300 Role of School District Administration
ROLE OF SCHOOL DISTRICT ADMINISTRATION
In this series of the board policy manual, the Board defines the role and the employment of school district administrators. Policies in the 400 Series, "Employees," also apply to administrators unless a more specific policy exists in the 300 Series, "Administration."
School district administrators have been given a great opportunity and responsibility to manage the school district, to provide educational leadership, and to implement the educational philosophy of the school district. They are responsible for the day-to-day operations of the school district. In carrying out these operations, the administrators are guided by board policies, the law, the needs of the students, and the wishes of the citizens in the school district community.
It shall be the responsibility of the administrators to implement and enforce the policies of the board, to oversee employees, to monitor educational issues confronting the school district, and to inform the board about school district operations.
While the Board holds the superintendent ultimately responsible for these duties, the principals are more directly responsible for educational results, for the administration of the school facilities, and for the employees.
The Board and the administration shall work together to share information and decisions under the management team concept.
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301 Administrative Structure
301.2 The Management Team
MANAGEMENT TEAM
The Board of Directors and the administration of the school district believe in and endorse the concept of “team management.” This is an expression of the commitment to the belief that participatory management will result in comprehensive and efficient solutions to local educational concerns.
DEFINITION:
1. Administrative Team: The Administrative Team consists of the Superintendent, the Building Principals, the Director of the Regional Wellness Center, and any other personnel assigned administrative responsibilities whose day-to-day functions include the management and leadership of programs and personnel.
2. Management Team: The Management Team includes all members of the Board of Directors and the Administrative Team.
Role Definition:
A. The Board of Directors is responsible for making the final decision in all matters pertaining to school district policy. The Board of Directors delegates the responsibility for the operation of schools to the Superintendent and hence to other school administrators.
B. The Superintendent in the chief executive officer for the Board of Directors and the leader of the administrative team. These two roles are joined as the Superintendent convenes meetings of the management team to discuss district policy development, administrative procedures, and other matters as the Superintendent deems appropriate.
C. All members of the management team have the responsibility for exercising full expression during the decision-making process which leads to recommendations for school board action on policy matters. Those members of the team who shall be directly affected by the team’s action shall be specifically called upon to provide the team with necessary information as well as their professional judgments as to the effects of various proposed actions. An attempt will be made by all team members to reach mutual agreement on areas discussed.
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302 Superintendent
302.1 Superintendent Qualifications, Recruitment, Appointment
SUPERINTENDENT QUALIFICATIONS, RECRUITMENT, APPOINTMENT
The Board shall employ a superintendent to serve as the chief executive officer of the board, to conduct the daily operations of the school district, and to implement board policy with the power and duties prescribed by the Board and the law.
The Board shall consider applicants that meet or exceed the standards set by the Iowa Department of Education and the qualifications established in the job description for the superintendent position. In employing a superintendent, the Board shall consider the qualifications, credentials and records of the applicants without regard to race, color, creed, religion, sex, national origin, age, sexual orientation, gender identity or disability. In keeping with the law, however, the Board will consider the veteran status of the applicants. The Board will look closely at the training, experience, skill and demonstrated competence of qualified applicants in making its final decision.
In choosing a superintendent, the Board shall also consider the school district's educational philosophy, financial situation, organizational structure, education programs, and other factors deemed relevant by the Board.
The Board may contract for assistance in the search for a superintendent.
The Board shall appoint the superintendent for an initial term of not more than one year. After serving at least six months, he/she may be employed for a term not to exceed three years. Extensions and terminations shall follow Iowa Code.
The Board has complete discretion of the superintendent’s compensation package including salary, benefits, dues, and expenses.
Legal Reference: 29 U.S.C. §§ 621-634 (1988).
42 U.S.C. §§ 2000e et seq. (1988).
Iowa Code §§ 21.5(1)(i); 35C; 216; 279.8, .20 (1995).
281 I.A.C. 12.4(4).
1980 Op. Att'y Gen. 367.
Cross Reference: 200.2 Powers of the Board of Directors
200.3 Responsibilities of the Board of Directors
301 Administrative Structure
302 Superintendent
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302.2 Superintendent Contract and Contract Nonrenewal
CODE 302.2
SUPERINTENDENT CONTRACT AND CONTRACT NONRENEWAL
The length of the contract for employment between the superintendent and the Board shall be determined by the board. The contract will begin on July 1 and end on June 30. The contract shall state the terms of employment and shall not exceed three years.
