ADMINISTRATION
SERIES 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 in the 400 Series, "Employees," also apply to administrators unless a more specific policy exists in the 300 Series, "Administration."
School district administrators have been given a great opportunity and responsibility to manage the school district, to provide educational leadership, and to implement the educational philosophy of the school district. They are responsible for the day-to-day operations of the school district. In carrying out these operations, the administrators are guided by board policies, the law, the needs of the students, and the wishes of the citizens in the school district community.
It is 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 will work together to share information and decisions under the management team concept.
Approved: 1-15-98
Reviewed 1/21/2019, 12/18/2023
Revised: 12/21/09
ADMINISTRATION
301.1 - MANAGEMENT
The board and the administrators will 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 is the responsibility of 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 (2007).
Cross Reference: 301 Administrative Structure
Approved: 11/18/97
Reviewed 1/21/2019, 12/18/2023
Revised: 12/21/09
ADMINISTRATION
301.2 - MANAGEMENT TEAM
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 will consider applicants that meet or exceed the standards set by the Iowa Department of Education and the qualifications established in the job description for the superintendent position. In employing a superintendent, the board will consider the qualifications, credentials and records of the applicants without regard to race, color, creed, religion, sex, national origin, age, sexual orientation, gender identity, or disability. In keeping with the law, however, the board will consider the veteran status of the applicants. The board will look closely at the training, experience, skill and demonstrated competence of qualified applicants in making its final decision.
In choosing a superintendent, the board will 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 (1994). 42 U.S.C. §§ 2000e et seq. (1994).
Iowa Code §§ 21.5(1)(i); 35C; 216; 279.8, .20 (2007).
281 I.A.C. 12.4(4). 1980 Op. Att'y Gen. 367.
Cross Reference: 200.2Powers of the Board of Directors
200.3 Responsibilities of the Board of Directors
301 Administrative Structure
302 Superintendent
Approved: 11/18/97
Reviewed: 1/21/2019
Revised: 12/21/09, 12/18/2023
ADMINISTRATION
302.1 - 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 will consider applicants that meet or exceed the standards set by the Iowa Department of Education and the qualifications established in the job description for the superintendent position. In employing a superintendent, the board will consider the qualifications, credentials and records of the applicants without regard to race, color, creed, religion, sex, national origin, age, sexual orientation, gender identity, or disability. In keeping with the law, however, the board will consider the veteran status of the applicants. The board will look closely at the training, experience, skill and demonstrated competence of qualified applicants in making its final decision.
In choosing a superintendent, the board will 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 (1994). 42 U.S.C. §§ 2000e et seq. (1994).
Iowa Code §§ 21.5(1)(i); 35C; 216; 279.8, .20 (2007). 281 I.A.C. 12.4(4). 1980 Op. Att'y Gen. 367.
Cross Reference: 200.2 Powers of the Board of Directors
200.3 Responsibilities of the Board of Directors
301 Administrative Structure
302 Superintendent
Approved: 11/18/97
Reviewed: 1/21/2019
Revised: 12/21/09, 12/18/2023
ADMINISTRATION
302.2 - SUPERINTENDENT CONTRACT
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.
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:
Iowa Code §§ 21.5(1)(i); 279.20, .22-.25 (2001). 281 I.A.C. 12.4(4).
Cross Reference: 302 Superintendent
Approved: 11/18/97
Reviewed: 1/21/2019
Revised: 12/18/2023
ADMINISTRATION
302.3 - 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 (2007). 1984 Op. Att'y Gen. 47.
Cross Reference: 302 Superintendent
Approved: 11/18/97
Reviewed: 1/21/2019, 12/18/2023
Revised: 12/21/09
ADMINISTRATION
302.4 - 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:
This list of duties will not act to limit the board's authority and responsibility over the superintendent. In executing these duties and others the board may delegate, the superintendent will consider the school district's financial condition as well as the needs of the students in the school district.
NOTE: This is a sample list of superintendent duties. A board may want to substitute its own superintendent job description for the policy.
Legal Reference: Iowa Code §§ 279.8, .20 (2001). 281 I.A.C. 12.4(4).
