2000 Administration

Administration

Evaluation of Superintendent    2400

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It is the responsibility of the Board of Education to maintain and improve the quality of administration and instruction in the public school system.  In this regard the Board will formally evaluate the Superintendent each year in accordance with guidelines and criteria mutually determined and agreed to by the Board and the Superintendent.

Through the evaluation of the Superintendent, the Board will strive to accomplish the following:

Clarify for the Superintendent their role in the school system as understood by the Board.

Clarify for all Board members the role of the Superintendent in light of their job description and the immediate priorities among the responsibilities agreed upon by the Board and the Superintendent.

Develop harmonious working relationships between the Board and the Superintendent. 
 
Provide effective administrative leadership for the school system.

Legal Reference:
Connecticut General Statutes
10-157 Superintendents: Relationship to local or regional Board of education; written contract for employment; evaluation of superintendent by Board of education.

Policy Revised:    May 24, 2021
Policy Reviewed:    June 12, 2017
Policy Revised:    June 9, 2014

Administration

Basic Concepts of Administration    2000

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The Superintendent of Schools is responsible, within the guidelines established by the Board of Education policy, state and federal laws and regulations, and employee agreements, for directing and coordinating the staff to achieve the goals, and general objectives adopted by the Board of Education consistent with the district's educational philosophy.

The Board of Education expects the Superintendent and other administrators to understand and practice effectively and efficiently

decision-making and communication;

planning, organizing, implementation, and evaluation of programs and evaluations of personnel;

coordination between the school system and community to work cooperatively on behalf of local education.

The Superintendent of Schools is encouraged to conduct the operations of the school system according to the management team concept.

(cf 0000 Philosophy of the Vernon Public Schools)

Policy Reviewed:       May 10, 2021
            April 17, 2017
Policy Revised:    January 27, 2014

Administration
Board - Superintendent Relationship and Administrative Structure                    
2000.1

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Connecticut’s educational leaders recognize the power and potential to improve teaching, learning and student achievement in our public schools through cooperative, purposeful and professional working relationships between Superintendents and Boards of Education.  The functions of our publicly elected Boards and hired Superintendents are subject to shifting demographic, cultural, and regulatory pressures.  In this continually evolving context, robust working relationships between school Boards and Superintendents, based on proven practices, are consistently the key drivers of high-achieving school districts.

The Board of Education and the Superintendent must share the same vision and goals for providing students with a quality education.  While the Board of Education and Superintendent roles are different, they should complement each other.  Board members and the Superintendent must work collaboratively as a governance team, with each clear on their roles and responsibilities and respecting each others’ roles and responsibilities and collaborating effectively on shared responsibilities.  The focus of the relationship must always be collaboration on behalf of children.
The Superintendent shall be the chief executive officer for the Board of Education and shall be responsible for the professional leadership to translate the will of the Board into administrative action. 
The Superintendent shall be responsible for all aspects of school operation as well as duties and powers assigned by the Board. The Superintendent may delegate responsibility and the authority necessary to discharge it to other officials.  In addition, the Superintendent shall develop such procedures and regulations as he/she they consider necessary to ensure efficient operation of the schools. 

The Board requires that the Superintendent is professional and possesses outstanding qualities of leadership, vision, and administrative skill, and that the Superintendent will implement all policies of the Board in good faith. 
The Superintendent can expect that the Board will respect the Superintendent's professional competence and extend to them full responsibility for implementation of Board policy decisions. The Board expects the Superintendent to identify discrepancies between district policy and administrative practices and to address those discrepancies with the Board of Education for resolution. The Superintendent can expect the Board to support the Superintendent's decision and administration of the school system.

Policy Revised:     May 10, 2021
               April 17, 2017
              January 27, 2014

Administration

Participatory Management Philosophy
    2001

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The Board of Education is committed to excellence in teaching, student achievement, community involvement, and general operations throughout the school district. The Board believes the optimum way in which this commitment may be achieved is through the cooperative use of the talent and wisdom of all of the employees of the district. The Board encourages programs of employee involvement, participatory problem solving and decision making processes. Specifically, participatory management shall be understood to be management which:    

Encourages participation and creativity among staff    

Builds commitment to shared goals    

  Structures employee involvement so employees are routinely involved in decisions which affect them and sets a high priority on advocating those ideas.

