...Analysis of Employment Contract | Business Law | Student Number: XXXXX Dated: December 5, 2013. | Contents 1.ExecutiveSummary……………………………………………………………………………………………….……………………..……4 2.Introduction:………………………………………………………..…………………………………………………………………..……….5 Overview:………………………..………………………………………………….……………...5 Objective:……………...……………….…….………...……………….…………………………….6 Methodology:…………………………………..………….……………………….………………7 3. Description and Explanation of Contract Clauses:……………………..………………………..……………………..…..11 Definations:………………………………………………………....…………………………………………………………………......11 Section1: Superintendent, CEO and Secretary for the Board:…………………….……............................12 Section2: Term of Employment..………………………………………………….….............................................12 Section3: General terms and Conditions of Employment…..…………...……..………….……………….……..12 Section4:PowerandDuties(Responsibilities)…………………..…………………………..…...….………………...……13 Section5:Evaluation……………………………………………………………………..…..............................................18 Section6:Salary…..…………………………………………………………………….…………………………………………...…...19 Section7: Expenses/Allowances 21 Section8: Professional Schedule 23 Section9: Other Benefits 23 Section10: Professional Organizations/Activities...……………………………………………………………………….27 Section11: Waiver of Credential Status………………………………………………………………..……………………….27 Section12:...
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...policy and attendance program of Newport News Public Schools. Included in the chapter is a historical overview of attendance, the importance of attendance, overview of Newport News Public Schools, student theoretical absenteeism, framework, causes of or predictors of descriptions related attendance policies/ programs, and a review of perceptions and attitudes about attendance policies/programs as indicated by literature review. Historical Overview Early homesteading laws allowed the settlers free land on which to build schools. Schooling was perceived as the key to success for individuals and to the excellence of society (Mitchell, 1993). Free and compulsory education came to England and Wales following the Elementary Education Acts of 11 1870 and 1876, although not always on a full time basis. Education Act of 1918 finally abolished half time The schooling, and made elementary education entirely free and compulsory fourteenth until the end of the term in after most the parts child's of the birthday. Nevertheless, United States the problem of illegal absence dates from 1876 (Galloway, 1985). In the 1850s urban schools suffered from an extremely high turnover of students. Many students were needed at home to do many of the chores, especially if they lived on a farm. Other students worked outside of the home to Poor attendance was a problem to help support the family. teachers and parents well before school attendance became compulsory (Pallister, 1969). Pallister...
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...Running head: AASA REVIEW 1 AASA Article and Reflection Assignment for Module 1 Running head: AASA REVIEW Examining the article “Three Keys to a Successful Superintendent/School Board Relationship” written by Howard Carlson. Board members are likely to react in different ways because technically people are resistant to change and so their mannerism will be reflective of their own personal style of administration. The embracing of new philosophies and practices 2 does not occur as expected but results from hard work, trial and error. It would be important that the board recognizes this fact in moving forward. I am drawn between thoughts on effective communication here, as I believe you can be collaborative in private and decisive in public. But of note to self is to survive and succeed in exercising leadership, you must work as closely with your opponents as you do with your supporters. Most of us cringe at taking abuse from people who do not share our vision or passion. Too often we take the easy road, ignoring our opponents and concentrating on building an affirmative coalition. But rather than simply recognizing one’s own anxiety and plow ahead. Assuming the role of a superintendent, I think people might view this as a weakness because we often times don’t understand the difference between an adaptive and a technical change. No one learns only by staring in the mirror. We all learn and are sometimes transformed by encountering differences that challenge our own...
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...The Violet Bay School INTRODUCTION According to the Government Accounting Standards Board (GASB), the objective of financial reporting is to assist a government entity in fulfilling its obligation to be publicly accountable and to enable users to assess accountability (GASB 2007; Government Accountability Office [GAO] 2007). Budgeting, a process whereby government administrators forecast expected revenues and identify planned expenditures, is an integral part of accountability, and the extent to which a governmental entity adheres to its budget is a major consideration when assessing accountability. In August 2005, Violet Bay1 taxpayers were informed that their school system had run a $7 million deficit after several previous assurances that the system was fiscally sound and would finish the year with a surplus. By November 2005, an external audit determined that the actual deficit was $12.1 million. Three months later, a special grand jury report was released describing the causes of the financial crisis and addressing the means to correct the situation. What went wrong? Place yourself in the role of an auditor or a consultant and identify the problems. As you do so, you will better appreciate the importance of internal control and will gain experience in identifying and assessing client risks. While this case involves a governmental entity—a school district—no prior coursework in governmental accounting is required to complete case requirements. PART I – THE BUDGET PROCESS The...
