Verna Ruffin Evaluation 2015-16

2014-15
School Year
Jackson-Madison County Schools

Director of Schools Evaluation
Summary
Alvey Bratcher Campbell Clifft Hampton Head

Board Relationship
INDICATORS
1. Keeps all board members informed on issues, needs, and
operation of the school system.
Mays Murray Neely AVERAGE
Superintendent
Self-Eval.
I.
3.6
4.0
2. Support board policy and actions to the public and staff.
3.7
5.0
3. Has a harmonious relationship with the board.
3.0
4.0
4. Upon request, provides clear explanations of alternatives

for recommendations.
2.8
4.0
5. Works toward creating and maintaining a high degree of

understanding and respect between staff and the board.
2.9
4.0
6. Advises the board on need for new or revised policies.
3.7
4.0
7. Refrains from criticizing members of the board.
4.1
4.0
8. Exercises good judgment and objectivity in making

recommendations to the board.
2.9
4.0
9. Offers professional advice to the board on items requiring

board action with appropriate recommendations based
on thorough study and analysis.
2.6
3.0
10. Understands and executes the intent of board policy.
3.4
4.0
11. Seeks and accepts constructive criticism of her/his work.
3.0
4.0
12. Keeps board informed on matters of employment,

promotion, and dismissal of personnel.
3.0
4.0
1.6
2.5
3.5
3.2
4.3
3.5
3.8
3.2
3.7
3.3
4.0
6/6/2016
2014-15
School Year

Summary
* Comments are required if a rating of 1 or 5 is given. If a comment is not given, the rating will not be counted in the tabulation.
II.
Superintendent
Self-Eval.
Community Relationships
INDICATORS
1. Is an effective spokesman for the school system.
4.1
5.0
2. Is respected and supported by the community in

conducting the operation of the schools.
3.1
4.0
3. Builds public support for the school system.
3.1
4.0
4. Defends principals in the face of pressure or partisan

influence.
2.8
5.0
5. Develops cooperative relationships with the news media.
3.2
4.0
6. Participates actively in community life and affairs.
4.1
5.0
7. Achieves status as a community leader in public

education.
3.8
5.0
8. Establishes strong relationships with public and private

agencies.
3.8
4.0
3.7
3.8
3.4
4.4
1.8
3.0
3.6
2.9
4.0
4.0
4.0
6/6/2016
2014-15
School Year
III.
Staff and Personnel Relationships

Summary
Superintendent
Self-Eval.
INDICATORS
1. Develops good staff morale and loyalty to the organization.
2.3
3.0
2. Treats all personnel fairly, without favoritism or

discrimination, while insisting on performance of duties.
2.7
5.0
3. Delegates authority to staff members appropriate to the

position each holds.
3.0
3.0
4. Recruits and assigns the best available personnel.
3.0
3.0
5. Represents the best interest of the board in working with

teachers and their organizations.
3.1
4.0
6. Solicits input from staff in planning activities.
2.9
4.0
7. Maintains up-to-date job descriptions for all personnel.
3.2
4.0
8. Ensures that adequate planning and evaluation of

curriculum and instruction occur.
3.0
4.0
9. Develops and empowers staff, resulting in an effective

racially diverse educational team.
2.8
4.0
10. Has a vision and communicates a mission for the

school system.
3.3
5.0
2.2
3.6
2.9
3.9
1.7
2.2
3.2
2.8
3.9
3.2
3.6
6/6/2016
2014-15
School Year

Summary

IV.
Superintendent
Self-Eval.
Educational Leadership
INDICATORS
1. Understands and keeps informed regarding all aspects of

the instructional program.
3.7
4.0
2. Participates with staff, board, and community in studying,

problem solving, and developing curriculum and
instructional improvements.
3.4
4.0
3. Organizes a planned program of staff evaluation and

improvement.
2.9
3.0
4. Models the highest professional standards to staff and

community.
3.3
5.0
5. Is an effective advocate of lifelong learning.
4.1
5.0
6. Creates an environment which encourages staff to

constantly strive for improvement.
2.8
4.0
7. Incorporates technology as a teaching-learning strategy.
3.6
3.0
2
2.9
3
3.9
2.7
2.7
3.0
3.9
8. Encourages staff to be innovative in problem-solving.
1
3
3
3
3
3
3
1.8
2.8
3.5
3.8
4.0
3.6
3.6
6/6/2016
2014-15
School Year

