ADMINISTRATION

303.1 - ADMINISTRATIVE POSITIONS

The school district shall have, in addition to the superintendent, the following other administrative positions:  high school principal, elementary principal, curriculum coordinator*, school board secretary/business manager.   These administrators shall work closely with the superintendent in the day-to-day operations of the school district.

It shall be the responsibility of these 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.

*When a curriculum coordinator is employed by the district.

Legal Reference: Iowa Code §§ 279.8, .20, .21, .23-.24 (2001).

281 I.A.C. 12.4.

Cross Reference: 301  Administrative Structure

303  Administrative Employees

Approved: 1/15/98

Reviewed: 01/21/2019, 1/15/2024

Revised:

ADMINISTRATION

303.2 - 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 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 on the basis of race, color, national origin, gender, disability, religion, creed, marital status, sexual orientation, and gender identity. 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 will 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 will 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 (2001).

                                                281 I.A.C. 12.4.

                                                1980 Op. Att'y Gen. 367.

Cross Reference:         303  Administrative Employees

Approved:                   1/15/98

Reviewed:                  01/21/2019, 1/15/2024

Revised:                      

ADMINISTRATION

303.3 - ADMINISTRATOR CONTRACT AND CONTRACT NONRENEWAL

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 will 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 law. 

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

NOTE:  May 15 is the date established by Iowa law for notice of board action to consider termination of an administrator’s contract.  The board may select an earlier date but not a later date.

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 Education of Hinton Community School District, 282 N.W.2d 740 (Iowa 1979), Iowa Code §§ 279.20, .22-.25 (2001)., 281 I.A.C. 12.4(4), .4(7).

Cross Reference:         303  Administrative Employees

Approved:                    1/15/98

Reviewed:                   1/21/2019

Revised:                      1/15/2024

ADMINISTRATION

303.4 - 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 (2007).  1984 Op. Att'y Gen. 47.

Cross Reference:         303      Administrative Employees

Approved:                      1/15/98

Reviewed                       1/21/2019, 1/15/2024

Revised:                        12/21/09

ADMINISTRATION

303.5 - ADMINISTRATOR DUTIES

ADMINISTRATOR DUTIES

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

Each attendance center will 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 is 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 the 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;

        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 should 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 will 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, .23A (2007).  281 I.A.C. 12.4(5), .4(6), .4(7).

Cross Reference:         301 Administrative Structure

                                     303  Employees

                                      303.5  E-1  Elementary/Secondary Principal Job Description

Approved:                   1/15/98

Reviewed:                   1/21/20191/15/2024

Revised:                      12/21/09

ADMINISTRATION

303.5E-1 - ELEMENTARY/SECONDARY PRINCIPAL JOB DESCRIPTION

I.          QUALIFICATIONS

1.        Possess valid Iowa license

2.         Effective oral and written skills.

3.         Knowledge of curriculum.

4.         Ability to work effectively with groups to accomplish district goals.

5.         Knowledge and skill in supervision and evaluation of personnel.

6.         Knowledge of budgeting procedures and business management.

7.         Knowledge of state and federal laws and regulations governing public schools.

II.        REPORTS TO:

             A.        Superintendent

             B.        Board of Education

III.       SUPERVISES

            A.        Certified and non-certified staff at the building principal's respective building.                             

IV.       JOB GOAL

            A.        To provide leadership in developing and maintaining the best possible educational programs and services for WACO Elementary/Secondary.

V.        PERFORMANCE RESPONSIBILITIES

A.        Leadership

   1.  Interpret and enforce district policies and administrative regulations.

   2.  Exercise vision and provide leadership that appropriately involves staff, parents, students, and the community in the identification and accomplishment of the school's mission.

   3.  Establish and maintain an effective learning climate in the elementary or secondary school.

   4.  Plan, organize, direct, or oversee all building activities.

   5.  Encourage and develop the leadership of others.

   6.  Analyze relevant information, make decisions, delegate responsibility, and provide appropriate support and follow-up.

   7.  Identify and creatively coordinate the use of available human, material, and financial  resources to achieve the school's mission and goals.

   8.  Initiate and manage constructive change.

   9.  Participate in the selection and direct supervision all elementary/secondary professional, paraprofessional, and support personnel.

   10.  Supervise the elementary/secondary school teaching process.

   11.  Work with central administrative staff on district matters, such as transportation and special services.

B.        Communication

   1.  Keep the superintendent informed of the building's activities and problems.

   2.  Act as a liaison between the elementary/secondary school and the community, interpreting activities and policies of the school.

   3.  Coordinate building and district activities with elementary/secondary principal.

   4.  Coordinates interpretation of Board Policy, WEA and WESA Master Contract with superintendent and elementary/secondary principal.

