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SECTION C: GENERAL SCHOOL ADMINSTRATION
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CBA Qualifications and Duties of the Superintendent
CBAA Incapacity of the Superintendent
CBB Recruitment and Appointment of the Superintendent
CBC Superintendent’s Contract
CBG Evaluation of the Superintendent (Also AFB)
CBI Board-Superintendent Relationship (Also BCD)
CC Administrative Organizational Plan
CCA Organizational Chart
CCB Staff Relations and Lines of Authority
CD Management Team
CHB Board Review of Regulations (Also BFCA)
CHCA Approval of Handbooks and Directives
CHD Administration in Policy Absence (Also BFE)
File: CBA (Return to top of Section C)
QUALIFICATIONS AND DUTIES OF THE SUPERINTENDENT
Position Title: Superintendent
Category: Administration/Exempt
Contract Length: One to five years dependent upon Governing Board action
Compensation: Salary and fringe benefits as per contractual agreement with the
Governing Board
Qualifications: The following qualifications are considered as guidelines:
1. masters degree or higher with a major in educational administration
and supervision
2. minimum of five years of public school experience in supervision and
administration
3. valid Superintendent's certificate/license as prescribed by the state of
Ohio
4. experience and proficiency with computer applications, including
Microsoft Office, spreadsheet and data base programs
5. exceptional organizational and communications skills
6. ability to promote positive internal and external customer relations
7. alternatives to the above as approved by the Governing Board
Reports to: Governing Board
Supervises: Directly supervises assistant superintendents, directors and other
employees who are direct reports
Job Goal: Serve as Center's chief executive officer, administer, supervise, direct and
evaluate Center's educational system
Performance Responsibilities
1. administers the Educational Service Center in conformity with Board policies, rules and regulations of the State Board and laws of the state of Ohio
2. administer and supervise the Service Center and serve as the professional leader of the Board and the staff
3. perform personnel-related functions, e.g., make recommendations for appointment, promotion, demotion, discharge, assignment and transfer, communicate personnel matters to employees, evaluate staff, provide in-service education to staff and maintain personnel files on current employees
4. presents salary recommendations to the Governing Board on an annual basis
5. direct staff negotiations
6. file state and local required reports
7. assist in preparation of annual budget and appropriations resolution for Board to consider
8. act as Center's purchasing agent
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File: CBA
9. establish and maintain public relations program to inform public of District’s activities and needs
10. recommend courses of study and textbook adoptions
11. supervise teaching, supervision and administration methods
12. propose new policies to Board
13. continually evaluate Center's progress and needs
14. conduct regular Center administrative hearings
15. prepare annual school calendar for Board adoption
16. delegate duties to other staff members
17. make Board recommendations about student transportation in accordance with law and safety requirements
18. recommend location and size of new program sites and additions to existing sites
19. represent Board as liaison between Center and community
20. inform Board about educational system as well as local, state and national issues affecting education
21. prepare and distribute agenda to Board members prior to each regular meeting
22. take immediate action in cases of calamity, acts of nature, or other emergencies
23. maintain respect at all times for confidential information, e.g., employee discipline/dismissals/contract issues, negotiations, Board executive sessions, etc.
24. make contacts with public with tact and diplomacy
25. interact in positive manner with staff, students and parents
26. attend meetings and in-services as required
27. act as liaison between employees and Board
28. attend local, state and national conferences
29. approve vacation schedules for salaried District employees
30. engage in the practice of ethical principles and democratic values
31. respond to routine questions and requests in appropriate manner
32. perform other duties as assigned
Required Ethical and Professional Attributes and Behaviors:
1. communicate ideas and directives clearly and effectively both orally and in writing
2. demonstrate effective, active listening skills
3. work effectively with others
4. handle multitude of tasks simultaneously and in timely manner
5. manage constant pressure and substantial amount of stress
6. seek opportunities to improve skills and grow professionally
7. prepare an annual professional development plan that links professional growth with MCESC and other assigned goals
8. attend and actively participate in all required/assigned training sessions, meetings and other responsibilities
9. provide quality service to both internal and external colleagues and customers
10. seek opportunities to participate as a productive member of MCESC, Center and other committees and teams
11. generate internal and external support for MCESC services
12. represent the MCESC and its service schools with professionalism at all times
13. demonstrate at all times integrity and ethical behavior
14. maintain confidentiality in all job-related discussions and communications
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File: CBA
Other Expectations and Demonstrated Skills and Abilities:
1. possess a valid Ohio driver's license
2. read, analyze and interpret data and reports
3. write reports, correspondence and other appropriate communiqués
4. present information and respond to questions effectively and efficiently
5. organizational and problem-solving skills
6. extensive knowledge of school finance
7. strong visionary and leadership skills
8. confidence to make decisions based on the best interest of students
Physical Demands and Work Environment:
The physical demands described herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee is regularly required to sit, walk, talk or hear and operated a computer and other technology devices. The employee must occasionally lift and/or move up to 50 pounds, such as notebooks, reports, etc. Specific vision duties of this job include close vision.
