Assistant Principal Professional Growth And

Principal

and

Assistant Principal Professional Growth and

Effectiveness System

Professional Growth and Effectiveness System – Principal and Assistant Principal

The vision for the Professional Growth and Effectiveness System (PGES) is to have every school led by an effective principal. The goal is to create a fair and equitable system to measure principal effectiveness and act as a catalyst for professional growth.

Roles and Definitions

Administrator: Means an administrator who devotes the majority of employed time in the role of principal, for which administrative certification is required by the Education Professional Standards Board pursuant to 16 KAR 3:050.
Documentation: Artifacts created in the day – to –day world of running a school that can provide evidence of meeting the performance standard.
Evaluator:the immediate supervisor of certified personnel, who has satisfactorily completed all required evaluation training and, if evaluating teachers, observation certification training.
Evaluatee: District/School personnel is being evaluated
Observation/School Site Visits: Provides information on a wide range of contributions made by principals. Observations/school site visits may range from watching how a principal interacts with others, to observing programs and shadowing the administrator.
Professional Growth Plan: An individualized plan that is focused on improving professional practice and leadership skills and is aligned with educator performance standards and student performance standards, is built using a variety of sources and types of student data that reflect student needs and strengths, educator data, and school/district data, is produced in consultation with the evaluator.
Performance Levels: General descriptors that indicate the principal’s performance. Principals can be rated Ineffective, Developing, Accomplished, or Exemplary on this scale.
Performance Rubrics: A behavioral summary scale that describes acceptable performance levels for each of the seven performance standards.
Performance Standards: Guiding standards that provide for a defined set of common purposes and expectations that guide effective leadership. Those standards include: Instructional Leadership, School Climate, Human Resources Management, Organizational Management, Communication and Community Relations, Professionalism and Student Growth.
Self-Reflection: Means the process by which certified personnel assess the effectiveness and adequacy of their knowledge and performance for the purpose of identifying areas for professional learning and growth.
SMART Criteria: Acronym use to develop a goal(s) Specific, Measurable, Appropriate, Realistic, Time-Bound.
Site Visit: Methods by which superintendents may gain insight into whether principals are meeting the performance standards.
Surveys: Tools used to provide information to principals about perception of job performance.
Val-Ed 360°: An assessment that provides feedback of a principal’s learning-centered behaviors by using input from the principal, his/her supervisor, and teachers. The survey looks at core components (the what) that are listed on the slide, as well as key processes (the how).
VAL-ED Point of Contact: Person selected at district and school level to assist in the facilitation of the VAL-ED 360 survey.
TELL Kentucky: A working conditions survey of all school staff conducted every two years to provide feedback on specific aspects of the school’s work environment.
Working Conditions Goal: Goal that connects the TELL KY data to the Principal Performance Standards and impacts working conditions within the school building.

Principal Professional Growth and Effectiveness System Components – Overview and Summative Model

The following graphic outlines the required summative model for the Principal Professional Growth and Effectiveness System. Evaluators will look for trends and patterns in practice across multiple forms of evidence and apply professional judgment grounded in the Principal Performance Standards when evaluating a principal. The process described on the following pages applies to both Principals and Assistant Principals unless otherwise noted.

Kentucky Principal Performance Standards

The Principal Performance Standards are designed to support student achievement. The Performance Standards provide the structure for feedback for continuous improvement through individual goals that target professional growth, thus supporting overall student achievement and school improvement. Included in the Performance Standards are Performance Indicators that provide examples of observablebehaviors evidencing of each standard. Performance will be rated for each standard according to the four performance levels: Ineffective, Developing, Accomplished, and Exemplary.

The summative rating will be a holistic representation of performance, combining data from multiple sources of evidence across each standard.

Instructional Leadership – The principal fosters the success of all students by facilitating the development, communication, implementation, and evaluation of a shared vision of teaching and learning that leads to student academic growth and school improvement.
School Climate – The principal fosters the success of all students by developing, advocating, and sustaining an academically rigorous, positive, and safe school climate for all stakeholders.
Human Resources Management – The principal fosters effective human resources management by assisting with selection and induction, and by supporting, evaluating, and retaining quality instructional and support personnel.
Organizational Management – The principal fosters the success of all students by supporting, managing, and overseeing the school’s organization, operation, and use of resources.
Communication and Community Relations – The principal fosters the success of all students by communicating and collaborating effectively with stakeholders.
Professionalism – The principal fosters the success of all students by demonstrating professional standards and ethics, engaging in continuous professional learning, and contributing to the profession.

