Employee performance evaluations are about improving what we do for students. A successful evaluation process is one where supervisors and staff members work together to identify how to do the best job possible and to grow as professionals who support strong outcomes for students.

Board Policy GCO and its accompanying regulations share critical information about the purpose of employee evaluations and expectations for how employees and evaluators should engage in the process. Read more HERE.

City Schools is committed to authentic employee evaluations grounded by accurate practice observations and meaningful feedback. We recognize the importance of each employee receiving feedback on their performance and impact and being recognized for their role in supporting our students and families.

From the professional development goals set in an employee’s Individual Development Plan to the feedback they receive during a conference with their evaluator, steps in the evaluation cycle can be one part of an employee’s personalized learning and support during this school year.

Click one of the employee group buttons below for more information about evaluation and other impact factors.

The performance evaluation process differs by bargaining unit — but there are some common elements for all City Schools staff members.

Leadership is an essential component of the district's blueprint for success, and all employees should use the performance evaluation process as a way to plan and document growth as professionals and leaders. An individual development plan is a useful tool in this process. The IDP describes the knowledge, skills, behaviors, attitudes, and interests an employee wants to develop to improve job performance. It includes specific goals, enabling activities, time frames, and outcomes.

Employees should develop an IDP early in the school year and come to an initial meeting with their supervisor in the fall to discuss it. For all City Schools employees, the initial planning conference takes place early in the school year so that discussions about expectations and goals can inform our work together. Please refer to the information by bargaining unit – accessed via the icons above – for specific deadlines.

City Schools values a collaborative culture of open professional practice where commitment to continuous improvement is the norm.  An IDP can be a useful tool to help inform an employee’s career development in City Schools, by allowing employees to set, monitor progress towards, and assess attainment of professional goals aligned with employee roles and areas of specialization.

An IDP will include:

• Specific performance and professional goals,

• Activities aligned to and in support of achieving these goals.

• Time frames, and

• Measurable outcomes.

Employees should reflect on historical performance data, historical or current feedback, and opportunities to increase impact in role and/or to prepare for new responsibilities.

An Individual Professional Development Plan (IPDP) must be in place for the five-year validity cycle of the Initial Professional, Professional, and Advanced Professional level licenses issued. This applies to all educators renewing, whether working in a Maryland school or not, and is developed to identify and track the educator’s professional development goals and activities during the license's validity period. For more information about MSDE licensure, please review the state website.

City Schools’ Individual Development Plan (IDP) is an annual professional development plan that should increase employee impact in their role and support their career growth with City Schools. For licensed staff, the activities in their IDP may be fully or partially aligned with the activities they have identified for their MSDE Individual Professional Development Plan for license renewal. Please click here for a copy of MSDE’s IPDP form

The PIP is designed to help employees and supervisors determine areas for improvement and document the improvement and support process. Both the employee and evaluating supervisor can initiate a PIP at any time when an area for growth is noted. While the PIP should reflect consensus between the employee and supervisor, in cases where significant disagreement arises, the decision of the supervisor carries.