1. PILOT SCHOOL PRINCIPAL EVALUATION
LAUSD-AALA Memorandum of Understanding on Principal Evaluation System
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2. INTRODUCTION Why is principal performance evaluation important?
To improve performance;
To promote accountability;
Encourage professional growth in order to improve the quality of educational services provided by employee; and
To provide reasonable assistance to employees whose performance is less than satisfactory.
Educators and policymakers agree that principals are critical to school success.
Christina

3. RESPONSIBILITY FOR EVALUATION
LAUSD Policy Guide
The employee’s immediate administrator or designated representative(s) shall be responsible for evaluating the performance of the employee.
AALA Contract
The site or unit administrator shall be evaluated by the administrative unit to which the employee reports. If in any individual case the District intends to assign evaluation responsibility to a different administrator, the evaluatee shall be promptly advised in writing as to the identity of the designated evaluator.

4. Los Angeles Unified School District and Associated Administrators of Los Angeles Agree to this Memorandum of Understanding
LAUSD will fully recognize the AALA contractual rights of all AALA members who are assigned to Pilot Schools.
Each Pilot School will fully recognize the contractual rights of all AALA members who are assigned to Pilot Schools. LAUSD will send to each Pilot School a copy of this Memorandum of Understanding.
LAUSD will take any appropriate action, administrative or otherwise, to protect AALA members who work in Pilot Schools, pursuant to the bargained-for rights under the Collective Bargaining Agreement.

5. PILOT MANUAL
Every Pilot School should have an approved, written process for providing input in to the performance evaluation of the principal.
Performance evaluation should take into account the LAUSD-AALA MOU on principal evaluation and be based on the LAUSD School Leadership Framework.
Principal is evaluated annually, in accordance with AALA agreement.

6. How does the MOU Apply to the Evaluation Process?
AALA Contract
Internal Evaluation Process
Governing School Council
How does the MOU Apply to the Evaluation Process?

7. Who Participates in the process?
Internal Evaluation of Pilot School Principal
Internal Evaluation Subcommittee/Chairperson
Governing School Council
LD Director

8. Educator Development & Support: School Leader (EDSSL)
The School Leadership Framework

9. SCHOOL LEADERSHIP FOCUS ELEMENTS
This year there are 3 common focus elements for Principals and Assistant Principals (District identified)
Ensure high-quality professional development
Conducts formal and informal observations
Provides actionable feedback to staff
Each Principal will cooperatively establish, with their Director up to 2 additional focus elements.

10. Educator Development & Support: School Leader
Pilot School Principal Evaluation Process
Includes 4 levels for Final Evaluation
Principals rated on up to 5 focus elements
District identified (3)
Director and Principal identified (2)
Performance Measures
Observation of Practice = 60%
Contribution to Student Outcomes = 20%
Deliberate Practice = 18%
Staff Feedback Surveys = 2%
GSC develops evaluation process
Process developed in collaboration with Director
Written evaluations are submitted to LD Superintendent or Designee
LD Superintendent has final authority on evaluation recommendations

11. Pilot School – Principal Evaluation

12. Completion Dates for the Educator Development and Support: School Leaders (EDSSL) Cycle
Self-Assessment, 8/26/2016
End-of-Year Conference and Final Evaluation, 5/10/2017
Initial Growth Plan, 9/1/2016
End-of-Year Reflection, 4/28/2017
IGP conference, 9/16/2016
Visits, ongoing
Visits, ongoing
Mid-Year Conference & Formative Rating, 1/31/2017
Mid-Year Self-Reflection, 1/20/2017

13. Role of the Governing School Council (GSC)

14. Role of the Governing School Council
Establish an internal process for principal evaluation in accordance with the AALA agreement
Form the Evaluation Subcommittee to oversee the internal evaluation of the principal
Ensure that timelines are met as specified by the Evaluation Subcommittee
Ensure that the evaluation report is submitted to the LD Director by April 10
May 1st is the final date for the LD Director to submit the report to the District. This means the timeline should take into account time needed for the LD Superintendent to review the Evaluation Subcommittee’s final evaluation report and any changes or additional evaluation the he/she may deem necessary.

15. Role of the Governing School Council
Evaluate the principal
Ensure that an annual internal evaluation is completed in accordance with the timelines
Ensure regular communication with the LD Director throughout this phase
Write an evaluation report
Submit the final internal evaluation report to the LD Director
Must plan on giving enough time for an additional evaluation should the LD Superintendent deem it necessary.

