Superintendent’s Office

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School Board Policy C-2.1 lays out the relationship between the School Board and the Superintendent. It states: The School Board creates policy and governs through the policy it creates. The Superintendent manages operations of the school system in accordance with School Board policies.

PROCEDURE AND GUIDELINES

The Board recognizes, honors, and values the Superintendent’s experience and expertise in instructional and administrative matters. The Superintendent recognizes, honors, and values the Board’s experience in issues related to Arlington Public Schools and the Board’s connections and responsibilities to the community it represents. The Superintendent and Board members respect the confidentiality of communication in both directions and work toward open communication and trust. The Superintendent works only for the Board as a whole, not for any individual member. Only decisions of the Board acting as a body are binding on the Superintendent.

The Superintendent treats all Board members in an evenhanded, equitable, and impartial manner. Board members work directly with the Superintendent and senior staff, so long as such communication is clearly not giving direction or suggesting a course of action that staff perceives as direction. Board members make requests for existing information through the appropriate senior staff member. Board members make requests for new information through the Superintendent. Individual Board member requests for information or assistance will be honored unless the Superintendent believes the request should be taken to the full Board in a public meeting.

The Board directs the Superintendent through actions and written policies that prescribe the results the Board wants to achieve. The Board is realistic in setting expectations about what can be accomplished, given the school system’s available resources. The Superintendent is accountable to the School Board for the performance of staff. The only staff members to whom the Board may give direction are the Superintendent and the Clerk of the Board. An individual Board member may not give direction to any staff member. The Superintendent is accountable for the success of the total organization. Annually the Board evaluates the Superintendent’s performance. The Superintendent is accountable to the School Board for achievement of the Board goals.

The Board is responsible for clearly setting forth and communicating its expectations before evaluation takes place. The Board will be rigorous and exacting with itself in clarifying its expectations. The Board will monitor the Superintendent’s job performance in a way that is systematic, fair, and effective. The Board will acquire monitoring data by reports, evaluations, surveys, other information from the Superintendent, and community input.

When presented with citizen concerns, Board members refer them to appropriate levels of authority, in appropriate sequence (teacher, principal, administrative staff member, Superintendent). When in doubt, Board members check with the Superintendent.

School Board Policy C-2.7 lists the responsibilities of the Superintendent and the expectations of the School Board: In accomplishing the policy ends of the School Board, the Superintendent communicates a clear vision of educational excellence and continuous improvement consistent with the goals of the School Board’s Strategic Plan. In implementing School Board policy, the Superintendent promotes a healthy organization climate characterized by mutual trust, respect and open communication. The Superintendent ensures, as well, that school division practices, activities, and decisions are lawful, prudent and ethical. Bringing to the School Board for action all items required by the Code of Virginia, the Superintendent ensures that the School Board is informed and supported in its work in ways that are consistent with the policy on the Board-Superintendent Relationship.

Instruction

• Ensure the development and delivery of instruction and instructional programs consistent with the goals and priorities of the School Board.
• Ensure the development and delivery of instruction and instructional programs consistent with applicable laws, including the Virginia Standards of Quality, and with the Virginia Standards of Accreditation and Standards of Learning.
• Ensure the development and provision of a variety of student support services (e.g., academic and psychological counseling) consistent with the goals and priorities of the School Board.
• Ensure the provision of a safe, orderly environment conducive to learning in which all students, staff and parents are valued and respected.

Personnel Matters

• Recruit, retain and develop staff of high quality.
• Provide a competitive employment package.
• Select the most qualified staff without regard to age, disability, race, creed, religion, national origin, gender, sexual orientation, marital status, political affiliation, or affiliation with an employee organization.
• Engender a high level of employee satisfaction and accomplishment.
• Cultivate staff involvement in the development of educational initiatives and new policies as well as in the resolution of school system problems.
• Administer fairly and equitably a manual of personnel procedures consistent with the educational mission of the public schools.
• Provide safe, harassment-free work places.

Financial Planning and Management

• Develop financial plans that are responsible and consistent with the School Board’s priorities.
• Provide sufficient information on operating and capital budgets to enable credible projection of revenues and expenditures and understanding of planning assumptions.
• Ensure that planned expenditures fall within planned revenues.
• Manage finances appropriately in accordance with generally accepted accounting practices.
• Ensure that the assets of the public schools are protected and adequately maintained.
• Maintain fiscal integrity and public confidence.

Assessment and Accountability

• Provide systematic and appropriate assessment and reporting of student achievement and staff performance.
• Provide appropriate assessment of system-wide plans, annual priorities, department plans and school plans.

Community Relations and Communication

• Provide timely information that effectively communicates school performance, planning, instruction, budgets, construction, and opportunities for involvement.
• Treat individuals fairly, respect their dignity, ensure their privacy and provide avenues for addressing their concerns.
• Promote effective collaboration among schools and the community.
• Provide timely information that addresses issues and concerns for the community as they arise or are anticipated to arise.

Decision-Making and Management

• Promotes ethical decisions.
• Identifies potential operating problems at an early stage.
• Explores implications and options.
• Implements timely, practical and cost-effective solutions to operating problems.
• Provides effective management of the day-to-day operations of the school system.