Principal Evaluation Rubrics

by Kim Marshall – Revised May 20, 2013

Rationale and suggestions for implementation

1. These rubrics are organized around six domains covering all aspects of a principal’s job performance:
A. Strategy
B. First Things First
C. Curriculum and Data
D. Talent Development
E. Culture
F. Management
The rubrics use a four-level rating scale with the following labels:
4 – Highly Effective 3 – Effective 2 – Improvement Necessary 1 – Does Not Meet Standards

2. The rubrics are designed to give principals and other school-based administrators an end-of-the-year
assessment of where they stand in all performance areas – and detailed guidance for improvement. The rubrics
are not checklists for school visits. To knowledgeably evaluate a principal at the end of a school year, a
supervisor needs to have been in the school frequently, had lots of formative feedback conversations, and looked
a numerous artifacts. It is irresponsible to fill out the rubrics based on 1-2 visits and without ongoing dialogue.

3. The rubrics cover principals’ actions, not their personal qualities. Underlying these 60 manifestations of
leadership are the principal’s vision, firm beliefs, access to research and a network of support, interpersonal and
communication skills, cultural competence, courage, decisiveness, resilience, and wisdom.

4. The Effective level describes solid, expected professional performance; any administrator should be pleased
with scores at this level. The Highly Effective level is reserved for truly outstanding leadership as described by
very demanding criteria. Improvement Necessary indicates that performance has real deficiencies and must
improve (although some novice administrators might start here). And performance at the Does Not Meet
Standards level is clearly unacceptable and will lead to dismissal if it is not improved immediately.

5. To score, read across the four levels of performance for each criterion, find the level that best describes the
principal’s performance, and circle or highlight it. On each page, this will create a clear graphic display of
overall performance, areas for commendation, and areas that need work. Write the overall score at the bottom of
each page with brief comments, and then record all the scores and overall comments on the summary page.

6. Evaluation conferences are greatly enhanced if the supervisor and administrator fill out the rubrics in advance
and then meet and compare one page at a time. Of course, the supervisor has the final say, but the discussion
should aim for consensus based on actual evidence of the most accurate score for each criterion. Supervisors
should go into evaluation process with some humility since they can’t possibly know everything about an
administrator’s complex world. Similarly, administrators should be open to feedback from someone with an
outside perspective – all revolving around whether the school is producing learning gains for all students. Note
that student achievement is not explicitly included in these rubrics, but clearly it’s directly linked to school
leadership. How student results factor into evaluation is for each district or governing board to decide.

7. Some supervisors sugar-coat criticism and give inflated scores to keep the peace and avoid hurting feelings.
This does not help an administrator improve. The kindest thing a supervisor can do for an underperforming
administrator is give candid, evidence-based feedback and robust follow-up support. Honest scores for all the
administrators in a district can be aggregated into a spreadsheet that can give an overview of leadership
development needs (see page 9 for a sample).
 A. Strategy
4 3 2 1
Improvement Does Not Meet
Highly Effective Effective
The principal: Necessary Standards
Recruits a strong leadership
Recruits and develops a Enlists one or two like-minded
a. team and develops its skills Works solo with little or no
leadership team with a balance colleagues to provide advice
Team and commitment to a high support from colleagues.
of skills. and support.
level.

Involves stakeholders in a
Carefully assesses the school’s Makes a quick assessment of Is unable to gather much
b. comprehensive diagnosis of
strengths and areas for the school’s strengths and information on the school’s
Diagnosis the school’s strengths and
development. weaknesses. strong and weak points.
weaknesses.

Challenges colleagues by Motivates colleagues by Bemoans students’ low

c. presenting the gap between comparing students’ current Presents data without a vision achievement and shows
Gap current student data and a achievement with rigorous or a vision without data. fatalism about bringing about
vision for college success. expectations. significant change.

Wins staff and student buy-in Produces a memorable,

Distributes a boiler-plate
d. for a succinct, inspiring, succinct, results-oriented Does not share a mission
mission statement that few
Mission results-oriented mission mission statement that's statement.
colleagues remember.
statement. known by all staff.

Expresses confidence that

Gets strong staff commitment Builds staff support for a 3-4- Takes one year at a time and
e. student achievement will
on a bold, ambitious 3-4-year year student achievement does not provide an
Target improve each year through
student achievement target. target. achievement target.
hard work.