The noise level in the work environment is relatively quiet, but may escalate in group settings. This position requires meeting deadlines with severe time constraints.
NOTE: The above lists are not ranked in order of importance.
ACKNOWLEDGEMENT: This job description is subject to change and in no manner states or implies that these are the only duties and responsibilities to be performed by the incumbent. The incumbent is required to follow the instructions and perform the duties required by the incumbent's supervisor/appointing authority.
_____________________________________________________
Board President Date
My signature below signifies that I have reviewed the contents of my job description and that I am aware of the requirements of the position.
_____________________________________________________
Signature Date
[Adoption date: April 17, 2003]
LEGAL REF.: ORC 3319.01
CROSS REFS.: CBAA, Incapacity of the Superintendent
CBG, Evaluation of the Superintendent (Also AFB)
CCA, Organizational Chart
CCB, Staff Relations and Lines of Authority
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File: CBAA (Return to top of Section C)
INCAPACITY OF THE SUPERINTENDENT
As the executive officer of the District, the Superintendent has a major responsibility in managing the operation of the schools.
Should the Superintendent become incapacitated, the Board appoints a superintendent pro tempore who shall meet the certificate requirement as established by law. The appointment is made by a majority vote of the Board and only after the conditions relating to incapacity are met in accordance with State law and the Family and Medical Leave Act of 1993.
The Superintendent Pro Tempore performs all the duties and functions of the Superintendent and may be removed at any time by a two-thirds majority vote of the members of the Board or upon return to full-time active service of the Superintendent.
[Adoption date: April 17, 2003]
LEGAL REFS.: ORC 3319.01; 3319.011; 3319.13; 3319.16
Family and Medical Leave Act
CROSS REFS.: CBA, Qualifications and Duties of the Superintendent
GBR, Family and Medical Leave
File: CBAA-R (Return to top of Section C)
INCAPACITY OF THE SUPERINTENDENT
A superintendent pro tempore is appointed by a majority of the members of the Board upon determining that the Superintendent is incapacitated in such a manner that he/she is unable to perform the duties of that office. Such incapacity is determined:
1. by request of the Superintendent, if the Superintendent is absent with pay for reasons of personal illness, injury or exposure to contagious disease which could be communicated to others;
2. upon certification of the attending physician that the Superintendent is unable to perform the duties of the office of Superintendent;
3. upon the determination of a referee that the Superintendent is unable to perform the duties of the office of Superintendent;
4. upon the granting of a leave of absence without pay requested by the Superintendent for reasons of illness, injury or other disability or
5. upon the placing of the Superintendent upon an unrequested leave of absence without pay for reasons of illness or other disability.
During the period of incapacity, the Superintendent may:
1. at his/her request, be placed on sick leave, with pay, not to exceed the extent of his/her accumulated, but unused, sick leave and any advancement of such sick leave which may be authorized by Board policy;
2. at his/her request, or without such request, pursuant to the Family and Medical Leave Act, be placed on unpaid FMLA leave for up to 12 weeks per year and
3. at his/her request, or without his/her request, the Superintendent may be placed on a leave of absence without pay.
The leave provided during the period of incapacity (described above) will not extend beyond the contract or term of office.
The Superintendent may, upon request to the Board, be returned to active-duty status, unless the Board denies the request within 10 days of receipt of the request. The Board may require the Superintendent to establish to its satisfaction that he/she is capable of resuming such duties and that the duties be resumed on a full-time basis.
The Board may demand that the Superintendent return to active service; upon the determination that he/she is able to resume his/her duties, the Superintendent will return to active service.
The Superintendent may request a hearing before the Board on any action taken under this policy and has the same rights as are granted under State law.
The Board fixes the compensation of the Superintendent Pro Tempore in accordance with State law. He/She serves until the Superintendent’s incapacity is removed or until the expiration of the Superintendent’s contract or term of office, whichever is earlier.
(Approval date: April 17, 2003)
File: CBB (Return to top of Section C)
RECRUITMENT AND APPOINTMENT OF THE SUPERINTENDENT
The Board vests the primary responsibility for the administration of this Educational Service Center in the Superintendent. The appointment of that officer is, therefore, one of the most important functions the Board can perform.
Whenever the position of Superintendent shall be vacant, the Board shall appoint a Superintendent as chief executive officer and fix his/her salary and term of office, which shall be no more than five years per each contract.
The Board shall actively seek the best qualified and most capable candidate for the position of Superintendent. It may be aided in this task by a committee of Board members, the services of professional consultants, the counsel of the retiring Superintendent and the participation of members of the community.
Recruitment procedures shall be prepared in advance of the search and shall include the following:
1. preparation of a written job specification for the position of Superintendent;
2. preparation of written specifications of qualification (in addition to proper state certification);
3. preparation of informative material describing this Service Center and its educational goals;
4. where feasible, the opportunity for applicants to visit the Service Center;
5. the requirement that each serious candidate for the position be interviewed by Board members in a format which encourages him/her to express his/her educational philosophy;
6. solicitation of applications from a wide geographical area and
7. consideration of all applicants fairly without discrimination on the basis of race, gender, age, religion, ethnic background or other condition unrelated to the position of Superintendent.
No person may be employed as Superintendent unless he/she has signed an employment contract with the Board. Such contract shall include:
1. the term for which employment is contracted, including beginning and ending dates. (Said term shall not exceed five years.);
2. the salary that the Superintendent shall be paid and the intervals at which he/she shall be paid;
3. the benefits to which he/she is entitled and
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File: CBB
4. such other matters as may be necessary to a full and complete understanding of the employment contract.
Any candidate's misstatement of fact, material to his/her qualification for employment or the determination of his/her salary, shall be considered by this Board to constitute grounds for his/her dismissal.
[Adoption date: April 17, 2003]
LEGAL REFS.: ORC 3319.01
OAC 3301-21-07
3301-23-19
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File: CBC (Return to top of Section C)
SUPERINTENDENT’S CONTRACT
The appointment of the Superintendent is secured through a written agreement stating the terms of the contract. The contract meets all state requirements and protects the rights of both the Board and the Superintendent.
The Superintendent is appointed for a term not to exceed five years. The term commences on August 1 and continues through July 31 of the year in which the contract expires. The period of time in which a Superintendent’s contract may be renewed begins on January 1 of the year prior to the contract’s expiration and ends on March 1 of the year in which the contract expires.
Salary and benefits are determined by the Board at the time of the appointment and are reviewed by the Board each year.
If at any time, in the opinion of the majority of Board members, the Superintendent’s services are considered unsatisfactory, he/she may be notified and may be given an opportunity to correct the deficiencies. Nothing in this policy shall prevent the Board from making the final determination regarding the renewal or nonrenewal of the Superintendent’s contract.
If the Board intends to nonrenew the Superintendent’s contract, notice in writing of the intended nonrenewal will be given to the Superintendent on or before March 1 of the year in which the contract expires.
[Adoption date: April 17, 2003]
LEGAL REFS.: ORC 3319.01; 3319.12
CROSS REFS.: CBA, Qualifications and Duties of the Superintendent
CBAA, Incapacity of the Superintendent
CBG, Evaluation of the Superintendent (Also AFB)
CBI, Board-Superintendent Relationship (Also BCD)
File: CBG (Also AFB) (Return to top of Section C)
EVALUATION OF THE SUPERINTENDENT
The Board evaluates the performance of the Superintendent in order to assist both the Board and the Superintendent in the proper discharge of their responsibilities and to enable the Board to provide the District with the best possible leadership.
