Board Policy 203 – Administrative Operations
|203.01 Leadership Assistance Team: Establishment/Appointment (Deleted 10/22/07)|
|203.02 Leadership Assistance Team: Appointment (Deleted 11/23/98)|
|203.03 Administrative Latitude in Absence of Board Policy (Reviewed 10/22/07) (Revised 1/23/12)(Reviewed 8/28/17)|
|203.04 Review of Administrative Decisions (Reviewed 10/22/07) (Reviewed 1/9/12) (Revised 8/28/17)|
|203.05 Principal Classifications (Reviewed 10/22/07) (Deleted 4/9/12)|
|203.06 Administrators’ Professional Organizations (Revised 10/22/07) (Reviewed 1/23/12)(Reviewed 8/28/17)|
|203.07 Graduate School Attendance for Administrators (Revised 10/22/07) (Reviewed 1/23/12) (Reviewed 8/28/17)|
|203.08 Vacations (Reviewed 10/22/07) (Reviewed 8/13/12)(Revised 8/28/17)|
|203.09 Evaluation of Administrators (Revised 10/22/07) (Revised 2/13/12) (Revised 8/28/17)||203.09A|
|203.10 Evaluation of Superintendent (Reviewed 4/26/10)(Revised 8/24/15)|
|203.11 Dissemination of Policy (Reviewed 10/22/07) (Revised 3/12) (Revised 8/28/17)|
|203.12 Administrative Regulations (Revised 4/12/10) (Revised 1/9/17)|
|203.13 Collaborative Decision-Making (Reviewed 10/22/07) (Reviewed 8/28/17)||203.13A|
ADMINISTRATION DELETED 10/22/07
Leadership Assistance Team: Establishment/Appointment
By action of the Board 9/20/76, 12/13/82; Revised 7/8/91, 2/7/94, 11/23/98; Deleted 10/22/07
ADMINISTRATION DELETED 11/23/98
Leadership Assistance Team: Appointment (Deleted / See 203.1)
By action of the Board 9/20/76, Revised 12/13/82, 2/7/94; DELETED 11/23/98
Administrative Leeway in Absence of Board Policy
The administration shall have the latitude to make decisions in day-to-day matters when current board policy is insufficient to cover the question. The administration is expected to make the decision in the best interests of the District and the education of the students, in line with the philosophy of the District.
The administration shall notify the Board at the next regular meeting of all occurrences where a board policy is needed for the future.
By action of the Board 9/20/76; Revised 12/13/82, Revised 11/12/90; Reviewed 11/23/98 ; Reviewed 10/22/07
Edited 10/07; Revised 1/23/12; Reviewed 8/28/17
Review of Administrative Decisions
Administrators may be requested to share with the Board the conditions surrounding a situation and the rationale for the decision in a particular case.
By action of the Board 9/20/76, 12/13/82; Revised 9/17/90; Reviewed 11/23/98; Reviewed 10/22/07
Edited 10/07; Reviewed 1/9/12; Revised 8/28/17
ADMINISTRATION DELETED 4/12
Administrative Regulation 203.05A(Also deleted Administrative Regulation)
By action of the Board 9/20/76, Revised 12/13/82, Reviewed 7/8/91; 11/23/98; Reviewed 10/22/07
Edited 10/07; Deleted 4/12
Administrators’ Professional Organizations
The Davenport Principals’ Association shall be recognized by the Board as a professional organization representing principals and associate principals for purposes of meeting and discussing matters of mutual concern with the Superintendent.
By action of the Board 9/20/76, Revised 12/13/82, Reviewed 12/9/85, Revised 7/8/91; Reviewed 11/23/98; Revised 10/22/07
Edited 10/07; Reviewed 1/23/12; Reviewed 8/28/17
Graduate School Attendance for Administrators
Permission to be absent from duty to attend summer school in a recognized graduate program related to the administrator’s job responsibility may be granted by the Superintendent without loss of salary. The administrative absence shall normally coincide with the administrator’s vacation period. In individual cases, when additional time is needed, the Superintendent may approve additional leave without loss of salary.
By action of the Board 9/20/76, Reviewed 12/13/82, Reviewed 7/8/91; 11/23/98; Revised 10/22/07
Edited 10/07; Reviewed 1/23/12; Reviewed 8/28/17
Policy regarding vacations for Administrative Officers including Principals and Supervisory Personnel:
Twelve-Month Contract Employees:
All certificated employees in this category shall have four-week vacations, exclusive of holidays. This vacation may be taken anytime during the calendar year when approved by the Superintendent.
The contract year for these employees shall be from July 1 through June 30. The month of July shall be considered as the normal vacation period. Principals should work out a vacation schedule with their Associate Principals and Athletic Directors. Vacations requested to be taken at any other time than indicated above may be taken upon approval by the Superintendent, and then only if a very unusual situation exists which prohibits the employee from taking vacation during July.
All holidays granted by the Board to twelve-month employees plus the days during the winter vacation period and the spring vacation period may be taken by the 220-day employees without loss of any vacation time.
