...Running head: Barriers 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...
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...Elected versus Appointed Superintendent Elaine T. Gayden Superintendent and School Board Relations Mississippi College February 8, 2012 Dr. Phillip Burchfield Information on Topic Research based on appointed Superintendents versus elected Superintendents found there was very little difference where student performance is concerned. An elected Superintendent according to findings has a slight positive difference in student performance outcome (Hoover, 2008). What is a Superintendent one might ask? A Superintendent can be called by several different names. He/she is known as chief school administrator, chief education officer, or chief executive officer. According to Parents Campaign (2000), in Mississippi there are 152 Superintendents, 2 are college presidents, 64 are elected Superintendents and 86 are appointed Superintendents. There are 30,000 superintendents in the country. Only 101 are elected. Most of the Superintendents are hired by contract with the board of education. The board is the policy makers for the school district they are also appointed or elected. In many cases, (Chism, 2012) it is a known fact that the school district end up being run by the best politician, not the most-qualified candidate. Mississippi, Alabama, and Florida are still the only three (3) states that elect a Superintendent with Mississippi electing the most. We find that in Mississippi there are 64 school...
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...Case Study Application: L.B. Jensen Middle School 1. What is meant by the following terms: adequacy, equality, equitable, human capital, quality? Within the case study, all of the terms mentioned seem to directly apply to the student population, and what a school should be offering them. Also, is describes the qualities the leaderships members need to keep in mind. Everything is to be done for the betterment of the students, and these terms are there to justify that thought. Budgeting should be done with thoughts of the students at hand. All students are to be offered an equal, quality and fair opportunity at an education and these terms correlate with that. The bottom line to think about is that our students are an investment when it comes to budgeting and they need to be valued and that their best interest are at heart. This will help to determine what curriculum to purchase, which teachers to hire, what partnerships to make. All of this will be a part of the budget, but at the same time determine equality is being provided to the students. 2. How is the theoretical concept, “education must be viewed as an investment in human capital,” realized in your community? Provide concrete examples. Within my community, students are valued more than they will ever know. Recent examples to show this is true, is that recently our district has made partnerships that will increase the value of our students when they graduate. Our district is an online one with a brick...
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...EXECUTIVE SUMMARY Roslyn Free United School District The Case begins…. In late 2002, words got out that one of the high officials of the Roslyn school district was stealing money from the school. The allegedly culprit was determined to be the assistant superintendent (who played almost the same role of a chief financial officer in the school district sytem) Pamela Gluckin. The total amount was believed to be $223,000. The board, however, decided not to press criminal charges against Gluckin and just accepted her resignation and restitution of $250,000. The reason, as later explained by the board was that board members desired not to damage the school’s reputation. The final decision was also recommended and supported by superintendent Tasson, as he reckoned that Gluckin was making roughly $160,000 a year; if the board had prolonged the investigation and the process of bringing the case to court, the Roslyn school district would have lost more money paying for Gluckin’s high annual salary. And so it seemed the theft had ended, and Roslyn did not suffer too much of a financial crisis. They only learned, however, 2 years later, that was not entirely the case. The Truth unveils….. In early 2004, rumors got out that the Roslyn fraud case from more than a year ago did not just result in a loss of a few hundred thousand grants. Eventually, the Nassau County District Attorney decided to carry out a full-out investigation. The New York State Comptroller’s Department performed...
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...you to come in and make a formal statement about what you witnessed from the girls communicated to each other. Our school reputation in our community is very important to me so I would like for you to come in as soon as possible so we can get the investigation started. Thank you for your concerns. Principal PLAN OF ACTION It needs to be determined if the allegation is recent or past conduct and if it is a risk the behavior may be repeated. If it is determined that there is a chance that the allegation may be repeated than affirmative action must be taken to keep the students and staff safe, that can be done by temporarily suspending with pay or reassignment. It is important to understanding the collective bargaining and superintendent responsibility before taking these steps. There also has to be a determination if the allegation is illegal or criminal if so local law enforcement officials must be notified. I would send a letter out to the community letting them know that there will be a temporary teacher in Mr. Black’s class until future notice. This is done for parents with concerns about student progress and also this will still protect Mr. Black’s privacy. I would launch a full investigation, because...
