302 - Superintendent

302 - Superintendent dawn@iowaschoo… Wed, 09/02/2020 - 11:14

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 experience 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.
                                      42 U.S.C. §§ 2000e et seq.
                                      Iowa Code §§ 21.5(1)(i); 35C; 216; 279.8, .20.
                                      281 I.A.C. 12.4(4).

Cross Reference: 200.2   Powers of the Board of Directors
                                      200.3   Responsibilities of the Board of Directors
301      Administrative Structure
                                      302      Superintendent

Initially Approved 03-12-2001
Last Reviewed 04-14-2021
Last Revision 04-14-2021

dawn@iowaschoo… Wed, 09/02/2020 - 11:28

302.2 - Superintendent Contract and Contract Nonrenewal

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 non-probationary 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 the law.

If the superintendent wishes to resign, to be released from a contract, or to retire, the superintendent must comply with applicable law and board policies.

Legal Reference: Martin v. Waterloo Community School District, 518 N.W. 2d 381 (Iowa 1994).
                                      Cook v Plainfield Community School District, 301 N.W.2d 771 (Iowa App. 1980).
                                      Board of Education of Fort Madison Community School District v. Youel, 282 N.W.2d 677 (Iowa 1979).
                                      Briggs v Board of Directors of Hinton Community School District, 282 N.W.2d 740 (Iowa 1979).
                                      Luse v. Waco Community School District of Henry Co., 258 Iowa 1087, 141 N.W.2d 607 (1966).
                                      Iowa Code §§ 279
                                      281 I.A.C. 12.4(4).

Cross Reference: 302 Superintendent

Initially Approved 03-12-2001
Last Reviewed 04-14-2021
Last Revision 04-14-2021

dawn@iowaschoo… Wed, 09/02/2020 - 11:30

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 prior to 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.
1984 Op. Att'y Gen. 47.

Cross Reference: 302 Superintendent

Initially Approved 03-12-2001
Last Reviewed   04-14-2021
Last Revision    04-14-2021

dawn@iowaschoo… Wed, 09/02/2020 - 11:15

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:

Interprets and implements all board policies and all state and federal laws relevant to education;
Supervises, either directly or through delegation, all activities of the school system according to, and consistent with, the policies of the board;
Represents the board as a liaison between the school district and the community;
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 school district and the community;
Attends and participates in all meetings of the board, except when the superintendent has been excused, and makes recommendations affecting the school district;
Reports to the board on such matters as deemed material to the understanding and proper management of the school district or as the board may request;
Assumes responsibility for the overall financial planning of the district and for the preparation of the annual budget, and submits it to the board for review and approval;
Establishes and maintains efficient procedures and effective controls for all expenditures of school district funds in accordance with the adopted budget, subject to the direction and approval of the board;
Files, or causes to be filed, all reports required by law;
Makes recommendations to the board for the selection of employees for the school district;
Makes and records assignments and transfers of all employees pursuant to their qualifications;
Employs such employees as may be necessary, within the limits of budgetary provisions and subject to the board's approval;
Recommends to the board, for final action, the promotion, salary change, demotion, or dismissal of any employee;
Prescribes rules for the classification and advancement of students, and for the transfer of students from one building to another in accordance with board policies;
Summons employees of the school district to attend such regular and occasional meetings as are necessary to carry out the education program of the school district;
Supervises methods of teaching, supervision, and administration in effect in the schools;
Attends such conventions and conferences as are necessary to keep informed of the latest educational trends;
Accepts responsibility for the general efficiency of the school system, for the development of the employees, and for the educational growth and welfare of the students;
Defines educational needs and formulates policies and plans for recommendation to the board;
Makes administrative decisions necessary for the proper functioning of the school district;
Has final word for scheduling the use of buildings and grounds by all groups and/or organizations;
Acts as the purchasing agent for the board, and establishes procedures for the purchase of books, materials and supplies;
Approves vacation schedules for employees;
Conducts periodic district administration meetings;
Performs other duties as may be assigned by the board.
Supervises the establishment or modification of the boundaries of school attendance and transportation areas subject to approval of the board; and
Directs studies of buildings and sites, taking into consideration population trends and the educational and cultural needs of the district in order to ensure timely decisions by the board and the electorate regarding construction and renovation projects.

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.

Legal Reference: Iowa Code §§ 279.8, .20, 23A .
281 I.A.C. 12.4(4).

Cross Reference: 209      Board of Directors' Management Procedures
                                    301      Administrative Structure
                                    302      Superintendent

Initially Approved 03-12-2001
Last Reviewed   04-14-2021
Last Revision    04-14-2021

dawn@iowaschoo… Wed, 09/02/2020 - 11:31

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:

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.