The first three years of a contract issued to a newly employed superintendent shall be considered a probationary period. The probationary period may be extended for an additional year upon the consent of the superintendent. In the event of termination of a probationary or nonprobationary contract, the Board shall afford the superintendent appropriate due process, including notice by May 15. The superintendent and Board may mutually agree to terminate the superintendent's contract at any time.
It is the responsibility of the board to provide the contract for the superintendent. The board may issue a temporary and nonrenewable contract in accordance with the law.
If the superintendent wishes to resign, to be released from a contract, or to retire, the superintendent must comply with applicable law and board policies.
Legal Reference: Cook v Plainfield Community School District, 301 N.W.2d 771
(Iowa App. 1980).
Board of Education of Fort Madison Community School District v. Youel,
282 N.W.2d 677 (Iowa 1979).
Briggs v Board of Directors of Hinton Community School District,
282 N.W.2d 740 (Iowa 1979).
Luse v. Waco Community School District of Henry Co.,
258 Iowa 1087, 141 N.W.2d 607 (1966).
Iowa Code §§ 21.5(1)(i); 279.20, .22-.25 (1995).
281 I.A.C. 12.4(4).
Cross Reference: 302 Superintendent
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302.3 Superintendent Salary and Other Compensation
SUPERINTENDENT SALARY AND OTHER COMPENSATION
The Board has complete discretion to set the salary of the superintendent. It shall be the responsibility of the board to set the salary and benefits of the superintendent at a level that will include consideration of, but not be limited to, the economic condition of the school district and the training, experience, skill, and demonstrated competence of the superintendent. The salary shall be set at the beginning of each contract term.
In addition to the salary and benefits, the superintendent's actual and necessary expenses shall be paid by the school district when the superintendent is performing work-related duties. It shall be within the discretion of the board to pay dues to professional organizations for the superintendent.
The Board may approve the payment of dues and other benefits or compensation over and above the superintendent's contract. Approval of dues and other benefits or compensation shall be included in the records of the board in accordance with board policy.
Legal Reference: Iowa Code §§ 279.8, .20 (1995).
1984 Op. Att'y Gen. 47.
Cross Reference: 302 Superintendent
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302.4 Superintendent Job Description
TITLE: Superintendent of Schools
QUALIFICATIONS:
The Superintendent shall meet requirements for a Superintendent’s certificate as prescribed by the Department of Education. The Board of Directors may require additional qualifications as are deemed appropriate.
DUTIES:
General Responsibilities
The Superintendent of Schools, within the legal requirements of the State, shall be responsible for the general leadership and management of the schools of the district under the rules and regulations prescribed by the State of Iowa and the policies of the Board of Directors. The Superintendent is responsible for guiding the development of the educational objectives and programs of the school district to fulfill the educational needs of all pupils, and to recommend these objectives and programs to the Board of Directors. The Superintendent shall provide overall direction to the activities of the school district and its personnel toward the accomplishment of approved educational goals; administer the policies of the Board; conserve the school district’s assets and resources; and maintain and enhance the school district’s standing in all its major internal and external relationships.
Scope of Responsibilities
The responsibilities of the Superintendent shall extend to all activities of the district, to all phases of the educational program, to all parts of the physical plant, and the conduct of such other duties as may be assigned by the Board.
Performance areas include:
1. Leadership and Management
a. Create a “vision” for the district and inspire others to commit to that “vision.”
b. Lead in the development of long- and short-range educational strategies and goals for the improvement and growth of the school district and of educational activities in the school district.
c. Manage the development of the overall educational process and administrative procedures and controls necessary to the implementation of educational programs for the achievement of the educational objectives of the school district.
d. Manage the regular and systematic evaluation, analysis, and appraisal of the achievements of pupils and the performance of personnel in each of the educational programs and activities.
e. Report to the Board the progress and status of the programs and activities of the school district.
f. Inform the Board on all matters of major importance or significance to the activities, programs, and progress of the school district.
g. Establish and maintain an administrative organization which provides for the effective management of all the essential functions of the school district.
h. Be visible in the community and schools to help in the articulation and understanding of the educational program.