Cross Reference: 209 Board of Directors' Management Procedures
301 Administrative Structure
302 Superintendent
Approved: 1/15/98
Reviewed: 1/21/2019
Revised: 12/18/2023
ADMINSTRATION
302.4 E1 - SUPERINTENDENT JOB DESCRIPTION
I. QUALIFICATIONS:
A. Possess valid Iowa license.
1. Effective oral and written skills.
2. Knowledge of state and federal laws and regulations governing public schools.
3. Knowledge of budgeting procedures and business management.
4. Knowledge and skill in supervision and evaluation of personnel.
5. Knowledge of curriculum.
6. Ability to work effectively with groups to accomplish district goals.
II. REPORTS TO:
A. Board of Education
III. SUPERVISES:
A. All administrative and supervisory personnel of the district.
B. All employees who report directly to the Superintendent.
IV. JOB GOAL:
A. To provide leadership in developing and maintaining the best possible educational programs and services for the WACO Community School District.
V. PERFORMANCE RESPONSIBILITIES:
A. Chief Executive Officer of the Board of Education:
1. Administers as chief executive, the development and maintenance of a positive educational program designed to meet the needs of the community and to carry out the policies of the Board.
2. Attends and participates in all meetings of the Board and its committees, except when own employment or salary is under consideration.
3. Advises the Board on the need for new or revised policies and sees that all policies of the Board are implemented.
4. Prepares and submits to the Board recommendations relative to all matters requiring Board action, placing before the Board such necessary and helpful facts, information, and reports as are needed to ensure the making of informed decisions.
5. Informs and advises the Board about the programs, practices, and problems of the schools, and keeps the Board informed of the activities operating under the Board’s authority.
6. Ensures the development of annual goals for the district and reports on progress to the Board as appropriate or requested.
7. Represents the district in its dealings with other school systems, institutions, agencies, and community organizations.
8. Establishes and maintains a program of public relations to keep the public well-informed of the activities and needs of the school district, effecting a wholesome and cooperative working relationship between the schools and community.
9. Serves as spokesperson for the Board to the media.
10. Serves as spokesperson for the Board during negotiations with employees.
B. Chief Administrator of the District
1. Acts on own discretion if emergency action is necessary in any matter not covered by Board policy, reports such action to the Board as soon as practicable, and recommends policy in order to provide guidance in the future.
2. Supervises the implementation of all laws, regulations, and Board policies.
3. Makes administrative decisions within the school necessary to the proper function of the school district.
4. Makes such rules and gives such instructions to school employees and students as may be necessary to implement Board policy.
5. Calls meetings of employees of the district as are necessary to carry out the educational program of the district.
6. Secures and nominates for employment the best qualified and most competent teachers and supervisory and administrative personnel.
7. Directs the preparation of the annual budget for adoption of the Board and administers the budget as enacted by the Board, acting at all times in accordance with legal requirements and adopted Board policies.
8. Establishes and maintains efficient procedures and effective controls for all expenditures of school funds in accordance with the adopted budget.
9. Approves all purchase orders up to a maximum of $25,000. (Purchases above $25,000 require prior approval of the Board.)
10. Makes recommendations to the Board concerning transportation of pupils in accordance with the law and the requirements of safety.
11. Maintains directly or through delegation such personnel records, pupil accounting records, business records, and other records that are required by law and by Board policy.
12. Files, or causes to be filed, all reports required by the state and the school code.
C. Educational Leader for the District
1. Keeps informed of modern educational thought and practices by advanced study, by visiting school systems elsewhere, by attending educational conferences, and by other appropriate means, and keeps the Board informed of trends in education.
2. Recommends to the Board for its adoption all courses of study, curriculum guides, and major changes in texts and time scheduled to be used in the schools.
3. Supervises methods of teaching, supervision, and administration in effect in the schools.
VI. TERMS OF EMPLOYMENT:
A. As per Board policies and individual contract with the superintendent.
VII. EVALUATION:
A. Evaluation of the Superintendent shall be done annually by the Board.
ADMINISTRATION
302.5 - 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. This policy supports and does not preclude the ongoing, informal evaluation of the superintendent's skills, abilities and competence.
The superintendent will be an educational leader who promotes the success of all students by:
The formal evaluation will be based upon the following principles:
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.
Legal Reference:
· Wedergren v. Board of Directors, 307 N.W.2d 12 (Iowa 1981).
· Iowa Code §§ 279.8, .20, .23, .23A (2001).
· 281 I.A.C. 12.3(4).
