Iranetta Wright: Superintendent Evaluation Data All 230406

Iranetta Wright, Superintendent/CEO
Q1 Develop a shared vision for the district

Answered: 7 Skipped: 0
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Significantly Above Expectations - 5 0.00% 0
Above Expectations - 4 0.00% 0
Meets Expectations - 3 100.00% 7
Below Expectations - 2 0.00% 0
Significantly Below Expectations-1 0.00% 0
TOTAL 7
1 / 29
Q2 Expect, model and support the effective use of data.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
2 / 29
Q3 Create a coherent plan with a limited number of goals.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
3 / 29
Q4 Implement the district plan and monitor the strategies for achieving the
goals.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
4 / 29
Q5 Review progress and revise the strategies for achieving district goals.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
5 / 29
Q6 Communicate the districts vision, goals and focused plan.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
6 / 29
Q7 Demonstrate communication competence with all stakeholders.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
7 / 29
Q8 Develop, implement and maintain effective communication systems.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
8 / 29
Q9 Communicate effectively and openly and demonstrate a willingness to

collaborate with the Board of Education, the district Treasurer and the
district staff.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
9 / 29
Q10 Communicate effectively and openly and demonstrate a willingness to

collaborate with external stakeholders.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
10 / 29
Q11 Review, develop and recommend policies for the district.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
11 / 29
Q12 Implement and continuously assess policies and practices.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
12 / 29
Q13 Identify and respond to societal and educational trends that affect the
district and community.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
13 / 29
Q14 Advocate for children and families.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
14 / 29
Q15 Model and expect professional conduct.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
15 / 29
Q16 Require district-wide use of an established curriculum.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
16 / 29
Q17 Ensure the development and implementation of high-quality,

standards-based instruction.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
17 / 29
Q18 Set expectations for and guide the creation of comprehensive

assessment system for the district.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
18 / 29
Q19 Ensure that the district curriculum, instruction, and assessment

program are designed to provide full access and opportunity to all
students.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
19 / 29
Q20 Implement processes to monitor and assess the district-wide

implementation of curriculum, instruction and assessment.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
20 / 29
Q21 Provide for high-quality, professional development for all staff aligned
with district goals.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
21 / 29
Q22 Recruit, develop, evaluate and retain quality staff and oversee human
resource management.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
22 / 29
Q23 Organize time and schedules focused on district goals.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
23 / 29
Q24 Manage and prioritize fiscal resources to align expenditures with

district goals.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
24 / 29
Q25 Identify and equitably allocate materials and technology to support

district goals.
Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
25 / 29
Q26 Oversee the district's facilities and operations.

Significantly
Above...
Above
Expectations...
Meets
Expectations...
Below
Expectations...
Significantly
Below...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TOTAL 7
26 / 29
Q27 Please provide any written comments or feedback for Superintendent