2. Personnel
a. Develop and recommend policies and programs for personnel recruitment, selection, and employment; employee relations; employee benefits and services; employee safety; personnel evaluation; and salary administration for the school district.
b. Maintain a staff of properly trained personnel throughout the school district in order to effectively deliver the ever changing education program.
c. Recommend to the Board the selection, employment, assignment, transfer, and suspension of professional and nonprofessional personnel.
d. Supervise assigned personnel and conduct periodic evaluations and appraisals of their performance.
e. Serve as chief spokesperson in negotiations facilitating a contract that is fair to all parties.
f. Develop and recommend to the Board job classifications for all new positions including job descriptions.
3. Finances
a. Direct the development of the annual budget of the school district.
b. Review and recommend programs and supporting data for funds to be included in the annual budget of the school district.
c. Provide for the overall management of the school district’s financial activities, and take appropriate action to ensure that expenses are kept within the approved budgetary limits of the school district.
d. Investigate strategies that could help the district maintain its fiscal viability.
e. Develop plans that best utilize present building and ensure appropriate facilities in the future.
4. Relationships
a. Act as professional advisor to the Board in assisting policy development and governing the business of the district.
b. Prepare the agenda for all meetings of the Board, and deliver the agenda with pertinent information on each item in advance of the meeting, as well as recommended decisions.
c. Participate in the affairs of local, state, and national professional organizations as a representative of the school system and the community.
d. Develop and use communication lines to facilitate positive public relations with all segments of the community and the organization.
e. Involve community and staff, when appropriate, in addressing issues and/or developing educational strategies.
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302.5 Superintendent Evaluation
SUPERINTENDENT EVALUATION
The Board will conduct an ongoing evaluation of the superintendent's skills, abilities, and competence. At a minimum, the board will formally evaluate the superintendent on an annual basis. The goal of the superintendent's formal evaluation is to ensure the education program for the students is carried out, promote growth in effective administrative leadership, clarify the superintendent's role, clarify the immediate priorities of the Board, and develop a working relationship between the Board and the superintendent.
The formal evaluation will be based upon the following principles:
The evaluation criteria shall be in writing, clearly stated and mutually agreed upon by the Board and the superintendent. The criteria will be related to the job description and the school district's goals;
· At a minimum, the evaluation process will be conducted annually at a time agreed upon;
· Each board member shall have an opportunity to individually evaluate the superintendent, and these individual evaluations will be compiled into an overall evaluation by the entire board;
· The superintendent shall conduct a self-evaluation prior to discussing the Board's evaluation, and the Board as a whole shall discuss its evaluation with the superintendent;
· The Board may discuss its evaluation of the superintendent in closed session upon a request from the superintendent and, if the Board determines its discussion in open session will needlessly and irreparably injure the superintendent's reputation; and,
· The individual evaluation by each Board member, if individual Board members so desire, will not be reviewed by the superintendent. Board members are encouraged to communicate their criticisms and concerns to the superintendent in the closed session. The Board president will develop a written summary of the individual evaluations, including both the strengths and the weaknesses of the superintendent, and place it in the superintendent's personnel file to be incorporated into the next cycle of evaluations. The final evaluation shall be signed by the Board president and the superintendent.
This policy supports and does not preclude the ongoing, informal evaluation of the superintendent's skills, abilities and competence.
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Legal Reference: Wedergren v. Board of Directors, 307 N.W.2d 12 (Iowa 1981).
Iowa Code §§ 279.8, .20, .23, .23A (1995).
281 I.A.C. 12.3(4).
Cross Reference: 212 Closed Sessions
302 Superintendent
302.6 Superintendent Professional Development
SUPERINTENDENT PROFESSIONAL DEVELOPMENT
The Board encourages the superintendent to continue professional growth by being involved in professional organizations, attending conferences, continuing education, and participating in other professional activities.
It shall be the responsibility of the superintendent to arrange the superintendent's schedule in order to enable attendance at various conferences and events.
The superintendent is authorized and encouraged to attend a national conference each year with the approval of the Board of Directors. Upon returning from the conference, he/she is required to submit a written or oral report to the Board of Directors.
All reasonable and relevant costs will be paid by the district upon submission of proper verification of the costs.
Legal Reference: Iowa Code § 279.8 (1995).
281 I.A.C. 12.7.
Cross Reference: 303.7 Administrator Professional Development
401.7 Employee Travel Compensation
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302.7 Superintendent Civic Activities
SUPERINTENDENT CIVIC ACTIVITIES
The Board encourages the superintendent to be involved in the school district community by belonging to school district community organizations and attending and participating in school district community activities.