Cross Reference:
· 212 Closed Sessions
· 302 Superintendent
· 302.5 E-1 Superintendent Evaluation Form
Approved: 1/15/98
Reviewed: 1/21/2019
Revised: 12/18/2023
ADMINISTRATION
302.5 E1 - 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. This policy supports and does not preclude the ongoing, informal evaluation of the superintendent's skills, abilities and competence.
The Iowa Board of Education previously adopted the new Iowa Standards for School Leaders which took effect on July 1, 2021. The WACO Community School District will use these new standards in conducting the evaluation of the superintendent. The board will look at the new standards on the IASB website and determine how to use that form in the superintendent's evaluation.
https://www.ia-sb.org/toolbox/hr-central/the-boards-primary-role-in-hr
Revised: 12/18/2023
Superintendent Evaluation Cycle
Formative Phase
October – Establish the Evaluation Plan for the School Year
November – Develop/Revise General Performance Criteria
January – District Goal Setting Retreat
February – Develop/Revise Specific Performance Criteria
Summative Phase
June
Input from Board Members
Summative Conference with Board
Summative Written Report with Board President
Sign-Off and File
CONTINUUM OF EVALUATION
Administrators Name: Date:
Standard 1:
An educational leader 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.
The effective Principal:
a. In collaboration with others, uses appropriate data to establish rigorous, concrete goals in the context of student achievement and instructional programs.
b. Uses research and/or best practices in improving the educational program.
c. Articulates and promotes high expectations for teaching and learning.
d. Aligns and implements the educational programs, plans, actions, and resources with the district’s vision and goals.
e. Provides leadership for major initiatives and change efforts.
f. Communicates effectively to various stakeholders regarding progress with school improvement plan goals.
Exemplary Proficient Progressing Not Meeting
Narrative (Self-Evaluation)
Evidence to support this standard includes:
Narrative (Supervisor Evaluation)
A summative rating of Progressing or Not Met should result in efforts to improve as identified in the Professional Learning Plan.
Standard 2: Culture of Learning
An educational leader 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.
The administrator:
a. Provides leadership for assessing, developing and improving climate and culture.
b. Systematically and fairly recognizes and celebrates accomplishments of staff and students.
c. Provides leadership, encouragement, opportunities and structure for staff to continually design more effective teaching and learning experiences for all students.
d. Monitors and evaluates the effectiveness of curriculum, instruction and assessment.
e. Evaluates staff and provides ongoing coaching for improvement.
f. Ensures staff members have professional development that directly enhances their performance and improves student learning.
g. Uses current research and theory about effective schools and leadership to develop and revise his/her professional growth plan.
h. Promotes collaboration with all stakeholders.
i. Is easily accessible and approachable to all stakeholders.
j. Is highly visible and engaged in the school community.
k. Articulates the desired school culture and shows evidence about how it is reinforced.
Exemplary Proficient Progressing Not Meeting
Narrative (Self-Evaluation)
Evidence to support this standard includes:
Narrative (Supervisor Evaluation)
A summative rating of Progressing or Not Met should result in efforts to improve as identified in the Professional Learning Plan.
Standard 3: Management
An educational leader promotes the success of all students by ensuring management of the organization, operations and resources for a safe, efficient and effective learning environment.
The administrator:
a. Complies with state and federal mandates and local board policies.
b. Recruits, selects, inducts and retains staff to support quality instruction.
c. Addresses current and potential issues in a timely manner.
d. Manages fiscal and physical resources responsibly.
e. Protects instructional time by designing and managing operational procedures to maximize learning.
f. Communicates effectively with both internal and external audiences about the operations of the school.
Exemplary Proficient Progressing Not Meeting
Narrative (Self-Evaluation)
Evidence to support this standard includes:
Narrative (Supervisor Evaluation)
A summative rating of Progressing or Not Met should result in efforts to improve as identified in the Professional Learning Plan.
Standard 4: Family and Community
An educational leader promotes the success of all students by collaborating with families and community members, responding to diverse community interests and needs and mobilizing community resources.
The administrator:
a. Engages family and community by promoting shared responsibility for student learning and support of the education system.
b. Promotes and supports a structure for family and community involvement in the education system.
c. Facilitates the connections of students and families to the health the social services that support a focus on learning.
d. Collaboratively establishes a culture that welcomes and honors families and community and seeks ways to engage them in student learning.
