300 Role of School District Administration

Code No.300

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 relating to leaves and benefits for administrators are included in the employee section of Series 400, "Employees”.

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.

Approved 9-13-93        Reviewed 8.3.2015            Revised  4-15-2019

301 Administrative Structure

301.1 Management

Code No. 301.1

MANAGEMENT

The board and the administrators shall work together in making decisions and setting goals for the school district. This effort is designed to obtain, share, and use information to solve problems, make decisions, and formulate school district policies and regulations.

It shall be the responsibility each administrator to fully participate in the management of the school district by investigating, analyzing, and expressing their views on issues.  Those board members or administrators with special expertise or knowledge of an issue may be called upon to provide information. Each board member and administrator will support the decisions reached on the issues confronting the school district.

The board is responsible for making the final decision in matters pertaining to the school district. It is the responsibility of the superintendent to develop guidelines for cooperative decision-making.

Legal Reference: 

Iowa Code § 279.8 (2013).

Approved 9-13-93        Reviewed 9-21-2015            Revised  4-15-2019

302 Administration Relationships

302.1 Administration and Board of Directors

Code No. 302.1

ADMINISTRATION AND BOARD OF DIRECTORS

The superintendent, as the chief executive officer of the board, shall work with the board, particularly the board president, to keep the board informed of school district operations. The board shall maintain contact with other administrators through the superintendent.

The administrators and other administrative employees shall work with the board through the superintendent. The administrators, in working with the board, shall assist the board by gathering information, informing the board of school district operations, implementing board policy, making recommendations and answering requests of the board.

The superintendent, unless excused by the board president, and the principals, unless excused by the superintendent, shall attend each board meeting.

Legal Reference  

Iowa Code §§ 279.8, .20, .21 (2013).

281 I.A.C. 12.4(4).

 

Approved 9-13-93        Reviewed 9-21-2015      Revised  4-15-2019

302.2 Administration and Employees

Code No.302.2

ADMINISTRATION AND EMPLOYEES

As managers of the school district, the administrators shall make recommendations of employment, supervise employees, and evaluate employees' performance.

Concerns or requests by employees shall first be reported to their direct supervisor for resolution. It shall be the responsibility of the administrators to resolve complaints and handle requests.

It shall be the responsibility of the administration to foster a positive attitude and to promote a cooperative effort among employees. It shall also be the responsibility of the administration to prevent misunderstandings within the school district and the community.

It shall be the responsibility of each administrator to provide leadership to personnel, and it shall be the responsibility of each school district employee to work cooperatively with the administrators to accomplish the educational philosophy of the school district.

Legal Reference: 

Iowa Code §§ 279.8, .20, .21, .23, .24 (2013).

281 I.A.C. 12.4.

Approved 9-13-93        Reviewed 9-21-2015            Revised 4-15-2019

302.3 Administration and Adjoining District Administration

Code No. 302.3

ADMINISTRATION AND ADJOINING DISTRICT ADMINISTRATION

Efficiency and economies may be achieved by working with adjoining school districts in offering education programs, offering in-service activities or programs and sharing employees. The administration shall consider and explore opportunities to work with the adjoining school district to expand the opportunities for the students and personnel in the school district.

Legal Reference: 

Iowa Code §§ 28E; 257.11, .11A; 279.8; 280.15 (2013).

Approved 9-13-93        Reviewed 9-21-2015            Revised  4-15-2019

302.4 Administration and Area Education

Code No. 302.4

ADMINISTRATION AND AREA EDUCATION AGENCY

The administration shall utilize the resources of the Green Hills Area Education Agency (AEA) by choosing to participate in programs which meet the needs of the school district. This includes utilizing educational materials and staff resources.

The administration may also utilize the AEA to facilitate regional programming and cooperation as well as to purchase supplies.

It shall be the responsibility of the superintendent to coordinate activities with the AEA.

Legal Reference:

Iowa Code §§ 28E; 279.8 (2013).

Approved 9-13-93        Reviewed 9-21-2015            Revised  4-15-2019

303 Superintendent

303.1 Superintendent Qualifications, Recruitment, Appointment

Code No. 303.1

SUPERINTENDENT QUALIFICATIONS, RECRUITMENT, APPOINTMENT

The board will 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 State Department of Education and the qualifications established in the job description for the position. In employing a superintendent, the board shall consider the qualifications, credentials and records of the applicants without regard to race, color, 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.

