-
- Administrative Personnel (Policy 4110)
- Administrative Organization and Operation (Policy 4210)
- Line Responsibility (Policy 4211)
- Organizational Chart (Policy 4212)
- Abolishing an Administrative Position (Policy 4220)
- Administrative Authority During Absence of the Superintendent of Schools (Policy 4230)
- Administrative Latitude in the Absence of Board Policy (Policy 4240)
- Use of Committees (Policy 4250)
- Evaluation of the Superintendent and Other Administrative Staff (Policy 4260)
- Superintendent of Schools (Policy 4310)
- Superintendent-Board of Education Relations (Policy 4320)
- Administrative Staff (Policy 4330)
- Professional Development Opportunities (Policy 4410)
- Compensation and Related Benefits (Policy 4420)
Administrative Personnel (Policy 4110)
Administrative and supervisory personnel shall be considered to be those District employees officially designated by Board of Education action as responsible for the administrative and supervisory tasks required to carry out Board of Education policy, programs, decisions, and actions.
These employees shall meet all certification and/or Civil Service requirements as outlined in New York State Civil Service Law, and the Rules and Regulations promulgated by the Commissioner of Education of New York State. The administrative and supervisory staff must be eligible to meet these requirements at the time of employment.
Education Law Sections 1709 and 2503(5)
Administrative Organization and Operation (Policy 4210)
The basic principles of Administrative Organization and Operation are:
- The working relationships shall involve two (2) types of officers: line and staff. Line organization involves a direct flow of authority upward and downward from chief school officer to building principal. A line officer has power and authority over subordinates. Staff officers do not stand in the direct line of authority; they serve as coordinators or consultants.
- The Board of Education shall formulate and legislate educational policy.
- Administrative regulations shall be developed by the chief school officer in cooperation with affected or interested staff members or lay persons.
- The central office staff shall provide overall leadership and assistance in planning and research.
- A reasonable limit shall be placed upon the number of persons with whom an administrator shall be expected to work effectively.
- Areas of responsibility for each individual shall be clearly defined.
- There shall be full opportunity for complete freedom of communication between all levels in the school staff.
Line Responsibility (Policy 4211)
All employees of the District shall be under the general direction of the Superintendent. Teachers shall be immediately responsible to the principal of the building in which they work. Other employees shall be immediately responsible to the administrative personnel under whom they work directly.
The lines of responsibility/reporting shall be as depicted on the organizational chart.
Organizational Chart (Policy 4212)
Abolishing an Administrative Position (Policy 4220)
Existing administrative positions shall not be abolished by the Board of Education without previous written notification of the impending abolition. Such written notification is to be served to the individual currently holding that position. In all cases the individual currently holding the position should receive as much advance notice as possible.
Administrative Authority During Absence of the Superintendent of Schools (Policy 4230)
The Superintendent of Schools shall delegate to another administrator the authority and responsibility for making decisions and taking such actions as may be required during the absence of the Superintendent.
Administrative Latitude in the Absence of Board Policy (Policy 4240)
From time to time problems and new questions arise for which no specific policy has been prepared. Members of the administrative staff shall act in a manner consistent with the existing policies of the School District and shall alert the Superintendent of Schools to the possible need for additional policy development.
Use of Committees (Policy 4250)
Standing and/or ad hoc committees may be appointed to study and to recommend courses of action in response to department, building or District needs. These committees may be appointed by the Board of Education, the Superintendent or other administrators, with the knowledge of the Superintendent and the Board of Education, and in accordance with the range of responsibilities of the appointing body or administrator to whom the committee shall report. The composition of each committee shall reflect its purpose and each committee shall have a clear assignment.
Evaluation of the Superintendent and Other Administrative Staff (Policy 4260)
Superintendent
The Board of Education shall conduct annually a formal performance evaluation of the Superintendent. The formal procedures used to complete the evaluation are to be filed in the District Office, and to be made available for review by any individual, no later than August 1 of each year.
The formal performance procedures shall include written criteria, a description of the review procedures, provisions for post-conferencing, and methods used to record results of the evaluation. The Superintendent shall be granted the opportunity to respond to the evaluation in writing.
Evaluation of Administrative Staff
The Board shall direct the Superintendent to conduct an evaluation of all administrative personnel.
The purposes of this evaluation are:
- To determine the adequacy of administrative staffing;
- To improve administrative effectiveness;
- To encourage and promote self-evaluation by administrative personnel;
- To provide a basis for evaluative judgments by the Superintendent and the Board;
- To make decisions about continued employment with the District.