Develops a strong sense of trust and collegiality among all staff in the pursuit of excellence for the district.    
    
Therefore, all supervisory personnel including principals, assistant principals, department heads, directors, Assistant Superintendent and the Superintendent shall be expected to create and maintain a work environment that encourages employee participation, enhances communications within the district, promotes the general welfare of students and the morale of staff. All employees are called upon to work cooperatively and openly in pursuit of our common goal of excellence.        

Reviewed:      May 10, 2021
        April 17, 2017
Adopted:    February 10, 2014
 

Administration

Administrative Staff Organization    2100

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The legal authority of the Board shall be transmitted through the Superintendent along specific lines of responsibility from person to person as shown in the Board-approved organizational chart of the school system.  The Superintendent shall organize the staff to achieve the school district's goals and objectives consistent with the district’s educational philosophy. The administrative staff organization shall foster an environment of excellence wherein teachers can help students learn most effectively.

The Superintendent shall have the necessary freedom to revise the organizational chart, subject to Board approval of major changes or the elimination and creation of positions.  The Superintendent shall maintain an administrative organization and structure through supervision and accountability requirements throughout the school system.

Professional development activities will be provided for staff.  The Board will work toward achieving excellence in education through varied professional development programs to develop leadership skills, stimulate interest of staff in administrative positions, and provide career advancement support and professional development opportunities for new as well as experienced administrators.

The Superintendent will be responsible for developing a district staffing plan and shall review it with the Board annually prior to beginning budget planning for the subsequent year.  Such staffing plans should encourage staff diversity reflecting state demographics and not limited to the local community composition.  A diversity checklist may be used as a guide to measure the district’s success in developing a multicultural environment.

Administrative duties and functions will be evaluated against their contributions to better instruction and enhancement of student motivation and achievement.

(cf. 2130 Job Descriptions)
(cf. 2131 Superintendent of Schools)

Revised:        May 10, 2021
Reviewed:     April 17, 2017
Revised:    January 27, 2014
 

Administration

Equal Employment Opportunities    2111

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Personnel policies and practices of the Board will be in accord with equal employment opportunity practices as determined by state and federal legislation. 

Equal employment opportunity provides equal employment possibilities to all groups and requires that no individual will be discriminated against because of  race, color, religion, age, veterans’ status, genetic information, marital status, national origin, ancestry, sex, sexual orientation, gender identity or expression, pregnancy, physical disability or unrelated abilities to perform the essential functions of the job with or without reasonable accommodations, (except in the case of a bona fide occupational qualification or need.). A job description and required qualifications for a position to be filled will be made available to all applicants.

The Board's policy is designed to ensure that the public schools are continuously moving toward integrated staff at all levels, in all schools, and in other areas throughout the system.

Staff and students benefit greatly by having exposure to a diverse staff.  The Board believes in the importance of staff balance and representation, within each employee group, of a cross section of employees of different gender, racial and ethnic backgrounds, and length of administrative and teaching experience.

The Superintendent is responsible for establishing, maintaining, and carrying out efforts to promote equal employment opportunities in every department of the school system.  The Superintendent may delegate this responsibility.

All administrators or supervisors of certified and non-certified personnel bear responsibility for compliance with this plan within their own school department. 

Legal References:
Civil Rights Act of 1964, 42U. S.C., sub 2000e.
Age Discrimination in Employment Act, 29 U.S.C. Sec 621.
Executive Order 11246.
Connecticut General Statutes
Connecticut Constitution Article I, Section 20; Amendment V Equal Rights Protection Amendment.
46a 51 (8), (17), (18) Discriminatory practices.
46a-58(a) Deprivation of rights.
46a-60 Discriminatory employment practices prohibited.
46a-79 State policy re employment of criminal offenders.
46a-80 Denial of employment based on prior conviction of crime.
46a-81a Discrimination on the basis of sexual harassment
10-153 Discrimination on account of marital status.
PA 91-58 An act concerning discrimination on the basis of sexual orientation. 

