Hiring, Evaluation, and Succession Planning
Read and agree in writing to be guided by the Charter Application
and vision and mission of the school in the interview process.
Agree on the minimum qualifications for candidates selected to be
Affirm a commitment to locating and considering for employment
a wide pool of applicants, including qualified minority persons,
women, veterans, and disabled individuals.
Draft and agree on a written job description for the position to be
Agree on the scope of the search (i.e., internal, local, state, or
Establish a deadline for the recommendations of the committee.
Affirm confidentiality and communication guidelines regarding
Does not have required degree
Not enough experience
First choice declined
No teaching or administrative experience
Not aligned with school vision and mission
Education not complete
Inadequate communication skills
Poor writing sample
Poor teaching demonstration
Failed background check
Actual dated copies of announcements, advertising,
and other solicitations for applications and
Applications, nominations, correspondence,
evaluations, references, and a record of verbal
contacts with or about applicants or nominees;
Minutes for all search related meetings to include
selection criteria, decision making, and voting;
Evaluations of candidates at each step of the
interview process, including evaluations of candidates
who are interviewed and reasons why candidates
were not referred for selection.
Written input from all of the individual Board
Written input from staff members;
A formal rating system;
Linkage to measures of student performance;
An open-ended discussion of career goals and
Opportunity for the charter school administrator
Identify what Head of School related duties or responsibilities will
need to be carried out if the position is vacant;
Address whether an interim Head of School will be put in place, or
if the duties and responsibilities will be filled by a number of
Identify who (by position title, not name) in the organization will
fill each of those duties or responsibilities during an interim period
without a Head of School;
Establish a timetable for filling the Head of School position;
Review the job description, roles and responsibilities of the Head
of School and determine if they are appropriate for the current
and future needs of the organization; and
Determine who will be responsible for identifying, recruiting,
interviewing and selecting the replacement Head of School.
A strategic plan is in place with goals and objectives for the near term (up
to three years), including objectives for leadership talent development.
The board evaluates the head of school annually on general performance
and achievement of strategic goals.
The board, based on its annual self-evaluation, is satisfactorily
performing its major governance jobs—financial oversight, school
leadership support and oversight, policy development, and strategic
The personnel to report directly to the head of school, based on annual
evaluations, are judged as solidly skilled for their positions.
Financial reports are up to date and provide the data needed by the
board for financial strength and viability.
Operational manuals exist for key administrative systems and are easily
accessible and up to date.
Top school staff have documented their key activities in writing and have
identified another staff person who can carry their duties in an