C - General Divisions/School Administration

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

CA - Administration Goals

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CA

ADMINISTRATION GOALS

The Board of Trustees expects that, under its policies, and in conjunction with the professional staff of the Division, the administration shall plan, implement, coordinate and supervise procedures and programs which will achieve and maintain the highest possible standard of education in the Division. The Board shall rely on its Senior Administration to provide the professional leadership required, and to specify requirements and expectations for all other administrators and staff members.

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CAA - Division/School Administration Objectives

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CAA

DIVISION/SCHOOL ADMINISTRATION OBJECTIVES

The major objectives of administration of the Division shall be:

  1. to manage the Division’s various departments and programs effectively;
  2. to provide professional advice and counsel to the Board;
  3. to implement the management function so as to assure the most effective learning programs, by:
providing leadership in keeping abreast of current educational developments;
arranging for the staff development necessary to establish and operate learning programs that best meet the needs of students;
coordinating cooperative efforts for the improvement of learning environments;
providing necessary human resources, facilities, transportation, equipment and materials, through the wise use of monies available for same;
providing access to the decision-making process for channeling improvement ideas.

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CB - Organization Chart

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CB

ORGANIZATION CHART

The administrative authority in the Portage la Prairie School Division is vested in the Board of Trustees by the Public Schools Act and by the electoral process. The Board delegates authority to the Senior Administration, who further delegates to others, as shown in the Organizational Chart (CB-E1).

It shows the area of responsibility and the lines of authority between the various departments and persons working within the Portage la Prairie School Division. These lines of authority are intended to show the person to whom each employee is accountable, while at the same time encouraging cooperation and harmony between employees and departments. Any problem or grievance is to be referred to the person immediately responsible for an area before communicating with a higher authority.

The Organization Chart delineates the lines of authority. It reflects two types of authority, as follows:

  1. Direct Line Authority
  2. Direct Line Authority is designated in the Organization Chart by solid lines leading from the Board of Trustees to the Senior Administration, to the Principals and other administrators, and so on. It clearly indicates who is the direct supervisor of each employee in the system.

  3. Functional Authority

Functional Authority is designated by broken lines on the Organizational Chart. It does not interfere with Direct Line Authority, but in fact complements it. It represents a degree of authority resulting from the work done with others in the system, in a particular area, as a function of the position held.

The Organization Chart by Personnel shows the persons occupying positions on same (CB-E2).

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CB-E1 PLPSD Organizational Chart.pdf

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CB-E2 - General Division School Administration.pdf

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CC - Superintendent/Secretary-Treasurer

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CC

SUPERINTENDENT/SECRETARY-TREASURER

Qualifications: 

1. Manitoba Education School Administrator’s or Principal’s Certificate.
2. Strong leadership abilities, demonstrated professional commitment and above average interpersonal skills.
3. A minimum of five courses in education administration or a related field.
4. A minimum of eight years of experience in education, five of which are in school administration.
5. Such alternatives to the above qualifications as the Board may find appropriate and acceptable.

Reports to: Board of Trustees

Supervises: All school administration and supervisory staff.

Job Goal:

To act as Chief Executive Officer of the School Division.  To promote, directly and through
delegation, a total program which will serve efficiently the overall needs of the Division.  To
assist the Board of Trustees in developing strategic plans for the School Division.

To perform the duties of Chief Executive Officer within the provisions of the Public Schools Act,
the regulations of the Manitoba Education and Advanced Learning, and the policies and Annual Budget of the Portage la Prairie School Division.

Performance Responsibilities:

1. Assumes responsibility for needs assessment, evaluation, coordination and planning of the Division, the schools, and the implementation of Board policies and programs.

2. Plans and administers an efficient system to deal with the selection, assignment, training, transfer, supervision, evaluation, lay-off and resignation of all staff, as well as submits to the Board recommendations for all administrative and supervisory staff.