Exemplary Proficient Progressing Not Meeting
Narrative (Self-Evaluation)
Evidence to support this standard includes:
Narrative (Supervisor Evaluation)
.
A summative rating of Progressing or Not Met should result in efforts to improve as identified in the Professional Learning Plan.
Standard 5: Ethics
An educational leader promotes the success of all students by acting with integrity, fairness and in an ethical manner.
The administrator:
a. Demonstrates ethical and professional behavior.
b. Demonstrates values, beliefs, and attitudes that inspire others to higher levels of performance.
c. Fosters and maintains caring professional relationships with staff.
d. Demonstrates appreciation for and sensitivity to diversity in the school community.
e. Is respectful of divergent opinions.
Exemplary Proficient Progressing Not Meeting
Narrative (Self-Evaluation)
Evidence to support this standard includes:
Narrative (Supervisor Evaluation)
A summative rating of Progressing or Not Met should result in efforts to improve as identified in the Professional Learning Plan.
Standard 6: Societal Context
An educational leader promotes the success of all students by understanding the profile of the community and responding to, and influencing the larger political, social, economic, legal and cultural context.
The administrator:
a. Collaborates with service providers and other decision-makers to improve teaching and learning.
b. Advocates for the welfare of all members of the learning community.
c. Designs and implements appropriate strategies to reach desired goals.
Exemplary Proficient Progressing Not Meeting
Narrative (Self-Evaluation)
Evidence to support this standard includes:
Narrative (Supervisor Evaluation)
A summative rating of Progressing or Not Met should result in efforts to improve as identified in the Professional Learning Plan.
COMPREHENSIVE SUMMATIVE EVALUATION
Iowa Standards for School Leaders: This section is a summative of the administrators performance related to the six (6) Iowa Standards for School Leader.
1. Shared Vision:
2. Culture of Learning:
3. Management:
4. Family and Community:
5. Ethics:
6. Societal Context:
School Improvement Goals: This section identifies those goals to improve student achievement.
Professional Learning Plan: This section defines the administrators personal professional growth
Supervisor’s Employment Recommendation: Renewal of Contract Non-renewal of Contract
_________________________________________________ ________________________________________________
Administrator Signature/Date Supervisor Signature/Date
Signatures indicate the information in this evaluation has been discussed. The principal may prepare and present written comments related to this evaluation. Those comments will be appended to this report if presented to the supervisor within ten (10) calendar days to include a written request t
ADMINISTRATION
302.6 - 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, requires overnight travel, or involves unusual expense, the superintendent will bring it to the attention of the board president prior to attending the event.
The superintendent will report to the board after an event.
Adopted: 12/18/2023
| Legal Reference: | Iowa Code § 279.8 281 I.A.C. 12.7. |
| I.C. Iowa Code | Description |
|---|---|
| Iowa Code § 279.8 | Directors - General Rules - Bonds of Employees |
| I.A.C. Iowa Administrative Code | Description |
|---|---|
| 281 I.A.C. 12.7 | Professional Development |
| Code | Description |
|---|---|
| 303.07 | Administrator Professional Development |
| 401.07 | Employee Travel Compensation |
| 402.05 | Required Professional Development for Employees |
ADMINISTRATION
302.7 - Superintendent Civic Activities
It is the responsibility of the superintendent to become involved in school district community activities and events. It is within the discretion of the board to pay annual fees for professional organizations and activities.
Adopted: 12/18/2023
| Legal Reference: | Iowa Code § 279.8 |
| I.C. Iowa Code | Description |
|---|---|
| Iowa Code § 279.8 | Directors - General Rules - Bonds of Employees |
| Code | Description |
|---|---|
| 302.03 | Superintendent Salary and Other Compensation |
| 303.08 | Administrator Civic Activities |
ADMINISTRATION
302.8 - Superintendent Consulting/Outside Employment
The board reserves the right, however, to request that the superintendent cease the outside employment as a condition of continued employment. The board will give the superintendent thirty days notice to cease outside employment.
