SECTION C: GENERAL SCHOOL ADMINISTRATION
Section C, contains policies on school management, administrative organization, and school building and department administration -- including the administrative aspect of special programs and system wide reforms such as school- or site-based management. It also houses personnel policies on the superintendent, senior administrators -- (management team), and school principals. All phases of policy implementation -- procedures or regulations -- are properly referenced and found in the appendix.
O = Optional These policies should be reviewed to determine whether they meet a particular local need. Most are informational in nature.
P = Priority The subject matter of these policies is required by state and/or federal law.
R = Recommended While these policies are not required by law, they are highly recommended for effective and efficient school board operation.
Windham School District Policy CA
ADMINISTRATION GOALS
Proper administration of the schools is vital to a successful educational program.
The general purpose of the Administration shall be to coordinate and supervise, under the policies of the School Administrative Unit and each Board, the creation and operation of an environment in which students learn most effectively. Administrative duties and functions should be appraised in terms of the contribution made to improving instruction and learning. The Board shall rely on its chief executive officer, the Superintendent, to provide at the District level the professional administrative leadership demanded by such a far-reaching goal. Vision, initiative, resourcefulness, and wise leadership -- as well as consideration and concern for staff members, students, parents, and others -- are essential for effective administration.
The Superintendent, each principal, and all other administrators shall have the authority and responsibility necessary for his/her specific administrative assignment. Each shall likewise be accountable for the effectiveness with which the administrative assignment is carried out. The Board shall be responsible for specifying requirements and expectations of the Superintendent, then holding the Superintendent accountable by evaluating how well those requirements and expectations have been met. In turn, the Superintendent shall be responsible for clearly specifying requirements and expectations for all other administrators, then for holding each accountable by evaluating how well requirements and expectations have been met.
Major goals of administration shall be:
1. To manage the District's various departments, units, and programs effectively.
2. To provide professional advice and counsel to Board and to advisory groups established by Board action. Where feasible, this will be done through reviewing alternatives, analyzing the advantages and disadvantages of each, and recommending appropriate action from among the alternatives.
3. To implement the management function to assure the best and most effective learning programs, through achieving such sub-goals as (a) providing leadership in keeping abreast of current educational developments; (b) arranging for the staff development necessary to the establishment and operation of learning programs that better meet more learner needs; (c) coordinating cooperative efforts at improvement of learning programs, facilities, equipment, and materials; and (d) providing access to the decision-makingprocess for improvement ideas of staff, students, parents, and others, and (e) implementing procedures to ensure that the differing needs and talents of students are fully considered when planning educational programs.
Regulatory References:
N.H. Code of Administrative Rules - Sections Ed. 302; 303; 304, 306.10(a)(6)
Revised: November, 1999
Revised: July, 1998
Windham School District Policy CB
SCHOOL SUPERINTENDENT
The duties of the Superintendent are defined in his/her contract of employment, Board policies, SAU regulations and/or policies and Department of Education Rules.
Regulatory Reference:
N.H. Code of Administrative Rules - Section Ed. 302.
Appendix CB-R
Revised: November, 1999
Revised: July, 1998
Ed 302.01 Executive Officer. The superintendent shall serve as the executive officer of the local school district or districts within the school administrative unit, and shall be responsible for the following duties:
(a) The superintendent shall be responsible for planning and administering the activities of the local school district or districts within the school administrative unit subject to statutory requirements, these rules, and the policies of the local districts.
(b) The superintendent shall develop and maintain a system of public schools, staff by certified educators, qualified professionals, and persons providing support services.
(c) The superintendent shall provide, develop and implement procedures to achieve educational objectives within the local school district or districts with the schooL administrative unit.
(d) The superintendent shall be directly responsible to the local school district or districts within the school administrative unit board.
(e) The superintendent may nominate for school administrative unit board appointment one or more assistants, including assistant superintendents, and business administrators. The superintendent may assign duties for the efficient management of the school administrative unit.