Wright.
# RESPONSES DATE
1 End of year evaluations have a finality about them. Whereas midterm evaluations, like this 4/6/2023 1:36 PM
one, can be used to "take stock"and set course. Midterms are delivered in hope of providing
direction not summary judgement. In fairness, this written narrative is limited to the five
domains highlighted in this agreed to assesment tool. Other more specific questions and
suggestions can also be duscussed in our shared time. To begin......This boardmember's
interest is to achieve positive outcomes for our students and retake our districts leadership in
Ohio and among all urban districts nationally. Obviously the Superintendent is a key actor in
accomplishing those two goals. I believe to do reach those two goals bothbthe Superintendent
and Treasurer and the Board must value CPSs long commitment to: 1. shared leadership 2.
community loyalty and investment 3. locally generated innovation. Here, successful
Superintendents are collaborative leaders that, with the guidance of the Board, recognize,
facilitate and mobilize the energy that is and can be found in Cincinnati Public's wide
community. ( I know that is not the usual approach in large urban districts where the
administration and the teacher union often have outsized power). Preface. Early missteps by
all. 1. Doing the Strategic Plan in reverse order on a delayed time table has confused and
blurred roles and imbalanced authority. 2. Establishing and resting all power in the hands of
very few people with limited CPS credibility who were completely dependent on reporting to the
Superintendent has disrupted discretion and frozen decision makers and unnecessarily limited
transparency and inclusion. To the Domains. The vision and mission of this district will be
determined by its "owners" the community and its representatives, the Board. Your fresh and
perceptive perspective is essential for our future but not at the expense of including or
discounting others We can fix this moving forward. Ironically, Vision is generated at ground
level often in controlled chaos of participation. Its not superimposed through hierarchy. Plans
too must be explained and implemented openly and transparently. You are the highly skilled,
even gifted communicator that this district needs. Our systems for communicating have been
improved. You share information with the Board openly and often but too often resist or think
discussion with the Board is unnecessary. That too can and must change immediately. I
believe, as Ive shared with you, the relationship between the Board and you has been
influenced by your belief that you are a CEO reporting to a Board of Directors within a
corporate structure. While CEOs and Superintendents have some Vin Diagram overlap, in
Ohio, there is no comparison between a corporate board representing shareholders and a duly,
popularly elected at large school board! Our responsibilty is an oath taking pledge to a higher
order than profit. Both boardmembers and you must get our responsibilities in clearer focus.
Frankly, where i get the best glimmer of just how fantastically we can work together is in our
board committees where you have faithfully attended and partnered. There, there's been
dialogue and transformative change accomplished with a mix of new and old. Using the
approaches and the "give and take" we see in committee, we can improve our board
interactions and i think still salvage the budget work still ahead . Merging both the new and old
perspectives and challenging established processes and remaining true to our collaborative
CPS culture we will equitably gather and distribute our resources and human capital. Our
employees must feel valued and challenged to do their best. Our leaders must be demanding
and not demeaning. When the budget is done the current system must have had iits capacity
increased. We do not need to create a separate system along side and our human capital must
feel empowered.
2 Competency 1: - Superintendent worked successfully with BOE to develop goals and 4/5/2023 10:31 PM
guardrails that ultimately will drive the work of the district via strategic plan. - Superintendent
has clearly expressed her "vision" for the district, through actions where significant changes
have occurred. - Superintendent must share "ownership " of district vision, and involve all
stakeholders in sharing opportunity to add value to the district's mission and vision. -
Superintendent will use the Student Achievement Committee of the Whole to inform progress
and collaborate with BOE. Competency 2: - This is the area of greatest concern. -
Superintendent utilizes a "top" down approach to collaboration and communication, which has
27 / 29
generated concerns among staff, partners, and other stakeholders. - Transparency is lacking,
including with the BOE, where efforts are more to "manage" relationship with the BOE, instead
of seeking support, guidance, and direction in support of decisions. - BOE's role is one of
governance via policy oversight, financial oversight vs. rubber-stamping in blind support of
Superintendent's decisions. - It is recommended that Superintendent use all appropriate
forums, i.e., executive session, public sessions to continuously inform and collaborate with
BOE on ALL critical decisions of public concern. - Superintendent was hired because of clear
evidence of her ability and success in inclusive decision-making, partnering with stakeholders,
advocating for students and families, etc. - There are clearly issues related to lack of
transparency and communication across the district. - The district is experiencing staffing
issues - due in part to a natural process wherein transition to new leadership, many choose to
leave. Staff have also expressed that they are undervalued, and are working in a culture of fear
and intimidation. Something is definitely lacking here! Communication is key. - In working with
community partners, as part of the budget review process, decisions should be driven by
impact data, in collaboration with those partners who are being impacted. - The reality of
budget cuts is a hard pill to swallow, however, open communication and transparency, goes a
long way toward resolution. Also.... involve the BOE! Competency 3: - This area scored low
because of lack of awareness of the level of Superintendent's involvement in this activity. -
Superintendent has demonstrated knowledge of educational trends and is an advocate for
students. Competency 4: - This is by far the strongest competency area. - Recommend using
SACOW and other public forums to inform on-going progress, inclusive of controversial issues
i.e., WHHS testing - These areas of competency require consistent progress monitoring, as
outlined in the goals and guardrails. Competency 5: - Superintendent is frequently late to
meetings. Final comments: This year has been a year of many changes, some perceived as
good for the district and others not. It is fully recognized that with significant
changes/transition, there will be support and opposition; there will be challenges. While CPS is
certainly amidst major transitions, I want to encourage the Superintendent to look internally
and externally at the strengths of the districts vs. focusing on perceived weaknesses. Not
everything about the district is wrong. CPS has a strong history of successful partnerships and
collaborations, community support, and dedicated people. CPS is a reflection of the
community it serves and it is
3 2. Data: The data collection/engagement is limited and data is presented with limited data 4/5/2023 5:08 PM
collection and sampling. Presentation is not conclusive nor effective. 7. Stakeholders are
expressing concerns of limited engagement, exclusion and ineffective communication which
has an impact on the strategic plan of some stakeholders. This was communicated in many
board listening sessions months ago and has not improved. 7/8/9/10. Communication
concerns have been expressed on all staffing levels and with board members at listening