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...Women and Minority Superintendents face in Mississippi What are the barriers women and minority Superintendents face Mississippi? Tommy B. Molden University of Southern Mississippi The position of school superintendent was created during the late 1830; by 1850, 13 large city school systems already employed an administrator in the capacity. By most accounts, the very first district superintendents were appointed in Buffalo, New York, and Louisville, Kentucky (Grieder, Pierce, & Jordan, 1969). By 1900, most city school districts had established this position. The need for school systems to have a top executive stemmed from a myriad of conditions including the development of larger city school districts, the consolidation of rural school districts, an expanded state curriculum, the passage of compulsory attendance laws, demands for increased accountability, and efficiency expectations (Kowalski, 2003) During the past several decades, widespread concern for the condition of the education and the economy launched and sustained what arguably is the most intense effort to reform public education in recent history. For more than two decades (1983-2005), national commission and task force reports examined the condition of American public education, heightened expectations for schooling, and called for improving instruction as well as fundamentally altering the manner in which schools are organized, administered...
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...Essay #1 When embarking on a school and community relations program, the district needs to first adopt a community relations policy. A policy is the basis for the superintendent and their staff to work out the details of the program for the board’s approval. Local school boards are largely responsible for devising the policy. The policy should be short and simple. It should state what should be done and reasons for doing so. Making it clear and simple reduces the chances of misunderstanding, puts a restraint against impulsive action, and also serves as a guide in decision making. Every school district’s strategic plan of school and community relations must contain internal and external communication plans. The board sets a positive tone for the program when it consults with interested citizens and representatives of community groups on problems facing the schools. Interested citizens have much to contribute to the solution of those problems. Consulting these people makes them partners in the job of education and helps develop a basic policy for encouraging and expanding constructive relationships between the school and the community. The governing board should understand and model its policy-setting responsibilities on actions that are in the best interests of students and their learning. In a centralized plan, the school administrators most responsible for school community relations are the school superintendent and central office administrators. In a decentralized...
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...this memorandum, I will discuss Violet Bay School District’s control systems. I will evaluate the control system using the framework in COSO framework and identify control mechanisms. I will also address the components of the fraud triangle that were present at VBSD. EVALUATION OF CONTROL SYSTEM VBSD does not create a good control environment with commitment and ethical values well demonstrated. Otherwise, Spigot, the superintendent, acts as having a “dictatorial management style” Although, there is reporting structure established, however, neither Robertson nor Spigot conformed to it. Spigot executes the contract before the City Office’s proposal. For the Risk Assessment, VBSD has unrealistic assumptions used in preparation of the operating budget. Instead of identifying and analyzing risks, the CFO tried to ignore the risks. Furthermore, VBSD lacks control activities and communication systems. To be exact, firstly, there is no effective way to track budget and payroll expenditures. Also, VBSD needs more strict policies and procedures to execute proposal such as the large transfers. For the communication, the current reporting system is not so effective. The deficit information was not conveyed to the School Board as soon as possible. Nearly all the communication process between the reporting and controlling entity does not work quite effectively. The poor relationship and lacking communication between the School Board, School administration and the city further intensify...
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...Running head: School Improvement School Improvement |School Improvement Team | |Members |Principal, Assistant Principal, Guidance Councilor, 1 Teacher from | | |each grade level, Ell Teacher, Special Education Teacher, Parent, | | |Math coach, Literacy Coach, Curriculum Director | |Objectives |1. All Students at Williamson Elementary will Score a 400 or better | | |on the Ohio Achievement Assessment in reading by the spring of 2012 | | |to show Adequate Yearly Progress. | | |2. All Students at Williamson Elementary will Score a 400 or better | | |on the Ohio Achievement Assessment in math by the spring of 2012 to | | |show Adequate Yearly Progress. | | |3. Williamson Elementary School will improve student...