Legal Reference: 

29 U.S.C. §§ 621-634 (2012).

42 U.S.C. §§ 2000e et seq. (2012).

Iowa Code §§ 20; 35C; 216; 279.8, .20 (2013).

281 I.A.C. 12.4(4),84-86.

1980 Op. Att'y Gen. 367.

Approved 9-13-93        Reviewed 4-12-99        Revised 4-15-2019

303.2 Superintendent Contract and Contract Non-Renewal

Code No. 303.2

SUPERINTENDENT CONTRACT AND CONTRACT NON-RENEWAL

 

The length of the contract for employment between the superintendent and the board is determined by the board.  The contract will begin on July 1 and end on June 30.  The contract will state the terms of employment and shall not exceed three years.

The first three consecutive years of a contract issued to a newly employed superintendent is 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 will afford the superintendent appropriate due process, as required by law.  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 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:         

Martin v. Waterloo Community School District, 518 N.W. 2d 381 (Iowa 1994).

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 § 279.

281 I.A.C. 12.4.

Approved 9-13-93        Reviewed 9.21.15        Revised 5-18-2020

 

303.3 Superintendent Salary and Other Compensation

Code 303.3

SUPERINTENDENT SALARY AND OTHER COMPENSATION

The board has complete discretion to set the salary of the superintendent. It is 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 is set at the beginning of each contract term.

In addition to the salary and benefits, the superintendent's actual and necessary expenses are paid by the school district when the superintendent is performing work-related duties. It is 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 will be included in the records of the board in accordance with board policy.

Legal Reference:

Iowa Code §§ 279.8.20.

 

Approved  3-20-2006    Reviewed  8-3-2015     Revised  5-18-2020

303.4 Superintendent Duties

Code No. 303.4

SUPERINTENDENT DUTIES

The board employs a superintendent of schools to serve as the chief executive officer of the board.  The board delegates to the superintendent the authority to implement board policy and to execute decisions made by the board concerning the internal operations of the school district, unless specifically stated otherwise.

The superintendent is responsible for the implementation and execution of board policy and the observance of board policy by employees and students.  The superintendent is responsible for overall supervision and discipline of employees and the education program.

In executing the above-stated duties, the superintendent will consider the financial situation of the school district as well as the needs of the students.  Specifically, the superintendent:

Legal Reference:         

Iowa Code §§ 279.8, .20, 23A (2013).

281 I.A.C. 12.4(4).

Approved 3-20-06        Reviewed 9/21/2015           Revised 4-15-2019

 

 

303.5 Superintendent Evaluation

Code No. 303.5

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 superintendent will be an educational leader who promotes the success of all students by:

  • Facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the school community. 
  • Advocating nurturing and sustaining a school culture and instruction program conducive to student learning and staff professional development.
  • Ensuring management of the organization, operations and resources for a safe, efficient and effective learning environment.
  • Collaborating with families and community members, responding to diverse community interests and needs and mobilizing community resources.
  • Acting with integrity, fairness and in an ethical manner.
  • Understanding the profile of the community, and responding to and influencing the larger political, social economic, legal and cultural context.

The formal evaluation will be based upon the following principles:

  • The evaluation criteria will 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 will 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 will conduct a self-evaluation prior to discussing the board’s evaluation, and the board as a whole will 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.  This policy supports and does not preclude the ongoing, informal evaluation of the superintendent’s skills, abilities and competence.

Legal Reference: 

Wedergren v. Board of Directors 307 N.W. 2d 12 (Iowa 1981

Iowa Code  279.8, .20, .23, .23A (2009) 

281 I.A.C. Ch.83;12.3(4)

 

Approved  12-15-63            Reviewed 9-21-15         Revised 4-15-2019

 

303.5E1 Job Description

Code No.303.5EI

JOB DESCRIPTION

 

303.5E2 Performance Evaluation Form

Code No. 303.5E2

PERFORMANCE EVALUATION FORM

PART I           Job Responsibilities: Based on Iowa Standards for School Leaders (ISSL)

STANDARD #1:  A superintendent is an educational leader who promotes the success of all students facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the school community.

Sample Performance Indicators

  1. Sets priorities which evidence shows result in improved student achievement.
  1. Articulates a vision of high expectations for teaching and student learning, and promotes school improvement to get there.
  1. Sets an example for gathering, analyzing and using district data for decision-making.