sessions. Communication from Admin appears to be limited (need to know), last-minute (no
agenda provided) and ineffective in advancing productivity. Additionally, communication seems
to 'funnel' through Superintendent from Gen Counsel and PR Manager causing significant
delays in pertinent information to board members regarding relevant board matters. This is
problematic to the board receiving legal information and disbursing board information to the
community. 9. Communication with Board: Communication with the entire board in addition to
the Board president needs to be clarified. Information and requests need to go to the entire
board and not stop at the President. This needs to be clarified and expressly stated that all
information from the Superintendent goes to the entire board (absence of the Superintendent
from the district, attendance at conferences, etc.) Communication with the entire board has
been limited. 11. It is not the responsibility of the Superintendent to develop policies so this
question is not applicable. 12. Concerns of appropriate administration of board policies is a
concern. The work from home policy, engagement policy, facilities usage and LSDMC policies
specifically have been questioned as to being followed appropriately. 13. Understanding of
Cincinnati neighborhoods and culture is limited (gangs, neighborhood rivalries, school historical
perspectives, etc.) 15. Professional conduct: Social media remains a concern and a negative
discussion within the community. The face of the district has evolved from our students to the
Superintendent being in almost all forward facing pictures and literature no matter the topic.
Tardiness to Board and committee meetings is concerning. During hearing of the public, it is
viewed as disrespectful and discourteous to type loudly on the computer, not look at or
acknowledge those from the public that are speaking or to be dismissive. 22. Recruitment of
diverse staff at executive level is significantly limited. Human resources continue to be
problematic both internally and externally. With a new hire this continues to be a challenge. 23.
Time usage: Tardiness to board and committee meetings, missing partner/stakeholder
meetings with no follow up is discourteous and does not represent CPS well. 24. Continued
use of district security for a driver is a concern when a travel allowance is provided, a district
car and district driver are provided. District cars for usage by Exec team members is also a
28 / 29
questionable use of fiscal resources. Unclear if travel is relevant to CPS business. When
outside of the district there is no communication with the entire board regarding travel, purpose
and connectivity to the district.
4 Develop a shared vision for the district: SW has diligently worked with the board to determine 4/5/2023 4:31 PM
the appropriate vision through the combined creation of the guardrails and goals to move the
district forward. She has shown that by working with the board this creation was possible and
will help her to be able to align priorities and improve student outcomes as she moves into the
coming school year. In this standard IW has done her work in regards to developing. Expect,
model and support the effective use of data: SW has provided data for the many different
assessments throughout the schools of the district. In reference to the ELA/Math/ Algebra 1/
Graduation rates/ SAT/ACT/ AP courses/State Assessments/District Assessments there is an
ability for the data to be analyzed, but clear direction on moving forward with the data results
can be improved in order to show specific growth/plan for academic growth and a clear course
of action. Review progress and revise the strategies for achieving district goals: SW does
inform the board with weekly updates but could do better about updating the board more real
time with pertinent issues/concerns of the district that need follow up in order to show the
progress in achieving the district goals. Collaboration in some regards could be done more as it
relates to principals/staff/unions/partners. Demonstrates communication competence with all
stakeholders: Develop, implement and maintain effective communication systems:
Communicate effectively and openly and demonstrate a willingness to collaborate with the
board of education, the district treasurer and the district staff: Communicate effectively and
openly and demonstrate a willingness to collaborate with external stakeholders: SW
demonstrates a desire to communicate with all stakeholders-through hosting listening
sessions, etc., but could do a better job of building on the topic of collaborating and ensuring
that all voices are heard throughout the process of moving the district forward in all areas. This
would include timely responses to email, keeping meeting dates, being on time to board
meetings/committee meetings, providing adequate/consistent written/verbal follow up with
stakeholders and doing all means possible to build and keep
community/stakeholders/organizations relationships that can aid in producing student
outcome/provide services. 15. Model and expect professional conduct: SW is an amazing
leader with so much potential/ideas that can be a positive asset for the CPS district. We are
lucky to have her in this district and would like to see her rise to the standards of a world class
leader. Meaning one who listens, reflects, takes ownership, doesn’t showcase herself as a one
woman show, makes and keeps connections, one who wears many hats but shows
respect/value for all district employees etc. Overall feedback: Superintendent Wright has
articulated a very promising vision of continually strengthening instruction across the district
so as to raise student outcomes, and with input and collaboration from the
community/stakeholders/ staff/principals/ administration/team/board/unions/etc this vision can
become a true reality. One thing that could be improved is allowing for more input from
staff/school leadership/students on engaging in new and innovative ways. Also continuing to
make thoughtful improvements to our multilingual and special education programming. SW is
the superintendent and leader of the district, but could work on doing it as a whole combined
team and collaborative effort. As we look forward with student outcomes, academic
achievement, communication and collaboration and a shared vision, SW could work on
ensuring that there is a clear budget timeline that is given to the board and can also make sure
that the budget is transparent to not only the board but district staff/community for
review/understanding. In regards to student outcomes/mental health, SW could better engage
with hearing others input in making sure that mental health is a priority as well as the
academics for our students by enhancing social and emotional support throughout the district
even more than ever. The strategic use of dollars to better support mental health needs of
students is needed – including hiring more counselors/keeping the ones in place, providing
more trauma informed PD, and making sure to include better support for our students/staff.
Moving forward from this mid year evaluation, if needed a professional development plan to
ensure that progress is made in areas scored 2 and below. SW is bold, bright with ideas,
makes sound/swift decisions for this district, is able to problem solve and thinks critically. SW
is an asset and will continue to grow to understand/represent CPS and make a positive mark
on this district.
5 There are a lot of changes that are happening for our district that will bring about so many 4/5/2023 12:54 PM
positive results. But with change come challenges. While some aspects of the work is
incomplete given the limited time to implement process, there remains some concerns
regarding communication. Having a few non-leadership voices at the table while strategizing
can help with addressing communication concerns.
29 / 29