Adopted: 12/18/2023
| Legal Reference: | Iowa Code § 279.8, .20. |
| I.C. Iowa Code | Description |
|---|---|
| Iowa Code § 279.8 | Directors - General Rules - Bonds of Employees |
| Iowa Code § 279.20 | Superintendent - Term |
| Code | Description |
|---|---|
| 302.02 | Superintendent Contract and Contract Nonrenewal |
| 302.04 | Superintendent Duties |
ADMINSTRATION
302.9E1 - SUPERINTENDENT SECRETARY JOB DESCRIPTION
I. QUALIFICATIONS:
A. Effective oral and written skills.
B. Effective office organization and administration skills
C. Knowledge of state and federal laws and regulations governing public schools.
D. Knowledge of school accounting procedures and business management.
E. Knowledge and skill with office machines and computer software.
F. Ability to work effectively with groups to accomplish district goals.
II. REPORTS TO:
A. Superintendent of Schools
III. JOB GOAL:
A. Administrative/Secretarial Functions
1. Receives phone calls-keeps log.
2. Sorts and classifies daily mail.
3. Makes copies as needed.
4. Maintains records.
5. Enters transportation data in the computer.
6. Maintains employee application files.
7. Composes and prepares correspondence.
8. Maintains employee data base-telephone directory and physicals.
9. Maintains Materials Safety Data Sheets (MSDS) records.
10. Inventories and orders supplies as needed.
11. Assigns purchase order numbers and account numbers.
12. Processes open enrollment requests and maintains open enrollment records.
13. Assists superintendent with certified enrollment count.
14. Proofreads superintendent correspondence and reports.
15. Makes deposits to bank.
16. Mails or faxes purchase orders to venders.
17. Enters purchase order information in the fund accounting system.
18. Maintains petty cash fund for postage expense.
19. Issues staff activity passes.
20. Maintains book of students registered district-wide.
21. Schedules use of school-owned vehicles.
B. Activity Account Functions
1. Receipts money and credits to appropriate accounts.
2. Receives vouchers/invoices and writes checks for activity account expenditures.
3. Uses fund accounting system to enter transactions and reconcile accounts.
4. Prepares monthly financial report to the board.
5. Uses Excel spreadsheets to report monthly income expenses.
6. Prepares bank reconciliation of activity accounts.
7. Prepares periodic reports of fund balances to activity sponsors.
C. Food Service Functions
1. Receives vouchers/invoices.
2. Prepares vendor checks using fund accounting system.
3. Prepares monthly report to the board.
4. Completes monthly federal reimbursement paperwork.
5. Prepares annual lunch program reports.
6. Prepares bank reconciliation.
7. Completes year-end inventories from head cook and assigns dollar values to inventories.
8. Completes annual lunch program policy/guidelines.
9. Maintains records of free & reduced lunch applications and documents.
D. Transportation Functions
1. Handles bus communications by radio.
2. Reports maintenance problems to mechanics.
3. Receives drivers’ logs
4. Records bus maintenance costs and fuel wages.
5. Completes and submits annual transportation report.
6. Keeps track of bus driver licensure/physicals.
7. Assists drivers with leave forms.
8. Assists staff with transportation requests.
9. Keeps bus physical data including licenses, permits, titles, etc.
10. Keep bus records.
11. Assists with bus driver drug and alcohol testing as needed.
IV. PERFORMANCE RESPONSIBILITIES:
V. TERMS OF EMPLOYMENT:
A. Salary and work schedule as recommended by the superintendent to the board
VI. EVALUATION:
A. Evaluation of the superintendent’s secretary shall be done annually by the superintendent.
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:
REPORTS TO:
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.
Certified Annual Report (CAR)
Special Education Supplement
Aid and Levy Worksheet
School Budget
Basic Educational Data Survey (BEDS)
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:
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
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 various conferences and events in which they are involved. Prior to attendance at an event, the administrator must receive approval from the superintendent. In the case where overnight travel or unusual expense is involved, the superintendent will bring it to the attention of the board prior to the administrator attending the event.
The administrator will report to the superintendent after an event.
Adopted: 1/15/2024
| Legal Reference: | Iowa Code § 279.8 281 I.A.C. 12.7. |
| I.C. Iowa Code | Description |
|---|---|
| Iowa Code § 279.8 | Directors - General Rules - Bonds of Employees |
| I.A.C. Iowa Administrative Code | Description |
|---|---|
| 281 I.A.C. 12.7 | Professional Development |
| Code | Description |
|---|---|
| 302.06 | Superintendent Professional Development |
| 401.07 | Employee Travel Compensation |
| 402.05 | Required Professional Development for Employees |
ADMINISTRATION
303.8 - 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. It is within the discretion of the board to pay annual fees for professional organizations and activities.