Ed 302.02 Substantive Duties. The superintendent shall:
(a) Nominate all certified staff and appoint other employees in accordance with state law, the rules of the state board and school board policies;
(b) Direct and supervise the work of all employees of the district or districts within the school administrative unit and shall have all powers necessary to make such direction effective, as outlined in RSA 194-C:4. While the superintendent has ultimate responsibility, he/she may delegate powers and duties to other personnel.
(c) Be responsible for the selection and purchase of textbooks and all other supplemental materials and supplies in accordance with the rules of the school board and the state board and see that the same are distributed to the school, accurately accounted for and economically used;
(d) Be responsible for developing and recommending to the school board or boards within the school administrative unit the annual budget for the support of the educational program and for the operation and maintenance of schools within the district or districts and the school administrative unit in accordance with school board policy;
(e) Be responsible for developing and maintaining an accounting system and financial reporting procedures for all funds in accordance with local school board policy, and local and state laws;
(f) Be responsible for the development of an educational plan for the district or districts and for recommending a program of studies suitable to the needs of the pupils and the community in accordance with local school board policies, state statutes and state board rules;
(g) Remove a teacher or other employee of the district in accordance with RSA 189:31;
(h) Recommend the dismissal of certified staff to the board, which has the authority to dismiss in accordance with RSA 189:13;
(i) Provide for temporary staff to fill vacancies and shall provide supplies immediately needed for the operation of the schools;
(j) Be responsible for maintaining records and filing reports as required by the state board of education and the local school boards;
(k) Admit pupils to the resident school district in accordance with the laws of the state and the rules of the state board and policies of the local board;
(l) Direct pupils to assigned classes and grades;
(m) Maintain a safe environment for pupils free of hazardous conditions;
(n) Be responsible for the evaluation of personnel and programs in accordance with local school board policies; and
(o) Be responsible for implementation of state board rules, which apply in the area of the superintendents jurisdiction.
See policy CB
Revised: November, 1999
Revised: July, 1998
Windham School District Policy CBB
APPOINTMENT OF SUPERINTENDENT
The Superintendent shall be hired by the School Administrative Unit Board.
Statutory Reference:
RSA 194-C:5
Revised: November, 1999
Revised: July, 1998
Windham School District Policy CBG
SUPERINTENDENT'S DEVELOPMENT OPPORTUNITIES
The Board encourages the Superintendent to make every effort to stay abreast of educational trends and to seize opportunities for exploring new ideas and programs that may be used to advantage in the School District.
For the benefit of the entire school system, the Board encourages the Superintendent to set aside time each year to attend certain seminars and conferences and visit other school systems in which promising ideas are emerging, as these activities are delineated in the Superintendents individual employment contract.
Revised: November, 1999
Revised: July, 1998
Windham School District Policy CBI
EVALUATION OF THE SUPERINTENDENT
Through evaluation of the Superintendent, the Board:
1. Clarify for the Superintendent his/her role in the School system as seen by the Board.
2. Clarify for all Board members the role of the Superintendent in the light of his/her job description and the immediate priorities among his/her responsibilities as agreed upon by the Board and the Superintendent.
3. Strive to develop harmonious working relationships between the Board and Superintendent.
The Board will provide the Superintendent with periodic opportunities to discuss Superintendent-Board relationships, and provide written comments to the SAU Board for evaluation for the performance of the Superintendent.
See Appendix: CBI-R
Revised: November, 1999
Revised: July, 1998
EVALUATION OF THE SUPERINTENDENT
The SAU Board shall conduct a minimum of one (1) annual formal evaluation of the Superintendent.
Evaluation of the Superintendent shall be conducted in such manner as to:
1. Provide positive and constructive feedback to the Superintendent that
will support and promote the Superintendent's professional growth and
development;
2. Help the Board evaluate its work in planning the educational program
in this community; and
3. Strengthen the working relationship between the Board and the
Superintendent by providing a comprehensive vehicle of communication.
4. Identify strengths and weaknesses of the Superintendent, and make appropriate recommendations.
See Superintendent Evaluation Form
Windham School District CBI-R
SUPERINTENDENT EVALUATION FORM
Name of Superintendent Date
All items rated with a "1" require additional explanation. The reverse side of the
page may be used for explanations and additional comments.
