BALANCE - 3,709,342.88 5,071,685.76 4,820,666.86 3,635,793 13,393,059 13,208,655 12,148,436 11,188,678 10,576,984 9,853,127 8,660,183 891,483 $891,483

Balance Revenue-Expense 3,709,342.88 1,362,342.88 (251,018.90) (1,184,874.00) 9,757,266.00 (184,404.00) (1,060,219.00) (959,758.00) (611,694.00) (723,857.00) (1,192,944.00) (7,768,700.00)

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Superintendent Evaluation Forms Part 1: Performance Standards

Part 1: Performance Standards

Instructions:

1. Attached are the forms to be completed by each individual Board member rating each of the nine Performance Standards. A separate page is provided for each Performance Standard. Each Board member should rate all nine of the Performance Standards.

2. Each Performance Standard has performance indicators listed below it. These performance indicators suggest objective measures to consider when choosing the overall level selected for that Performance Standard. Do not rate each performance indicator separately. The only rating is for the overall Performance Standard.

3. Comments supporting your rating will be helpful in providing back-up during the Board discussion to prepare a summary evaluation form.

4. The individual Board member’s forms should be returned to the Board chair or designated Board member for compilation.

5. The designated Board member or chair will compile the results onto a preliminary summary evaluation form. The Board will meet to discuss the results and prepare a final summary evaluation form representing the consensus of the Board.

6. The Superintendent will be presented with the final summary report from the full Board, not the individual Board members evaluation forms. It is important that the Board speak with one voice in evaluating the Superintendent.

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Superintendent Evaluation Tool For Use in Evaluation of 2013-14 Superintendent Goals

Standard 1: LEADERSHIP AND DISTRICT CULTURE

This standard stresses the Superintendent’s performance in leadership through empowering others, visioning, helping shape school culture and climate and understanding multi-cultural and ethnic differences.

Performance Indicators:

(Do not rate individuals factors. These are listed only to help you in thinking about the standard.)

1.1 Facilitate a community process to develop and implement a shared vision that focuses on improving student achievement

1.2 Promote academic rigor that focuses on learning and excellence for schools

1.3 Create and support a community of learners that empowers others to reach high levels of performance to achieve the school’s vision

1.4 Model learning for staff and students

1.5 Promote understanding and celebrating school/community cultures

1.6 Promote and expect a school based climate of tolerance, acceptance and civility

1.7 Develop, implement, promote and monitor continuous improvement processes

The Superintendent’s performance for this standard is:

0 UNACCEPTABLE ________________

1 NEEDS IMPROVEMENT ________________

2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

19


Standard 2: POLICY AND GOVERNANCE

Working with the Board to formulate internal and external district policy, defining mutual expectations of performance with the Board and demonstrating good school governance to staff, students and the community at large.



2.1 Understand and articulate the system of public school governance and differentiate between policy making and administrative roles

2.2 Establish procedures for Superintendent/Board interpersonal and working relationships

2.3 Understand and interpret the role of federal, state and regional governments, policies, and politics and their relationships to local districts and schools

2.4 Use legal counsel in governance and procedures to avoid civil and criminal liabilities


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

20


Standard 3: COMMUNICATIONS AND COMMUNITY RELATIONS

This standard emphasizes the skills necessary to establish effective two-way communications not only with students, staff and parents, but the community as a whole including beneficial relationships with the media. It also stresses responding to community feedback and building community support for the district.



3.1 Develop formal and informal techniques to gain external perceptions of district

3.2 Demonstrate effective communication skills (written, verbal and non-verbal contexts, formal and informal settings, large and small group and one-on-one environments)

3.3 Promote involvement of all stakeholders to fully participate in the process of schooling

3.4 Establish effective school/community relations, school/business partnerships and public service

3.5 Understand the role of media in shaping and forming opinions as well as how to work with the media


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

21


Standard 4: ORGANIZATIONAL MANAGEMENT

This standard requires the Superintendent to gather and analyze data for decision making and for making recommendations to the Board. It stresses the skills necessary to meet internal and external customer expectations and to effectively allocate resources.