230, 215, 210, 207, 205, 200, 195, 185-Day Employees:
The contract year for employees in these groups shall be established by the administration. The employees shall be on duty during the school year, before the start of the school year, and after the close of the school year, as established by the administration. Vacations requested during the scheduled work time may only be approved by the Superintendent, and then only if a very unusual situation exists.
All holidays granted by the Board to twelve-month employees plus the days during the winter vacation period and the spring vacation period may be taken by employees in these groups without loss of any vacation time.
- By action of the Board 9/20/76
- Revised 12/13/82, 7/8/91; Reviewed 11/23/98; Reviewed 10/22/07; Edited 10/07; Revised 8/13/12; Revised 8/28/17
Evaluation of Administrators
Each administrator shall be evaluated on an annual basis. Evaluations may occur at a more frequent rate if superiors request the evaluation or if the administrator to be evaluated requests a more frequent evaluation.
The purpose of all evaluation is to improve the educational program in the District.
Administrative evaluation guidelines and procedures for the evaluation of administrators will be developed by the district office administration.
Guidelines and procedures will include, but not be limited to, any requirements established by Iowa code.
By action of the Board 9/20/76, Revised 12/13/82, Reviewed 7/8/91; 11/23/98; Revised 10/22/07; Revised 2/13/12
Edited 10/07; Revised 8/28/17
Evaluation of Superintendent
Evaluation of the superintendent shall be motivational and developmental. It shall aid in planning and in communication; ultimately, the effective evaluation of the superintendent will help to assure a good education for the students in our schools.
The evaluation of the superintendent will enable the superintendent to become more effective. This notion rests upon the premise that a successful person can become even more so, and a less effective individual can attain greater competence, given the opportunity and an imaginative evaluation process.
The route to improvement is through planning. The superintendent and the Board must plan together. Planning must be an integral part of evaluation. It consists of a step-by-step process enabling the participants to move toward intended ends. Systematic planning, including the establishment of objectives, implementation, and measurement of results, is the best route to meaningful evaluation.
Evaluation is best accomplished through the use of specific objectives which reflect, as closely as possible, mutual agreement of the superintendent and Board. It is important that final judgments about the superintendent’s effectiveness be based upon measurable results. If the evaluation process is to yield positive and productive benefits, it must be more than a culminating post-performance checklist type of assessment.
The evaluation of the superintendent shall be completed prior to the first Regular board meeting in September. These meetings may be held in closed session when permitted by Iowa law and requested by the superintendent.
Legal References: Iowa Code Chapter 279.8, 279.20, .23, .23 A, .25 (1989) 81 Iowa Admin. Code 12.3(4) (New Standards)
Cross Reference: Board Policy 903.6 Closed/Exempt Sessions
By action of the Board 9/17/90; Revised 6/22/98; Reviewed 4/26/10
Edited 6/22/98, 4/10; Revised 8/25/15
Dissemination of Policy
The Board Policy Manual is available on the District website and a hard copy is available in the Board Secretary’s office. Each school board member shall have a copy of the board policy manual if requested.
The Superintendent and other appropriate administrators shall have a copy of the board policy manual upon request. Persons wishing to inspect the board policy manual shall contact the Board Secretary, who shall have a board policy manual available for public inspection.
Changes in policy will be published in the board minutes and posted on the website within 2 weeks. The only official authorized hard copy of the policy manual is the Board Secretary’s copy. If anyone chooses to maintain a manual it will be their responsibility to update their policy manual in a timely manner.
Legal References: Iowa Code §§ 277.31
By action of the Board 9/17/90; Reviewed 11/23/98; Revised 9/18/00; Reviewed 10/22/07
Edited 10/07; Revised 3/12; Revised 8/28/17
It shall be the responsibility of the Superintendent or his designee to develop, update and maintain administrative regulations to implement the board policies. Regulations will be shared with the board after they are updated via district website.
Administrative regulations will be posted on the district website and updated and maintained with the appropriate policy in the policy handbook by the board secretary.
- Legal References: Iowa Code Chapter 279.8 (1989). 281 Iowa Admin. Code 12.3(2) (New Standards)
- By action of the Board 9/17/90; Reviewed 11/23/98, Revised 4/12/10
- Edited 11/98, 4/10, 1/9/17
The Board believes collaborative decision-making has the potential to develop open communication, trust and the ability to problem solve for the improvement of the Davenport schools. Collaborative decision-making provides meaningful employee involvement in educational decision-making.
The quality of decisions is strengthened when the process used includes diverse perspectives and involves stakeholder groups in a meaningful way. When decisions are made as close to the point of implementation as practical, those who assume the responsibility for the decision also assume accountability for it. Responsible collaborative decision-making at all levels of the organization is an effective process to quality improvement.
Collaborative decision-making can create an environment that listens better and responds more quickly to parents and students. It can also improve the work environment of school building employees, thus improving the learning environment of the students.
In order to clarify the process and provide structure, parameters will be developed and reviewed on a continuous basis.
By Board action: Adopted 8/24/98; Revised 8/14/00; Reviewed 10/22/07
Cross Reference: Administrative Regulation 203.13A
Edited 10/07; Reviewed 8/28/17