The Senior Leadership Team (SLT) shall be comprised of:
The Director of Education, Deputy Director of Education,
Superintendent of Operational Services/COO, Superintendent of Finance
Services/CFO, Superintendent of Student Services, and Superintendent of
All SLT members must have a current role description that
provides clear direction and is aligned with the role of the Director of
Education. These role descriptions are contained as Administrative Procedures.
Each SLT member shall receive an annual written appraisal based on evidence that
the assigned role has been carried out in an exemplary fashion. The rationale
for providing SLT members with clear expectations and annual appraisals is as
The Board has mandated in Policy 2 that the Board shall
appraise the Director of Education annually “in regard to the Director’s job
description and additional Board direction (e.g. holding the Director
accountable for results identified in the strategic plan)”. Policy 11 delegates
authority to the Director and also provides that the Director may “sub-delegate
authority and responsibility as required”. The role of the Director is detailed
in Policy 12 and the appraisal process to be followed by the Board is
contained in the Appendix to Policy 12. As noted in Policy 12 the Director is
the CEO of the Division in accordance with Section 108 of the Education Act
1995. As CEO, the Director is the only staff member who reports directly to the
Board and who is appraised by the Board, yet the Director is held accountable
by the Board for the work of all subordinates in addition to the work completed
personally. Therefore, the Director must delegate with clarity and maintain an
appraisal process which ensures delegated work is completed to the
standard set for the Director by the Board.
Delegation with accountability is powerful. Delegation
without accountability is abdication. The two most significant accountability
mechanisms developed by the Board are the Director appraisal process in Policy
12, (Appendices’) and the requirement for accountability reporting as detailed
in Policy 2 Appendix, (The Annual Board Work Plan). Role descriptions and
appraisal processes aligned with the Director’s role must provide clear
expectations for SLT members and hold them accountable for areas of assigned
responsibility which have been sub-delegated to them.
Policy 12 requires that the Director ensure “effective
appraisal and supervisory processes are developed and effectively implemented
to provide for both growth and accountability”. Further the Board requires in Policy
12 that the Director practice leadership in a manner that is viewed positively
and has the support of those with whom he works most directly in carrying out
the directives of the Board. The first leadership practice noted is the
provision of clear direction. Policy 15 further clarifies that role
descriptions are required for all Division Office staff.
In compliance with Board direction as noted above the
following appraisal process shall be implemented for all SLT staff. ProceduresFeatures of the Appraisal Model
1. Provides for both growth and accountability, and the
strengthening of the relationship between the Director and senior staff. The
written report will affirm specific accomplishments and will identify growth
areas. Some growth goals will address areas of weakness while others will
identify areas where greater emphasis is required due to changes in the
2. Recognizes that the Director is the Chief Executive Officer.
The Director is held accountable for work performed primarily by other senior
administrators, e.g., fiscal management and thus the Director must hold SLT
members accountable for delegated responsibilities.
3. Emphasizes the need for and requires the use of evidence for
appraisal purposes. Appraisals are most helpful when the appraiser provides
concrete evidence of strengths and/or weaknesses.
4. Is aligned with and based upon the SLT member's roles and
5. Is linked to the Division's goals.
6. Sets out standards of performance. The quality indicators
set out initial standards. When growth goals are identified, additional
standards will need to be set to provide clarity of expectations and a means of
7. Is also a performance-based assessment system. Such an
appraisal focuses on improvement over time. The second and subsequent
appraisals take into consideration the previous appraisal, and an assessment of
success in addressing identified growth areas.
8. Uses multiple data sources.
9. Ensures feedback is provided at least annually.Appraisal Process
1. It is the responsibility of the SLT member to at least
annually provide evidence that role expectations and quality indicators have
been met during the appraisal period. An evidence portfolio must be provided to
the appraiser(s) at least one week in advance of the scheduled appraisal
meeting. The appraiser(s) will review with the SLT member the evidence
presented and will determine whether, or to what extent, the quality indicators
have been achieved.
2. The appraiser(s) may provide assessments of evidence gained
through direct observations or alternate sources.
3. Accountability reports prepared during the year shall form
part of the evidence considered by the appraiser(s). All accountability reports
shall be provided in the prescribed format and in accordance with the required
timelines. Any identified deficiencies in accountability reports shall be
remediated in a timely manner to the satisfaction of the administrator's
4. An external facilitator may be utilized in the appraisal
5. During the appraisal workshop, a written report will be
facilitated which will document:
- the appraisal process;
- appraisal context;
- assessments relative to each of the criteria;
- an examination of progress made relative to any growth goals
or redirections identified in the previous year's appraisal;
- identification of any growth goals if deemed appropriate;
- a conclusions section followed by appropriate signatures and
6. A signed copy of the appraisal report will be provided to
the SLT member being appraised and a second signed copy will be placed in the
personnel file held by the Division.Appraisal Criteria
1. The criteria will be those defined in the administrative
procedure plus any growth goals provided in previous written appraisal
report(s). Such growth goals may be areas requiring remediation or actions
which must be taken to address trends, issues, or external realities.
109 Education ActApril 8, 2015Revised May 3, 2017Revised June 4, 2019