Supporting Evidence/Comments:                                                                               

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

 

Summary Rating

   Circle Appropriate Response: 

 

   Weak - Average - Exemplary

       1   -   2    -   3   -   4    -   5  

 

STANDARD #2: A superintendent is an educational leader who promotes the success of all students by advocating, nurturing and sustaining a school culture and instructional program conducive to student learning and staff professional development.

Sample Performance Indicators

2.1  Provides leadership for annually assessing and setting priorities on student and district needs and providing structures for improvement.

2.2  Uses data to determine needs and oversee provision of appropriate professional development to meet needs.

2.3  Continually learning about and applying new developments in education.

2.4  Provides leadership encouragement, opportunities, and structures for all staff to continually improve teaching and learning.

 

Supporting Evidence/Comments:                                                                               

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

 

Summary Rating

   Circle Appropriate Response: 

  Weak  - Average - Exemplary

      1  -     2   -   3   -   4    -    5    

 

STANDARD #3: A superintendent is an educational leader who promotes the success of all students by ensuring management of the organization, operations, and resources for a safe, efficient, and effective learning environment.

Sample Performance Indicators

  1. Provides direction and support for periodic review of plans, policies and procedures and their impact on student learning.
  1. Monitors distribution of district resources based on the district’s school improvement plan.
  1. Evaluates performance of staff, takes appropriate follow-up action and supports improvement.
  1. Effectively manages district budget, facilities and staff in ways that maximize improved student learning.

 

Supporting Evidence/Comments:                                                                               

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

 

Summary Rating

   Circle Appropriate Response: 

 

   Weak - Average - Exemplary

      1  -     2   -   3   -   4    -    5   

 

STANDARD #4: A superintendent is an educational leader who promotes the success of all students by collaborating with families and community members, responding to diverse community interests and needs, and mobilizing community resources.

Sample Performance Indicators

  1. Provides leadership for improving parent/student/community involvement in the schools.
  1. Promotes, demonstrates, and supports clear two-way communication for district priorities at all levels of the community school district.

4.3  Provides community service and leadership for developing a positive rapport between the schools and the community.

 

Supporting Evidence/Comments:                                                                               

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

 

Summary Rating

   Circle Appropriate Response: 

 

Weak - Average -  Exemplary

    1  -     2   -   3   -   4    -    5    

 

STANDARD #5: A superintendent is an educational leader who promotes the success of all students by acting with integrity, fairness, and in an ethical manner.

Sample Performance Indicators

  1. Conducts oneself in an ethical, fair, trustworthy and professional manner.

5.2  Establishes practices to promote personal, physical, and emotional health.

5.3   Demonstrates respect for diversity in students, staff, and programs.

 

Supporting Evidence/Comments:                                                                               

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

 

Summary Rating

   Circle Appropriate Response: 

 

 Weak - Average - Exemplary

    1  -     2   -   3   -   4    -    5    

 

STANDARD #6: A superintendent is an educational leader who promotes the success of all students by understanding, responding to, and influencing the larger political, social, economic, legal, and cultural context.

Sample Performance Indicators

  1. Serves as an articulate advocate to community and legislature for issues beneficial to improved teaching and learning.
  1. Provides leadership for defining superintendent and board roles, mutual expectations, procedures for working together, and formulating appropriate district policies.

6.3  Knows and supports the district school improvement plan and accurately reports progress on goals.

 

Supporting Evidence/Comments:                                                                               

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

 

Summary Rating

   Circle Appropriate Response: 

 

 Weak - Average - Exemplary

     1  -     2   -   3   -   4    -    5    

 

Overall Consideration of Standards

Of the standards listed above, which is the superintendent’s greatest strength? How does this strength directly contribute to district goals?

Of the standards listed, which area of standard achievement is presenting the greatest blocker to the superintendent leading for achievement of district goals?

What supports might the board offer to enhance the superintendent’s strengths and promote triumph over existing blockers?

PART II –Superintendent Goals

List at least two, but we suggest no more than three, significant individual Superintendent goals.  These goals should be directly linked to district goals which are clearly aimed at improving student learning and the climate for student learning.

These goals should include the measurable progress indicators to be accomplished by the superintendent during the next 12-months.  These are specific outcomes that will best move the system forward in achieving the district’s long-term goals. 