3. Submits to the Board recommendations for suspension, and dismissals of staff.  In case of an emergency, has the authority to suspend a member of the staff, any such suspensions to be reported to the Board.

4. Attends and participates in all meetings of the Board and its committees as is practical.

5. Prepares and administers the Annual Budget and establishes and supervises a program of accounting and reporting of the transactions of the School Division acceptable to the Board’s auditors and the School Board.

6. Keeps the Board informed on the need for school sites and school accommodation and makes recommendations thereon.

7. Assumes responsibility for the supervision of the Transportation and Maintenance departments.

8. Suspends, for a period not exceeding six weeks, a pupil who persists in conduct that he/she deems injurious to the welfare of the school.

9. Performs such other tasks as may from time to time be assigned by the Board.

Terms of Employment: A twelve month year.

Evaluation:

The Administration and Public Relations Committee of the Board shall complete a performance
evaluation of the Superintendent by the end of every other academic year.  The Chair of the
Board and the Chair of the Admin. P.R. Committee shall review the report with the
Superintendent.

See also DBA

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CD - Assistant Superintendent of Schools

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CD

ASSISTANT SUPERINTENDENT OF SCHOOLS

Qualifications:

  1. Manitoba Education School Administrator’s or Principal’s Certificate.
  2. Strong leadership abilities, demonstrated professional commitment and above average interpersonal skills.
  3. A minimum of eight years of successful experience in education, five of which are in school administration.
  4. A variety of successful teaching and administrative experiences is essential.

Reports to: Superintendent of Schools

Supervises: Student Services Administrator

Supervisor of Hutterian Schools

PERC Director

School Administrators (Program, Curriculum, Instruction)

Computer Consultant

Network Computer Technician

Technology Assistants

Job Goal: To assist the Superintendent in the task of providing leadership in developing, achieving and maintaining quality educational programs and services in the School Division.

Responsibilities:

  1. Serves in the absence of the Superintendent as the Chief Administrative Officer of the School Division.
  2. Assists the Superintendent with the overall administration of the Division.
  3. Exercises leadership in programming , instructional management, curriculum development, professional development, articulation and coordination for Kindergarten to Grade 12.
  4. Monitors the student discipline program as defined in Division policy and the Public Schools Act.
  5. Monitors the various Special Education programs in the Division and ensures such programs are appropriate for the needs of the students and consistent with Manitoba Education guidelines and Division policy.
  6. Assists with the preparation of the annual School Division Budget.
  7. Attends all School Board meetings, Curriculum Committee meetings and other meetings as required.
  8. Exercises leadership in the development of Aboriginal Education initiatives and relationships.
  9. Accepts such other responsibilities as may be assigned by the Superintendent.

Terms of Employment: Twelve month year.

Evaluation: Performance of this job will be evaluated in accordance with Board policy.

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CDA - Recruitment and Appointment of the Superintendent(s)

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CDA

RECRUITMENT AND APPOINTMENT OF THE SUPERINTENDENT(S)

Using The Superintendency -A Joint Resource Document (M.S.B.A.) and Manitoba Association of School Superintendents as a guide, the Board will recruit, select, negotiate a contract with, and appoint a Superintendent(s).

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CDB - Superintendent(s) Contract

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CDB

SUPERINTENDENT(S) CONTRACT

The employment agreement between the Board and the Superintendent(s) shall be in the form of a contract.

Every contract shall include specific details on the following matters:

    1. role expectations and authority;
    2. performance appraisal;
    3. compensation for use of vehicle and general purposes;
    4. salary package;
    5. vacation;
    6. sick and compassionate leave;
    7. professional development expectations;
    8. procedures for termination of employment;
    9. duration of the contract.

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CDC - Superintendent(s) Development Opportunities

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CDC

SUPERINTENDENT(S) DEVELOPMENT OPPORTUNITIES

The Board shall offer the Superintendent(s) encouragement and assistance for his/her own professional development, so that he or she may keep the Board and professional staff informed of new and promising educational developments.  The Board expects the Superintendent(s) to attend educational conferences, seminars, workshops, and other professional meetings, visit other school systems, and use other means to keep abreast of current thought and practices in education.