4.1 Demonstrate budget management including financial forecasting, planning, cash flow management, account auditing and monitoring

4.2 Develop and monitor long-range plans for school and district technology and information systems making informed decisions about computer hardware and software and staff development and training needs

4.3 Demonstrate knowledge of school facilities and develop a process that builds internal and public support for facility needs, including bond issues

4.4 Establish procedures and practices for dealing with emergencies such as weather, threats to the school, student violence and trauma


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

22


Standard 5: CURRICULUM PLANNING DEVELOPMENT

This standard tests the Superintendent’s skills in keeping current with the latest designs in curriculum, teaching, learning and testing theories. It requires the Superintendent to recommend the use of electronics and other learning technologies as required.



5.1 Develop core curriculum design and delivery system based on content and assessment standards and best practices

5.2 Establish curriculum planning to anticipate occupational trends and school-to-career needs

5.3 Use child development and learning theories and the process to create developmentally appropriate curriculum and instruction

5.4 Include the use of computers, the Internet, networking, distance learning and other technologies in educational programming

5.5 Assess student progress using a variety of appropriate techniques

5.6 Involve faculty and stakeholders in enhancement and renewal of curriculum to ensure alignment of curriculum, instruction and assessment


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

23


Standard 6: INSTRUCTIONAL LEADERSHIP

Since Standard #5 addresses what is to be taught, then this standard emphasizes how it should be taught. It emphasizes the skills required to ensure that the most effective teaching techniques are in place and that all instructional resources are used to maximize student achievement. This standard also centers on applying research and best practices with respect to diversity sensitivities.

Performance Indicators: (Do not rate individuals factors. These are listed only to help you in thinking about the standard.)

6.1 Collaboratively develop, implement and monitor change process to improve student and adult learning

6.2 Implement appropriate safety and security practices in schools 6.3 Formulate plan to assess appropriate teaching methods, classroom management

and strategies for all learners 6.4 Analyze available instructional resources including applications of technology

and assign them in cost effective and equitable manner to enhance student outcomes

6.5 Establish instructional strategies that include cultural diversity and differences in learning styles

6.6 Apply effective methods of providing, monitoring, evaluating and reporting student achievement and using good research and assessments to improve the learning process

6.7 Encourage various staffing patterns, student grouping plans, class scheduling plans, school organizational structures, and facilities design processes to support various teaching strategies and desired student outcomes


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

24


Standard 7: HUMAN RESOURCES MANAGEMENT

This performance standard requires skills in developing and implementing a staff performance evaluation system. It also requires skills in applying ethical, contractual and legal requirements for personnel selection, development, retention, promotion and dismissal.


7.1 Demonstrate use of system and staff evaluation data for personnel policies, decision making, promotion of career growth and professional development

7.2 Identify and apply appropriate polices, criteria, and processes for the recruitment, selection, induction, compensation and separation of personnel with attention to issues of equity and diversity


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

25


Standard 8: VALUES AND ETHICS OF LEADERSHIP

This stresses the understanding and modeling of appropriate value systems, ethics and moral leadership. It also requires Superintendents to exhibit multi-cultural and ethnic understanding and to coordinate with social agencies and human services to help students grow and develop as caring, informed citizens.


8.1 Exhibit multi-cultural and ethnic understanding and sensitivity

8.2 Describe role of schooling in a democratic society

8.3 Manifest a professional code of ethics and demonstrate personal integrity

8.4 Model accepted moral and ethical standards in all interactions

8.5 Explore and develop ways to find common ground in dealing with difficult and divisive issues

8.6 Promote the value that moral and ethical practices are established and practiced in every classroom, every school, and throughout the district


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

26


Standard 9: LABOR RELATIONS

This performance standard requires the Superintendent to provide technical advice to the Board during labor negotiations, and/or to keep the Board appraised of negotiation status, to understand and effectively administer negotiated labor contracts and to keep abreast of legislative changes affecting the collective bargaining process.