Revised:         May 10, 2021
Reviewed:    April 17, 2017
Revised:        May 14, 2012
                 September 12, 2011                
 

Administration

Professional Development/Continuing Education    2112

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Professional Development
The Board of Education recognizes the importance of professional development opportunities for new and experienced administrators. As educational leaders in the school system, administrators' active participation in professional development provides positive role models for other staff and students in their dual roles of teacher and learner. Formal acknowledgment of the importance of these reciprocal roles and responsibilities leads to sustained professional growth and learning among administrative staff, which will, in turn, benefit the school community.
A philosophy that promotes continued learning for all educators should permeate professional development programs and practices as an investment in the professional growth of future school leaders.  The philosophy should specifically support different learning needs based on different experiences:

1.  Special efforts should be made to encourage women and minorities to seek administrative positions.  Innovative programs should be developed and established for teachers who aspire to administrative positions.

2.  For new administrators, a comprehensive orientation program should include orientation in district practices and resources, provision of mentor support from experienced administrators, and development of an individualized professional growth plan that targets priority learning needs.

3.  For experienced administrators, flexible professional development opportunities should be entertained, allowing for career advancement support and long-term areas of professional pursuit.

All administrators should be offered professional growth opportunities and educational practices which increase diversity and equity in the school community.  Professional development programs should assist and alert participants to issues of racial, ethnic, and gender bias in the classroom, in the schools, and in the broader community.

Policy Reviewed:     May 24, 2021
Policy Revised:    June 12, 2017
            January 27, 2014
 

Administration

Organizational Chart/Lines of Responsibility 2120

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Policy Deleted: May 24, 2021

Administration

Job Descriptions    2130

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All employees of the school system are subject to the policies of the Board of Education, applicable laws, and current employee agreements.

Consistent with Board policy and negotiated contracts, the Superintendent of Schools shall maintain files of negotiated contracts and job descriptions for all Board of Education employees. The Board may review job descriptions and direct revisions if they are inconsistent with Board of Education policies.

The job descriptions should include at a minimum, the following:

Job title

General statement of duties and listing of specific responsibilities

To whom the employee is directly responsible

Education or training required

Job descriptions for all employees shall be provided to employees by the Superintendent.   

(cf. 4112.1/4212.1 Provisions of Negotiated Agreements)

Policy Reviewed:     May 24, 2021
Policy Revised:    June 12, 2017
            June 9, 2014
 

Administration

Superintendent of Schools    2131

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The Superintendent of Schools is the chief executive officer of the Board of Education.

The Superintendent takes the initiative in presenting to the Board policy and planning issues for the Board's attention and advises the Board of policies and plans that the Board takes under consideration.  The Superintendent shall prepare and submit to the Board recommendations relative to all matters requiring Board action and shall provide the Board such necessary and helpful information and reports that may assist the Board on making informed decisions.
The Superintendent or their designee as approved by the Board of Education shall attend all meetings of the Board of Education and shall participate in all Board deliberations, except when matters relating to the Superintendent's own employment are under consideration.  The Superintendent shall receive notice of all Board and Board Committee meetings, and the Superintendent or their designee may attend all such meetings.

Relationship Within the School Organization
In harmony with the policies of the Board of Education, State Laws, and State Board of Education Regulations, the Superintendent has executive authority over the school district and responsibility for its supervision and direction.
The Superintendent has the general authority to act at their discretion upon all emergency matters and all other matters as to which their powers and duties are not expressly limited or are not particularly set forth.
The Superintendent shall be responsible to the Board as a body and not to the individual members of the Board.
The Superintendent will provide leadership, guidance, and direction to all members of the administrative, instructional, and support staffs in setting and achieving high standards of excellence and will serve as a professional example of dedicated service committed to providing meaningful and appropriate educational programs and services for all children in the district.

The Superintendent will oversee and administer the use of all district facilities, property, and funds so as to achieve maximum efficiency and effectiveness in accomplishing the goals of the school district.  

