0.3 Preparing and training superintendents for the mission of  (Page 10/23)

Personnel Recruitment and Induction

Recruiting quality applicants for open district positions is not an easy task. Superintendents typicallyestablish parameters for recruiting and interviewing prospective employees. Inducting new teachers is an especially important taskas drop-out rates for new educators is very high in most areas of the country.

Staff Evaluation

The dismissal of professional and support staff is probably the first or second most contentious communityand legal issue confronting superintendents and boards. The superintendent’s legal knowledge and ability to implement evaluation systems is extremely important. This is a key managementresponsibility with little room for error.

Professional Development

The continuous improvement of employee skills and efficiency is often linked to state certification and licensingrequirements. District resources used for staff development are sometimes linked to evaluation of district employees and often alegal and political“hot button.”

Payroll and Record Keeping

District payroll operations and record keeping management is usually not seen as a key superintendentmanagement responsibility. However, state and legal requirements must be closely followed and a good management system must be inplace for these functions.

Fringe Benefits Management

Fringe benefit costs in many school districts constitute about 10 % of the total district budget. Health care,life insurance, and student insurance are complex programs to manage. Superintendents must be very knowledgeable to wisely advisethe school board on the best options for the district. Health care benefits are becoming a very“hot”item in many districts as budgets are reduced.

Worker’s Compensation

The laws and procedures surrounding state worker’s compensation programs are complex. The cost to the district is substantial and costly mistakes are often made bydistrict administrators.

Collective Negotiations and Contract Management

A form of bargaining or“meet and confer”option for personnel exists in every state. Successful bargaining evolves from well planned personnel and fiscal plans.Superintendents are a key figure in the districts bargaining program. Day to day management of the collective bargainingagreement(s) is a prime responsibility for superintendents. Superintendents are also the lead district administrator inmanaging grievances arising from the implementation of the contract or the formal understanding with employee groups.

Student Personnel Management

Although students attend individual schools and programs, the district office has important responsibilities inmanaging student focused programs. Central management of school health, special education, student records, and serious disciplineis required by statute in many states. Special education is a very complex program requiring a considerable portion of the districtbudget and is prone to problems requiring legal services. Compliance with state and federal regulations (such as NCLB) is aserious management challenge for every district and superintendent.