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CDD - Evaluation of the Superintendent(s)

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CDD

EVALUATION OF THE SUPERINTENDENT(S)

The evaluation of the Superintendent(s) shall be carried out by the Administration, Personnel and Public Relations Committee.  The evaluations will be based on established guidelines which are known to both the Superintendent(s) and the Board.  (See CDD-R)

The Superintendent(s) shall be evaluated at least biennially.  The evaluation shall take place by the end of April. In intervening years, the Superintendent will file a Professional Growth Plan in accordance with the document, “Supervision for Professional Growth”.

Two different observation forms may be used.

Observation form CDE-E1, addresses the following areas:

Observation form CDE-E2, addresses the following areas:

1 - Board relations and responsibilities.

A - Personal responsibilities.

2 - Fiscal and facilities management.

B - Administrative and professional responsibilities.

3 - Superintendent/staff relationships.

C - Community responsibilities.

4 - Educational leadership.

D - Instructional supervision.

5 - Personal and professional attributes.

E - Physical traits.

6 - Communications and professional relations.

F - Emotional traits

 

G - Staff relationships

 

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CDD-R - Evaluation of the Superintendent(s)

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CDD-R

EVALUATION OF THE SUPERINTENDENT(S)

Preamble

A fundamental responsibility of the School Board is the management of the human and financial resources of the education system. Performance evaluation is an important part of this responsibility. The ultimate intent of the evaluation process is the improvement of learning opportunities for the children through effective management of schools. The Superintendent(s) evaluation process is intended to be a positive occurrence designed to enhance the performance and effectiveness of the individuals involved and the system they serve. It should be only one part of a process of ongoing, two way communication in an atmosphere of mutual respect and trust. This regulation applies to both the Superintendent and the Assistant Superintendent.

Purpose

  1. To provide an opportunity for the Board and the Superintendent(s) to communicate and develop a mutual understanding of expectations and responsibilities.
  2. To ensure that essential management functions, as set out in the job description, are performed effectively.
  3. To provide an opportunity for the Board and the Superintendent(s) to establish divisional priorities and objectives.
  4. To provide an opportunity for professional growth through a developmental approach to the appraisal of the Superintendent(s).
  5. To provide a basis for salary adjustments and decisions on continued employment, pay increases, and contract renewal.

Duties

The duties of the Superintendent(s) are as outlined in policies CC and CD.

Frequency

Evaluation should be a continuous process, resulting in the formation of mutual understanding and trust between the Board and the Superintendent(s). The establishment of formal guidelines enhances this process and results in a valuable exchange of views and improved communications. A formal evaluation will take place annually.

  1. PROCESS - EVALUATION OF THE SUPERINTENDENT

A pre-evaluation conference will be held between the Administration, Personnel, and Public Relations Committee and the Superintendent to review the purposes, the process, and the instrument(s) to be used in the evaluation.

Step 1

Members of the Committee may be asked to complete Observation Form CDE-E1, and/or CDE-E2. Other Administration personnel and Division Office staff may be invited to participate. A written preliminary report will then be prepared.

Step 2

This step will be a discussion between the Administration, Personnel, and Public Relations Committee, the Chair of the Board and the Superintendent based on the preliminary report. At this time, ample opportunity should exist for an open, two-way discussion on the items identified within the preliminary report.

The main purpose will be to allow for an open two-way dialogue that provides both the Chair, the Committee and the Superintendent with a mechanism for analyzing the effectiveness of management and leadership practices, and to allow for an opportunity to plan for the future.
The end result may identify specific objectives calling for action by the Superintendent.

Step 3

The resulting written evaluation report will be shared with the Superintendent at an Administration, Personnel, and Public Relations Committee meeting. The report will be signed and dated by the Chair of the Board, the Chair of the Committee and the Superintendent. One copy of the report will be given to the Superintendent and one copy will be placed in his/her file at the Division Office.