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...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 plan, the building principals are the most responsible...
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...Forming-Stage, Storming Stage, Norming Stage, performing stage and adjourning Stage. It seems the group is stuck in the forming and storming stage. The group has no sense of direction, structure or leadership and everyone has their own opinions of how the groups should be run. There are already strong opinions on how the problems should be solved regarding truancy, low performance, crimes rate and creating an effective after school program. Referring back to the stages and understanding of the stages would have assisted the Woodson Foundation tremendously. First the forming stage was not completed, the groups should have met and established roles, structure and the purpose and it’s clear that was not established. You have the principal and the superintendent thinking the school should have more power, and not involving the parents, and other members with their opinions as well, which is a clear example that a purpose was not established. Second, the members did not hash out who was going to be doing what, and this stage was not completed because there was not a relatively clear hierarchy of leadership in the group. Third if the group had set a a clear and common expectation, there would be common expectation. All the members are interested in meeting the needs of the students and they all would like to increase student learning, but they are not on the same page when it comes to how to fix the situation. In a nut shell if the group had made an...
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...Budgetary Overview Dawn Hammer EDA-535 June 2, 2015 Welcoming a new board member, superintendent, or school level administrator can be a difficult task when it comes to the budget aspects of any school district. Thus it is vital for any administrator or person involved in the various aspects of the budget examine the basis for budget making decisions and the key accounting principles to be followed by all school districts. These budgetary processes can be addressed with four keystone parts. In the first area of emphasis is to understand the school districts generally accepted accounting practices on which the budget is to be founded. From there it is also essential to identify the key roles of the superintendent in the budgetary process as well as the role of those sitting on the board as school board members. This paper will also examine the methods and accounting principals in place to ensure that the budget is balances as well as coordinated accurately. Finally we shall look at generally accepted timelines for a budget as well as projections for student enrollment and all necessary funding ideals that should be included. Generally Accepted Accounting Practices Regardless of the school, if there is to be a excellence in education, there is a requirement that the leaders have a vision and process for obtaining that vision (Bernhardt, 2013). The same can be said when designing a budget and working within the confines of the generally accepted accounting principles...
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...A Brief History of the San Francisco Unified School District and the Consent Decree) Reconstitution was introduced as part of educational reform in San Francisco through a process by which the San Francisco Unified School District (SFUSD), the State Department of Education (CDE), and the San Francisco chapter of the NAACP settled the latter’s 1978 desegregation lawsuit. The 1983 settlement, known as the Consent Decree, was a SFUSD-driven document reluctantly accepted by the NAACP lawyers. The presiding judge, William Orrick, cautioned the NAACP lawyers to not go to trial since he did not see how they could win their case. They would not be able to prove that the SFUSD intentionally promoted or maintained segregated schools. As a result, the NAACP lawyers could demand only what the SFUSD and the CDE were willing to concede. The concessions were gained, however, by paying a heavy political price. By accepting a place at the negotiating table, the San Francisco NAACP acquiesced to the exclusion of teachers, Latinos, and Asian Americans from the table. The latter three groups all filed lawsuits during the life of the Consent Decree demanding that they, too, be parties to the desegregation settlement. Judge Orrick consistently denied their claims, explaining to them that the San Francisco NAACP was able effectively to represent Latino and Asian American interests and the district office would represent the interests of the teachers. This would prove illusory when lawyers...
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...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 to publication. Ensures the district complies with state laws with the timely...