   5.  Maintain open lines of communication with students, parents, and various constituencies within the school community.

   6.  Keep communication flowing to and from the school.

   7.  Conduct staff meetings as necessary to keep all building personnel informed.

   8.  Respond to written and oral requests for information.

   9.  Promote student and staff use of higher-level thinking skills.

   10.  Encourage community participation and involvement in elementary/secondary school life.

C.        Group Processes

   1.  Apply the principles of group dynamics and facilitation skills.

   2.  Resolve difficult situations by use of conflict-resolution methods.

   3.  Match the appropriate decision-making techniques to the particular situation.

   4.  Apply the process of consensus-building both as a leader and as a member of a group.

   5.  Achieve intended outcomes through the use of principles of motivation.

   6.  Encourage participation by students, staff, parents, and community members in decision making processes as appropriate.

   7.  Exemplify the behavior expected of others.

D.        Curriculum and Instruction

   1.  Apply the community's values and goals in curriculum development.

   2.  Assist in the development, revision and evaluation of the elementary/secondary curriculum.

   3.  Encourage faculty input and involvement in continual review and monitoring of the curriculum to ensure that the appropriate scope, sequence, and content are followed.

   4.  Seek appropriate resources of time, money, personnel, and materials to support the identified curriculum.

   5.  Provide for developmentally appropriate, multicultural, and nonsexist programs for students.

   6.  Encourage students and staff to participate in supplementary activities that enhance and complement what is learned in the classroom.

E.        Performance

   1.  Set high expectations for students, staff, parents, and self.

   2.  Maintain high standards of student conduct and enforce discipline as necessary, according to due process rights of students.

   3.  Involve others in designing staff development programs that match the goals of the school with the need of the participants.

   4.  Encourage staff participation in professional development activities.

   5.  Identify and employ appropriate support services.

   6.  Engage in continuing personal and professional development.

F.         Evaluation

   1.  Use a variety of techniques and strategies to assess:

                      1.  student performance.

                      2.  individual staff performance.

                      3.  progress toward achievement of curriculum goals.

                      4.  effectiveness of the overall instructional program.

   2.  Apply effective observation and conferencing skills.

   3.  Orient newly assigned staff members and assist in their development, as appropriate.

   4.  Demonstrate a level of human relations skills which assures that the evaluation process will be helpful rather than destructive.

   5.  Use due process procedures and legal assistance in dealing with disciplinary and dismissal cases.

G.        Organizational Management

   1.  Use collaborative strategic planning to help identify and accomplish the school's mission, goals, and objectives.

   2.  Develop and implement administrative procedures consistent with local policies, state and federal rules, and contractual agreements.

   3.  Recruit, select, assign, and organize staff in such a way as to assure the greatest potential for the accomplishment of the school's mission.

   4.  Attract volunteers and provide them effective training and meaningful assignments.

   5.  Provide a safe, orderly climate for learning.

   6.  Facilitate coordination of community service agencies so that appropriate resources are directed to at-risk children.

   7.  Develop and implement equitable and effective schedules.

   8.  Develop policies and practices that assure appropriate and confidential collection and use of school and student data.

   9.  Keep abreast of developments in education law, including the implications of liability.

   10.  Manage the operation and maintenance of the physical plant.

H.        Fiscal Management

   1.  Plan, prepare, and justify the elementary/secondary school budget in accordance with school district budgeting procedures.

   2.  Employ and monitor acceptable accounting procedures in the maintenance of all elementary/secondary fiscal records.

   3.  Use cost control procedures and institute cost-effective practices in the management of all school funds.

   4.  Analyze, approve, and monitor expenditures directly related to the elementary/secondary operational budget.

   5.  Exercise creativity in finding new resources for supporting the school's program.

Approved:       1/15/98

Reviewed:       01/21/2019, 1/15/2024

Revised:          

ADMINISTRATION

303.5 E-2 - BUSINESS MANAGER JOB DESCRIPTION

QUALIFICATIONS:

1. Bachelor’s degree in education, business management or accounting.
2. A minimum of four years of experience in one of the above fields, including at least one year of experience in a supervisory capacity.
3. Knowledge of current trends in school finance and business services.
4. Ability to lead and supervise business office personnel.
5. Strong verbal and written communication skills.
6. Ability to relate effectively with diverse audiences.
7. Ability to work in a team setting and promote collaboration.
8. Ability to organize, prioritize and complete multiple tasks and responsibilities independently.
9. Such alternatives to the above qualifications as the Board of Education may find appropriate and acceptable.

REPORTS TO:

1. Superintendent.

JOB GOAL:

To administer the Business Department of the district in such a way as to provide the best possible educational services with the financial resources available.

PERFORMANCE RESPONSIBILITIES:

1.      Coordinate the budget development and fiscal planning activities of the district, including the preparation of budget documents.