Wins staff ownership for a Says that hard work improves

Researches and writes a Accepts colleagues' current
f. robust, research-based theory achievement – but shows
convincing theory of action notions of how student
Theory of action for improving doubts that progress can be
for improving achievement. achievement is improved.
achievement. made.

Collaboratively crafts a lean, Gets input and writes a

Recyles the previous year’s
g. comprehensive, results- comprehensive, measurable Writes a cumbersome, non-
cumbersome, non-accountable
Strategy oriented strategic plan with strategic plan for the current accountable strategic plan.
strategic plan.
annual goals. year.

Fosters a sense of urgency and

Builds ownership and support Presents the annual plan to Gets the necessary signatures
h. responsibility among all
among stakeholders for stakeholders and asks them to for the annual plan, but there
Support stakeholders for achieving
achieving annual goals. support it. is little ownership or support.
annual goals.

Masterfully wins over Is discouraged and

Manages resistance, low Works on persuading resistant
i. resistant staff members who immobilized by staff
expectations, and fear of staff members to get on board
Enlisting feared change and/or harbored resistance, fear of change, and
change. with the plan.
low expectations. low expectations.

Regularly tracks progress,

Periodically measures Occasionally focuses on key
j. gives and takes feedback, and Is too caught up in daily crises
progress, listens to feedback, data points and prods
Revision continuously improves to focus on emerging data.
and revises the strategic plan. colleagues to improve.
performance.

Overall rating:___________________________ Comments:

 B. First Things First
4 3 2 1
Improvement Does Not Meet
Highly Effective Effective
The principal: Necessary Standards
Plans for the year, month, Plans for the year, month, Comes to work with a list of
Has a list in his or her head of
a. week, and day, relentlessly week, and day, keeping the tasks that need to be
tasks to be accomplished each
Planning getting the highest-leverage highest-leverage activities accomplished that day but is
day, but often loses track.
activities done. front and center. often distracted from them.

Successfully communicates Uses a variety of means (e.g., Has a limited communication Is not an effective
b. goals to all constituencies by face-to-face, newsletters, repertoire and some key communicator, and others are
Communication skillfully using a variety of websites) to communicate stakeholders are not aware of often left guessing about
channels. goals to others. school goals. policies and direction.

Frequently solicits and uses

Regularly reaches out to staff, Occasionally asks staff,
c. feedback and help from staff, Rarely or never reaches out to
students, parents, and external students, parents, or external
Outreach students, parents, and external others for feedback or help.
partners for feedback and help. partners for feedback.
partners.

Has a foolproof system for Writes down important Trusts his or her memory to
Writes things down but is
d. capturing key information, information, remembers, retain important information,
swamped by events and
Follow-Up remembering, prioritizing, and prioritizes, and almost always but often forgets and fails to
sometimes doesn’t follow up.
following up. follows up. follow up.

Has total staff buy-in on

Makes sure staff know what is Periodically reminds teachers Is constantly reminding staff
e. exactly what is expected for
expected for management of policies on management what they should be doing in
Expectations management procedures and
procedures and discipline. procedures and discipline. management and discipline.
discipline.

Has highly competent people

Delegates appropriate tasks to
f. in all key roles and is able to Doesn't delegate some tasks Does almost everything him-
competent staff members and
Delegation entrust them with maximum that should be done by others. or herself.
checks on progress.
responsibility.

Successfully gets all key Ensures that key teams (e.g., Convenes grade-level,
Needs to call key team
g. teams meeting regularly and leadership, grade-level, leadership, and other teams
meetings because they are not
Meetings taking responsibility for student support) meet only when there is a crisis or
in people’s calendars.
productive agendas. regularly. an immediate need.

Takes the initiative so that Finds that large portions of

Is effective at preventing Tries to prevent them, but
h. time-wasting activities and each day are consumed by
and/or deflecting many time- crises and time-wasters
Prevention crises are almost always crises and time-wasting
wasting crises and activities. sometimes eat up lots of time.
prevented or deflected. activities.

Deals quickly and decisively Is way behind on e-mail,

Has a system for dealing with Tries to stay on top of e-mail,
i. with the highest-priority e- paperwork, and administrative
e-mail, paperwork, and paperwork, and administrative
Efficiency mail and paperwork, chores, to the detriment of the
administrative chores. chores but is often behind.
delegating the rest. school's mission.