These goals should be approved by the board in consultation with the superintendent.  The measurable progress indicators, or evidence the board can expect to see over the next year of progress toward the goals, should be suggested by the superintendent in consultation with the board and approved by the board.  The measurable progress indicators should be clear and understood by both board and superintendent.

This document will be part of the superintendent’s ongoing evaluation throughout the year as well as included as part of the overall, year-end evaluation. 

7.1  Goal:                                                                                                                                                          

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                                                                                                                                                                                        

 

 

7.2  Goal:                                                                                                                                                          

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                                                                                                                                                                                                                                                                                                                                                             

 

 

7.3  Goal:                                                                                                                                                          

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                   

Measurable Progress Indicator:                                                                                                                                                                                                                                                                                                                                                                                                                                                             

 

 

Part III:  End of Year Review of Goal Attainment

Year end review will require the board to provide supporting evidence for its goal attainment ranking.  Ongoing discussion of goal attainment, throughout the year, will assist board in providing this data. 

7.1 Supporting Evidence of Goal Attainment:                                                           

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

 

Goal Attainment Rating

   Circle Appropriate Response: 

 

Weak - Average -  Exemplary

     1  -     2   -   3   -   4    -    5    

 

 

7.2 Supporting Evidence of Goal Attainment:                                                           

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

 

Goal Attainment Rating

   Circle Appropriate Response: 

 

Weak - Average - Exemplary

    1  -     2   -   3   -   4    -    5    

 

 

7.3 Supporting Evidence of Goal Attainment:                                                           

                                                                                                                                        

                                                                                                                                        

                                                                                                                                        

 

Goal Attainment Rating

   Circle Appropriate Response: 

 

Weak - Average - Exemplary

    1  -     2   -   3   -   4    -    5    

 

 

 

PART IV – Overall End of Year Summary [Check (√) one in each row]

Job Responsibilities:

Satisfactory

Unsatisfactory

 

Overall standards

 

 

 

Goal 1

 

 

 

Goal 2

 

 

 

Goal 3

 

 

 

Goal 4

 

 

 

Goal 5

 

 

 

 

 

Summative Rating:

 

 

Significant Achievements:

Areas for Growth:

Superintendent Comments:

Board Comments:

Approved    6-20-2017   Reviewed       Revised  4-15-2019   

303.5E3 Statement of Competency

Code No. 303.5E3

STATEMENT OF COMPETENCY

Statement of Overall Competency is a summation of ratings as recorded on the Superintendent Performance Evaluation Form.
 
________Exceeds         ________Meets          ________Does Not Meet

 At any time when the majority of the board marks a statement of overall competency as "does not meet" the Board President will notify the Superintendent in writing. This notification will include 1) the primary reason(s) that can be attributed to the perceived lack of achievement and 2) a recommended intensive assistance program to increase the level of performance by the Superintendent.

Superintendent’s Signature:                                                                     Date:                                   

Evaluation Period:                              , 200____ to                                   , 200____

Board President’s Signature:                                                                    Date:                                   

Approved    6-20-2017   Reviewed       Revised 4-15-2019   

303.5E4 Performance Evaluation Feedback Form

Code No. 303.5E4

FIRST PERFORMANCE EVALUATION FEEDBACK FORM

Please review the Action Plan Templates provided.

Please list area(s) you perceive this administrator can improve that would result in personal and/or professional growth.

Please list area(s) of strengths of this administrator.

For the purpose of meeting the established goals, please list activities you would like to see the administrator pursue in each of the following areas:

Support for Board:

Planning-System Development:

Educational Leadership:

Communication-External Relations & Internal Operations:

Budget and Finance:

Individual Professional Development:

Approved    6-20-2017   Reviewed       Revised 4-15-2019    

303.5R Evaluation Process

Code No. 303.5R

SUPERINTENDENT EVALUATION PROCESS

The Board of Education shall evaluate the Superintendent's performance utilizing an approach that emphasizes multiple lines of evidence.

This evaluation process will also include the following:

A.  The annual review of the Superintendent's job description to ensure that it accurately reflects both the Board and Superintendent's expectations for the position.

B.  The annual review of the Superintendent Evaluation Process is to ensure that the process accurately reflects both the Board and Superintendent's latest thinking on the process.