5-Exemplary 4-Meets all requirements effectively 3-Satisfactory (meets expectations)
2-Meeting minimum demands only (some work needed) 1-Needs immediate attention
ADMINISTRATION
5 4 3 2 1
1. Exerts strong educational leadership, develops a strong
management team, and delegates responsibility.
2. Establishes and maintains a sound plan of organization and
assignment of staff personnel which will provide the proper
framework for accomplishing District objectives.
3. Fulfills the Board's goals and policies successfully.
4. Demonstrates skill in developing long-range planning activities
based on program needs and enrollment projections.
5. Employs a team effort in analyzing, planning, implementing,
and evaluating policies, programs, and personnel.
6. Implements procedures to carry out a continuous program of
evaluation.
7. Recommends for employment personnel who have proper
certification and skills for the position.
8. Organizes the roles and responsibilities of staff members so as
to optimize their effectiveness and to encourage harmonious
relationships among various segments of the school system.
9. Provides to the Board and the general public an organized and
informative annual report of the state of the District.
10. Maintains liaison with state and federal legislators, as well
as other outside agencies, in efforts to accomplish
legislation needed for school improvement.
Rating for this Category
In the area of administration, what is the strongest asset?
COMMENTS:
What specific area could be most improved?
INSTRUCTION
5 4 3 2 1
1. Provides overall leadership in the development and implementation of
a productive instructional delivery system.
2. Identifies and facilitates instruction and student achievement as the
focal point of the School District.
3. Identifies instructional objectives in terms of students and implements
programs to meet the diverse needs of students.
4. Capitalizes on the abilities and talents of the professional staff in
curriculum development, implementation, and evaluation.
5. Provides to staff throughout the system the time for organization and
the resources required to improve instruction.
6. Provides for continued monitoring and evaluation of instructional
activities.
7. Promotes high academic expectations and standards for students.
8. Incorporates useful new ideas into the instruction program.
9. Maintains a working knowledge of current educational research, reports
useful new concepts and shares that information with the Board.
10. Keeps the Board informed on the analysis, planning, implementation,
and evaluation of instructional activities.
11. Keeps the community informed of the program of instruction and plans
for improvement.
Rating for this Category
COMMENTS:
In the area of instruction, what is the strongest asset?
What specific area could be most improved?
RELATIONSHIP WITH THE BOARD
5 4 3 2 1
1. Works with the Board in the areas of analyzing, planning, implementing
and evaluating policies.
2. Informs the Board on issues, operations, the instruction program, and needs
of the school system.
3. Informs the Board on educational activities at the state and national levels.
4. Has an harmonious working relationship and maintains a professional
relationship with members of the Board.
5. Interprets and supports Board policy and decisions to the public and staff.
6. Provides the Board members with reports and information which will
enable them to sufficiently review the operations of the district.
7. Gives constructive advice and guidance to the Board regarding possibilities
for District improvement.
8. States his/her convictions in matters before the Board.
9. Utilizes the strengths of individual Board members and the Board itself
in the decision-making process.
10. Offers professional advice to the Board on items requiring Board action,
with appropriate recommendations based on thorough study and analysis.
Rating for this Category
COMMENTS:
In the area of Board relationship, what is the strongest asset?
What specific area could be most improved?
RELATIONSHIP WITH THE STAFF
5 4 3 2 1
1. Includes the participation of faculty and staff in the establishment and
the implementation of District-wide goals, objectives, and programs.
2. Facilitates high standards of performance for all staff members.
3. Facilitates evaluation of staff performance as required by state law
and by Board policy.
4. Facilitates two-way communication and interaction with staff.
5. Promotes programs for staff growth and development.
6. Strives to maintain positive morale by:
a. minimizing arbitrary decision-making and favorites;
b. giving fair and impartial treatment to all parties in a dispute; and
c. giving recognition and appreciation for a job well done.
7. Instills confidence and self-respect among staff.
8. Meets and confers with employee groups representing the interests and
directives of the Board.
9. Communicates effectively the concerns of employee groups to the Board
and Board responses to these concerns to employee groups.
Rating for this Category
COMMENTS:
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