The DeKalb County Board of Education's has conducted its annual performance evaluation of Director of Schools Patrick Cripps, and extended his contract for two years.

 The results of the evaluation show that Cripps has met “most” expectations of the board, scoring 4.48 out of a possible six.

Cripps signed a two-year contract last summer when he took over as director, and will now serve as director for at least of three more years, with his contract extended through June 30, 2019 at Thursday night’s regular meeting of the school board.

“It means he’s met expectations. The grand total of all the categories came up to 4.48. That’s pretty impressive for someone taking on this challenge for their first year,” Board Chairman W.J. (Dub) Evins, III told the board.

Many members of the board were interested in giving Cripps a raise in pay to go along with the extension, but Cripps asked that his salary remain the same, at $85,000 per year.

“We discussed his new contract during the workshop. Two things we discussed. One was the extension of a contract. We talked about a two-year extension on his contract. He has asked for no increase in pay. I think that is admirable of him. I also think it’s an obligation we have to give him a two-year extension for a total of a little bit less than three years,” Evins said.

Board member Jerry Wayne Johnson made the motion to extend Cripps’ contract for two years, and Doug Stephens seconded the motion. Danny Parkerson, Kate Miller, Shaun Tubbs, and W.J. (Dub) Evins, III all voted in favor, with Jim Beshearse absent.

The director’s evaluation date was changed from Jan 31 to no later than March 31. As part of the evaluation process, by July 30 of each year, the Director will present a Strategic Plan to the board for the upcoming school year by July 30.

State law requires that the school board develop and implement an evaluation plan to be employed annually for the director of schools. Board members used a four-page form to evaluate Cripps in 60 areas and eight categories, including his relationship with the board, the community, staff and personnel, educational leadership, business and finance, personal qualities, strategic planning skills, and Tennessee specific questions.

A "1" rating would mean that the director’s performance was "Consistently Below Expectations". A "5" rating would mean that the director "Met All Expectations." A rating with an asterisk (*) symbol or 6 meant he "Exceeded Expectations".

After each board member evaluated Cripps according to the guidelines set forth, the scores were averaged to arrive at the total score. The forms were then sent to officials of the Tennessee School Boards Association, where the scores were tabulated and averaged.

The Director’s strengths, based on the overall report, were his personal qualities and board relationship. Weaknesses were in strategic planning skills and a category called Tennessee specific questions.

A breakdown of the scores in the eight areas of evaluation were:

Performance Goal Average

•Board Relationship: 4.82

•Community Relationships: 4.54

•Staff and Personnel Relationships: 4.54

•Educational Leadership: 4.56

•Business and Finance: 4.60

•Personal Qualities: 4.88

•Strategic Planning Skills: 3.93

•Tennessee Specific Questions: 3.97

•Grand Total: 4.48

The evaluation goes on to evaluate subcategories as well:

BOARD RELATIONSHIP

•Keeps all board members informed on issues needs, and operation of the school system. 4.29

•Supports board policy and actions to the public and staff. 5.00

•Has a harmonious relationship with the board. 5.29

•Upon request, provides clear explanations of alternatives for recommendations. 4.86

•Works toward creating and maintaining a high degree of understanding and respect between staff and the board. 5.14

•Advises the board on need for new or revised policies: 4.71

•Refrains from criticism of individual or group members of the board: 5.14

•Exercises good judgment and objectivity in making recommendations to the board: 5.00

•Offers professional advice to the board on items requiring board action, with appropriate recommendations based on thorough study and analysis: 4.57

•Understands and executes the intent of board policy: 4.71

•Seeks and accepts constructive criticism of his work: 5.14

•Keeps board informed in employment, promotion, and dismissal of personnel: 4.00

•Average: 4.82

COMMUNITY RELATIONSHIPS

•Is an effective spokesman for the school system: 4.43

•Is respected and supported by the community in conducting the operation of the schools: 4.57

•Builds public support for the school district: 4.57

•Solicits and involves the community in planning and problem solving for the schools: 4.29

•Develops cooperative relationships with news media: 4.57

•Participates actively in community life and affairs: 4.71

•Achieves status as a community leader in public education: 4.71

•Works effectively with public and private agencies: 4.43

•Works effectively to serve the needs of diverse constituencies: 4.57

•Average: 4.54

STAFF AND PERSONNEL RELATIONSHIPS

•Develops a good staff morale and loyalty to the organization: 4.71

•Treats all personnel fairly, without favoritism or discrimination, while insisting on performance of duties: 4.86

•Delegates authority to staff members appropriate to the position each holds: 4.43

•Recruits and assigns the best available personnel in terms of their competencies: 4.57

•Ensures that salary schedules for all personnel are competitive and within budgetary limitations of the district: 4.29

•Represents the best interests of the board in working with teachers and their organizations: 5.00

•Solicits input from staff in planning activities: 4.71

•Maintains up-to-date job descriptions for all personnel: 3.71

•Ensures that adequate planning and evaluation of curriculum and instruction occurs: 4.43

•Develops and empowers staff, resulting in an effective educational team: 4.71

•Average: 4.54

EDUCATIONAL LEADERSHIP

•Has a vision and communicates a mission for the school system: 4.57

•Understands and keeps informed regarding all aspects of the instructional program: 5.00

•Implements the school system's philosophy of education: 4.71

•Participates with staff, board, and community in studying, problem solving, and developing, curriculum and instructional improvements: 4.43

•Organizes a planned program of staff evaluation and improvement: 4.14

•Models the highest professional standards to staff and community: 4.71

•Is an effective advocate of lifelong learning: 4.71

•Creates an environment which encourages staff to constantly strive for improvement: 4.57

•Incorporates technology as a teaching-learning strategy: 4.36

•Encourages staff to be innovative in problem-solving: 4.43

•Utilizes a leadership style that is effective and fits the culture of the community: 4.57

•Average: 4.56

BUSINESS AND FINANCE

•Has an understanding of the needs of the school program, plant, facilities, equipment, supplies, and the budget required: 4.29

•Supervises operations, insisting on competent and efficient performance: 4.71

•Ensures that funds are spent wisely, and adequate control and accounting are maintained: 4.79

•Average: 4.60

PERSONAL QUALITIES

•Defends principle and conviction in the face of pressure and partisan influence. 4.71

•Maintains high standards of ethics, honesty, and integrity in all personal and professional matters. 5.00

•Earns respect and standing among his professional colleagues. 4.57

•Exercises good judgment and objectivity in arriving at decisions. 4.50

•Maintains pose and emotional stability in the full range of his professional activities. 5.14

•Speaks clearly and concisely with staff members, the board, and the public. 5.14

•Writes clearly and concisely. 5.14

•Keeps up-to-date with 21st Century Schooling and societal issues. 4.86

•Average 4.88

STRATEGIC PLANNING SKILLS

•Works effectively with board, staff, and community to develop both long and short range strategic plans: 4.00

•Keeps board and community informed on progress towards short and long range plans: 3.93

•Develops a Five Year Plan which includes strategies, goals, and projected student outcomes: 3.86

•Average: 3.93

TENNESSEE SPECIFIC QUESTIONS

•Keeps board informed about rules and regulations of the Tennessee State Board of Education and all other government/state agencies: 4.43

•Provides evidence to the board of effective evaluations of staff members including the Required Principal Performance Contract: 3.71

•Incorporates requirements of the Educational Improvement Act (1992) into strategic plans: 3.86

•Includes the five (5) components and outcomes of the system's Report Card in long and short range planning: 3.86

•Average: 3.97

GRAND TOTAL: 4.48