Specific Responsibilities
Personnel and Staffing
The Superintendent will administer all personnel policies and procedures and ensure adherence to all legal and contractual requirements regarding personnel.  The Superintendent will select and employ the best qualified and most competent personnel available to serve the district.  The Superintendent will direct the employment, assignment, and utilization of all personnel within policy guidelines of the Board of Education.  The Superintendent will implement district-wide staff development and evaluation programs consistent with State guidelines and Board goals.  The Superintendent will discipline and suspend personnel from duty for serious misconduct and behavior detrimental to the welfare of the schools.

Curriculum and Program
The Superintendent will implement and evaluate a planned, ongoing, and systematic program of instruction consistent with State mandates and local requirements.  The Superintendent will ensure the consideration of the latest research and developments in the fields of learning theory and curriculum development.  The Superintendent will assist the Board in setting curriculum and program priorities.

Budgeting and Fiscal Operations
The Superintendent will provide a system for the effective implementation, management, control, and analysis of the budget. The Superintendent will establish procedures to maintain the integrity of financial services and achieve fiscal accountability.

The Superintendent will implement budget development systems that will consider all areas of program and service needs, provide for broad staff participation in identifying and evaluating budget needs, and lead to a carefully considered budget proposal.

Superintendent and Negotiations
It shall be the duty of the Superintendent to evaluate existing contracts in order to suggest to the Board appropriate items for negotiation in future contracts and to ensure appropriate administrative presence at such negotiations.

Facilities and Transportation
The Superintendent will implement procedures and programs for the efficient care of school buildings and equipment.  The Superintendent will evaluate buildings and equipment and for their maintenance, improvement, and replacement.
The Superintendent will provide adequate and safe transportation for students within the district as well as for those students for whom the district is responsible who are assigned to programs beyond the district.  

Planning
The Superintendent will anticipate future district needs through collaborative efforts with the school staff and community.  The Superintendent will develop long and short range plans to prepare the district to meet such needs in curriculum, pupil services, facilities, and staffing.  Planning efforts will consider emerging changes and developments in community demographics, curriculum research, learning theory, and resources and facilities management.

Parents and Community Relations
The Superintendent will maintain a program of public information to keep parents and the general public well-informed regarding educational policy, school curriculum, pupil progress, school needs, school successes, emerging educational programs and services to effect a cooperative working relationship between the schools and the community.  The Superintendent will maintain effective working relationships with all agencies of the municipal government.

Legal Reference:
Connecticut General Statutes
10-157 Superintendents. Relationship to local or regional board of education; verification of certification status; written contract for employment; evaluation of superintendent by board of education.

Policy Revised:    May 24, 2021
                June 12, 2017
                June 9, 2014

Administration

Recruitment and Appointment of Superintendent    2141

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The appointment of a superintendent is the legal responsibility of the Board.  The Board of Education will conduct an active search to find the person it believes can most effectively translate into action the policies of the Board and the aspirations of the community, and foster a diverse professional staff. Efforts will be made to increase recruitment of underrepresented groups, including but not limited to women, minorities and people with disabilities, through the use of nontraditional sources. Applicants who can best fulfill the role will be sought from within the school system and from without.

Recruitment of Superintendent

Consultant

When the Board of Education starts a search for a new superintendent, it first will decide whether to hire a qualified search consultant.  The selection of a consultant will be through a process consistent with the Board's Affirmative Action policies.

Search Committee

The Board, with the help of the consultant (if hired), will establish a search committee.  The Board of Education Chairperson will appoint a Board member to chair the committee.

The search committee will seek the advice and counsel of a broad variety of groups within the district. 

The search committee and the Board of Education may seek training related to the issues surrounding an equitable hiring process and recruitment issues. Such training should assist in ensuring a consistent interview process and reducing bias and stereotyping. 

The search committee, responding to input from the community, will screen and interview applicants and then recommend one or more candidate(s) to the Board for final selection.  Final selection will rest with the Board after a thorough consideration of qualified applicants.  Prior to interviewing a candidate, a background check of professional qualifications is essential.