Adopted: 1/15/2024
| Legal Reference: | Iowa Code § 279.8 |
| I.C. Iowa Code | Description |
|---|---|
| Iowa Code § 279.8 | Directors - General Rules - Bonds of Employees |
| Code | Description |
|---|---|
| 302.07 | Superintendent Civic Activities |
ADMINISTRATION
303.9 - 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 will give the administrator thirty days notice to cease outside employment.
Adopted: 1/15/2024
| Legal Reference: | Iowa Code § 279.8, .21. |
| I.C. Iowa Code | Description |
|---|---|
| Iowa Code § 279.8 | Directors - General Rules - Bonds of Employees |
| Iowa Code § 279.21 | Principals |
| Code | Description |
|---|---|
| 303.03 | Administrator Contract and Contract Nonrenewal |
| 303.05 | Administrator Duties |
ADMINISTRATION
304.1 - 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 should 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 will 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 administrative regulations.
Legal Reference: Iowa Code § 279.8 (2007).
Cross Reference: 209 Board of Directors' Management Procedures
304.2 Monitoring of Administrative Regulations
Approved: 2/19/98
Reviewed: 1/21/2019, 2/19/2024
Revised: 12/21/09
ADMINISTRATION
304.2 - 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 (2007).
Cross Reference: 209 Board of Directors' Management Procedures
304.1 Development and Enforcement of Administrative Regulations
Approved: 12/21/09
Reviewed: 1/21/2019, 2/19/2024
Revised: 12/21/09
ADMINISTRATION
305 - 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:
Legal Reference:
Iowa Code § 279.8 282 I.A.C. 13.
I.C. Iowa Code
Description
Iowa Code § 279.8
Directors - General Rules - Bonds of Employees
I.A.C. Iowa Administrative Code
Description
282 I.A.C. 13
Educational Examiners - Teacher Licenses/Endorsements
Cross References
Code
Description
404
Employee Conduct and Appearance
404-R(1)
Employee Conduct and Appearance - Code of Professional Conduct and Ethics Regulation
404-R(2)
Employee Conduct and Appearance - Code of Rights and Responsibilities Regulation
713
Responsible Technology Use & Social Networking
713-R(1)
Responsible Technology Use & Social Networking - Regulation
Approved: 2/19/98
Reviewed: 1/21/2019
Revised: 12/21/09, 2/19/2024
ADMINISTRATION
306 - SUCCESSION OF AUTHORITY TO THE SUPERINTENDENT
In the absence of the superintendent, it is the responsibility of the other administrators to assume the superintendent's duties. The succession of authority to the superintendent is in this order:
· Secondary principal
· Elementary principal
· Curriculum Coordinator*
· Business Manager/Board Secretary
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 assume the responsibilities of the superintendent. The successor will 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 will mean the "superintendent or the superintendent's designee" unless otherwise stated in the board policy.
*When a curriculum coordinator is employed by the district
Legal Reference: Iowa Code § 279.8 (2001).
281 I.A.C. 12.4(4).
Cross Reference: 302 Superintendent
Approved: 2/19/98
Reviewed: 1/21/2019, 2/19/2024
Revised:
ADMINISTRATION
307 - COMMUNICATION CHANNELS
Rescinded - 2/19/2024. Public Complaints - see policy 213.1 Student Complaints - see policy 502.4
Questions and problems shall be resolved at the lowest organizational level nearest to the complaint. School employees will 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.
The administration will have the primary responsibility to resolve questions and problems raised by the employees and the students they supervise and by other members of the WACO school community.
If resolution is not possible by any of the above, individuals may bring it to the attention of the superintendent within ten school days of their discussion with the principal. If there is no resolution or plan for resolution by the superintendent within ten school days of the individual's discussion with the superintendent, the individual may ask to have the question or problem placed on the board agenda. The action of the board will be final.
It 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 (2001).
Cross Reference: 213 Public Participation in Board Meetings
401.4 Employee Complaints
502.4 Student Complaints and Grievances
504.3 Student Publications
Approved: 2/19/98
Reviewed: 01/21/2019
Revised: