IASB POLICY REFERENCE MANUAL TABLE OF CONTENTS SECTION 3 - GENERAL SCHOOL ADMINISTRATION 3:10 3:20 3:30 3:40 3:50

3:60 3:70 Goals and Objectives OPEN Chain of Command 3:30-E Exhibit - Organizational Chart for Administration Superintendent Administrative Personnel Other Than the Superintendent Administrative Responsibility of the Building Principal Succession of Authority 3:70-AP Administrative Procedure - Succession Plan

Section 3 Table of Contents

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Mount Prospect School District 57

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General School Administration

Goals and Objectives The Superintendent directs the administration in order to manage the School District and to facilitate the implementation of a quality educational program in alignment with School Board policy 1:30, School District Philosophy. The District s Strategic Plan identifies Key Success Factors, Objectives and Goals. They are Key Success Factors Outstanding Student Performance Objectives 1) Ensure all students in the aggregate and in subgroups meet or exceed internal and state AYP student performance targets annually 2) Ensure all exiting 8th graders are prepared for high school transition Coherent and Rigorous Programs and Services 2) Sustain the relevance and rigor of student learning Goals Monitor achievement on internal performance measures; address individual needs of students who do not meet targets Monitor performance on state achievement tests; address individual needs of students who do not meet state standard Monitor Key Indicators for the transition of students exiting first, fifth, and eighth to determine possible curriculum and instruction improvements. Evaluate curriculum on a continuous basis including technology integration Prepare students for a global society Monitor all programs and services to ensure the needs of all students are being met Meet Child Find evaluation/services needs of private/parochial students Update district buildings to be efficient and to accommodate the changing needs of the staff, students, and programs Provide appropriate educational spaces for all students Operate the facilities in an environmentally aware and cost-effective manner while maintaining aesthetically pleasing neighborhood appeal Maintain effective two-way communications systems that provide timely information and solicit feedback Support a collaborative environment that fosters mutual respect and appreciation

Safe, Caring, Supportive Learning Environment 3) Maintain facilities that are updated and safe to support learning environments

Climate & Communications

4) Operate in a framework that promotes a climate of trust, honesty, and respect among all district stakeholders

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Key Success Factors High-performing Workforce

Objectives 5) Recruit, hire, train, and retain qualified personnel in compliance with state and federal guidelines

Goals Ensure all certificated/certified staff members are highly qualified under NCLB and meet state certification and endorsement requirements Monitor all staff performance using supervision/evaluation plans Build faculty/staff skills and knowledge to implement the District programs and services Provide cost-effective staffing plans for essential/highly valued programs and services Operate annual fiscal budgets where revenues meet and/or exceed expenditures of operating funds Maintain responsible fund balance reserves to ensure fiscal stability

Healthy Financial Position

6) Ensure fiscal solvency of the District

LEGAL REF.: CROSS REF.:

105 ILCS 5/10-16.7, 5/10-21.4, and 5/10-21.4a. 1:30 (School District Philosophy), 2:20 (Powers and Duties of the School Board), 2:130 (Board Superintendent Relationship), 3:40 (Superintendent), 3:50 (Administrative Personnel Other Than the Superintendent), 3:60 (Administrative Responsibility of the Building Principal), 6:10 (Educational Philosophy and Objectives)

ADOPTED:

February 16, 2012

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General School Administration

Chain of Command The Superintendent shall develop an organizational chart indicating the channels of authority and reporting relationships for school personnel. These channels should be followed, and no level should be bypassed except in unusual situations. All personnel should refer matters requiring administrative action to the responsible administrator, and may appeal a decision to a higher administrative officer. Whenever possible, each employee should be responsible to only one immediate supervisor. When this is not possible, the division of responsibility must be clear. CROSS REF.: 1:20 (District Organization, Operations, and Cooperative Agreements), 2:140 (Communications To and From the Board), 3:70 (Succession of Authority), 8:110 (Public Suggestions and Concerns)

ADOPTED:

November 17, 2011

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General School Administration

