Kent City Community Schools
Administrative Guidelines
 

4220 - EVALUATION

Evaluations of the support staff members shall, when applicable, comply with provisions of a collectively-bargained, negotiated agreement. In all cases, evaluations should meet the following conditions:

 

A.

Job objectives are clearly stated, are complete and accurate in content, are agreed upon by the evaluator and evaluatee, and are divided into the following categories:

   
 

1.

expected/desired results (what is to be accomplished)

   
 

2.

expected/desired actions (how something is to be done)

   
 

3.

expected/desired attitudes (willingness to act in a particular manner)

     
 

B.

Factors hindering achievement of job objectives are clearly-defined and agreed upon by the evaluator and evaluatee.

   
 

C.

Evaluation procedures are established and mutually agreed-upon, and which ensure that the same process is used for similar positions and the confidentiality of the staff member is protected.

STRATEGY FOR EVALUATION

The following guidelines should be followed when designing an evaluation plan. (See AG 2605 for steps of the strategy and additional guidelines.)

 

A.

Relevant Terms

   
 

1.

measurement - determination of the current result and/or performance

   
 

2.

assessment - comparison of the current result/performance with a desired and/or minimally acceptable level of quality

     
 

3.

observation - measurement and/or assessment while one or more aspects of the expected result is being produced or created (performance)

   
 

4.

evaluation - value judgement about the result/performance based on the assessment

   
 

B.

Intended Outcome of the Evaluation Plan

   
 

The procedure should produce conclusions that:

   
 

1.

include those characteristics of a result and/or performance that meet or exceed described standards;

   
 

2.

include those characteristics that fall below such standards;

   
 

3.

are complete (no missing elements), accurate (no factual errors or unsupported inferences), and clear (understandable by all relevant parties);

   
 

4.

indicate priorities for closing important gaps between current results/performance and expected results/performance;

   
 

5.

provide a judgement about the value or worth of the result and/or performance.

© Neola 2011