Remains sharp and fresh by

Is healthy and focused by Is sometimes unfocused and
j. tending to family, friends, fun, Is unproductive and irritable
balancing work demands with inattentive because of fatigue
Balance exercise, nutrition, sleep, and because of fatigue and stress.
healthy habits. and stress.
vacations.

Overall rating:___________________________ Comments:

 C. Curriculum and Data
4 3 2 1
Improvement Does Not Meet
Highly Effective Effective
The principal: Necessary Standards
Gets all teachers to buy into Tells teachers exactly what Refers teachers to district or
Leaves teachers without clear
a. clear, manageable, standards- students should know and be national scope-and-sequence
direction on student learning
Expectations aligned grade-level goals with able to do by the end of each documents for curriculum
outcomes for each grade level.
exemplars of proficient work. grade level. direction.

Ensures that all teams use

Provides teacher teams with
summative data from the Refers teachers to previous-
b. previous-year test data and Does not provide historical
previous year and fresh year test data as a baseline for
Baselines asks them to assess students’ test data to teachers.
diagnostic data to plan current-year instruction.
current levels.
instruction.

Gets each grade-level/subject Works with grade-level and Urges grade-level/subject Urges teachers to improve
c. team invested in reaching subject-area teams to set teams to set measurable student achievement, but
Targets measurable, results-oriented measurable student goals for student learning goals for the without measurable outcome
year-end goals. the current year. current year. goals.

Ensures that all teachers have Gets teachers effective

Works to procure good Leaves teachers to fend for
d. high-quality curriculum literacy, math, science, and
curriculum materials in themselves with curriculum
Materials materials, technology, and social studies materials and
literacy and math. materials.
training on how to use them. technology.

Ensures that high-quality,

Orchestrates common interim Suggests that teacher teams Doesn't insist on common
aligned, common interim
e. assessments to monitor give common interim interim assessments, allowing
assessments are given by all
Interims student learning several times assessments to check on teachers to use their own
teacher teams at least four
a year. student learning. classroom tests.
times each year.

Orchestrates high-quality Monitors teacher teams as

Suggests that teacher teams Does not see the value of
f. data/action team meetings they analyze interim
work together to draw lessons analyzing tests given during
Analysis after each round of assessment results and
from the tests they give. the year.
assessments. formulate action plans.

Gets data meetings engaged in

Asks that data meetings go Suggests that teachers focus Does not exercise leadership
g. a no-blame, highly productive
beyond what students got on the areas in which students in looking for underlying
Causes search for root causes and
wrong and delve into why. had the most difficulty. causes of student difficulties.
hypothesis-testing.

Gets teams invested in

Asks teams to follow up each Suggests that teachers use Does not provide time or
h. following up assessments with
interim assessment with interim assessment data to leadership for follow-up after
Follow-Up effective reteaching, tutoring,
reteaching and remediation. help struggling students. tests.
and other interventions.

Uses data on grades,

attendance, behavior, and Monitors data in several key Monitors attendance and
i. Is inattentive to important
other variables to monitor and areas and uses them to inform discipline data to inform
Monitoring school data.
drive continuous improvement improvement efforts. decisions.
toward goals.

Boosts morale and a sense of Draws attention to student, Takes credit for improvements
j. efficacy by getting colleagues classroom, and school-wide Congratulates individuals on in school performance or
Celebration to celebrate and own successes, giving credit where successes. misses opportunities to
measurable student gains. credit is due. celebrate success.

Overall rating:___________________________ Comments:

 D. Talent Development
4 3 2 1
Improvement Does Not Meet
Highly Effective Effective
The principal: Necessary Standards
In plenary staff meetings, gets
Uses staff meetings primarily Rarely convenes staff
teachers highly invested in Uses plenary staff meetings to
a. to announce decisions, clarify members and/or uses meetings
discussing results, learning get teachers sharing strategies
Meetings policies, and listen to staff for one-way lectures on
best strategies, and building and becoming more cohesive.
concerns. policies.
trust and respect.

Ensures that the whole staff is Reads and shares research and
Occasionally passes along Rarely reads professional
b. current on professional fosters an on-going,
interesting articles and ideas literature or discusses best
Ideas literature and constantly schoolwide discussion of best
to colleagues. practices.
exploring best practices. practices.