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...Tenure and Termination Grand Canyon University: EDA 555 June 4, 2013 The greatest resource we have is our children. Parents entrust teachers to do educate and enrich children’s lives and to do so in a caring, safe, and to do so in a professional manner. There have been situations where sometimes the role of a teacher is misrepresented or compromised. These situations are sometimes not real, or they are a result of lies or hear say, but at other times they turn out to be true. Our society has taken measures to protect our children from being abused by adults. At the same time our society has also taken measures to protect teachers from certain injustices or false accusations. Many states have set in place tenure policies to protect competent teachers from malicious accusations but when do we draw the line? The law at times is not a well-defined contrast of black and white, and at times people need to decide on a shade of gray. Tenure is a form of job security that teachers earn after they reach a certain level of professionalism (Scott, 1986). When a teacher has earned tenure, they have the right to a continual teaching contract as long as they abide by the guidelines set forth in their contracts. It is believed that students benefit more from the experience and ability of a continuing contract teacher. Some of the protections that are extended to a tenured teacher are that they cannot be discriminated against based on their personal views, personality conflicts...
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...Miami School District Negotiation MGT/445-Organization Negotiations April 18, 2012 Miami School District Negotiation The City of Miami-Dade County, Florida boasts the fourth largest public school district in the United States. The district comprises 392 schools, employs more than 40,000 people dedicated to the education of the district’s 345,000 students. The diversity in Miami’s schools in unmatched, represents 160 countries, and the students speak 56 different languages (Dade schools, 2012). An issue common to large cities in the United States is over-crowding in public schools. The Miami school districts attempt to address the unexpected enrollment increases by redrawing its school boundaries for the upcoming school year faces tough opposition from the parents. This paper researches the concerns of the parents, other stakeholders, and develops a negotiation strategy that supports the school boards need to redraw the school boundaries. Six controlled choice boundaries with 14 choice schools make up the Miami-Dade County Public Schools district. Parents have the option of choosing a preferred school for their child using the controlled open enrollment method. Through this initiative, Miami-Dade’s school offerings have increased to provide parents with options best suited to maximize their child’s learning experience...
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...successful school leadership through: advocacy professional development support sustainment of high quality school administrators a statewide collegial network professional learning through new leader orientation and continuous growth opportunities conduit of current state and national education information opportunities for women in educational leadership through the women’s caucus Objective 2.3: Achieve 100% of Intermediate Units represented on the Membership Committee. (Membership Committee) Objective 2.4: Achieve 100% of current Superintendents as members of PASA. (Membership Committee) Objective 2.5: Achieve 1000 total members in PASA. (Membership Committee) Objective 2.6: Build and expand PASA membership in the Higher Education community. (Research & Development Committee) STRATEGIC GOALS & OBJECTIVES The following Strategic Goals define the future condition PASA intends to attain – they are the ends that guide the ways and means. PASA’s Strategic Objectives are statements of what must be done to achieve a Goal and include the name of the PASA committee/caucus taking the lead in that objective. Goal #1: Personalize Support for Membership Objective 1.1: Develop key talking points to legislators that reflect legislative initiatives of PASA. (Legislative Committee) MISSION Our Mission describes why PASA exists and what it is attempting to accomplish. PASA’s mission is to develop, support, and serve Pennsylvania school leaders. ...
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...This paper will discuss strategies for implementing changes to the education of juveniles housed at the new Juvenile Justice Center. The Juvenile Justice Center, formerly Youth Study Center, will add vocational technical training to the regular education already offered to juveniles. Vocational technical training will offer juveniles employable skills upon release. To properly implement this training, management must develop a monitoring process, understand the relationships of processes, systems, and professional roles. Monitoring There are 3 components in the monitoring process of the implementation of a vocational technical education curriculum at the new Juvenile Justice Center. The monitoring components includes: 1) data collection; 2) evaluation and communication procedures; and 3) documentation. Data collection includes data relative to implementation. Ideally, these data should be able to summarize the effects of adding a vocational technical curriculum to the regular curriculum. At a minimum, monitoring data should include: ▪ Annual material and equipment costs ▪ Tracking released juveniles for employment ▪ Assessing regular education progress versus vocational technical process ▪ Significant changes in personnel In addition, management must identify who is responsible for the collection and frequency of data collection. All data should be collected frequently enough to make certain that information is recorded correctly. Evaluating the data collected...