The formal evaluation will be based upon the following principles:

The evaluation criteria will be in writing, clearly stated and mutually agreed upon by the board and the superintendent. The criteria will be related to the job description, the Iowa Standards for School Leaders, and the school district's goals, and the goals of the administrator’s individual professional development plan.
At a minimum, the evaluation process will be conducted annually at a time agreed upon;
Each board member will have an opportunity to individually evaluate the superintendent, and these individual evaluations will be compiled into an overall evaluation by the entire board;
The superintendent will conduct a self-evaluation prior to discussing the board's evaluation, and the board as a whole will discuss its evaluation with the superintendent;
The board may discuss its evaluation of the superintendent in closed session upon a request from the superintendent and if the board determines its discussion in open session will needlessly and irreparably injure the superintendent's reputation; and,
The individual evaluation by each board member, if individual board members so desire, will not be reviewed by the superintendent. Board members are encouraged , however, to communicate their criticisms and concerns to the superintendent in the closed session. The board president will develop a written summary of the individual evaluations, including both the strengths and the weaknesses of the superintendent, and place it in the superintendent's personnel file to be incorporated into the next cycle of evaluations.

Legal Reference: Wedergren v. Board of Directors, 307 N.W.2d 12 (Iowa 1981).
Iowa Code §§ 279.8, .20, .23, .23A.
281 I.A.C. Ch. 83; 12.3(4).

Cross Reference: 212 Closed Sessions
302 Superintendent

Initially Approved 03-12-2001
Last Reviewed 09-22-2021
Last Revision 09-22-2021

dawn@iowaschoo… Wed, 09/02/2020 - 11:16

302.5E1 - Superintendent Evaluation Form

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

1a. In collaboration with others, uses appropriate data to establish rigorous, concrete goals in the context of student achievement and instructional programs.

Identifies critical data elements with stakeholder groups (i.e. teacher leaders, principals, SIAC, Board, etc.).
Ensures data-driven goals are set for the building and district teams.
Participates in planning process to establish measurable goals with all stakeholders.

1b. Uses research and/or best practices in improving the educational program.

Demonstrates knowledge of current research and best practice.
Ensures staff has access to information and/or examples of current research and best practice.
Aligns goals with current research and best practice about high quality instructional programs.
Systematically engages stakeholders in discussions about current research and best practice.

1c. Articulates and promotes high expectations for teaching and learning.

Holds administrative team to established expectations for teacher and student performance.
Works with stakeholders to establish expectations for teacher and student performance.
Communicates and discusses expectations for teaching and learning with stakeholders.
Promotes the belief that all students will master rigorous academic standards.
Facilitates goal setting to improve student achievement.

1d. Aligns and implements the education programs, plans, actions, and resources with the district’s vision and goals.

Ensures building-level goals and action plans are consistent with district goals.
Ensures curriculum, instruction, and assessment alignment.
Provides leadership for development of effective and meaningful school improvement plan.
Makes decisions and allocates resources to support building and district goals.

1e. Provides leadership for major initiatives and change efforts.

Demonstrates understanding of the change process.
Systematically plans change efforts to improve student achievement.
Uses knowledge of the school, district and community environment to inform planning and actions.
Allocates resources to support initiatives and change efforts.
Supports staff during the change process.
Garners staff and community support for change.
Fosters a climate of shared leadership.

1f. Communicates effectively to various stakeholders regarding progress with school improvement plan goals.

Uses multiple means of communication to report district progress to share and help all stakeholders
understand district progress.
Responds to stakeholder questions and/or concerns with information.

Evidence:

______________________________________________________________________________________

Reflection:

______________________________________________________________________________________

Summary Rating

Meets Standard

Doesn’t Meet Standard

STANDARD #2: 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. (Culture of Learning)

2a. Provides leadership for assessing, developing and improving climate and culture.

Articulates a plan to improve/sustain the desired climate and culture.
Defines a set of core values, which reflect the desired climate and culture.
Facilitates the assessment of implementation of plan and alters as necessary based on data sources.
Fosters a climate in which every student is well known, respected, and cared for.

2b. Systematically and fairly recognizes and celebrates accomplishments of staff and students.

Develops a structure that ensures all students and staff earn recognition for work well done.
Communicates accomplishments of staff and students to district stakeholders.

2c. Provides leadership, encouragement, opportunities and structure for staff to continually design more effective teaching and learning experiences for all students.

Articulates desired effective teaching and learning experiences.
Facilitates the utilization of effective current practices and new innovations.
Orchestrates processes to improve teaching and learning experiences.
Facilitates the assessment of the results, which reflect the success of established processes.

2d. Monitors and evaluates the effectiveness of curriculum, instruction and assessment.

Ensures a high quality system is in place and used for the review of curriculum implementation and

instruction and assessment practices.