Through evaluation of the Superintendent, the Board strives to:
1. clarify the role of the Superintendent as seen by the Board;
2. develop harmonious working relationships between the Board and Superintendent;
3. provide administrative leadership for the District and
4. identify strengths and weaknesses of the Superintendent’s performance.
Criteria for the evaluation of the Superintendent are based upon the Superintendent’s job description and relate directly to each of the tasks described. The job description and any revisions thereto are developed in consultation with the Superintendent and adopted by the Board.
The Board evaluates the abilities and services of the Superintendent in February of each year.
The Board and the Superintendent jointly, at the outset of each evaluation, determine the method by which the evaluation is conducted. Such method may include the compilation of assessments on a prepared standard form by individual Board members, which shall then be reviewed jointly by the Board and Superintendent.
As an outcome of the evaluation of the Superintendent's performance, the Board prepares to judge the advisability of retention of the Superintendent.
[Adoption date: April 17, 2003]
LEGAL REFS.: ORC 121.22
3319.01
CROSS REFS.: BDC, Executive Sessions
CBA, Qualifications and Duties of the Superintendent
CBC, Superintendent’s Contract
File: CBI (Also BCD) (Return to top of Section C)
BOARD-SUPERINTENDENT RELATIONSHIP
The enactment of policies, consistent with long-term goals, is the most important function of a board and the execution of the policies should be the function of the Superintendent and staff.
Delegation by the Board of its executive powers to the Superintendent provides freedom for the Superintendent to manage the District within the Board’s policies and frees the Board to devote its time to policy-making and appraisal functions.
The Board holds the Superintendent responsible for the administration of its policies, the execution of Board decisions, the operation of the internal machinery designed to serve the District program and keeping the Board informed about District operations and problems.
The Board strives to procure the best professional leader available as its Superintendent. The Board, as a whole and as individual members:
1. gives the Superintendent full administrative authority for properly discharging his/her professional duties, holding him/her responsible for acceptable results;
2. acts in matters of employment or dismissal of personnel after receiving the recommendations of the Superintendent;
3. refers all complaints to the Superintendent for appropriate investigation and action;
4. strives to provide adequate safeguards for the Superintendent and other staff members so that they can discharge their duties on a thoroughly professional basis and
5. presents personal criticisms of any employee directly to the Superintendent.
[Adoption date: April 17, 2003]
CROSS REFS.: BDC, Executive Sessions
CBC, Superintendent’s Contract
File: CC (Return to top of Section C)
ADMINISTRATIVE ORGANIZATION PLAN
The organization of this Service Center is designed to meet the objectives set by the Board, ensure clear lines of authority and responsibility and define each position with clarity.
The Superintendent is the chief executive officer of the Service Center. The Superintendent defines and establishes those administrative positions required to implement the educational system and program established by the Board. In each case, the Board approves the broad purpose and function of the position in harmony with State law and regulations.
Responsibility flows clearly from the Superintendent through the administrative staff to the operational personnel. It is the responsibility of the Superintendent to determine the need for and define operational requirements sufficient to ensure the smooth functioning of the Service Center. Maintenance of an efficient, skilled operational staff is essential to the effective performance of any system, and it is the Board's intent to maintain an operational and technical staff with a high level of competence. On occasion, the Superintendent may find it necessary to recommend to the Board the employment of specialists or consultants to maintain or support programs implemented by the Service Center in areas requiring specialized knowledge. These positions will be considered by the Board on the merits of their contributions to the ESC and approved on the specific conditions of the stated contract or agreement.
[Adoption date: April 17, 2003]
File: CCA (Return to top of Section C)
ORGANIZATIONAL CHART
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[Adoption date: April 17, 2003]
CROSS REF.: CCB, Staff Relations and Lines of Authority
File: CCB (Return to top of Section C)
STAFF RELATIONS AND LINES OF AUTHORITY
The Superintendent establishes clear understandings on the part of all personnel of the working relationships in the District.
Lines of direct authority are those approved by the Board and are shown on the District’s organizational chart.
