THE MPS COMMUNICATOR
Issue #5, December 18, 2007

Welcome to the fifth edition of The MPS Communicator, a newsletter
providing information about the talks between Minneapolis Public
Schools (MPS) and the Minneapolis Federation of Teachers (MFT)
regarding the 2007 - 2009 teachers' contract.

Several readers have asked that the MPS Communicator address the
issue of accountability among district staff.

Defining and reporting progress is a part of any organization, and
especially those that are publicly funded. The MPS Board of
Education is united in the belief that accountability must start at
the top – with district leadership – and touch all aspects of the
district's work. That becomes even more important with the board's
recent adoption of strategic plan recommendations that call for
measurable goals for success.

The following accountability measures have been adopted:

-- For principals, a four-part evaluation system was developed
collaboratively for the 2007-2008 school year. It rates principals
based on: seven standards for school leaders; Quality Performance
Indicators (QPI) data; their individual performance goals; and
feedback from the associate superintendents who oversee them. Input
and evaluation from teachers and students play a significant role in
this process. Principals will be evaluated in three-year cycles, but
evaluations may be conducted, at an associate superintendent's
discretion, out of the normal order.

-- For other administrators in the district, Phase I of the new
accountability system has begun. These administrators have
identified specific goals and measures for their departments and
staffs in support of the district's goals. Evaluations will be
based on customer service, increased efficiencies and services, and
other types of measures – depending on the type of work – that
contribute to the district's continuous improvement.

-- Subsequent phases will expand and broaden these accountability
systems.

As the district continues to move forward with the completion and
eventual implementation of a comprehensive strategic plan,
additional means of evaluation and accountability will be needed for
all district employees, on all levels. One outcome of a good
accountability system is more opportunity to recognize and celebrate
accomplishments that are otherwise overlooked.

On behalf of the District, thank you for your interest in this
process and the future of Minneapolis Public Schools. Feedback and
topic suggestions for future issues may be directed to The MPS
Communicator in care of communicator@mpls.k12.mn.us.

Pam Costain
Minneapolis Public Schools Board of Education Chair

Dr. Bill Green
Superintendent, Minneapolis Public Schools