Facilitates the collection of data related to curriculum, instruction and assessment.
Facilitates the collaborative analysis of data related to curriculum, instruction and assessment.
Ensures that a rigorous academic program is in place at each school.
Ensures that each student is engaged in a rigorous course of study.
Ensures that the curricular program is aligned with assessment systems.
Ensures that the curricular program is aligned across grades and levels of schooling.
Ensures that the regular and special programs (special education, English and a second language, etc.) are aligned.

2e. Evaluates staff and provides ongoing coaching for improvement.

Demonstrates an understanding of and applies the Iowa School Leadership Standards and Criteria.
Maximizes district evaluation process to improve staff performance.
Initiates frequent conversations focused on continuous improvement.
Initiates critical conversations about quality teaching.

2f. Ensures staff members have professional development that directly enhances their performance and improves student learning.

Allocates resources to provide ongoing, research-based professional development.
Ensures professional development reflects current research-based practices, which have demonstrated improvement in student achievement.
Solicits input from staff regarding professional development needs and planning.
Collaborates with staff in the design of a plan that correlates with the Iowa Professional Development Model.

2g. Uses current research and theory about effective schools and leadership to develop and revise his/her professional growth plan.

Demonstrates an understanding of current research and theory regarding effective schools and leadership.
Builds professional growth plan based on school district needs, the school improvement plan and data on student performance.

2h. Promotes collaboration with all stakeholders.

Ensures that a variety of stakeholders are meaningfully involved in accomplishing the mission of the school.
Provides time and opportunities for collaboration.
Provides meaningful opportunities for students to be engaged in school.
Fosters a culture in which teachers collaboratively engage, on a routine basis, on the shared work of
improving the instructional program.

2i. Is easily accessible and approachable to all stakeholders.

Develops and communicates a process for stakeholders to communicate with the administrator.

2j. Is highly visible and engaged in the school community.

Interacts with stakeholders in ways that enhance their support for the district.
Makes systematic and frequent visits to buildings and school and community activities.

2k. Articulates the desired school culture and shows evidence about how it is reinforced.

Develops a shared vision of the school culture.
Collects, shares and analyzes data regarding school cultures.

Evidence:

______________________________________________________________________________________

Reflection:

______________________________________________________________________________________

Summary Rating

Meets Standard

Doesn’t Meet Standard

STANDARD #3: 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.

(Management)

3a. Complies with state and federal mandates and local board policies.

Ensures organizational compliance at all levels of local, state, and federal policies and mandates.
Explains local, state, and federal policies and mandates to stakeholders.
Allocates resources to support the compliance of local, state, and federal policies and mandates.
Develops and ensures the implementation of procedures and structures to support the compliance at all levels of local, state, and federal policies and mandates.

3b. Recruits, selects, inducts, and retains staff to support quality instruction.

Uses a variety of methods and resources to recruit highly qualified staff.
Develops district procedures for hiring staff and ensures the process is followed.
Ensures opportunities are provided for orientation, mentoring, and ongoing support for staff.

3c. Addresses current and potential issues in a timely manner.

Identifies issues with the potential to impact the district.
Develops plans to address the issues with the potential to impact the district.
Uses appropriate methods to communicate plans.

3d. Manages fiscal and physical resources responsibly, efficiently, and effectively.

Allocates resources, including technology, to optimize student learning.
Implements and communicates effective budgetary policies and procedures.
Assesses district facility needs and develops plan to meet those needs.

3e. Protects instructional time by designing and managing operational procedures to maximize learning.

Develops a school calendar to optimize student learning.
Work with Board to develop policies and procedures to optimize student learning.

3f. Communicates effectively with both internal and external audiences about the operations of the school.

Ensures the development and maintenance of a district communication plan.
Gathers information and input from a variety of sources prior to communicating.
Communicates accurate information to appropriate audience(s) in a timely manner.

Evidence:

______________________________________________________________________________________

Reflection:

______________________________________________________________________________________

Summary Rating

Meets Standard

Doesn’t Meet Standard

STANDARD #4: 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. (Family and Community)

4a. Engages family and community by promoting shared responsibility for student learning and support of the education system.

Ensures the involvement of students, families, and community members in the decision-making process to enhance student achievement.
Promotes collaborative opportunities to enhance district achievement.
Builds partnerships with community groups to support district goals.

4b. Promotes and supports a structure for family and community involvement in the education system.

Establishes system for school and stakeholders to communicate with one another.
Collects and uses input/feedback from families and community for decision making.
Provides for skill development to family and community to support student learning.
Models equity in engaging stakeholders that represent the diversity of the school community.
Secures resources from the larger community to support school goals.

4c. Facilitates the connections of students and families to the health and social services that support a focus on learning.