PPGES Summary and Timeline

PRINCIPAL/ASSISTANT PRINCIPAL TIMELINE

By August 1 / Superintendent reviews expectations of PPGES with Principals.
By October 30 / Superintendent/Designee completes Val-Ed 360, depending on 2 year cycle
By November 15 / Principal/Assistant Principal individually develops Professional Growth Goal/Plan and collaboratively develops Student Growth Goal and Working Conditions Goal.
By November 30 / Superintendent conducts site visit
Mid-Year / Conference with Principal/Assistant Principal to review/reflect upon all goals and modify any strategies as needed.
By March 31 / Completion of TELL Survey, depending on 2 year cycle
By April 30 / Superintendent conducts a Site Visit
By April 30 / Summative conference with Principal/Assistant Principal to review Student Growth Goal, Working Condition Goal, Professional Growth Goal, and Professional Practice as well as modify any strategies.

*Additional Conferences may be held as deemed necessary to monitor PGP process.

*All dates are tentative based on the adjustment of the school calendar.

Steps to Overall Performance Rating

Complete Self-Reflection
Review Val-Ed Results if applicable
Develop Professional Growth Plan, Student Growth Goals, and Working Conditions Goal (See Instructions)
Personal Professional Growth Goal is based on Self-Reflection and Val-Ed if applicable
Develop Working Conditions Goal based on most recent TELL Kentucky Survey
Develop State Student Growth Goal to address Gap population
Develop Local Student Growth Goal. Elementary and Middle Schools will focus around Math and Reading proficiency measured by MAP data. High Schools will focus on College & Career Readiness.
Superintendent/Designee will conduct two site visits per year and a brief mid-year review submitted by principals with feedback provided by Superintendent/Designee. Additional individual conferences may be required.
Using results of Personal Professional Growth, Val-Ed results, Site Visits, Working Conditions Growth Goal, and other sources of evidence, the Superintendent will assign a rating based on Principal Performance Standards, and then apply decision rules to determine Professional Practices Rating.
Using results of the Local and State (lagged one-year) Student Growth Goal, Superintendent will assign a Student Growth Rating.
Superintendent will apply the decision rules related to Professional Practice Rating and Student Growth Rating to determine an Overall Performance Category. This rating will also be used to determine the next year’s growth plan required.

Professional Practice Rating

The following sections provide a detailed overview of the various sources of evidence used to inform Professional Practice Ratings.

Professional Growth Planning and Self-Reflection

The Professional Growth Plan will address realistic, focused, and measurable professional goals. The plan will connect data from multiple sources including site-visit conferences, data on student growth and achievement, and professional growth needs identified through self-assessment and reflection. Late hires will complete this process within 20 working days of employment.

Self-reflection is meant to improve professional practice through careful consideration of the impact of leadership practice. The principal will complete a Professional Growth Plan and send to his/her Director for review prior to sending to the Superintendent for approval.
VAL-ED 360°is an assessment that provides feedback on a principal’s learning-centered behaviors by using input from the principal, his/her supervisor, and teachers. All teachers will participate in the Val-Ed 360°. The results of the survey will be included as a source of data to inform each principal’s professional practice rating, as well as identifying possible areas for growth.
Val-Ed 360° will be used to develop personal professional development goal in conjunction with self-reflection.
Val-Ed 360° will be completed for principals during the fall semester on alternating years with the TELL Survey but will not be completed for assistant principals.
The Director of Human Resources will be the point of contact for the Val-Ed 360° survey.
The Superintendent will ensure that results for the Val-Ed 360° will only be available to the identified principal. The Superintendent will have access and use the results from the survey.

Working Conditions Growth Goal (Goal inherited by Assistant Principal)

Principals are responsible for setting, in collaboration with the Superintendent, a two-year Working Conditions Growth Goal based on the most recent TELL Kentucky Survey. The Working Conditions Growth Goal shall be added to the School Improvement Plan.

Steps to Completing the Working Conditions Growth Goal

Principals will identify a TELL survey question that indicates a need for growth and will then identify additional TELL survey questions that may have similar results.
Once these are identified, the principal will connect these questions to one or more of the Principal Performance Standards.
Next, the principal will develop a Working Conditions Growth Goal statement that will identify a measurable target that the principal will set and will be addressed during the next 2 school years.
A rubric will be completed, by the principal and superintendent that will set the goal target for Accomplished. The rubric will also establish what will constitute reaching Exemplary.
The final step is to complete the Action Plan that will prioritize the steps the principal will take to accomplish the established goal.
Ongoing reflection and modification of the strategies when needed.

Working Conditions Goals Rubric

The rubric will be a collaborative effort using the categories of Ineffective, Developing, Accomplished, and Exemplary. Rating scale for the rubric will reflect growth in + or – 10% scale.

Example:Exemplary: Above Accomplished Goal

Accomplished: +/- 10% of increase required to meet Goal

Developing: Baseline set for the Goal

Ineffective: Below the Baseline

At the end of the school year following development of Working Conditions Growth Goal, principals will measure progress toward meeting goal in a manner agreed upon during goal development. Possible methods for determining progress include:

Engage staff in informal conversations that provide feedback on the progress of meeting the WCG.
Conduct a sample survey using identified questions from TELL (3-5) as an interim measure of growth. Principal will use results to determine if growth has occurred according to the WCG.

