Superintendent Objective Performance Standards

 

The board of school directors shall post the mutually agreed to objective performance standards contained in the contract on the school district’s publicly accessible internet website. Upon completion of the annual performance assessment, the board of school directors shall post the date of the assessment and whether or not the district superintendent has met the agreed-to objective performance standards on the school district’s publicly accessible internet website.

The overall evaluation result will be one of the following: Distinguished, Proficient, Needs Improvement or Failing and will be posted in the fall of each year during the term of employment of the Superintendent.

 

The following are the objective performance standards as agreed to by Mr. Bill Vonada and the Cranberry Area School District Board of Directors:

 

Cranberry Area School District
2025 – 2026
Superintendent’s Objective Performance Standards

 

  1. Work with the Marketing Specialist to market and promote the district.
    1. Identify specific audiences we want to target and specific messaging we wish to communicate to those audiences.
    2. Retool/revise existing social media outlets and establish new outlets to communicate our messaging (district website, Facebook, LinkedIn, Instagram, X)
  2. Execute a District Wide Instructional Technology Audit.
    1. Evaluate from an existing set of standards/assessment points
    2. Rate our program as it pertains to each standard/assessment point
    3. Develop recommendations for each
  3. Identify Targeted Interventions for Student Achievement
    1. Develop and implement data-driven intervention programs for students scoring below proficiency in math and ELA
    2. Explore enrichment programs/strategies to bolster test scores
    3. Establish a system to monitor test preparation progress that provides timely feedback to principals/teachers/students
    4. Incentivize measurable improvement in school level performance through recognition programs/other resources
  4. Develop a Staff Life Cycle Plan/Strategy
    1. Conduct exit interviews and employee surveys to identify key factors driving turnover
    2. Create programs to support staff well-being, which may include mental health resources and workplace recognition initiatives
    3. Identify professional growth opportunities for staff through certifications, skill training, leadership pathways
    4. Explore partnerships with local universities, trade schools, training programs, to establish internship, student teaching, apprenticeship programs
    5. Explore referral incentives and starting salary adjustments for hard to fill positions (high need content areas, high need support staff positions)