16. Role of the Internal Evaluation Subcommittee & Chairperson

17. Composition of the Internal Evaluation Subcommittee
Teacher
Parent
Student
Community Member
LD Director

18. Role of the Internal Evaluation Subcommittee
Ensures that the timeline for the process is widely communicated; regularly communicates with:
LD Director
School staff
Parents
Governing School Council
Other Community stakeholders
Ensures that the instruments used and the data collected are agreed upon and analyzed

19. Role of the Internal Evaluation Subcommittee
Ensures that the process is carried out with the utmost integrity and confidentiality
Meets with the principal to review the findings and recommendations, and agree on next steps and future goals
Participates in the training sessions offered by the Office of School Choice and Local Options Oversight Committee to understand the Pilot School Principal Evaluation process

20. Role of the Internal Evaluation Subcommittee Chairperson
Ensures that:
There is regular communication with the LD Director throughout the whole process
There is a written job description for the principal.
There is a written & approved policy for the annual internal evaluation of the principal, as well as annual goals mutually agreed to with the principal.
An internal evaluation subcommittee is formed in a timely manner each year.
The internal evaluation process is carried out in a timely manner and in accordance with the council’s approved evaluation policy.
The evaluation’s findings and recommendations are written up, approved by the entire council, and submitted by April 10 to the LD Superintendent.

21. Role of the Local District (LD) Director

22. Role of the LD Director
Support the GSC to develop a comprehensive principal evaluation process.
Receive and review the internal evaluation process of the GSC.
Meets with the principal at the beginning and end of the process.
Ensures that AALA contract timelines are met; submits the final evaluation report to the District by May 1st.
Participates in the internal process.
Per the AALA Contract, the Superintendent or Designee (LD Director) has the ultimate responsibility for principal evaluation

23. If the LD Superintendent is not satisfied with the evaluation, he/she may initiate further evaluation of the principal at that time. Enough time should be given for this to happen before May 1st.

24. Internal Evaluation Process and Timeline

25. INTERNAL EVALUATION TIMELINE
Prior to the Start of School Year
Develop a job description for the principal position (if this doesn’t already exist for your school)
Meet with LD Director to review the internal evaluation process and gain input as needed
Develop the internal evaluation process that will be used in the upcoming school year
August - September
Meet with Principal to develop 3-4 measurable goals for the school year (consider the goals of the District as well as the mission and vision of the school when establishing goals for the year)
Principal presents goals for the academic school year to the Governing School Council (GSC) and the Local District
EDSSL Cycle:
8/26/16 = self-assessment
9/1/16 = Initial Growth Plan
9/16/16 = IGP conference

26. INTERNAL EVALUATION TIMELINE
September - October
Governing School Council establishes the internal principal evaluation subcommittee and develops a detailed timeline for the internal evaluation process
Detailed timeline should include period for LD Director review of final report Internal Evaluation Subcommittee will submit and allowance should LD Superintendent want an additional evaluation
Internal Evaluation Subcommittee conducts research on and begins to develop the tools and surveys that will be administered as part of the internal evaluation process
November - December
Governing School Council Chairperson checks in with principal regarding goals, strategies, and evaluation process/timeline
Evaluation Subcommittee finalizes and organizes surveys, interviews, and other tools for internal principal evaluation process and gets approval from the GSC
EDSSL Cycle: Visits are ongoing

27. INTERNAL EVALUATION TIMELINE
January - February
Evaluation Subcommittee administers surveys and/or disseminates tools that will be used to collect data relevant to the internal evaluation process (
Evaluation Subcommittee analyzes and synthesizes data received from surveys and other evaluation tools
Evaluation Subcommittee meets to discuss data and begin writing the final evaluation report
March - April
Final internal evaluation report is presented to the GSC and LD Director for review
LD Superintendent/Designee acknowledges receipt of the evaluation to both the principal and the chairperson of the GSC
LD Superintendent may indicate changes or initiate further evaluation if there are concerns (if more time is needed, may set the above steps earlier than April)
After any concerns have been addressed, the final report is presented to the principal for review and reflection
EDSSL Cycle:
1/20/17 = Mid-year self-reflection
1/31/17 = Mid-year conference & formative rating
Visits, ongoing

28. INTERNAL EVALUATION TIMELINE
March - April
Principal presents response to the committee’s report
Final report is submitted by the Instructional Director by May 10th
EDSSL Cycle:
Visits ongoing
4/28/17 = End-of
year reflection
5/10/17 = End-of-Year conference & Final Evaluation

29. Gathering Relevant Data for the Internal Principal Evaluation Process
Input may include collection of the following data:
A self-evaluation or assessment by the principal of his/her performance in relation to the job description and annual goals.
Collection of other data, such as review of staff and student engagement and performance data; review of the progress in meeting the annual expectations of the prior year.

30. The Internal Evaluation Report
What can be shared publicly
What should remain confidential
Materials used (sample of blank questionnaires, surveys)
Performance indicators reviewed
Data used (not results)
Final recommendations
Actual evaluation sheets
Principal’s self-evaluation document
Evaluation review between Principal and Evaluation Committee

31. Questions?
Please contact Christina Esguerra at if you need electronic copies of materials shared today.