Step 4

The Administration, Personnel, and Public Relations Committee will present the written evaluation report to the Board as a whole. The Superintendent may be invited to attend.

Appeal Procedure

  1. If, at any time during the evaluation process, the Superintendent finds the process, the criteria, and/or the written evaluation report unsatisfactory, he/she should so inform the Chair of the Board in writing.
  2. If the concern cannot be resolved within (3) working days, the Chair shall so notify the Superintendent and refer the matter to the Board of Trustees within (2) additional working days. This matter will then be dealt with at the next Board meeting, at which time the Superintendent will have the right to appear before the Board of Trustees.
  1. PROCESS - EVALUATION OF THE ASSISTANT SUPERINTENDENT

A pre-evaluation conference will be held between the Superintendent and the Assistant Superintendent to review the purposes, the process, and the instrument(s) to be used in the evaluation.

Step 1

The Superintendent may complete Observation Form CDE-E2. Other Administration personnel and Division Office staff may be invited to participate. A written preliminary report will then be prepared.

Step 2

This step will be a discussion between the Superintendent and the Assistant Superintendent based on the preliminary report prepared by the Superintendent. At this time, ample opportunity should exist for an open, two-way discussion on the items identified within the preliminary report.

The main purpose will be to allow for an open two-way dialogue that provides both the Superintendent and Assistant Superintendent with a mechanism for analyzing the effectiveness of management and leadership practices, and to allow for an opportunity to plan for the future.
The end result may identify specific objectives calling for action by the Assistant Superintendent.

Step 3

The resulting written evaluation report will be shared with the Assistant Superintendent. The report will be signed and dated by both the Superintendent and the Assistant Superintendent. One copy of the report will be given to the Assistant Superintendent, and one copy will be placed in his/her file at the Division Office.

Step 4

The Superintendent will present the written evaluation report to the Board as a whole. The Assistant Superintendent may be invited to attend.

Appeal Procedure

  1. If, at any time during the evaluation process, the Assistant Superintendent finds the process, the criteria, and/or written evaluation report unsatisfactory, he/she should so inform the Chair of the Board in writing.
  2. If the concern cannot be resolved within (3) working days, the Chair shall so notify the Assistant Superintendent and refer the matter to the Board of Trustees within (2) additional working days. This matter will then be dealt with at the next Board meeting, at which time the Assistant Superintendent will have the right to appear before the Board of Trustees.

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CDD-E1 Evaluation of the Superintendent(s) Observation Form.pdf

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CDD-E2 - Superintendent_Evaluation Observation Form.pdf

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CE - Senior Administration and the Administrative Council

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CE

SENIOR ADMINISTRATION AND THE ADMINISTRATIVE COUNCIL

Under the leadership of Senior Administration, the Principals, the Student Services Administrator, Strategic Initiative Learning Coordinator, and the Hutterian Education Supervisor, the Strategic Initiatives Learning Coordinator, the Computer Consultant, the Supervisor of Operations, and the Manager of Business and Finance constitute an Administrative Council.

Members of the Administrative Council meet for the purposes of:

planning and coordinating the implementation of Manitoba Education, Citizenship and Youth programs and requirements;
sharing of information and communication, through Senior Administration, with the Board;
discussion of matters and issues of mutual interest;
discussion of topics concerning improvement of learning benefits for students.

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CF - Time Schedule - School Division Office

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CF

TIME SCHEDULE - SCHOOL DIVISION OFFICE

The School Division Office will be open from Monday to Friday on the following days, at the hours indicated.

From the first day of school to the last day:

8:15 a.m. to 12:00 noon
1:00 p.m. to 4:30 p.m.

During the Christmas Break, the Spring Break, and Summer Break:

8:15 a.m. to 12:00 noon
1:00 p.m. to 4:00 p.m.

