MOKENA SCHOOL DISTRICT 159 BOARD OF EDUCATION POLICY MANUAL TABLE OF CONTENTS SECTION 3- GENERAL SCHOOL ADMINISTRATION 3:10 Goals and Objectives 3:20 Strategic Planning 3:30 Chain of Command 3:30-AP Administrative Procedure Organizational Chart 3:40 Superintendent 3:50 Administrative Personnel Other Than the Superintendent 3:60 Administrative Responsibility of the Building Principal 3:70 Sucession of Authority 3:70-AP Administrative Procedures Succession Plan Section 3 Table of Contents Page 1 of I
by the state society. Financial: 3:10 Page 1 of2 Mokena School District 159 3:10 Technology: Goals and Objectives Mokena School District 159 Board Goals District Culture: Integrate technology into the curriculum at all grade levels to prepare students for a technological Keep the District financially sound. Continually research methodologies that provide the best educational opportunities for the students. Foster an atmosphere of greater teacher satisfaction and involvement. Communip and Government Relations: Curriculum/program enhancement: Improve the District s relationship with community and government entities. Implement innovative and effective methodologies to enhance the curriculum and learning process. Become one of the Top 100 Wired Schools in the U.S. Continue to develop stall technologically by providing staff development Explore the feasibility to additional computer labs at each bulding Increase the extra-curricular options available for students Explore providing extra-curricular transportation Explore the availability of grants for below grade level achievers Provide staff development on reading strategies for below grade-level readers Research ability grouping versus heterogeneous grouping Implement inquiry and problem based learning. Improve options for professional development Provide opportunities to increase parental involvement Increase community awareness of curricuium Work closely with the village regarding economic development to enhance our tax base Establish a reliable contact with the local media-newspaper Enhance our reputation in the immediate community as well as the surrounding Review and revise the District s long term financial plan Maintain quality of education while being fiscally responsible Creation of a program that offers incentives for the teachers to take additional classes and Improve the transition of 8th grade students going into high school Implement programs to enhance the learning of the average student who has the potential Research increasing the length of classroom learning time beyond the minimum required training to improve their skills southwest suburban area to perform at a higher level
Facilities: Provide facilities that enable us to be competitive in our changing world. Watch district enrollment in relation to size of facility Determine facility needs based on curricular changes Maximize opportunities to acquire land via village or developer donations 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 Board of Education), 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: September 12, 2007 3:10 Page2of2
Mokena School District 159 3:20 Strategic Planning Mokena School District 159 will establish an ongoing strategic planning process by which it translates its mission, vision and core values into actionable and measurable goals, strategies, initiatives, and programs. The plan will provide direction for both long and short-term decision-making by the Board of Education and Administrative Leadership Team to fulfill the mission of the school district. Strategic Planning Process Framework The strategic planning process will incorporate the following components: Mission statement Core Value statements Vision Statement Five-year, written, Board-approved Strategic Plan that includes: o Goal Areas o Goals o Action Steps Standard format for overall strategic plan, goals and action steps Strategic performance measurement Active engagement in the process of all stakeholders Planning Cycle I. Long-term visioning. At certain times, organizational leaders will determine the need exists to engage in a strategic visioning process with long time horizon, such as two, three or five years, in order to make decisions about organizational direction, major capital investments, master facility plans, program commitments, or curricular changes. The resulting long-term vision will create an overarching strategic context for an ongoing strategic planning. 2. Rolling, multi-year strategic plan. The district will engage in a rolling strategic planning process so the organization s strategic initiatives and goals are always as current as possible, reflecting contemporary conditions. 3. Calendar. The organization s fiscal and planning year is the school year. The strategic plan will drive the direction of the district. 4. Five-year plan. The district will engage in a comprehensive, data-driven assessment and adoption of a strategic plan. Data gathering may include input from: Staff Parents Community members Students Board of Education Administrative Leadership Team Other stakeholders as identified by the Board 5. Annual plan. Every year, the district will adopt annual performance goals and make adjustments to the plan based on changing needs. The annual planning cycle will be: Data-gathering: Board/Administrative Leadership Team goal setting July Board approval of Strategic Plan Update September Annual budgeting process begins - September Board approval of annual budget - November 6. Two-year plan. Every other year, the district will engage in more global, baseline data gathering including all stakeholders. Based on the input, organizational leaders will re-examine the strategic plan and make adjustments as necessary to major initiatives and goals, making decisions