The working conditions goal evaluation will be used as a data point in determining overall professional practice rating.

Site-Visits

Site visits are a method by which the superintendent may gain insight into the principal’s practice in relation to the standards. During a site visit, the superintendent will discuss various aspects of the job with the principal, and will use the principal’s responses to determine issues to further explore with the faculty and staff. Additionally, the principal may explain the successes and trials the school community has experienced in relation to school improvement.

A pre-conference will be held between the Principal and Superintendent on the day of the visit prior to the observation. The observation will consist of 60-90 minutes. The post-observation conference will take place within 5 days of the visit to give timely, specific feedback towards those items identified in the pre-conference. Strengths and areas of necessary improvement will be discussed in the post-observation conference. Late hires will merge into the observation schedule based upon hire date.

Site visits shall:

be applied in a variety of settings,
provide information on a wide range of contributions made by principals
range from observing how a principal interacts with others to observing programs and shadowing the administrator
be connected to the Principal Performance Standards

Products of Practice/Other Sources of Evidence

Principals/Assistant principals may provide additional evidences to support assessment of their own professional practice. These evidences should yield information related to the principal’s/assistant principal’s practice within the standards.

Additional evidence provided in support of principal practice may include items from the following list (not a comprehensive list):

SBDM Minutes

Faculty Meeting Agendas and Minutes

Department/Grade Level Agendas and Minutes

PLC Agendas and Minutes

Leadership Team Agendas and Minutes

Instructional Round/Walk-Through Documentation

Budgets

EILA/Professional Learning Experience Documentation

Surveys

Professional Organization Memberships

Parent/Community Engagement Surveys

Parent/Community Engagement Events Documentation

School Schedules

Rating Overall Professional Practice

CRITERIA FOR DETERMINING A PRINCIPAL or ASSISTANT PRINCIPAL’S

PROFESSIONAL PRACTICE RATING

IF… / THEN…
Principal or Assistant Principal is rated Exemplary in at least four of the standards and no standard is rated Developing or Ineffective. / Professional Practice Rating shall be Exemplary
Principal or Assistant Principal is rated Accomplished in at least four standards and no standard is rated Ineffective / Professional Practice Rating shall be Accomplished
Principal or Assistant Principal is rated Developing in at least five standards / Professional Practice Rating shall be Developing
Principal or Assistant Principal is rated Ineffective in two or more standards / Professional Practice Rating shall be Ineffective

Student Growth Rating

The Student Growth measure is comprised of two contributions: a STATE contribution and a LOCAL contribution. Both Goals (2 goals) are inherited by the Assistant Principal and at least one goal must be based on Gap Population. The local goal may be developed to parallel the State Contribution.

State Contribution – ASSIST/Next Generation Learners (NGL) Goal Based on Trajectory (Goal inherited by Assistant Principal)

Principals are responsible for setting at least one Student Growth Goal based on the Gap population and that is tied directly to the Comprehensive School Improvement Plan located in ASSIST. The superintendent and the principal will meet to discuss the trajectory for the goal and to establish the year’s goal that will help reach the long-term trajectory target. New goals are identified each year based on the ASSIST goals. The goal should be customized for the school year with the intent of helping improve student achievement and reaching the long term goals through on-going improvement.

Local Contribution – Based on School Need

The local goal for student growth, for Elementary and Middle school principals, will be based on growth on MAP assessment in Reading and/or Mathematics. For High School principals, the Student Growth Goal will be based on growth of students deemed college and career ready. The principal will suggest criteria for the proficiency rating (High, Low, Expected) of the local growth goal for Superintendent’s approval.

Following are the assurances that all SGGs meet the specified criteria for rigor.

The district will develop a plan in collaboration with the supervisor to select appropriate SGG goals (both state and local contributions). The State Goal for principals will be:

Establisha state goal that addresses the greatest gap from the current results to the trajectory results based on ASSIST/NGL trajectory.
The state contribution will account for 10% of the final SGGs overall performance.
The Local Goal for principals will be: The local goals will be based on ASSIST/NGL trajectory, or needs identified based on the CSIP. Local goals will account for 90% of the final SGG overall performance.
State and local goals will be developed by October 30th.

For Proficiency rating the following criteria will be used:

High: 10% above the proficiency goal

Low: 10% below the proficiency goal

Expected: Proficiency goal plus or minus 10%

Growth will be achieved if the determined goal improves by less than 10%.

Deadline for Student Growth Goal Submission is within 60 days of the start of school. The district will decide timelines and expectations for late hires at the time of hire.

Rating Overall Student Growth

Superintendents are responsible for determining an Overall Performance Category for each principal at the conclusion of his/her summative evaluation year. The overall Student Growth Rating results from a combination of professional judgment and the district-developed instrument. Student growth ratings must include data from both the local and state contributions. Evaluator will apply the decision rules below to the level of performance (Expected, High, Low) of both the State and Local Contributions to arrive at an overall rating for student growth.