It shall be the responsibility of the superintendent to become involved in school district community activities and events. It shall be within the discretion of the board to pay annual fees for professional organizations and activities.
Legal Reference: Iowa Code § 279.8 (1995).
1990 Op. Att'y Gen. 79.
Cross Reference: 302.3 Superintendent Salary and Other Compensation
303.8 Administrator Civic Activities
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302.8 Superintendent Consulting/Outside Employment
SUPERINTENDENT CONSULTING/OUTSIDE EMPLOYMENT
The Superintendent's position is considered full-time employment. The Board expects the superintendent to give the responsibilities of the position precedence over other employment. The superintendent may accept consulting or outside employment for pay as long as, in the judgment of the Board, the work is conducted on the Superintendent's personal time and it does not interfere with the performance of the Superintendent's duties contracted by the Board.
The Board reserves the right, however, to request that the Superintendent cease the outside employment as a condition of continued employment. The Board shall give the Superintendent thirty days notice to cease outside employment.
Legal Reference: Iowa Code §§ 279.8, .20 (1995).
Cross Reference: 302.4 Superintendent Job Description
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303 Administrative Employees
303.1 Administrative Structure
ADMINISTRATIVE STRUCTURE
It is the superintendent’s responsibility to organize, reorganize and arrange the administrative and supervisory staff of the district in a fashion, which in his/her judgment, best serves the interests of the district based upon board approval.
The organizational structure of the district shall be illustrated by a chart. The chart represents the direction of authority, responsibility, and communication. The chart shall be regarded as visual representation of contracted authority and responsibility for each line and staff position.
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303.1E Organization Chart
303.12 Administrative Councils, Cabinets and Committees
ADMINISTRATIVE COUNCILS, CABINETS, AND COMMITTEES
The Board authorizes the superintendent to establish such permanent or temporary councils, cabinets, and committees as are deemed necessary for the proper administration of board policies and for the improvement of the total educational program.
All councils, cabinets, and committees created by the superintendent shall be for the purpose of obtaining to a maximum degree the advice and counsel of administrative and supervisory personnel of the district and to aid in district communication. Functioning in an advisory capacity, such groups may make recommendations for submission to the Board through the superintendent. However, such groups shall exercise no inherent authority. Authority for establishing policy remains with the Board and authority for implementing policy remains with the superintendent.
The membership, composition, and responsibilities of administrative councils, cabinets, and committees shall be defined by the superintendent and may be changed at his/her discretion.
Expenses incurred by such groups for consultative services, materials, and any investigative travel shall be paid from the general operating funds of the district, but only when within budgetary allotments and approved by the superintendent in advance.
Expenses incurred by any such group in connection with the Regional Wellness Center, however, shall be paid from the District’s Regional Wellness Center funds.
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303.2 Administrator Qualifications, Recruitment, Appointment
ADMINISTRATOR QUALIFICATIONS, RECRUITMENT, APPOINTMENT
The Board shall employ building principals and other administrators besides the superintendent to assist in the daily operations of the school district.
The Board shall consider applicants who meet or exceed the standards set by the Iowa Department of Education and the qualifications established in the job description for the position. In employing an administrator, the Board shall consider the qualifications, credentials and records of the applicants without regard to race, color, creed, religion, sex, national origin, age, sexual orientation, gender identity or disability. In keeping with the law, however, the Board will consider the veteran status of the applicants. The Board will look closely at the training, experience, skill and demonstrated competence of qualified applicants in making its final decision.
In choosing an administrator, the Board shall also consider the school district's educational philosophy, financial condition, organizational structure, education programs, and other factors deemed relevant by the Board.
It shall be the responsibility of the superintendent to make a recommendation to the Board for filling an administrative position, based on the requirements stated in this policy. The Board shall act only on the superintendent's recommendation.
Initial contracts shall be for one year. After serving at least nine months, a principal may be employed for a term not to exceed two years.
Legal Reference: Iowa Code §§ 279.8, .21 (1995).
281 I.A.C. 12.4.
1980 Op. Att'y Gen. 367.
Cross Reference: 303 Administrative Employees
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303.3 Administrator Contract and Contract Nonrenewal
ADMINISTRATOR CONTRACT AND CONTRACT NONRENEWAL
The length of the contract for employment between an administrator and the Board shall be determined by the Board and stated in the contract. The contract shall also state the terms of the employment.