9.1 Develop bargaining strategies based upon collective bargaining laws and processes

9.2 Identify contract language issues and propose modifications

9.3 Participate in the collective bargaining processes as determined by the Board

9.4 Establish productive relationships with bargaining groups while managing contracts effectively


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

27


Superintendent Evaluation Forms Part 2: Goals

Part 2: Goals

Instructions:

1. Attached are the forms to be completed by each individual Board member rating performance of the Superintendent on meeting the goals agreed to by the Superintendent and the Board at the beginning of the year. Each goal statement needs to be inserted into a separate form before they are distributed.

2. Each Board member should mark the performance rating level for each goal.

3. Comments supporting the rating will be helpful in providing feedback during the Board discussion to prepare a summary evaluation form.

4. The individual Board member forms should be returned to the Board chair or designated Board member for completion.

5. The designated Board member or chair will compile the results onto a preliminary summary evaluation form. The Board will meet in executive session to discuss the results and prepare a summary evaluation form representing the consensus of the Board.

6. The Superintendent will be presented with the final summary report from the full Board, not the individual Board members evaluation forms. It is important that the Board speak with one voice in evaluating the Superintendent.

28


Goal Statement 1: Development of 5 year Strategic Plan. Utilizing the input received from staff, parents, community and students, develop a strategic plan with vision, mission, priorities and goals. (STANDARDS 1,3,5,8)

a. Utilize Senior Staff to develop vision and mission reflective of the voices of the Newberg School District.

b. Establish priorities for district work around student achievement, parental and community engagement, effective staff and resource and asset management. Ensure the priorities align with the Board and District goals established by the Board of Education.

c. Meet with principals and staff to go over drafts and gather input on priorities and goals.

d. Meet with Board to gather input on vision, mission, priorities and goals.

e. Publish Strategic Plan as final version by January 2014.

f. Roll out Strategic Plan to students, staff and community throughout spring 2014.

g. Utilize Strategic Plan to inform Achievement Compact and School Improvement Plan goals.

h. Continue to build networks of state leaders to support the work of the Newberg School District and to ensure the strategic plan work aligns with legislative policies, community values and funding availability.

The Superintendent’s performance for this goal is:

0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

29


Goal Statement 2: Student Achievement – Increase graduation rate, exceed the state average in both achievement and growth in reading and math at all grade levels and in all sub-populations; exceed the state average in achievement for writing and science. (STANDARDS 5,6)

a. Utilize the system created in 2012-2013 to meet with each school principal bi-monthly to look at school improvement goals and conduct walk-throughs to observe instruction. This involves a debrief process that reflects on the instruction walk-through lens of best practices/effective instruction, school improvement goals for instruction, examination of instructional trends, student achievement data and needs of staff around professional development, resources needed etc.

b. Work with Senior Staff to review student achievement data and establish District Continuous Improvement Plan. The plan should incorporate the graduation rate goals, goals at each grade level for reading, writing, math and science. Further, the plan should set goals for demographic sub-groups.

c. Work with Senior Staff, School Principals and the Teaching and Learning Council to help guide the work of the Achievement Compact Committee as they plan and develop the new District Achievement Compact.

d. Develop feedback loop process for the Teaching and Learning Council to provide feedback to schools around their School Improvement Plans and a process for the plans to be shared in a School Principal PLC process for feedback.

e. Continue to work with Catalyst to implement their Discovery program. Support their work around middle school expansion as well as drop-out recovery. Finally, work with the high school to monitor credit recovery efforts for effectiveness.