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...The Varnett Public School 5025 South Willow Drive • Houston, Texas 77035 Telephone: (713) 667-4051 www.varnett.org FAX: (713) 723-5853 Job Title: Communications Director Salary Range: $80,000.00 - $90,000.00 Job Description: Immediate Supervisor: Contract Length: Superintendent of Schools 12 Months – 231 Days Maintains district website and social media sites such as Facebook, Twitter and LinkedIn to promote the district with current news and updates, compelling video and audio and a perspective that reflects the values of VPS. Writes and edits district newsletters and promotional materials. Works in conjunction with Student Services to highlight the strengths of Varnett and help boost student enrollment. Illustrative Duties: Promotes positive public relations between the school district and the public-at-large including parents, community members and policy-makers. Works with the media to highlight and publicize positive VPS stories involving administrators, teachers, parents and students. Anticipates, diffuses, limits or counters any negative publicity that could damage the image of VPS. Provides information to parents and the public about the activities, goals, policies and mission of the school district. Distributes pertinent information about the district and its activities to employees. Advises the Superintendent on issues related to communications. Reviews and edits internal and external documents or communications prior...
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...creation of my embodied knowing as a leader, my integration of ideas from the literature on leadership and my support for individuals to develop their capacities as I discover and manage resources to support visions of an improved educational system. I conclude by emphasizing the importance of my knowledge-creation in my professional practice as a Superintendent of Schools and by asking and answering the question: Why is there no simple or even complex answer to “what is educational leadership?” In the rhythm of the work, my efforts are often full of risk, sometimes disastrous, at which point I fall back, renew my energy and with my recognized tenacity, try another route. I will reveal as well how I carry that spirit, that life-affirming energy (Bataille, 1962; Whitehead, 1999) embodied in my whole being with a passion and internal power to effect good. Feminist Barbara Du Bois (1983) writes of "passionate scholarship" as being "science-making, which is rooted in, animated by and expressive of our values" (p. 113) (Belenky, et. al., 1986, p. 141). One of the reasons I can accomplish as much as I do is that the work and the relationships appear to be many and complex but because they are inter-related and connected they provide a synergy that produces results in numbers of seemingly different and unrelated focus areas. I find that as I am supporting individuals like Cheryl and Greg[1] and Maria[2] and Kim[3] in dialectical and dialogical processes that I am learning and improving...
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...………………………………………………………………………………………………. Hazelwood School District v. Kuhlmeier ……………………………………………………………….. Christensen v. Royal School District No. 160 ………………………………………………………….. References and Works Cited ……………………………………………………………………………….. Spanierman v. Hughes, 576 F. Supp. 2d. 292. (D. Conn. 2008) Jeffrey Spanierman, a teacher at Emmett O’Brien High School in Ansonia, Connecticut, created a MySpace page for the purpose of communicating with his students regarding homework, learn more about the student’s personal interest and to conduct casual, non-school related discussions. (Neuberger, 2008) A colleague visited the page and was concerned with some of the content---pictures of nude men captioned with inappropriate comments and personal conversations between Mr. Spanierman and the students. The colleague spoke to Spanierman and convinced him to remove the page arguing that it was disruptive to students. Spanierman complied, but went on to create a new profile page with similar content. The colleague learned of the new page and immediately reported her findings to the school administration. The administration went on to place Spanierman on administrative leave and ultimately declined his teaching contract for the upcoming school term. (Neuberger, 2008) In the case of Spanierman v. Hughes, 576 F. Supp. 2d, 292, the Plantiff, Jeffrey Spanierman was hired on January 2, 2003 as an English teacher at Emmett O’Brien High School, a school within the Connecticut...
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