The first three years of a contract issued to a newly employed administrator shall be considered a probationary period. . The probationary period may be extended for an additional year upon the consent of the administrator. In the event of termination of a probationary or non-probationary contract, the Board shall afford the administrator appropriate due process, including notice by May 15. The administrator and Board may mutually agree to terminate the administrator's contract.
It shall be the responsibility of the superintendent to create a contract for each administrative position. The board may issue temporary and nonrenewable contracts in accordance with the law.
Administrators who wish to resign, to be released from a contract, or to retire, must comply with applicable law and board policies regarding the areas of resignation, release or retirement.
Legal Reference: Cook v Plainfield Community School District, 301 N.W.2d
(Iowa App. 1980).
Board of Education of Fort Madison Community School District v Youel,
282 N.W.2d 677 (Iowa 1979).
Briggs v Board of Education of Hinton Community School District,
282 N.W.2d 740 (Iowa 1979).
Iowa Code §§ 279.20, .22-.25 (1995).
281 I.A.C. 12.4(4), .4(7).
Cross Reference: 303 Administrative Employees
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303.4 Administrator Salary and Other Compensation
ADMINISTRATOR CONTRACT AND CONTRACT NONRENEWAL
The length of the contract for employment between an administrator and the Board shall be determined by the Board and stated in the contract. The contract shall also state the terms of the employment.
The first two years of a contract issued to a newly employed administrator shall be considered a probationary period. The Board may waive this period. The probationary period may be extended for an additional year upon the consent of the administrator. In the event of termination of a probationary or non-probationary contract, the Board shall afford the administrator appropriate due process, including notice by May 15. The administrator and Board may mutually agree to terminate the administrator's contract.
It shall be the responsibility of the superintendent to create a contract for each administrative position. Administrators who wish to resign, to be released from a contract, or to retire, must comply with board policies regarding the areas of resignation, release or retirement.
Legal Reference: Cook v Plainfield Community School District, 301 N.W.2d
(Iowa App. 1980).
Board of Education of Fort Madison Community School District v Youel,
282 N.W.2d 677 (Iowa 1979).
Briggs v Board of Education of Hinton Community School District,
282 N.W.2d 740 (Iowa 1979).
Iowa Code §§ 279.20, .22-.25 (1995).
281 I.A.C. 12.4(4), .4(7).
Cross Reference: 303 Administrative Employees
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303.5 Administrator Duties
ADMINISTRATOR DUTIES
Each attendance center shall have a building principal responsible for the administration and operation of the attendance center. Each building principal, as chief administrator of the assigned attendance center, shall be responsible for the building and grounds, for the students and employees assigned to the attendance center, for school activities at the attendance center, for the education program offered in the attendance center, and the budget for the attendance center. The principal shall be considered the professional advisor to the superintendent in matters pertaining to the attendance center supervised by the principal. Although the principals serve under the direction of the superintendent, duties of the principal may include, but not be limited to the following:
· Cooperate in the general organization and plan of procedure in the school under the principal's supervision;
· Supervision of the teachers in each principal's attendance center;
· Maintain the necessary records for carrying out delegated duties;
· Work with the superintendent in rating, recommending and selecting supervised employees whenever possible;
· Work with the superintendent in determining the education program to be offered and in arranging the schedules. As much of the schedule as possible should be made before school closes for summer vacation. In the matter of courses offered, the final approval rests with the superintendent who is in turn responsible to the board;
· Ensure that proper care is taken of all school books, supplies, materials, equipment, furniture and facilities;
· Investigate excessive cases of absence or tardiness of students and notify the parents or guardians of unexcused absence or tardiness. All such cases shall be reported to the superintendent;
· Make such reports from time to time as the superintendent may require;
· Maintain the regular schedule of school hours established by the board and make no temporary changes in the schedule without the consent of the superintendent;
· Promptly notify the superintendent whenever ventilation, sanitation or heating of the building is unsatisfactory;
· Contribute to the formation and implementation of general policies and procedures of the school;
· Perform such other duties as may be assigned by the superintendent of schools.
This list of duties shall not act to limit the Board's authority and responsibility over the position of the administrators. In executing these duties and others the Board may delegate, the administrators shall consider the school district's financial condition as well as the needs of the students in the school district.