Orchestrates aligned, high-

Provides occasional
quality coaching, mentoring, Organizes aligned, on-going Provides staff development
c. workshops, leaving teachers
workshops, school visits, and coaching and training that workshops that rarely engage
Development mostly on their own in terms
other professional learning builds classroom proficiency. staff or improve instruction.
of professional development.
tuned to staff needs.

Gets teams to take ownership Orchestrates regular teacher

Suggests that teacher teams Does not emphasize teamwork
d. for using data and student team meetings as the prime
work together to address and teachers work mostly in
Empowerment work to drive constant locus for professional
students' learning problems. isolation from colleagues.
refinement of teaching. learning.

Gives teacher teams the

training, facilitation, and Ensures that teacher teams Has teacher teams appoint a Leaves teacher teams to fend
e.
resources they need to make have facilitators so meetings leader to chair meetings and for themselves in terms of
Support their meetings highly are focused and substantive. file reports. leadership and direction.
effective.

Ensures that teachers Asks teacher teams to

f. backwards-design high- cooperatively plan curriculum Occasionally reviews teachers' Does not review lesson or unit
Units quality, aligned units and units following a common lesson plans but not unit plans. plans.
provides feedback on drafts. format.

Visits 2-4 classrooms a day Makes unannounced visits to a Tries to get into classrooms
Only observes teachers in
g. and gives helpful, face-to-face few classrooms almost every but is often distracted by other
annual or bi-annual formal
Evaluation feedback to each teacher day and gives helpful events and rarely provides
observation visits.
within 24 hours. feedback to teachers. feedback.

Courageously engages in Criticizes struggling teachers Shies away from giving

Provides redirection and
h. difficult conversations with but does not give them much honest feedback and
support to teachers who are
Criticism below-proficient teachers, help improving their redirection to teachers who are
less than proficient.
helping them improve. performance. not performing well.

Counsels out or dismisses all Counsels out or dismisses Does not initiate dismissal
Tries to dismiss one or two
i. ineffective teachers, most ineffective teachers, procedures, despite evidence
ineffective teachers, but is
Housecleaning scrupulously following following contractual
stymied by procedural errors.
that some teachers are
contractual requirements. requirements. ineffective.

Makes last-minute
Recruits, hires, and supports Hires teachers who seem to fit
j. Recruits and hires effective appointments to teaching
highly effective teachers who his or her philosophy of
Hiring teachers. vacancies based on candidates
share the school’s vision. teaching.
who are available.

Overall rating:___________________________ Comments:

 E. Culture
4 3 2 1
Improvement Does Not Meet
Highly Effective Effective
The principal: Necessary Standards
Gets staff buy-in for clear, Sets expectations for student Urges staff to demand good
Often tolerates discipline
a. schoolwide student-behavior behavior and establishes student behavior, but allows
violations and enforces the
Expectations standards, routines, and schoolwide routines and different standards in different
rules inconsistently.
consequences. consequences. classrooms.

Deals effectively with any Deals firmly with students

Deals quickly with disruptions Tries to deal with disruptive
b. disruptions to teaching and who are disruptive in
to learning and looks for students but is swamped by
Effectiveness learning, analyzes patterns, classrooms, but doesn’t get to
underlying causes. the number of problems.
and works on prevention. the root causes.

Publicly celebrates kindness,

Praises student achievement
c. effort, and improvement and Praises well-behaved students Rarely praises students and
and works to build school
Celebration builds students’ pride in their and good grades. fails to build school pride.
spirit.
school.

Ensures that staff are skilled in

Organizes workshops and Does little to build teachers'
d. positive discipline and Urges teachers to get better at
suggests articles and books on skills in classroom
Training sensitive handling of student classroom management.
classroom management. management.
issues.

Is highly effective getting Focuses mainly on discipline

Identifies struggling students Tries to get crisis counseling
e. counseling, mentoring, and and punishment with highly
and works to get support for highly disruptive and
Support other supports for high-need disruptive and troubled
services to meet their needs. troubled students.
students. students.

Makes families feel welcome

Makes little effort to reach out
and respected, responds to Makes parents feel welcome, Reaches out to parents and
f. to families and is defensive
concerns, and gets a number listens to their concerns, and tries to understand when they
Openness when parents express
of them actively involved in tries to get them involved. are critical.
concerns.
the school.