The search committee will make its recommendations to the Board based upon the Board's predetermined criteria and the candidate’s demonstrated skills which are equated with the responsibilities of the position.

Time Frame/Budget

The Board of Education will estimate a time frame for the search and prepare a budget for the search process, including anticipated expenses for all facets of the search, and should be updated as the search progresses.

Desired Qualifications, Functions and Responsibilities of Superintendent

The Board will develop a set of qualifications for the superintendency and prioritize the functions and responsibilities it wishes the superintendent to discharge.  If a consultant is employed to assist the Board, the consultant will work in conjunction with the Board to develop a list of qualifications and responsibilities for the superintendency.

The Board of Education and the consultant (if hired) will give appropriate consideration to recruitment of under-represented groups.  Recruitment procedures should include sending notices of superintendent vacancies to: college and university placement offices; women’s centers or minority affairs offices; superintendent organizations; professional journals; professional associations; and other publications and associations which reach under-represented groups.

Other recruitment sources may include: local news media; local community organizations; newspapers; newsletters; and specialized employment programs. A network of people who have access to contact with underrepresented groups of candidates will be established and maintained.

Interviews

A background check of professional qualification is essential.

There may be at least two interviews, one preliminary interview conducted by the search committee, and consultant if hired, and one by the entire Board.  All Board of Education members will be given an opportunity to interview all finalists and also be given an opportunity to meet the selected candidate informally before a commitment is made for their his or her employment.

4. Superintendent Contract
 
The board will negotiate a contract with the finalist.  

5. Election of Superintendent

The Superintendent will be elected by a majority of the full board.  This action will take place at a Board meeting for which due notice has been given of the intended action.   (Section 10-157 CGS states that "Employment of a superintendent shall be by election of the board of education."  Therefore the motion should be to "elect" a new superintendent rather than "appoint" or "hire.")

6. Transition

The Board must decide how to best handle the transition period from the time the previous superintendent departs until the new superintendent begins in the district.

 

Legal Reference:  Connecticut General Statutes     
        
10-157 Superintendents.  Relationship to local or regional board of education; written contract of employment, evaluation of superintendent by board of education, (as amended by P.A. 12-116, An Act Concerning Educational Reform)     
        
            10-222 Reports to state board of education.

Policy Revised:    May 24, 2021    
              June 12, 2017
                    June 9, 2014

Administration

Superintendent’s Authority 
in the Absence of Board Policy    2210

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When leadership decisions must be made, or actions must be taken in the absence of existing Board of Education policy guidelines for administrative action, the Superintendent of Schools shall have the power to decide and act.  The Superintendent's decisions and actions shall be reported as soon as possible and by no means later than its next regular meeting. 

Policy Reviewed:          May 24, 2021
Policy Revised:        June 12, 2017
                            June 9, 2014

Administration

Policy and Regulations Systems    2231

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Introduction  

The Superintendent and the Board shall establish and maintain an orderly plan for maintaining and promulgating policies and bylaws adopted by the Board. Board policies, bylaws, and administrative regulations shall be published in a manual, maintained in current condition, and made available to all persons concerned.

Policies  

Policies are statements of intent adopted by the Board of Education.  They serve as guides to the administration in the development and implementation of regulations for operating the district.

Policy must be narrow enough to give clear guidance to the Superintendent in making decisions, but must be broad enough to allow discretion in making decisions as necessary in meeting the circumstances of individual cases.

The Superintendent is an integral part of this policy-making process recommending to the Board areas requiring policy adoption or change.  

Policies being reviewed with no changes, as well as policies being revised with changes, should be acted upon at a regular meeting of the Board.  New policies, however, must undergo a “First Reading” at a regular meeting of the Board.  Formal action must be taken on a new policy at a subsequent regular board meeting.

Regulations

The Superintendent is responsible for developing and implementing district regulations and shall involve staff members in regulation development and implementation.  Regulations should be complete, consistent with Board policy, and capable of reasonable implementation.

Consistent with policy, the Superintendent shall specify required staff actions, and design the administrative arrangements under which the schools are to be operated.  These regulations shall be presented to the Board, however the Board will not adopt them unless requested to do so by the Superintendent or unless required by Federal or State law.  