The Director of the Regional Wellness Center (RWC), although not required to hold an administrative license, shall function as the principal of the RWC and shall perform the foregoing duties as appropriate.
A job description shall be written that reflects the above duties and be the basis for evaluation by the superintendent.
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Legal Reference: Iowa Code §§ 279.8, .21 (1995).
281 I.A.C. 12.4(5), .4(6), .4(7).
Cross Reference: 301 Administrative Structure
303 Administrative Employees
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303.6 Administrator Evaluation
ADMINISTRATOR EVALUATION
The superintendent shall conduct an ongoing process of evaluating the administrators on their skills, abilities, and competence. At a minimum, the superintendent will formally evaluate the administrators annually. The goal of the formal evaluation process is to ensure that the educational program for the students is carried out, promote growth in effective administrative leadership for the school district, clarify the administrator's role as defined by the Board and the superintendent, ascertain areas in need of improvement, clarify the immediate priorities of the responsibilities listed in the job description, and develop a working relationship between the superintendent and the administrator.
The superintendent is responsible for designing an administrator evaluation instrument. The formal evaluation shall include written criteria related to the job description. The superintendent, after receiving input from the administrators, shall present the formal evaluation instrument to the Board for approval.
The formal evaluation shall also include an opportunity for the administrator and the superintendent to discuss the written criteria, the past year's performance and the future areas of growth. The evaluation shall be completed by the superintendent, signed by the administrator and filed in the administrator's personnel file.
It shall be the responsibility of the superintendent to conduct a formal evaluation of the probationary administrators and non-probationary administrators prior to May 15.
This policy supports and does not preclude the ongoing informal evaluation of the administrator's skills, abilities and competence.
Legal Reference: Iowa Code §§ 279.8, .21-.23A (1995).
281 I.A.C. 12.3(4).
Cross Reference: 303 Administrative Employees
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303.7 Administrator Professional Development
ADMINISTRATOR PROFESSIONAL DEVELOPMENT
The Board encourages the administrators to continue their professional growth by becoming involved in professional organizations, attending conferences, continuing their education, and participating in other professional activities.
It shall be the responsibility of the administrators to arrange their schedules in order to attend various conferences and events in which they are involved. Prior to attendance at an event, the administrator must receive approval from the superintendent.
Principals and their assistants are encouraged to attend the national conference of their choice with the approval of the superintendent every other year. Upon returning from the conference, he/she is required to submit a written or oral report to the Administrative Cabinet.
All administrators are encouraged to attend the State School Administrators of Iowa Conference.
All reasonable and relevant costs will be paid by the District upon submission of proper verification of the costs.
Legal Reference: Iowa Code § 279.8 (1995).
281 I.A.C. 12.7.
Cross Reference: 302.6 Superintendent Professional Development
401.7 Employee Travel Compensation
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303.8 Administrator Civic Activities
ADMINISTRATOR CIVIC ACTIVITIES
The Board encourages the administrators to be involved in the school district community by belonging to community organizations, and by attending and participating in school district community activities.
It shall be the responsibility of the administrators to become involved in school district community activities and events. It shall be within the discretion of the Board to pay annual fees for professional organizations and activities.
Legal Reference: Iowa Code § 279.8 (1995).
1990 Op. Att'y Gen. 79.
Cross Reference: 302.7 Superintendent Civic Activities
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304 Policy Implementation
304.1 Development and Enforcement of Administrative Regulations
DEVELOPMENT AND ENFORCEMENT OF ADMINISTRATIVE REGULATIONS
Administrative regulations may be necessary to implement board policy. It shall be the responsibility of the superintendent to develop administrative regulations.
In developing the administrative regulations, the superintendent may consult with administrators or others likely to be affected by the regulations. Once the regulations are developed, employees, students and other members of the school district community shall be informed in a manner determined by the superintendent.
The Board shall be kept informed of the administrative regulations utilized and their revisions. The Board may review and recommend change of administrative regulations prior to their use in the school district if they are contrary to the intent of board policy.
It shall be the responsibility of the superintendent to enforce administrative regulations.
Legal Reference: Iowa Code § 279.8 (1995).