Informs parents of monthly Informs parents of the grade-

g. learning expectations and level learning expectations Informs parents of grade-level Does not inform parents of the
Curriculum specific ways they can support and ways they can help at learning expectations. school's learning expectations.
their children’s learning. home.

Orchestrates student-led report

Works to maximize the
card conferences in which Makes sure that report cards Provides little or no
h. number of face-to-face parent/
parents and students see are filled out correctly and monitoring of the report card
Conferences teacher report card
specific next steps for provided to all parents. process.
conferences.
improvement.
Sends home a weekly school
Sends home a periodic school
newsletter, gets all teachers Suggests that teachers Leaves parent contact and
i. newsletter and asks teachers to
sending substantive updates, communicate regularly with communication up to
Communication and organizes a user-friendly have regular channels of
parents. individual teachers.
communication of their own.
electronic grading program.

Provides ad hoc, occasional

Provides effective programs Provides programs for most Does not provide assistance
j. support for students who are
for all students with students whose parents do not for students with inadequate
Safety-net not adequately supported at
inadequate home support. provide adequate support. home support.
home.

Overall rating:____________________________ Comments:

 F. Management
4 3 2 1
Improvement Does Not Meet
Highly Effective Effective
The principal: Necessary Standards
Acts in an ethical and Cuts corners and is not
Sets a stellar example for
professional manner and sufficiently attentive to ethical Acts unethically or
a. colleagues through
conveys the clear expectation and professional standards, unprofessionally, setting a
Ethics impeccably ethical and
that colleagues will do giving mixed messages to poor example for colleagues.
professional behavior.
likewise. colleagues.

Creates an equitable schedule Creates a schedule with

Creates a schedule that Creates a schedule with some
b. that maximizes learning, inequities, technical flaws, and
provides meeting times for all flaws and few opportunities
Scheduling teacher collaboration, and little time for teacher teams to
key teams. for team meetings.
smooth transitions. meet.

Ensures efficient, friendly Rarely supervises student

Supervises orderly student Intermittently supervises
c. student entry, dismissal, meal entry, dismissal, and common
entry, dismissal, meals, class student entry, dismissal,
Movement times, transitions, and recesses spaces and there are frequent
transitions, and recesses. transitions, and meal times.
every day. problems.

Leads staff to ensure effective, Works with custodial staff to

Supervises staff to keep the Leaves campus cleanliness
d. creative use of space and a keep the campus clean and
campus clean, attractive, and and safety to custodial staff
Custodians clean, safe, and inviting safe, but there are occasional
safe. and there are frequent lapses.
campus. lapses.

Is transparent about how and Tries to be transparent about Makes decisions with little or
Ensures that staff members
e. why decisions were made, decision-making, but no consultation, causing
know how and why key
Transparency involving stakeholders stakeholders sometimes feel frequent resentment and
decisions are being made.
whenever possible. shut out. morale problems.

Deftly handles bureaucratic,

Sometimes allows Frequently mishandles
contractual, and legal issues so Manages bureaucratic,
f. bureaucratic, contractual, and bureaucratic, contractual, and
they rarely detract from, and contractual, and legal issues
Bureaucracy legal issues to distract teachers legal issues in ways that
sometimes contribute to, efficiently and effectively.
from their work. disrupt teaching and learning.
teaching and learning.

Skillfully manages the budget Manages budget and finances Makes errors in managing the
Manages the school’s budget
g. and finances to maximize with few errors, but misses budget and finances and
and finances to support the
Budget student achievement and staff opportunities to support the misses opportunities to further
strategic plan.
growth. strategic plan. the mission.

Fulfills all compliance and Has difficulty keeping the

Fulfills compliance and Meets minimum compliance
h. reporting requirements and school in compliance and
reporting responsibilities to and reporting responsibilities
Compliance creates new opportunities to district and other external
the district and beyond. with occasional lapses.
support learning. requirements.

Builds strong relationships

Builds relationships with Is correct and professional Neglects relationship-building
with key district and external
i. district and external staffers so with district and external staff with district and external staff
personnel and gets them
Relationships they will be helpful with but does not enlist their active and doesn't have their support
excited about the school’s
paperwork and process. support. to get things done.
mission.