C.  The Board and Superintendent shall meet two times during the evaluation cycle.

D.  A suggested timeline is:

  • July: set performance goals for coming evaluation cycle.
  • November: Board review job description, evaluation process, and performance goals.
  • January: First performance review
  • Review of Feedback Form completed by Board members Progress report by superintendent on performance goals
  • April: Set superintendent's salary for coming year.
  • June: Final performance review
  • Review of superintendent's self-assessment of areas of strength and areas for attention as related to job description (End of Year Form)
  • Review of Board's assessment of areas of strength and areas for attention as related to job description. (End of Year Report)
  • Select performance goals for coming evaluation cycle.

 

303.6 Superintendent Professional Development

Code No. 303.6

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 is the responsibility of the superintendent to arrange the superintendent's schedule in order to enable attendance at various conferences and events. If a conference or event requires the superintendent to be absent from the office for more than three days or involves unusual expense, the superintendent will bring it to the attention of the board prior to attending the event.

The superintendent shall report to the board after an event.

Legal Reference: 

Iowa Code 279.8 (2013).

281 I.A.C. 12.7; 85.12; 86.28; 88.

Approved 11-8-93 Reviewed 4-17-06  Revised  4-15-2019

303.7 Superintendent Civic Activities

Code No. 303.7

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. The board may include a lump sum amount as part of the superintendent's compensation to be used specifically for paying the annual fees of the superintendent for school district community activities and events if, in the board's judgment, the superintendent's participation will further the public purpose of promoting and deriving support for the school district and public education in general.

It shall be within the discretion of the board to pay annual fees for professional organizations and activities.

Legal Reference: 

Iowa Code § 279.8 (2013).

1990 Op. Att'y Gen. fI90-7-3(L).

Approved 9-13-93 Reviewed 9.21.15   Revised  4-15-2019

 

303.8 Superintendent Consulting/Outside Employment

Code No. 303.8

SUPERINTENDENT CONSULTING/OUTSIDE EMPLOYMENT

The superintendent 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.

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 (2013).

Approved 9-13-93 Reviewed 9.21.15 Revised  4-15-2019

 

304 Administrative Employees

304.1 Administrative Positions

Code No. 304.1

ADMINISTRATIVE POSITIONS

The school district will have, in addition to the superintendent, the following administrative positions.

  • Grade 6-12 Principal
  • Grade 6-12 Asssitant Principal and Technology Director
  • Grade Pk-Grade 5 Principal
  • Business Manager and Human Resource Director
  • Elementary/Intermediate School (Grades PK-6)

These administrators will work closely with the superintendent in the day-to-day operations of the school district.  It is the responsibility of the administrators to uphold board policy, to instill a positive, cooperative environment with employees, and to share their expertise with each other and the board under the management team concept.

Legal Reference:  Iowa Code §§ 279.8, .20, .21, .23 (2013).

281 I.A.C. 12.4.

 

Approved 9-13-93 Reviewed 4-12-99 Revised  4-15-2019

304.2 Administrator Qualifications, Recruitment, Appointment

Code No. 304.2

ADMINISTRATOR QUALIFICATIONS, RECRUITMENT, APPOINTMENT

The board will employ building principals and other administrators, in addition to the superintendent, to assist in the daily operations of the school district.

The board will consider applicants that meet or exceed the standards set by the Iowa State Department of Education and the qualifications established in the job description for the position. In employing an administrator, the board will consider the qualifications, credentials and records of the applicants without regard to race, color, religion, sex, national origin, age, sexual orientation, gender identity, marital status 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 is 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.

The board may contract for assistance in the search for administrators.

Legal Reference: 

Iowa Code §§ 279.8, .21 (2013).

281 I. A .C .12.4.

1980 Op. Att'y Gen. 367.

Approved 9-13-93 Reviewed 4-12-99 Revised  4-15-2019

304.3 Administrator Contract and Contract Non-Renewal

Code 304.3

ADMINISTRATOR CONTRACT AND CONTRACT NON-RENEWAL

The length of the contract for employment between an administrator and the board will be determined by the board and stated in the contract. The contract will also state the terms of the employment.

The first three consecutive years of a contract issued to a newly employed administrator will 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 nonprobationary contract, the board will afford the administrator appropriate due process, as required by law. The administrator and board may mutually agree to terminate the administrator's contract.

It is the responsibility of the superintendent to create a contract for each administrative position. The board may issue temporary and nonrenewable contracts in accordance with law.

Administrators who wish to resign, to be released from a contract, or to retire, must comply with applicable law and board policies.

Legal Reference: 

 

Martin v. Waterloo Community School District, 518 N.W. 2d 381 (Iowa 1994).