8 New York Code of Rules and Regulations (NYCRR) Section 100.2(o)(2)
Superintendent of Schools (Policy 4310)
The administration of the school system in all its aspects shall be delegated to the Superintendent who shall carry out the administrative functions in accordance with the policies adopted by the Board of Education. The execution of all decisions made by the Board of Education concerning the internal operation of the school system shall be delegated to the Superintendent as chief executive officer to the Board of Education. He/she will:
- Act as a professional advisor to the Board with the right to speak on all matters before the Board and to offer appropriate recommendations based on thorough study and analysis;
- Recommend appropriate policies for Board consideration, develop regulations and implementation of Board policy;
- Have direction and coordination for the work of all administrators and staff members;
- Make recommendations to the Board concerning all personnel appointments, transfers, terminations, etc.;
- Inform the Board fully on issues, needs, and operations of the school system; establish a continuous program of evaluation;
- Develop the instructional program, including provisions for revision, evaluation, and continuous improvement;
- Establish sound personnel programs and practices, including recruitment, organization, placement, in-service development, and performance evaluation of all personnel;
- Establish an adequate program of school-community relations;
- Establish programs of operational services;
- Develop and present to the Board an annual budget which supports, and serves the needs of the educational program;
- Establish and administer the financial operations of the school district to insure adherence to budgetary provisions and wise use of school funds;
- Prepare an agenda in consultation with the Board President for each regular and special meeting of the Board to allow for the orderly transaction of school district affairs;
- Secure and maintain a climate of learning where pupils and staff may work with optimum results;
- Submit the data from the School Report Card and/or other such reports of student/District performance as prescribed by and in accordance with requirements of the Commissioner of Education.
Education Law Sections 1711 and 3003
8 New York Code of Rules and Regulations (NYCRR) Section 100.2(m)
Superintendent-Board of Education Relations (Policy 4320)
The Board of Education is accountable for all pursuits, achievements and duties of the School District. The Board’s specific role is to deliberate and to establish policies for the organization. The Board delegates the necessary authority to the Superintendent who, acting as chief executive officer, is held accountable to the Board for compliance with its policies.
- With respect to School District goals and objectives, the Board will establish broad guidelines to be observed in the development of further policy and action. The Board reserves the right to issue either restrictive or general policy statements.
- Generally, the Superintendent will be empowered to assign and use resources; employ, promote, discipline and deploy staff; to translate policies of the Board into action; to speak as agent of the Board; to organize and delegate administrative responsibilities; and to exercise such other powers as are customary for chief executives.
- The Superintendent may not perform, cause, or allow to be performed any act that is unlawful, in violation of commonly accepted business and professional ethics; in violation of any contract into which the Board has entered; or, in violation of policies adopted by the Board that limit the Superintendent’s authority.
- Should the Superintendent or his/her designee consider it unwise or impractical to comply with an explicit Board policy, the Superintendent will inform the Board of that determination. The Board will decide whether such judgment was warranted.
Administrative Staff (Policy 4330)
School Business Official
The School Business Administrator shall be responsible for all phases of the District’s business activity, as set forth in Section 5000 of the Policy Manual, and shall report directly to the Superintendent of Schools.
Junior-Senior High School Principal
The Junior-Senior High School Principal is responsible for the overall leadership of the Junior- Senior High School’s academic and co-curricular program, as well as all management activities relevant to secondary building operations. A significant activity would require the principal to extract personnel and professional goals and building goals from those of the district’s Board of Education.
The principal will support, promote, and advocate for secondary students, staff, and programs.
He/She will provide overall direction and supervision to the set of activities not limited to:
- Curriculum implementation and evaluation:
- instructional services;
- school program;
- research and testing;
- school effectiveness and activities.
- Compliance with local, state, and federal regulations.
He/She will be directly responsible to the Superintendent of Schools.
Elementary Principal
The Elementary School Principal is responsible for the overall leadership of the elementary school’s academic and co-curricular program, as well as all management activities relevant to elementary building operations.
The principal will support, promote, and advocate staff and programs for elementary students.
He/She will provide overall direction and supervision to the set of activities not limited to:
- Curriculum implementation and evaluation:
- instructional services;
- school program;
- research and testing;
- school effectiveness and activities.
- Compliance with local, state, and federal regulations.
He/She will be directly responsible to the Superintendent of Schools
Assistant Junior-Senior High School Principal
The Assistant Junior-Senior High School Principal shares responsibility for the overall leadership of the Junior-Senior High School’s co-curricular and academic program, as well as management activities relevant to secondary building operations. The Assistant Principal is responsible for all duties assigned to him/her by the building principal and shall report directly to the principal.
Director of Curriculum, Pupil Personnel Services
The Director of Curriculum and Pupil Personnel Services (PPS) is responsible for leading in developing program goals, establishing a level of satisfactory achievement performance, and implementing a system of monitoring and reporting learning results. The Director of Curriculum and PPS is also responsible for coordinating the completion of grants and reports for programs funded by state, federal, and other agencies. He/she directs the District’s enrichment and remedial programs, serves as a co-chairperson of the Committee on Special Education and Committee on Preschool Special Education and provides direction and support for all activities related to these committees. He/she supervises the school psychologist, social workers, speech therapist, physical therapist, and occupational therapist; as well as assists the building principals in the supervision of special education staff assigned to their building.
8 New York Code of Rules and Regulations (NYCRR) Section 80.4
Professional Development Opportunities (Policy 4410)
The Board of Education shall encourage administrators to keep themselves informed of current educational theory and practice by study, by visiting other school systems, by attendance at educational conferences, and by such other means as are appropriate.
The approval of the Superintendent shall be required for any conference attendance or visitations requested by administrators.
Participation shall be limited by available resources and reimbursement guidelines.
General Municipal Law Sections 77-b and 77-c
Compensation and Related Benefits (Policy 4420)
The salaries and related benefits of administrators shall be set annually by the Board of Education upon the recommendation of the Superintendent.