Taps all possible human and Is effective in bringing

Occasionally raises additional Is resigned to working with
j. financial resources to support additional human and
funds or finds volunteers to the standard school budget,
Resources the school’s mission and financial resources into the
help out. which doesn’t seem adequate.
strategic plan. school.

Overall rating:____________________________ Comments:

 Evaluation Summary Page

Principal’s name: ___________________________________________ School year: ________________

School: __________________________________

Evaluator: ______________________________________________ Position: _____________________

RATINGS ON INDIVIDUAL RUBRICS:

A. Strategy:
Highly Effective Effective Improvement Necessary Does Not Meet Standards
B. First Things First:
Highly Effective Effective Improvement Necessary Does Not Meet Standards
C. Curriculum and Data:
Highly Effective Effective Improvement Necessary Does Not Meet Standards
D. Talent Development:
Highly Effective Effective Improvement Necessary Does Not Meet Standards
E. Culture:
Highly Effective Effective Improvement Necessary Does Not Meet Standards
F. Management:
Highly Effective Effective Improvement Necessary Does Not Meet Standards

OVERALL RATING:
Highly Effective Effective Improvement Necessary Does Not Meet Standards

OVERALL COMMENTS BY SUPERVISOR:

OVERALL COMMENTS BY ADMINISTRATOR:

Supervisor’s signature: ______________________________ Date: ___________

Administrator’s signature: _______________________________ Date: ___________

(The administrator’s signature indicates that he or she has seen and discussed the evaluation; it does not
necessarily denote agreement with the report.)

8
 Spreadsheet of Rubric Scores of 11 Principals for PD Purposes

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irs

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ult
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Fir

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A.

C.

D.
B.

E.

F.
Blenda Johnson 3 3 3 1 3 3

Henry Rodriguez 3 4 3 3 3 3

Henrietta Moreton 3 3 3 2 3 3

Priscilla Robb 4 4 4 4 4 4

Carlton Robinson 3 3 3 2 3 4

Kim Stavus 3 3 3 1 3 4

Brazil Moore 3 3 3 2 3 3

Marvin Marcus 4 4 4 4 4 4

Sartina Useem 3 3 3 2 3 3

David Boggs 3 3 3 1 3 3

Nancy Marshall 2 3 2 1 2 1

9
 Sources
“Assessing and Developing Principal Instructional Leadership” by Philip Hallinger and Joseph Murphy,
Educational Leadership, September 1987
“Assessing Educational Leaders, Second Edition (Corwin, 2009)
“Assessing the Instructional Management Behavior of Principals” by Phillip Hallinger and Joseph Murphy,
The Elementary School Journal, November 1985
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December 1992
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“Getting Real About Leadership” by Robert Evans, Education Week, April 12, 1995
Getting Things Done by David Allen (Penguin, 2001)
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Delta Kappan, September 1996
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It’s Being Done by Karin Chenoweth (Harvard Education Press, 2007)
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Jossey-Bass, 2000
Results by Mike Schmoker (ASCD, 1999)
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School Leadership That Works by Robert Marzano et al., (ASCD, 2005)
Schooling by Design by Grant Wiggins and Jay McTighe (ASCD, 2007)
Star Principals Serving Children in Poverty by Martin Haberman (Kappa Delta Pi, 1999)
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Supervision That Improves Teaching by Susan Sullivan and Jeffrey Glanz (Corwin, 2005)
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The Learning Leader by Douglas Reeves (ASCD, 2006)
The Personnel Evaluation Standards by The Joint Committee on Standards for Educational Evaluation
(Corwin, 2009)
The Results Fieldbook by Mike Schmoker (ASCD, 2001)
The Skillful Leader: Confronting Mediocre Teaching by Alexander Platt et al. (Ready About Press, 2000)
Understanding by Design by Grant Wiggins and Jay McTighe (ASCD, 2005)
“Using The Principal Profile to Assess Performance” by Kenneth Leithwood in Educational Leadership,
September 1987
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Acknowledgements
These rubrics are a much-edited extension of the Principal Leadership Competencies developed in 2003-04 by
New Leaders for New Schools (Kim Marshall was a lead author of that document). Special thanks to Jon
Saphier, Charlotte Danielson, Douglas Reeves, and Paul Bambrick-Santoyo for ideas and inspiration.

10