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Iranetta Wright: Superintendent Evaluation Data All 230406

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Iranetta Wright, Superintendent/CEO

Q1 Develop a shared vision for the district

ANSWER CHOICES RESPONSES

Significantly Above Expectations - 5 0.00% 0

Above Expectations - 4 0.00% 0

Meets Expectations - 3 100.00% 7

Below Expectations - 2 0.00% 0

Significantly Below Expectations-1 0.00% 0

Q2 Expect, model and support the effective use of data.

ANSWER CHOICES RESPONSES

Significantly Above Expectations - 5 42.86% 3

Above Expectations - 4 14.29% 1

Meets Expectations - 3 28.57% 2

Below Expectations - 2 14.29% 1

Significantly Below Expectations-1 0.00% 0

Q3 Create a coherent plan with a limited number of goals.

ANSWER CHOICES RESPONSES

Significantly Above Expectations - 5 0.00% 0

Above Expectations - 4 14.29% 1

Meets Expectations - 3 85.71% 6

Below Expectations - 2 0.00% 0

Significantly Below Expectations-1 0.00% 0

ANSWER CHOICES RESPONSES

Significantly Above Expectations - 5 0.00% 0

Above Expectations - 4 0.00% 0

Meets Expectations - 3 85.71% 6

Below Expectations - 2 14.29% 1

Significantly Below Expectations-1 0.00% 0

ANSWER CHOICES RESPONSES

Significantly Above Expectations - 5 0.00% 0

Above Expectations - 4 14.29% 1

Meets Expectations - 3 42.86% 3

Below Expectations - 2 42.86% 3

Significantly Below Expectations-1 0.00% 0

Q6 Communicate the districts vision, goals and focused plan.

ANSWER CHOICES RESPONSES

Significantly Above Expectations - 5 0.00% 0

Above Expectations - 4 14.29% 1

Meets Expectations - 3 42.86% 3

Below Expectations - 2 42.86% 3

Significantly Below Expectations-1 0.00% 0

Q7 Demonstrate communication competence with all stakeholders.

ANSWER CHOICES RESPONSES

Significantly Above Expectations - 5 0.00% 0

Above Expectations - 4 14.29% 1

Meets Expectations - 3 28.57% 2

Below Expectations - 2 42.86% 3

Significantly Below Expectations-1 14.29% 1

Q8 Develop, implement and maintain effective communication systems.

ANSWER CHOICES RESPONSES

Significantly Above Expectations - 5 0.00% 0

Above Expectations - 4 0.00% 0

Meets Expectations - 3 42.86% 3

Below Expectations - 2 57.14% 4

Significantly Below Expectations-1 0.00% 0

Q9 Communicate effectively and openly and demonstrate a willingness to

ANSWER CHOICES RESPONSES

Significantly Above Expectations - 5 0.00% 0

Above Expectations - 4 14.29% 1

Meets Expectations - 3 14.29% 1

Below Expectations - 2 28.57% 2

Significantly Below Expectations-1 42.86% 3

Q10 Communicate effectively and openly and demonstrate a willingness to

ANSWER CHOICES RESPONSES