about organizational direction, major capital investments, master facility plans, program commitments, or curricular changes. 7. Continuous monitoring. District Leadership will continuously monitor changes in the needs of the strategic plan as well as the district s actual performance in achieving its strategic goals. 8. Integrated planning. The strategic plan is an overarching document that should drive all related district plans. 9. Alignment. There will be one mission and vision statement and one set of core values. 10. Communications. District Leadership will be responsible for communicating the strategic plan to key stakeholders and engaging them in achieving the goals of the plan. Role of the Board of Education The Board of Education will play an active role in the strategic planning process while ensuring it does not assume administrator responsibilities. The board will: I. Adopt a policy committing the district to a mission-driven strategic planning process that includes broad inclusion of administrative leadership to create and carry out the plan 2. Adopt a compelling long-term vision statement for the organization 3. Formally approve multi-year and annual strategic plans 4. Adopt an annual plan for board and committee work that focuses on strategic priorities of the district, and determine if the board will utilize a Strategic Planning Committee or carry out its strategic planning responsibilities as a whole 5. Monitor progress toward achieving strategic goals and require corrective actions and adjustments as necessary to changing needs 6. Participate in an annual goal setting session 7. Participate in at least a 5-year strategic planning retreat 8. Raise questions and contribute expertise 9. Bring insights from and help communicate the plan to key stakeholders. Role of the Administrative Leadership Team I. Engage the board to fully utilize its experience, expertise and knowledge of community and stakeholder needs 2. Bring objective analysis and recommendations to the hoard for deliberation and decision making 3. Structure presentations to the board on strategic topics to allow sufficient time for questions and board feedbacwguidmwe 4. Plan at least an annual board/leadership goal planning session 5. Provide education on district needs, educational trends, opportunities and challenges 6. Review progress on implementation of the strategic plan regularly. Provide to the board a concise, report showing progress toward the key goals and measures in the strategic plan on a quarterly basis. 2
Mokena School District 159 3:30 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 mailers 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. Succession of Authority If the Superintendent, Building Principal, or other administrator is temporarily absent, the succession of authority nnd responsibility of the respective office shall follow a succession plan, developed by (he Superintendent and approved by the Board of Education. CROSS REF.: 1:20 (District Organization, Operations, and Cooperative Agreements), 2:140 (Communications To and From the Board) ADOPTED: September 12, 2007 3:30 Page 1 of I
Mokena School District 159 3:30-AP Administrative Procedure Organizational Chart Please refer to the following enclosure: DATED: September 12, 2007 3:30-AP Page 1 of i /
p Direcwr of Director of Food Lead Director of : Buildings and Services Coordinating Technology Grounds Bus Driver (part time) 9 Administrative Procedure Organizational Chart Board or Education I I Superintendent I Board Secretary g 0 Director of Student Services Assistant Chief School Business Official Superintendent of [treasurer Instruction 0- I C I I- I I t2l C Mokena Mokena Mokena Elementary School Intermediate School Junior High Principal Principal School Principal Assistant Principal Assistant Principal -V L,J C L.a 9 o t
Duties and Authority Superintendent 3:40 Page 1 of 2 between the Board of Education and the Superintendent. The terms of the Superintendent s consistent with the Board s policies and the Superintendent s contract. A specific time should be designated for a formal evaluation session with all Board of Education members present. The evaluation should include a discussion of professional strengths as well as perfoniiance areas needing improvement. individual employment contracts, all benefits including retirement benefits and leaves of absence Compensation and Benefits conforms to Board policy and State law. This contract shall govern the employment relationship employment agreement. when in conflict with this policy, wil I control. linless stated otherwise in available to teaching personnel are the only benefits also available to administrative personnel. The Board of Education will evaluate, at least annunlly, the Superintendent s performance and efthctiveness. using standards and objectives developed by the Superintendent and Board thai are The Superintendent shall annually present evidence of professional growth through attendance at ethical onal conferences, in service training, or similar continuing education pursuits. The Board of Education and the Superintendent shall enter into an employment agreement that Eva I nation of Education, District employees, students, and the community. The Superintendent slin II have a Superintendent shall have the experience and the skills necessary to work effectively with the Board The Superintendent must be of good character and of unquestionable morals and integrity. The Qua Ii ficati ons valid administrative certificate and superintendent s endorsement issued by the State Certification Board. and State and federal law. District management duties include, without limitation, preparing, The Superintendent is authorized to develop administrative procedures and take other action as vote. The delegation of power or duty, however, shall not relieve the Superintendent of responsibility for the action that was delegated. management of the District schools in accordance with Board of Education policies and directives. submitting. publishing, and posting reports and notifications as required by State and federal law. 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 of Education policies or by Board The Superintendent is the District s executive officer and is responsible for the administration and needed to implement Board policy and othensise fulfill his or her responsibilities. The Mokena School District 159 3:40