Personnel are expected to refer matters requiring administrative action to the administrator to whom they are responsible. The administrator refers such matters to the next higher administrative authority when necessary. All personnel are expected to keep the person to whom they are immediately responsible informed of their activities by whatever means the person in charge deems appropriate.
Lines of authority do not restrict in any way the cooperative, sensible working together of all staff members at all levels in order to develop the best possible school programs and services. The established lines of authority represent direction of authority and responsibility. When the staff is working together, the lines represent avenues for a two-way flow of ideas to improve the program and operations of the District.
[Adoption date: April 17, 2003]
CROSS REFS.: ACAA, Sexual Harassment
BG, Board-Staff Communications (Also GBD)
CCA, Organizational Chart
CD, Management Team
KL, Public Complaints
KLB, Public Complaints About the Curriculum or Instructional Materials
File: CD (Return to top of Section C)
MANAGEMENT TEAM
The Board endorses the management team concept for the District.
The management team of the District consists of two groups.
Policy Team
The Board, Superintendent and Treasurer comprise the team. The Board President serves as team leader. Primary responsibilities of this team are to establish policies to guide the District and to ensure that the policies are carried out.
Senior Leadership Team
All senior level administrators within the District comprise this team. The Superintendent serves as team leader. This team is responsible for carrying out the functions of planning, organizing, staffing, implementing and evaluating, guided by the policies established by the policy team and adopted by the Board.
The team approach to management represents an attempt to provide close cooperation and effective working relationships among administrative personnel. It is an effort to make the best use of the talents and expertise available by establishing open lines of communication and by providing a supportive environment in which collaborative problem solving and decision making can take place.
Guidelines for implementing this policy are a primary management team concern. These guidelines include procedures for:
1. convening the team;
2. implementing in-service management team training;
3. establishing team evaluation and
4. implementing goals and objectives of the District.
[Adoption date: April 17, 2003]
CROSS REFS.: CCA, Organizational Chart
CCB, Staff Relations and Lines of Authority
File: CHB (Also BFCA) (Return to top of Section C)
BOARD REVIEW OF REGULATIONS
The Board reviews regulations developed by the administration to implement policy. The Board revises or nullifies such regulations only when they are inconsistent with policies adopted by the Board or when they are not in the best interest of the District.
Before issuance, Board regulations are properly titled and coded as appropriate to subject and in conformance with the codification system selected by the Board. Those officially approved by the Board are so marked. All others appearing in the manual are considered approved, provided that they are in accordance with the accompanying Board policy.
[Adoption date: April 17, 2003]
LEGAL REFS.: ORC 3313.17; 3313.20; 3313.33; 3313.47
File: CHCA (Return to top of Section C)
APPROVAL OF HANDBOOKS AND DIRECTIVES
In order that pertinent Board policies, regulations and school rules are known by all staff members and students affected by them, administrators are granted authority to issue staff and student handbooks as necessary. Handbooks are distributed to students at the beginning of each school year and it is the responsibility of the students to review and become familiar with all policies and rules contained in the handbook.
It is essential that the contents of all handbooks conform with Districtwide policies and regulations and that all handbooks bearing the name of the District be of a quality that reflects credit on the District. Student handbooks should be consistent by grade, building and program level. Administrators at all levels should review handbooks for consistency. The Board approves all handbooks prior to publication.
The Board reviews and approves the handbooks in order that the contents are accorded the legal status of Board-approved policy and regulations. The Superintendent uses his/her judgment as to whether other specific handbooks need Board approval. All handbooks published are to be made available to the Board for informational purposes.
[Adoption date: April 17, 2003]
LEGAL REF.: ORC 3313.20
CROSS REFS.: Staff Handbooks
Student Handbooks
File: CHD (Also BFE) (Return to top of Section C)
ADMINISTRATION IN POLICY ABSENCE
In the absence of Board policy, the Superintendent may take temporary action that would be in accordance with the overall policy of the Board. The Superintendent is not free to act when the action involves a duty of the Board that by law cannot be delegated.
In each case, the Superintendent shall present the matter to the Board for its consideration at its next meeting.
[Adoption date: April 17, 2003]
LEGAL REFS.: ORC 3313.18; 3313.20
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