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 Education of Hinton Community School District, 282 N.W. 2d 740 (Iowa 1979).

Iowa Code § 279.

281 I.A.C. 12.4.

Approved 9-13-93 Reviewed 9.21.15 Revised 4-15-2019

304.4 Administrator Salary and Other Compensation

Code No. 304.4

ADMINISTRATOR SALARY AND OTHER COMPENSATION

The board has complete discretion to set the salary of the administrators. It is the responsibility of the board to set the salary and benefits of the administrators 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 administrators. The salary will be set at the beginning of each contract period.

In addition to the salary and benefits agreed upon, the administrator’s actual and necessary expenses will be paid by the school district when the administrator is performing work-related duties.  The board will approve the payment of other benefits or compensation over and above the administrator’s contract.  Approval of other benefits or items of an administrator’s compensation will be included in the records of the board in accordance with board policy.

Legal Reference: 

Iowa Code § 279.21 (2013).

1984 Op. Att'y Gen. 47.

 

Approved 9-13-93 Reviewed 9.21.15   Revised  4-15-2019

304.5 Administrator Duties

Code No. 304.5

ADMINISTRATOR DUTIES

Administrators shall be hired by the board to assist the superintendent in the day-to-day operations of the school district.

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, is 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 and furniture.
  • Instruct teachers to make a complete annual inventory of all school property contained in their individual rooms.  This inventory is reviewed and filed with the board secretary;
  • 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 immediately 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 will consider the school district's financial condition as   well as the needs of the students in the school district.

Legal Reference: 

Iowa Code §§ 279.8, .21 (2013).

281 I.A.C. 12.4(5), .4(6), .4(7). 23A

Approved 9-13-93  Reviewed 9.21.15     Revised  4-15-2019

304.6 Administrator Evaluation

Code No. 304.6

ADMINISTRATOR EVALUATION

The superintendent shall conduct an ongoing process of evaluating the administrators on their skills, abilities, and competence. Annually, the superintendent will formally evaluate the administrators. The goal of the formal evaluation process is to ensure the educational program for the students is carried out, ensure student learning goals of the school district are met, 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 will include written criteria related to the job description.  The superintendent, after receiving input from the administrators, will present the formal evaluation instrument to the board for approval.

The formal evaluation will 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 is completed by the superintendent, signed by the administrator and filed in the administrator's personnel file.

The principal will be an educational leader who promotes the success of all students by:

  • Facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the school community.
  • Advocating, nurturing and sustaining a school culture and instructional program conducive to student learning and staff professional development.
  • Ensuring management of the organization, operations and resources for a safe, efficient and effective learning environment.
  • Collaborating with families and community members, responding to diverse community interests and needs and mobilizing community resources.
  • Acting with integrity, fairness and in an ethical manner.
  • Understanding the profile of the community, and responding to and influencing the larger political, social, economic, legal and cultural context.

It is the responsibility of the superintendent to conduct a formal evaluation of the probationary administrators and non-probationary administrators prior to May 1.

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 (2013).

281 I.A.C. 12.3(3); ch 83.

Approved 9-13-93 Reviewed 9.21.15  Revised 4-15-2019

 

304.7 Administrator Professional Development

Code No. 304.7

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 is the responsibility of the administrators to arrange their schedules in order to attend the various conferences and events in which they are involved. Prior to attendance at an event, the administrator must receive approval of the superintendent. In the case where unusual expense is involved, the superintendent shall bring it to the attention of the board prior to the administrator attending the event.

The administrator shall report to the superintendent after an event.

Legal Reference: 

Iowa Code 279.8 (2013).

281 I.A.C. 12.7.

Approved 11-8-93 Reviewed 4-17-06 Revised 4-15-2019

304.8 Administrator Civic Activities

Code No. 304.8

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 is the responsibility of the administrators to become involved in school district community activities and events.  The board may include a lump sum amount as part of the administrator’s compensation to be used specifically for paying the annual fees of the administrator for school district community activities and events if, in the board’s judgment, the administrator’s participation will further the public purpose of promoting and deriving support for the school district and public education in general.  It is within the discretion of the board to pay annual fees for professional organizations and activities.