Between Moliena Teachers Association, IFA/NEA and Board of Education Mokena Public School District 159. 3:40 Page2of2 REVISED: June 9.2010 REVISED: January 13, 2010 ADOPTED: September 12. 2007 and Objectives) Superintendent Relationship). 2:240 (Board Policy Development). 3:10 (Goals CROSS REP: 2:20 (Powers and Duties of the Board of Education), 2:130 (Board 23 lil.admin.code 1.310 and 29.130. LEGAL REF.: 105 ILCS 5/10-16.7, 5/10-21.4, 5/10-23.8, 5/21-7.1, 5/24-I I, and 5/24A-3. Please refer to the current Mokena Public Schools Professional Negotiations Agreement Executive Board Superintendent Committee and Financial Committee
Duties and Authority Administrative Personnel Other Than the Superintendent 3:50 Page I of! REVISED: June 9.2010 ADOPTED: September 12, 2007 CROSS REF: 3:60 (Administrative Responsibility oftlie Building Principal), 5:30 (Hiring Process and Criteria), 5:250 (Leaves of Absence) 23 lll.admin.code 1.310. LEGAL REF: 105 ILCS 5/l0-21.4a. 5/21-7.1, 5/24,4-I, 5/24A-3, and 5/24A4. Board of Education no later than the March Board of Education meeting or at such earlier time that will allow the Board to consider contract renewal and nonrenewable issues, and leaves ofabsence available to teaching personnel are available to administrative personnel. The Board of Education will consider the Superintendent s recommendations when setting Unless stated otherwise in individual employment contracts, all benefits including retirement benefits Compensation and Benefits compensation For individual administrators. These recommendations should be presented to the be available for work when their services are necessary. Administrators shall annually present evidence to the Superintendent of professional growth through attendance at educational conferences, additional schooling, in service training, and Illinois Adniinistrators Academy courses, or through other means as approved by the Superintendent. Administrative Work Year administrators shall have vacation periods as approved by the Superintendent. All administrators shall The Superintendent or designee shall evaluate all administrative personnel and make employment and salary recommendations to the Board of Education, The work year (hr administrators shall be the same as the District s fiscal year. July I through June 30. Unless otherwise stated in the employment agreement. In addition to legal holidays, Evaluation requirements contained in State law and Illinois State Board of Education rule. All administrative personnel shall be appropriately certificated and shall meet all applicable Qua Ii fications administrative or supervisory position are approved by the Board of Education, upon the Superintendent s recommendation, and contained iii the respectie position s job description. In the The Board of Education establishes District administrative and supervisory positions in accordance with the District s needs and State law and regulations. The general duties and authority of each event ofa conflict. State law and/or the administrator s employment agreement shall control. Mokena School District 159 3:50
Mokena School District 159 3:60 Administrative Responsibility of the Building Principal The Board of Education, 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 agreed upon by the Building Principal and Superintendent. The Superintendent or designee shall develop and maintain a principal and assistant principal evaluation plan that complies with Section 24A-l 5 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 of Education 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 the evaluation plan or 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, l0-23.8b,and 5/24A-15. 105 ILCS 127/1 et CROSS REF.: 3:50 (Administrative Personnel Other Than the Superintendent), 5:250 (Leave of Absence) ADOPTED: September 12, 2007 REVISED: June 20. 2012 3:60 Page I of
Mokena School District 159 3:70 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.: 1:20 (District Organization, Operations, and Cooperative Agreements). 3:30 (Chain of Command) ADOPTED: June 20, 2012 3:70 Page 1 of I
Mokena School District 159 3:70-AP Administrative Procedure - Succession Plan If the Superintendent, Building Principal, or other administrator is temporarily unavailable, the succession of authority and responsibility of the respective office shall be as stated below. If the first person on the succession list is unavailable, the second person shall be the responsible person, and so on, in order through the list. The designated individual shall communicate with the School Board President in cases of importance and/or emergency. Superintendent Assistant Superintendent of Instruction Director of Student Services Chief School Business Official Mokena Junior High Principal Mokena Elementary School Principal Mokena Intermediate School Principal Mokena Elementary Assistant Principal Mokena Junior High Assistant Principal ADOPTED: June 20, 2012 3:70-AP Page I of I