Superintendent Duties and Authority The Superintendent is the Districts executive officer and is responsible for the administration and management of the District schools in accordance with School Board policies and directives, and State and federal law. District management duties include, without limitation, preparing, submitting, publishing, and posting reports and notifications as required by State and federal law. The Superintendent is authorized to develop administrative procedures and take other action as needed to implement Board policy and otherwise fulfill his or her responsibilities. The Superintendent may delegate to other District staff members the exercise of any powers and the discharge of any duties imposed upon the Superintendent by Board policies or by Board vote. The delegation of power or duty, however, shall not relieve the Superintendent of responsibility for the action that was delegated. Qualifications The Superintendent must be of good character and of unquestionable morals and integrity. The Superintendent shall have the experience and the skills necessary to work effectively with the Board, District employees, students, and the community. The Superintendent shall have a valid administrative certificate with the superintendent endorsement issued by the State Educator Preparation and Licensure Board. Evaluation The Board will evaluate, at least annually, the Superintendents performance and effectiveness, using standards and objectives developed by the Superintendent and Board that are consistent with the Boards policies and the Superintendents contract. A specific time should be designated for a formal evaluation session with all Board members present. The evaluation should include a discussion of professional strengths as well as performance areas needing improvement. The Superintendent shall annually present evidence of professional growth through attendance at educational conferences, in-service training, or similar continuing education pursuits. Compensation and Benefits The Board and the Superintendent shall enter into an employment agreement that conforms to Board policy and State law. This contract shall govern the employment relationship between the Board and the Superintendent. The terms of the Superintendents employment agreement, when in conflict with this policy, will control. LEGAL REF.: 105 ILCS 5/10-16.7, 5/10-20.47, 5/10-21.4, 5/10-23.8, 5/21-7.1, 5/21B-20, 5/21B25, 5/24-11, and 5/24A-3. 23 Ill.Admin.Code 1.310, 1.705, and 29.130. 2:20 (Powers and Duties of the School Board), 2:130 (Board-Superintendent Relationship), 2:240 (Board Policy Development), 3:10 (Goals and Objectives) October 18, 2012

CROSS REF: ADOPTED:

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Mount Prospect School District 57

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General School Administration

Administrative Personnel Other Than the Superintendent Duties and Authority The School Board establishes District administrative and supervisory positions in accordance with the Districts needs and State law. The general duties and authority of each administrative or supervisory position are approved by the Board, upon the Superintendents recommendation, and contained in the respective positions job description. In the event of a conflict, State law and/or the administrators employment agreement shall control. Qualifications All administrative personnel shall be appropriately certificated and shall meet all applicable requirements contained in State law and Illinois State Board of Education rule and such other qualifications as specified in the positions job descriptions. Evaluation The Superintendent or designee shall evaluate all administrative personnel and make employment and salary recommendations to the Board. Administrators shall annually present evidence to the Superintendent of professional growth through attendance at educational conferences, additional schooling, in-service training, and Illinois Administrators Academy courses, or through other means as approved by the Superintendent. Administrative Work Year The work year for administrators shall be the same as the Districts fiscal year, July 1 through June 30, unless otherwise stated in the employment agreement. In addition to legal holidays, administrators shall have vacation periods as approved by the Superintendent. Compensation and Benefits The Board will consider the Superintendents recommendations when setting compensation for individual administrators. These recommendations should be presented to the Board at such a time that will allow the Board to consider contract renewal and nonrenewal issues. Administrators receive leaves based on approval by the School Board. LEGAL REF: CROSS REF: ADOPTED: 105 ILCS 5/10-21.4a, 5/21-7.1, 5/24A-1, 5/24A-3, 5/24A-4, and 5/24A-20. 23 Ill.Admin.Code 1.310 and 1.705. 3:60 (Administrative Responsibility of the Building Principal), 5:30 (Hiring Process and Criteria), 5:250 (Leaves of Absence) August 18, 2011

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General School Administration

Administrative Responsibility of the Building Principal The School Board, upon the recommendation of the Superintendent, employs Building Principals as the chief administrators and instructional leaders of their assigned schools. The primary responsibility of a Building Principal is the improvement of instruction. Each Building Principal shall perform all duties as described in the School Code as well as such other duties as specified in his or her employment agreement or as the Superintendent may assign, that are consistent with the Building Principals education and training. The Superintendent or designee shall develop and maintain a principal and assistant principal evaluation plan that complies with Section 24A-15 of the School Code. Using that plan, the Superintendent or designee shall evaluate each Building Principal and Assistant Principal. The Superintendent or designee may conduct additional evaluations. The Board and each Building Principal and Assistant Principal shall enter into an employment agreement that conforms to Board policy and State law. The terms of an individual employment contract, when in conflict with this policy, will control. LEGAL REF.: 10 ILCS 5/4-6.2. 105 ILCS 5/2-3.53a, 5/10-20.14, 5/10-21.4a, 10-23.8a, 10-23.8b, and 5/24A-15. 105 ILCS 127/. 23 Ill.Admin.Code Part 35. 3:50 (Administrative Personnel Other Than the Superintendent), 5:250 (Leaves of Absence)

CROSS REF.:

ADOPTED:

February 16, 2012

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General School Administration

Succession of Authority If the Superintendent, Building Principal, or other administrator is temporarily unavailable, the succession of authority and responsibility of the respective office shall follow a succession plan, developed by the Superintendent and approved by the School Board. CROSS REF.: ADOPTED: 1:20 (District Organization, Operations, and Cooperative Agreements), 3:30 (Chain of Command) October 18, 2012

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