Cross Reference: 209 Board of Directors' Management Procedures
304.2 Monitoring of Administrative Regulations
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305 Administrator Code of Ethics
ADMINISTRATOR CODE OF ETHICS
Administrators, as part of the educational leadership in the school district community, represent the views of the school district. Their actions, verbal and nonverbal, reflect the attitude and the beliefs of the school district. Therefore, administrators shall conduct themselves professionally and in a manner fitting to their position.
Each administrator shall follow the code of ethics stated in this policy. Failure to act in accordance with this code of ethics or in a professional manner, in the judgment of the Board, shall be grounds for discipline and, possibly, dismissal.
The professional school administrator:
· Upholds the honor and dignity of the profession in actions and relations with students, colleagues, board members and the public;
· Obeys local, state and national laws; holds to high ethical and moral standards; and gives loyalty to this country and to the cause of democracy and liberty;
· Accepts the responsibility to master and contribute to the growing body of specialized knowledge, concepts, and skills which characterize school administration as a profession;
· Strives to provide the finest possible educational experiences and opportunities to the members of the school district community;
· Seeks to preserve and enhance the prestige and status of the profession when applying for a position or entering into contractual agreements;
· Carries out in good faith the policies duly adopted by the local board and the regulations of state authorities and renders professional service;
· Disallows consideration of private gain or personal economic interest to affect the discharge of professional responsibilities;
· Recognizes public schools are the public's business and seeks to keep the public informed about their schools; and,
· Supports and practices the management team concept.
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Legal Reference: Iowa Code § 279.8 (1995).
Cross Reference: 404 Employee Conduct and Appearance
305.1 Reduction in Administrative Positions
REDUCTION IN ADMINISTRATIVE POSITIONS
The Board shall have the discretion to determine the appropriate number of administrators.
When considering a reduction in administrative positions, the Board shall consider the number of students to be enrolled, the financial condition of the school district, the reassignment of duties among other administrators, and other factors deemed relevant by the Board.
The Board, on the recommendation of the superintendent, shall consider the relative skills, ability, competence, experience, effectiveness, and qualifications of the administrators to do the available work, as well as other factors deemed relevant by the Board in making reductions in administrative positions.
Legal Reference: In re: Waterloo Community School District, 338 N.W.2d 153 (Iowa 1983).
Olds vs. Board of Education, Nashua Community School District,
334 N.W.2d 765 (Iowa App. 1983).
Iowa Code §§ 279.8, .21, .23, .24 (2001).
Approved: 4/02 Reviewed: 10/08
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306 Succession of Authority to the Superintendent
SUCCESSION OF AUTHORITY TO THE SUPERINTENDENT
In the absence of the superintendent, it shall be the responsibility of the other administrators to assume the superintendent's duties. The succession of authority to the superintendent shall be at the discretion of the board of directors.
If the absence of the superintendent is temporary, the successor shall assume only those duties and responsibilities of the superintendent that require immediate action. If the Board determines the absence of the superintendent will be a lengthy one, the Board shall appoint an acting superintendent to assume the responsibilities of the superintendent. The successor shall assume the duties when the successor learns of the superintendent's absence or when assigned by the superintendent or the Board.
References to "superintendent" in this policy manual shall mean the "superintendent or the superintendent's designee" unless otherwise stated in the board policy.
Legal Reference: Iowa Code § 279.8 (1995).
281 I.A.C. 12.4(4).
Cross Reference: 302 Superintendent
Approved: 1/13/97 Reviewed: 11/98 Revised: 9/10
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307 Communication Channels
COMMUNICATION CHANNELS
Questions and problems shall be resolved at the lowest organizational level nearest to the complaint. School employees shall be responsible for conferring with their immediate supervisor on questions and concerns. Students and other members of the school district community shall confer with a licensed employee and then with the principal on questions and concerns.
If resolution is not possible by any of the above, individuals may bring it to the attention of the superintendent within 5 school days of their discussion with the principal. If there is no resolution or plan for resolution by the superintendent within 5 school days of the individual's discussion with the superintendent, the individual may ask to have the question or problem placed on the Board agenda. The action of the Board will be final.
It shall first be the responsibility of the administrators to resolve questions and problems raised by the employees and the students they supervise and by other members of the school district community.
Legal Reference: Iowa Code § 279.8 (1995).
Cross Reference: 213 Public Participation in Board Meetings
401.4 Employee Complaints
502.4 Student Complaints and Grievances
504.3 Student Publications
Approved: 1/13/97 Reviewed: 11/98
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