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

30


Goal Statement 3: 21st Century Learning (STANDARDS 5,6)

a. Study P20 work around preparing students for the 21st Century to develop a thorough understanding of the 5 C’s and their impact on student success. Bring in professional development opportunity for staff to envision what a dynamic, 21st Century classroom experience looks like and how to increase their technological skill set in order to provide those opportunities to students.

b. Work with TLC to ensure the 5 C’s are a part of the PLC work that is done in each school.

c. Re-establish the 21st Century Board committee to guide and participate in the work of a newly created technology committee. The technology committee will be charged with developing a 5-year plan with the ultimate goal of 1-to-1 student technological device integration. Examine the national research and trending on textbook use and technology for future decision making around investment in curriculum.

d. Work with committee of staff, community business leaders, and higher education in the Newberg area to develop and submit CTE grant proposal to expand upon the STEM programming in grades 6-8 with summer academy options for students that give them authentic learning experiences and exposes them to pre-engineering and engineering opportunities in grades 9-12 and into post-secondary fields.

e. Continue work with families and community around collective responsibility and active engagement in the K-12 education of our community.


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

31


Goal Statement 4: Educator Efficacy – Ensure quality instruction for every student, in every classroom, every day. (STANDARDS 6,7,8,9)

a. Establish expectations that all building principals will be in classrooms a minimum of 3 days a week. Both Superintendent and Assistant Superintendent will spend time with instructional leaders of each school in classrooms and debriefing about instruction. All leaders will utilize the walk through structure to talk about instruction and work together to establish common expectations around best practices and effective instruction.

b. Continue the work with TLC around effective instruction, best practices and the work of a PLC. This group will begin to establish itself as a leadership group within the district to support the work of individual schools and grade level PLCs. They will provide guidance, support, modeling and collaboration in each school.

c. Utilize the new teacher and administrator evaluation rubrics as well as the Talent Ed Perform system developed by the SB 290 committee in 2012-2013. Establish principal PLC groups to conduct walk-throughs and establish common expectations around effective instruction so that feedback given to staff is consistent.

d. Establish a 5-year professional development plan for staff to acquire the skills needed to support 21st Century teaching and learning. This plan should include all the outlined professional development from the strategic plan.

e. Continue to build and cultivate positive, collaborative relationship with union leadership. Establish clear expectations around working agreements and model integrity within the collective bargaining process.

f. Convey consistent message of balance, health and wellness for our staff and students.


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

32


Goal Statement 5: Manage and Utilize Resources Effectively – Establish a budget that is a reflection of our goals, priorities, the value of community input and reflective of a “student centered” decision making process. Update budget structure to a more efficient, transparent process for all stakeholders. (STANDARDS 3,4,8,9)

a. Continue to work with state colleagues in developing a depth of knowledge around Oregon finance structures of K-12 education.

b. Work with interim retired business manager to develop a clear picture of the revenue and expenditures from the 2012-2013 school year. Utilize the final numbers to modify and adjust current budget to maintain a healthy ending fund balance.

c. Set up on-going weekly cash flow review meetings with new Chief Financial Officer for the 2013-2014 school year. Work with auditors to establish expectations for cash flow projections and actual calculations to maintain accurate budget.

d. Work with Board committee to look at 3 year budget projections to begin to plan for bond expiration and the re-absorbing of current expenses supported by bond dollars including salary percentages, system support subscriptions. As these will have to be supported by the general fund, reductions may be necessary over the next three years in order to continue to operate in a fiscally sound way.

e. Establish feedback loop process to get input from stakeholder groups throughout District about budget decisions needed to support the expiration of bond in 2017. Use the process to determine likely increases or reductions based on impact on students, staff, resources and community.

f. Examine enrollment patterns and projections to determine space capacity, boundaries and need for facility to support current and future programming.

g. Establish and communicate a cycle of continuous improvement to guide long range planning and decision-making.


0 UNACCEPTABLE ________________


2 GOOD ________________

3 EXCELLENT ________________

4 OUTSTANDING ________________

Comments:

33

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Documents

October 21, 2014 - Newberg School District · 10/21/2014 · Annual Reports Superintendent Goals and Evaluation Tool Enrollment Report State Report Card Potential Work Session X