THE BOARD EVALUATION OF THE SCHOOL DIRECTOR’S PERFORMANCE

Every year, normally in spring, although it seems to happen at any time of year our office receives urgent calls from a board seeking a process or an instrument to conduct a job performance evaluation of the school director. In those conversations it turns out more often than not (probably 80% of the time) we learn the board’s plan is to do the evaluation in a matter of days – although it’s not been unheard of that the board plans to conduct the evaluation that very evening.

Let me just say that for a board to implement and conduct a job performance evaluation in such a haphazard and callous manner of a school director, or anyone for that matter, is not just poor governance – it is unethical.

A board has a duty to act in both a legal and ethical manner.

The law requires that “a charter school board adopt personnel evaluation policies and practices.” Ethics require that the board create those policies and practices in an orderly and fair process which includes seeking input from the person(s) who will be the subject of the evaluation policy.

The charter school law requires ‘that a board shall establish qualifications for administrators, and that then it outlines the areas qualifications must at least cover, and then states that those qualifications are to be used for job descriptions, hiring, and job performance evaluations.’

Ethics requires the board to have established a job performance evaluation process and instrument well before the evaluation so the person whose performance is being evaluated knows the criteria and process.

If a board does not have a job performance evaluation policy and/or process, now is the time to develop one, not days or hours before the job performance evaluation. If a board does have a job performance evaluation policy and process, now is the time to review it, before it is time for the next performance review.

EP

ETHICS OF CHARTER SCHOOL ADMINISTRATORS

The ethical behavior of a small number of charter school directors has been an issue that the Board of School Administrators (BOSA) has brought forward to the Association. Over the last few years BOSA has received a number of ethics complaints about licensed and un-licensed charter school administrators.

Given that BOSA is a licensing board, it only has jurisdiction over the ethics of licensed school administrators. BOSA has raised the question of who oversees the ethics of charter school administrators who are not licensed. In response to this, BOSA has been contemplating introducing legislation to address the ethics of unlicensed charter school administrators, as well as requirements about the education and training of charter school administrators. BOSA sees the fact that some charter school administrators lack educational administrative education/training as one of the reasons why there are ethical complaints about charter school administrators.

In the last legislative session, MACS introduced legislation to address the education/training of charter school administrators – which has been an issue on the MACS agenda for several years. 

In November one of the items on the MACS Board agenda will be the issue of the ethics and what the Association should undertake to raise the issue of ethics, especially in light of the fact that there is no body that has the authority to address ethical complaints of non-licensed personnel.

There continue to be conversations between the BOSA Executive Director and myself about ways of addressing the ethics issue, as well as the education/training issues. This summer the conversation also has included the Executive Director of the authorizer association (MACSA).  Our conversations have led to a better understanding of the issues and concerns and have brought us closer to common ground on legislation regarding ethics and education/training issues.

EP