 Administrative regulations shall be published in a manual, maintained in current condition, and made available to all persons concerned.

4. By-Laws

By-Laws are the rules governing internal operations of the Board of Education.  When need for a new by-law or the modification of an existing by-law is recognized, the Board will consider an effective new or modified by-law for adoption.  The same procedure used for development of policies shall be used for the development of by-laws.

5. Policy Manual

The Superintendent and the Board of Education shall establish and maintain an orderly plan for preserving, updating, and accessing policies and by-laws adopted by the Board.  Board policies and Board by-laws shall be published in a manual, in current condition, and made available to all persons concerned.

Policy Revised:         May 24, 2021
Policy Reviewed:     June 12, 2017
                            June 9, 2014

Administration

Monitoring of School System Goals    2250

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The Board of Education directs the Superintendent of Schools in cooperation with the school staff, parents, and community members to establish and maintain a comprehensive plan for monitoring the progress of the schools in achieving stated goals in curriculum, school environment, and school operations.

Policy Reviewed:     May 24, 2021
                            June 12, 2017
Policy Revised:        June 9, 2014

 

Administration

Statement of Ethics for Administrators    2300

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An educational administrator's professional behavior must conform to an ethical code of behavior, and the code must set high standards for all educational leaders. The educational leader provides professional leadership across the district and also across the community. This responsibility requires the leader to maintain standards of exemplary professional conduct while recognizing that their actions will be viewed and appraised by the community, professional associates and students.
    
The educational leader acknowledges that they serve the schools and community by providing equal educational opportunities to each and every child. The work of the leader must emphasize accountability and results, increased student achievement, and high expectations for each and every student.
    
To these ends, the educational leader subscribes to the following statements of standards.
    
The educational administrator:
        
1.  Makes the education and well-being of students the fundamental value of all decision making.     
        
    2. Fulfills all professional duties with honesty and integrity and always acts in a trustworthy and responsible manner.     
        
    3.  Supports the principle of due process and protects the civil and human rights of all individuals.     
        
    4.  Implements local, state, and national laws.     
        
   5.  Advises the Board of Education and implements the Board’s policies and   
       administrative rules and regulations.     
        
    6.  Pursues appropriate measures to correct those laws, policies, and regulations that are not consistent with sound educational goals or that are not in the best interest of children. 
    
    7. Avoids using their position for personal gain through political, social, religious, economic, or other influences.     
        
    8. Accepts academic degrees or professional certification only from accredited institutions.     

    
9.   Maintains the standards and seeks to improve the effectiveness of the profession through research and continuing professional development.     
        
    10.  Honors all contracts until fulfillment, release, or dissolution mutually agreed upon by all parties.     
        
    11.  Accepts responsibility and accountability for one’s own actions and behaviors.     
        
    12.  Commits to service to others above self.     

        
    Legal Reference:
Connecticut General Statutes
10-145d-400b    CT Code of Professional Responsibility for Administrators

 

Policy Revised:     May 24, 2021
                June 12, 2017
                June 9, 2014
 

Administration

Administrative Reports    2500

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General:  At regular board meetings the Superintendent shall present reports concerning the administration, operation, and maintenance of the school system, including the list of bills paid, financial reports and statements, staff committee reports, and other appropriate reports.

As necessary, the Superintendent shall request reports from school principals and other administrators on school operations and educational programs together with any suggestions and/or comments they may have.

School District Annual Report:  The Superintendent shall submit to the Board and Town a full written report of the district proceedings and the condition of the schools, with plans and suggestions for improvement.

Copies of this report shall be filed with the Connecticut State Board of Education as required by state law.

Legal Reference:
Connecticut General Statutes
10-157 Superintendents: Relationship to local or regional board of education; written contract for employment; evaluation of superintendent by Board of education.
I0-222 Appropriations and budget. Financial information system.
10-226 Reports to state commissioner of education.

Policy Reviewed:     May 24, 2021
Policy Revised:    June 12, 2017
                June 9, 2014