Legal Reference: 

Iowa Code $279.8 (2013)

1990 Op. Att’y Gen. #90-7-3(L)

 

Approved  9-13-93       Reviewed   9.21.15              Revised  4-15-2019

304.9 Administrator Consulting/Outside Employment

Code No. 304.9

ADMINISTRATOR CONSULTING/OUTSIDE EMPLOYMENT

An administrative position is considered full-time employment. The board expects administrators to give the responsibilities of their positions in the school district precedence over other employment. An administrator may accept consulting or outside employment for pay as long as, in the judgment of the board and the superintendent, the work is conducted on the administrator's personal time and it does not interfere with the performance of the administrative duties contracted by the board.

The board reserves the right, however, to request the administrator cease the outside employment as a condition of continued employment. The board shall give the administrator thirty days’ notice to cease outside employment.

Legal Reference: 

Iowa Code §§ 279.8, .21 (2013).

Approved 9-13-93   Reviewed 9-21-15   Revised  4-15-2019

 

305 Reduction in Administrative Positions

Code No.305

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 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).

01ds v Board of Education. Nashua Community School District, 334 N.W.2d 765 (Iowa App. 1983).

Iowa Code §§ 279.8, .21, .23, .24 (2013).

Approved 9-13-93  Reviewed 9.21.15   Revised  4-15-2019

306 Policy Implementation

306.1 Development and Enforcement of Administrative Regulations

Code No. 306.1

DEVELOPMENT AND ENFORCEMENT OF ADMINISTRATIVE REGULATIONS

Administrative regulations may be necessary to implement board policy. It is 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 will 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 is the responsibility of the superintendent to enforce the administrative regulations. 

Legal Reference: 

Iowa Code § 279.8 (2013).

Approved 9-13-93   Reviewed 10-4-2010   Revised 4-15-2019

 

306.2 Monitoring of Administrative Regulations

Code No. 306.2

MONITORING OF ADMINISTRATIVE REGULATIONS

The administrative regulations will be monitored and revised when necessary. It is the responsibility of the superintendent to monitor and revise the administrative regulations.

The superintendent may rely on the board, administrators, employees, students, and other members of the school district community to inform the superintendent about the effect of and possible changes in the administrative regulations.

Legal Reference: 

Iowa Code §§ 279.8, .20 (2013).

Approved 9-13-93   Reviewed 9-21-15    Revised  4-15-2019

 

307 Administrator Code of Ethics

Code No.307

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 will conduct themselves professionally and in a manner fitting to their position.

Each administrator will 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, will be grounds for discipline up to, and including, discharge.

The professional school administrator:

  • Makes the education and well-being of students the fundamental value of all decision making.
  • Fulfills all professional duties with honesty and integrity and always acts in a trustworthy and responsible manner.
  • Supports the principle of due process and protects the civil and human rights of all individuals.
  • Implements local, state and national laws.
  • Advises the school board and implements the board's policies and administrative rules and regulations.
  • Pursues appropriate measures to correct those laws, policies, and regulations that are not consistent with sound educational goals or that are not in the best interest of children.
  • Avoids using his/her position for personal gain through political, social, religious, economic or other influences.
  • Accepts academic degrees or professional certification only from accredited institutions.
  • Maintains the standards and seeks to improve the effectiveness of the profession through research and continuing professional development.
  • Honors all contracts until fulfillment, release or dissolution mutually agreed upon by all parties.
  • Accepts responsibility and accountability for one's own actions and behaviors.
  • Commits to serving others above self.

Legal Reference: 

Iowa Code § 279.8 (2013).

282 IAC 13.

Approved 9-13-93 Reviewed 9-21-15  Revised  11-18-2019

 

308 Succession of Authority to the Superintendent

Code No.308

SUCCESSION OF AUTHORITY TO THE SUPERINTENDENT

If 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 in this order:Grade 6-12 Principal, Grade PK-Grade 5 Principal and Grade 6-12 Assistant Principal and Technology Director.

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 will appoint an acting Superintendent to immediately 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 (2013).

281 I.A.C. 12.4(4).

Approved 9-13-93   Reviewed 9.21.15    Revised  4-15-2019

309 Communication Channels

Code No.309

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 will 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 ten days of their discussion with the principal. If there is no resolution or plan for resolution by the superintendent within ten days of the individual's discussion with the superintendent, the individual may ask to have the question or problem placed on the board agenda. It is within the board’s discretion whether to hear the concern.

It will 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 (2013).

Approved 9-13-93   Reviewed 9.21.15 Revised  4-15-2019