Summary

V.
Superintendent
Self-Eval.
Business and Finance

INDICATORS
1. Supervises operations, insisting on competent and

efficient performance.
2.8
3.0
2. Ensures that funds are spent wisely, and adequate

control and accounting are maintained.
2.9
4.0
3. Develops a responsible, timely and detailed budget that

reflects the needs of the school system.
2.9
3.0
4. Administers and adheres to the adopted budget.
3.1
3.0
5. Provides regular financial reporting that is well prepared

and punctual.
3.0
3.0
6. Oversees operation and control of facilities and

equipment, ensures that they are safely maintained, and
recommends needed improvements.
2.8
3.0
7. Demonstrates awareness of local, state, and national

economic developments and their impact on the school
system.
3.6
4.0
8. Administers financial affairs of the school system

consistent with state law and board policy.
3.7
4.0
3.0
3.3
3.1
3.4
1.6
2.5
3.1
3.5
3.5
3.6
3.6
6/6/2016
2014-15
School Year

Summary

VI.
Superintendent
Self-Eval.
Strategic Planning Skills

INDICATORS
1. Works effectively with board, staff, and community to

develop both short- and long-range strategic plans.
2.9
4.0
2. Keeps board and community informed on progress

toward short- and long-range plans.
3.1
4.0
3. Develops and annually evaluates the Five-Year Plan

which includes strategies, goals, and projected
student outcomes.
3.2
4.0
1.9
3.1
3.5
3.4
3.8
3.3
3.8
2.8
3.7
3.3
3.9
1. Develops, implements, promotes and monitors continuous

improvement in student achievement.
3.1
4.0
2. Applies effective methods of providing, monitoring,

evaluating and reporting student achievement.
3.0
4.0
3. Promotes academic rigor and excellence for students so

that they are college and career ready.
3.6
4.0
4. Maintains a current knowledge of developments in

curriculum and instruction and ensures that the
instructional program is rigorous and relevant.
3.2
3.0
VII.
Student Achievement
6/6/2016
2014-15
School Year
5. Reviews, reports and reacts appropriately to state

accountability measures.

Summary
2
3.2
3.0
1.8
3.0
3.6
3.2
3.9
2.9
3.5
3.1
3.6
3.2
3.8
PART 2
I.
Personal Characteristics
Personal Characteristics: High standards are expected of all Jackson-Madison County School System administrative
and supervisory personnel. The following list of important personal characteristics includes those items which are
not reflected in job descriptions but which are innate, and yet vitally important for successful job performance.
INDICATORS
Superintendent
Self-Eval.
1. Defends principles and convictions in the face of pressure.
3.7
5.0
2. Maintains high standards of ethics in all matters.
3.6
5.0
3. Earns respect of professional colleagues.
3.4
5.0
4. Devotes time and energy effectively to the job.
4.2
5.0
5. Works well with individuals and groups.
3.1
5.0
6. Exercises good judgment in arriving at decisions.
2.9
5.0
7. Possesses and maintains health and energy necessary

to meet responsibilities of the position.
4.1
5.0
8. Maintains poise and emotional stability.
3.8
5.0
9. Is suitably attired and well groomed.
4.3
5.0
10. Uses language effectively in dealing with staff, board,

and public.
3.6
5.0
6/6/2016
2014-15
School Year
11. Writes clearly and concisely.

Summary
2
4
4
4
5
3.9
4.0
12. Speaks well in front of groups.
4.3
5.0
13. Thinks well on his/her feet.
3.7
5.0
2
1.8
4
3.3
4
4.1
4
3.8
5
4.4
5
4.7
4
4.1
4
3.6
4
4.1
4.0
4.0
14. Maintains professional development.
Board Goals
INDICATORS
I. General
A. Teacher/Leader Effectiveness
1. Develop Human Capital processes to improve human
capital functions in order to recruit, attract, develop,
and retain highly effective teachers and leaders.
2. Significantly reduce the number of effective teachers/
leaders leaving the district for reasons other than
promotion or relocation.
3. Recognize and reward high-performing teachers and
leaders.
B. Vision 2020
1. Develop a milestone schedule for the Vision 2020
process that will support the Dec. 2015 deadline to
finalize decisions on Vision 2020, and insure that all
milestones scheduels in the current year are met.
II. Academic Excellence
A. Continue focus on reading literacy
1. Increase percentage of students improving in reading
as measured by TCAP data.
2. Capture and evaluate quantitative and qualitative data
on implementation of Reading Mastery and Read 180.
B. Increase number of schools meeting AMOs as
determined by local and state objectives.
C. Complete preparations to open Early College High
5.0
4.9
Superintendent
Self-Eval.
2.8
3.0
2.6
2.0
3.1
3.0
3.8
4.0
3.0
3.0
2.8
2.0
2.9
3.0
3.8
4.0
6/6/2016
2014-15
School Year

Summary
School by fall of 2015.

