Criterion 7 Engaging Internal and External Stakeholders Elements Unsatisfactory Basic Proficient Distinguished 7.1 Communication is infrequent and Communication in community is regular, Builds effective communication systems Is proficient and moves beyond typical Communicates opportunities for involvement are not yet is mainly informational rather than between the department, the district, and communication practices to proactively with Relevant fully realized or made two-way stakeholders develop relationships through participation in External available (membership in) groups, innovative Stakeholders to Channels of communication are not Uses multiple communication channels technology, events Promote Not active with relevant external accessible to all stake holders appropriate for cultural and language Understanding stakeholders differences that exist Creates and promotes opportunities for staff of District Practices some discretion when dealing and other leaders to share their departmental Needs in with confidential district issues Practices responsible discretion with operations Support of district confidential information Learning Establishes a feedback loop that is invitational, transparent, effective, and trusted, including open forums, focus groups, or surveys Employs successful models of district, business, community, government partnerships to promote input, understanding of, and support for district activities Evidence: Tentative Rating/Date: Elements Unsatisfactory Basic Proficient Distinguished 7.2 Demonstrates little effort to engage the Encourages and supports involvement of Encourages and supports the consistent Is proficient and consistently demonstrates Partners with community in district activities the district and community in some and ongoing district and community leadership in the area of effectively engaging District departmental work engagement for stakeholders in the district and the greater community in Stakeholders Fails to share department goals beyond departmental work department work the department Shares department goals with some Is recognized within and outside of the district district departments and parts of the Consistently implements effective plans for developing and implementing programs Does not identify and utilize district and larger community for engaging district and community that partner with the district and the community resources to advance the outside of the department to participate community effectiveness of the department’s work Identifies and utilizes some district and in departmental decision making community talent and resources in Programs are held as a model for other support of improving the department Community resources are identified and departments to adopt and follow utilized in support of improved Limited district and community department performance Builds capacity in the district and community involvement in departmental decision for initiating new and beneficial forms of making processes and engagement Actively monitors district and community involvement in the department activities involvement and adjusts, creating new opportunities for district and community Services are integrated through partnerships to be a part of the department work involving district, civic, business, and others to meet needs of the department Evidence:
Criterion 7 Engaging Internal and External Stakeholders Elements Unsatisfactory Basic Proficient Distinguished 7.1 Communicates with Relevant External Stakeholders to Promote Understanding of District Needs in Support of Learning Communication is infrequent and opportunities for involvement are not fully realized or made available Not active with relevant external stakeholders Communication in community is regular, yet is mainly informational rather than two-way Channels of communication are not accessible to all stake holders Practices some discretion when dealing with confidential district issues Builds effective communication systems between the department, the district, and stakeholders Uses multiple communication channels appropriate for cultural and language differences that exist Practices responsible discretion with district confidential information Is proficient and moves beyond typical communication practices to proactively develop relationships through participation in (membership in) groups, innovative technology, events Creates and promotes opportunities for staff and other leaders to share their departmental operations Establishes a feedback loop that is invitational, transparent, effective, and trusted, including open forums, focus groups, or surveys Employs successful models of district, business, community, government partnerships to promote input, understanding of, and support for district activities Evidence: Tentative Rating/Date: Elements Unsatisfactory Basic Proficient Distinguished 7.2 Partners with District Stakeholders Demonstrates little effort to engage the community in district activities Fails to share department goals beyond the department Does not identify and utilize district and community resources to advance the effectiveness of the department’s work Encourages and supports involvement of the district and community in some departmental work Shares department goals with some district departments and parts of the larger community Identifies and utilizes some district and community talent and resources in support of improving the department Limited district and community involvement in departmental decision making processes and engagement activities Encourages and supports the consistent and ongoing district and community engagement for stakeholders in departmental work Consistently implements effective plans for engaging district and community outside of the department to participate in departmental decision making Community resources are identified and utilized in support of improved department performance Actively monitors district and community involvement and adjusts, creating new opportunities for district and community to be a part of the department work Is proficient and consistently demonstrates leadership in the area of effectively engaging the district and the greater community in department work Is recognized within and outside of the district for developing and implementing programs that partner with the district and the community Programs are held as a model for other departments to adopt and follow Builds capacity in the district and community for initiating new and beneficial forms of involvement in the department Services are integrated through partnerships involving district, civic, business, and others to meet needs of the department Evidence:
Form_6_OM-CMT_Comprehensive_Evaluation.docx