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...CLASSIFIED EMPLOYEES HANDBOOK THE PERSONNEL COMMISSION ACHIEVING EXCELLENCE THROUGH MERIT REVISED | JUNE 2011 TABLE OF CONTENTS PREFACE I THE LOS ANGELES UNIFIED SCHOOL DISTRICT The LAUSD’s Mission The School System Board of Education and Staff II THE BASICS FOR NEW EMPLOYEES Orientation Expectations and Guidelines Performance Appraisals Disciplinary Action Notification of Absences Use of Telephones and E-mail Change of Address and Telephone Number Accidents and Safety Personal Property Dress Standards for Employees Employee Organizations Credit Unions Charitable Contributions Political Activity Publications III IMPORTANT POLICIES Equal Employment Opportunity Statement Nondiscrimination Statement Ethics Policy Office of the Inspector General - Hot Line Whistleblower Protection Policy Health and Safety Policy Attendance Policy Drug, Alcohol and Tobacco-Free Workplace Policy Workplace Violence Prevention Policy Sexual Harassment Policy Confidentiality and Non-Retaliation Child Abuse Reporting Policy Fingerprint Policy …………………………………………..14 …………………………………………..14 …………………………………………..15 …………………………………………..16 …………………………………………..16 …………………………………………..16 …………………………………………..16 …………………………………………..17 …………………………………………..18 …………………………………………..18 …………………………………………..20 …………………………………………..20 …………………………………………..20 2 ……………………………………………5 ……………………………………………6 ……………………………………………6 ……………………………………………7 ……………………………………………8 ……………………………………………8 ……………………………………………9 ……………………………………………9 …………………………………………...
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...Assistant Juvenile Detention Superintendent Greene County Court – Juvenile Division This job pays $35,214.00 annually. The person will provide leadership and direction to the Juvenile Detention Center and community partners to enhance programming and services for juveniles. You will Interpret, implement, and administer local, state, and federal directives to ensure compliance and adequately provide services. Research and keep current on best practices for operation of the JDC. Prepare for and mange crisis situations related to juvenile behavioral and medical conditions to ensure the highest level of safety and security. Confer with Detention Superintendent daily regarding detention facility and staff operational procedures. This is only some of the duties this position does it has a lot more duties that they have to do. You have to have a Bachelor’s Degree in Criminal Justice, Psychology, Sociology, Education, or Behavioral Science. Prior experience working with juvenile aged persons in a juvenile detention, juvenile services, or juvenile probationary setting preferred. Master’s Degree in aforementioned disciplines including Public Administration, preferred. Strong knowledge of the principles, procedures, and federal, state, and local regulations related to juvenile detention. You need to have a considerable knowledge of budget, personnel, and policy administration. You have to have ability to manage stressful situations with a calm demeanor Ability to communicate effectively;...
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...School Board/Superintendent Relationships School boards and superintendents across the country and world need to be able to work together for the common good: helping students become successful in society and life. This requires working together, promoting trust, and being able to find common ground when working towards that goal. At times, school board trustees or superintendents lose sight of that goal. How can superintendents and school board members maintain and nurture positive relationships in order to fulfil their duties and responsibilities? Whether the school district is large or small, each school board trustee and superintendent have the job of creating positive relationships with each other and the rest of the school district...
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...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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...Zero-Tolerance in Memphis The Memphis School District had a transformational change happen, when Superintendent Willie Herenton left his position to become the first black mayor of Memphis, the school district hired Dr. Gerry House, in 1992, from the outside because they felt that her experience in a school district that had already been restructured would lead Memphis school reform. It was noted in that case written by Ferrero (1998) that school board thought she could unite “progressive white and African-Americans, based upon an unassailable intellectual vision of high quality schooling” (p. 4). There was escalating violence against staff in the Memphis School District. They adopted the National Gun-Free School Act into their Student Code of Conduct and later added battery of school personnel and drugs possession as a Zero-Tolerance offense. The teachers looked at the revised policy and as a tool to get what they considered as problem students out of their classroom so they could concentrate on teaching the students that wanted to learn. This caused a conflict between Superintendent Gerry house and the Memphis Teachers Association. Superintendent Gerry House put incremental changes in place with her “Basics Plus” plan that allowed the schools to choose one of eleven school improvement models by 1999. The School Boards adoption of Zero-Tolerance reversed a long tradition of keeping...
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