III. Finance
A. Insure the 2014-2015 budget can support Dec. 2015
deadline for decision for Vision 2020.
B. Develop tools and processes to improve JMCSS
financial forecasting
IV. Safety
A. Implement system-wide training on mental health and
emotional health, bullying and employee compliance with
laws and policies relative to employees in the workplace
B. Evaluate school-wide discipline
C. Capture and evaluate quantitative data on individual
school's implementation of PBS
D. Establish standard/consistent operating procedures
for security and implement throughout district.
E. Update all emergency plans and evaluae for consistency.
3.1
3.0
3.0
3.0
3.1
3.0
2
2
3
3
3
3
3
3
4
4
3
3
3
3
3
3
3
3
3.0
3.0
3.0
3.0
3.1
3.0
3.0
3.0
1.9
2.9
3.2
3.0
3.9
3.1
3.6
2.9
3.1
3.1
3.0
6/6/2016

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2014-15

Jackson-Madison County Schools

Alvey Bratcher Campbell Clifft Hampton Head

Mays Murray Neely AVERAGE

2. Support board policy and actions to the public and staff.

3. Has a harmonious relationship with the board.

4. Upon request, provides clear explanations of alternatives

5. Works toward creating and maintaining a high degree of

6. Advises the board on need for new or revised policies.

7. Refrains from criticizing members of the board.

8. Exercises good judgment and objectivity in making

9. Offers professional advice to the board on items requiring

10. Understands and executes the intent of board policy.

11. Seeks and accepts constructive criticism of her/his work.

12. Keeps board informed on matters of employment,

Jackson-Madison County Schools

Mays Murray Neely AVERAGE

1. Is an effective spokesman for the school system.

2. Is respected and supported by the community in

3. Builds public support for the school system.

4. Defends principals in the face of pressure or partisan

5. Develops cooperative relationships with the news media.

6. Participates actively in community life and affairs.

7. Achieves status as a community leader in public

8. Establishes strong relationships with public and private

Staff and Personnel Relationships

Jackson-Madison County Schools

Alvey Bratcher Campbell Clifft Hampton Head

Mays Murray Neely AVERAGE

2. Treats all personnel fairly, without favoritism or

3. Delegates authority to staff members appropriate to the

4. Recruits and assigns the best available personnel.

5. Represents the best interest of the board in working with

6. Solicits input from staff in planning activities.

7. Maintains up-to-date job descriptions for all personnel.

8. Ensures that adequate planning and evaluation of

9. Develops and empowers staff, resulting in an effective

10. Has a vision and communicates a mission for the

Jackson-Madison County Schools

Alvey Bratcher Campbell Clifft Hampton Head

1. Understands and keeps informed regarding all aspects of

2. Participates with staff, board, and community in studying,

3. Organizes a planned program of staff evaluation and

4. Models the highest professional standards to staff and

5. Is an effective advocate of lifelong learning.

6. Creates an environment which encourages staff to

7. Incorporates technology as a teaching-learning strategy.

8. Encourages staff to be innovative in problem-solving.

Jackson-Madison County Schools

Alvey Bratcher Campbell Clifft Hampton Head

Mays Murray Neely AVERAGE

Business and Finance

1. Supervises operations, insisting on competent and

2. Ensures that funds are spent wisely, and adequate

3. Develops a responsible, timely and detailed budget that

4. Administers and adheres to the adopted budget.

5. Provides regular financial reporting that is well prepared

6. Oversees operation and control of facilities and

7. Demonstrates awareness of local, state, and national

8. Administers financial affairs of the school system

Jackson-Madison County Schools

Alvey Bratcher Campbell Clifft Hampton Head

Mays Murray Neely AVERAGE