1. Direct financing requirements of the school district, including the sale of bonds, anticipatory warrants, and the investment of reserve funds.
2. Supervise and control the district’s accounting activities, which include payroll, billing and accounts receivable, inventory, accounts payable, and general ledger.
3. Prepare appropriate financial reports and statements.
4. Analyze and interpret financial statements to assist board and administration in making informed business decisions.
5. Guide, direct, and train other members of the administrative team in understanding financial information.
6. Establish, implement, and monitor the design of the accounting system.
7. Establish procedures for data handling and retention related to financial functions.
8. Organize and supervise the internal audit functions.
9. Work with the external auditors to assure that financial reports present fairly the financial position of the district.
10. Provide the negotiating teams with financial and cost information to assist them with negotiations.
11. Serve on the negotiations team for the district and maintain negotiations records.
12. Utilize appropriate technology applications to enhance effective and efficient operations.
13. Implement state-of-the-art cash management techniques.
14. Supervise and control the timely preparation and filing of regulatory reports including, but not limited to:

Certified Annual Report (CAR)

Special Education Supplement

Aid and Levy Worksheet

School Budget

Basic Educational Data Survey (BEDS)

1. Establish, implement, and monitor compliance with accounting policies and guidelines.
2. Administer employee benefits programs.
3. Review, monitor, and evaluate monthly and year-to-date expenditure patterns as it relates to the proposed budget and report significant variances to the Superintendent.
4. Oversee the purchasing of all district supplies and equipment, using appropriate funding sources and budget codes.
5. Implement an efficient and effective purchasing system for the district.
6. Keep abreast of new developments in general accounting principles for government and schools, applicable to federal and state laws, including tax, FICA, and IPERS, district policies and innovations in software and hardware in the areas of responsibility.
7. Administer budget accounts related to areas of responsibility.
8. Promote collaborative partnerships with other agencies and businesses, which enhance the business department.
9. Model a belief in the importance of continuous learning and the establishment of a learning community.
10. Participate in regional and state workshops and organizations and maintain current knowledge of major developments in school finance and business services.
11. Prepare and submit a monthly report on the district’s fiscal status.
12. Recommend new accounting procedures as desired and necessary.
13. Arrange for audits of all accounts and records annually by an independent, certified public accountant selected by the board.
14. Cooperate with the auditors and provide information to them as
15. requested.
16. Perform such other duties as may be assigned.

TERMS OF EMPLOYMENT:

Salary and work year to be recommended by the Superintendent and Board of Education.

EVALUATION:

Performance of this job will be evaluated annually in accordance with the provisions of the Board of Education’s policy on Administrator Evaluation.

Revised: 1/15/2024

ADMINISTRATION

303.6 - ADMINISTRATOR EVALUATION

The superintendent will 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, 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, assess administrator competence in the Iowa Standards for School leaders, 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. This policy supports and does not preclude the ongoing informal evaluation of the administrator's skills, abilities and competence.

The superintendent is responsible for designing an administrator evaluation instrument to assess, among other things, the administrator’s competence in meeting the Iowa Standards for School Leaders and the goals of the administrator’s individual professional development plan.  The formal evaluation will include written criteria related to the job description and the Iowa Standards for School Leaders.  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:

• Mission, Vision and Core Values:  Develop, advocate and enact a shared mission, vision, and core values of high-quality education and academic success and well-being of each student.
• Ethics and Professional Norms:  Act ethically and according to professional norms to promote each student’s academic success and well-being.
• Equity and Cultural Responsiveness:  Strive for equity of educational opportunity and culturally responsive practices to promote each student’s academic success and well-being.
• Curriculum, Instruction and Assessment:  Develop and support intellectually rigorous and coherent systems of curriculum, instruction and assessment to promote each student’s academic success and well-being.
• Community Care and Support for Students:  Cultivate an inclusive, caring and supportive school community that promotes the academic success and well-being of each student.
• Professional Capacity of School Personnel:  Develop the professional capacity and practice of school personnel to promote each student’s academic success and well-being.
• Professional community for Teachers and Staff:  Foster a professional community of teachers and professional staff to promote each student’s academic success and well-being.  
• Meaningful Engagement of Families and Community:  Engage families and the community in meaningful, reciprocal, and mutually beneficial ways to promote each student’s academic success and well-being.
• Operations and Management:  Manage school operations and resources to promote each student’s academic success and well-being.
• School Improvement:  Act as an agent of continuous improvement to promote each student’s academic success and well-being.

It is the responsibility of the superintendent to conduct a formal evaluation of the probationary administrators and nonprobationary administrators prior to May 15. 

NOTE:  The Iowa Board of Education previously adopted the new Iowa Standards for School Leaders which will take effect on July 1, 2021.  Districts are required to use these new standards in conducting evaluations of school administrators. 

Revised:  1/15/2024

 

ADMINISTRATION

303.7 - ADMINISTRATOR PROFESSIONAL DEVELOPMENT

ADMINISTRATION

303.8 - ADMINISTRATOR CIVIC ACTIVITIES

ADMINISTRATION

303.9 - ADMINISTRATOR CONSULTING, OUTSIDE EMPLOYMENT