Ensures process exists for connecting students and families to appropriate health and social services.

4d. Collaboratively establishes a culture that welcomes and honors families and community and seeks ways to engage them in student learning.

Interacts with parents in ways that enhance their support for student learning.
Fosters responsibility among staff to provide welcoming culture for all.
Promotes respect for diversity; Capitalizes on the diversity of the school community.

Evidence:

______________________________________________________________________________________

Reflection:

______________________________________________________________________________________

Summary Rating

Meets Standard

Doesn’t Meet Standard

STANDARD #5: An educational leader promotes the success of all students by acting with integrity, fairness and in an ethical manner. (Ethics)

5a. Demonstrates ethical and professional behavior.

Adheres to state and federal mandates.
Adheres to board policies, district procedures, and contractual obligations.
Adheres to professional standards of behavior.
Treats people fairly and with respect.

5b. Demonstrates values, beliefs, and attitudes that inspire others to higher levels of performance.

Portrays a positive attitude about the ability of staff and students to accomplish substantial goals.
Supports major initiatives.
Communicates and models ideals and beliefs about schooling, teaching, and learning with stakeholders.

5c. Fosters and maintains caring professional relationships with staff.

Remains aware of personal needs of the staff.
Is informed about significant personal issues in the lives of the staff.
Acknowledges significant events in the lives of the staff.

5d. Demonstrates appreciation for and sensitivity to diversity in the school community.

Practices equity in meeting district needs.

5e. Is respectful of divergent opinions.

Solicits the opinion of others.

Evidence:

______________________________________________________________________________________

Reflection:

______________________________________________________________________________________

Summary Rating

Meets Standard

Doesn’t Meet Standard

STANDARD #6: 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. (Societal Context)

6a. Collaborates with service providers and other decision-makers to improve teaching and learning.

Participates in efforts for improved education through the political process.
Responds to community needs by supporting educational programs.
Interacts with organizations to enhance support for schools.

6b. Advocates for the welfare of all members of the learning community.

Serves as educational liaison to the community.
Advocates for children and families in the larger community.

6c. Designs and implements appropriate strategies to reach desired goals.

Assesses needs and analyzes data before making decisions.
Provides opportunities for input from all stakeholders.
Understands community profile and its relationship to global society.
Ensures the infusion of global understandings in program design and implementation.

Evidence:

______________________________________________________________________________________

Reflection:

______________________________________________________________________________________

Summary Rating

Meets Standard

Doesn’t Meet Standard

PART III – OVERALL SUMMARY [Check (√) one in each row]

Job Responsibilities:	Meets Standard	Does not meet Standard
Standard 1
Standard 2
Standard 3
Standard 4
Standard 5
Standard 6

Significant Achievements:

Areas for Growth:

Superintendent Comments:

School Board President Comments:

Recommendation for Continuous Improvement (check one)

_____Professional Growth Plan

_____Remediation Target(s)

Superintendent’s Signature: Date:

Evaluation Period: ____________________20____ to , 20____

Board President’s Signature: Date:

dawn@iowaschoo… Wed, 09/02/2020 - 11:19

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 prior to attending the event.

The superintendent will report to the board after an event.

Legal Reference: Iowa Code § 279.8.
281 I.A.C. 12.7.

Cross Reference: 303.7 Administrator Professional Development
401.7 Employee Travel Compensation

Initially Approved 03-12-2001
Last Reviewed   04-14-2021
Last Revision    04-14-2021

dawn@iowaschoo… Wed, 09/02/2020 - 11:14

302.7 - Superintendent Civic Activites

The board encourages the superintendent to be involved in the school district community by belonging to school district community organizations and attending and participating in school district community activities.

It 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.

Legal Reference: Iowa Code § 279.8.

Cross Reference: 302.3 Superintendent Salary and Other Compensation
303.8 Administrator Civic Activities

Initially Approved 03-12-2001
Last Reviewed   04-14-2021
Last Revision    07-08-2020

dawn@iowaschoo… Wed, 09/02/2020 - 11:26

302.8 - Superintendent Consulting/Outside Employment

The superintendent is considered a full-time employee. The board expects the superintendent to give the responsibilities of the position precedence over other employment. The superintendent may accept consulting or outside employment for pay as long as, in the judgment of the board, the work is conducted on the superintendent's personal time and it does not interfere with the performance of the superintendent's duties.

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

Legal Reference: Iowa Code §§ 279.8, .20.

Cross Reference: 302.2 Superintendent Contract and Contract Nonrenewal
302.4 Superintendent Duties

Initially Approved 03-12-2001
Last Reviewed   04-14-2021
Last Revision

dawn@iowaschoo… Wed, 09/02/2020 - 11:27