The Division Office is closed on all Statutory Holidays.

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CFA - Board Office Staff - Vacation Guideline

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CFA

BOARD OFFICE STAFF - VACATION GUIDELINE

The following guidelines are intended to clarify procedures and expectations regarding vacation time for School Division Board Office staff.

If at all possible, holidays should be scheduled so that they do not increase costs for the Division, and the disruption to the Board Office routines is minimal.
The majority of holiday time should be planned for July and August, Christmas Break, and Spring Break.
Vacations taken outside of these periods should be limited to a maximum of two weeks and be approved by the respective supervisor a minimum of two months ahead. Exceptions for special occasions will be considered on an individual basis.

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CG - School Administration

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CG

SCHOOL ADMINISTRATION

The Board believes that effective school level administration is crucial to the delivery of the educational program. Inherent to this belief is the clear expectation that the appointed Principal of each school will actively support the policies, initiatives, and direction of the Board and Senior Administration. The following responsibilities and duties are further specified in the Principal’s Job Description.

During the hours of the school day, the Principal is:

  1. in charge of the school in respect to all matters of organization, management, instruction, and discipline;
  2. responsible for the supervision of staff, pupils, buildings, and grounds;
  3. responsible for placing pupils in classes and issuing statements of their standing;
  4. required to provide pertinent and meaningful information about the school and related educational matters to parents and the community;
  5. required to ensure that parents are provided with information on their children’s individual achievement on a regular basis;
  6. required, when a pupil transfers out of a school and enrolls in another school, to provide the new school with the pupil’s cumulative record or file within 7 days after receiving a request for same;
  1. expected to participate in the hiring, assignment, and evaluation of Teachers, and may have regard to parental and community views when making recommendations about those matters to the School Board;
  2. required to involve Teachers in any planning process that is undertaken for the school. [M.R. 468/88 (Sections 28-31)]
  3. The Principal must also:

  4. ensure that each pupil enrolled in the school within the jurisdiction of the School Board is provided with a safe and caring school environment that fosters and maintains respectful and responsible behavior; [PSA 41(1)(b.1)]
  5. in consultation with the school’s advisory committee prescribed under clause 4(1) (p.1) of The Education Administration Act, establish a code of conduct for pupils and staff and an emergency response plan for the school; and review that code and emergency response plan at least annually; [PSA 47.1(1)]
  6. establish a policy respecting the appropriate use of electronic mail and the Internet in schools; [PSA 41(1) (b.2)]
  7. keep statistics regarding suspensions, and ensure that educational programming is available to a pupil who has been suspended for more than five days; [M.R. 468/88, 40.9, 40.10]
  8. perform other related duties as assigned.

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CGA - School Administration - Time Allocations

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CGA

SCHOOL ADMINISTRATION - TIME ALLOCATIONS

The allocation of administration and teaching time for Principals and Vice-Principals, and Principal’s Assistants shall be determined annually by the Superintendent prior to the beginning of the fall term.

Principal

All schools shall have a designated Principal. The appointment of a Principal shall be as provided for in Board policy. [M.R. 468/88 (27)]

Vice- Principal

Schools with enrollments and/or programs that require additional supervisory and administration time may have one or more designated Vice-Principal(s). The appointment of a Vice-Principal shall be provided for in Board policy.

Principal’s Assistant

Schools without a designated Vice-Principal may be eligible to have a staff member designated as the Principal’s Assistant. The appointment of a Principal’s Assistant shall be the responsibility of the Superintendent in consultation with the Principal(s) concerned. Such appointment shall be made annually prior to the beginning of the fall term. The annual remuneration for a Principal’s Assistant shall be as outlined in the Collective Agreement.

Weighted Enrollment Guideline for Administration Time

Weighted Enrollment

Admin. Time Principal

Admin. Time Vice-Principal

Admin. Time Principal Asst.

Up to 50

0%

n/a

n/a

51 to 100

10 - 25%

n/a

n/a

101 to 125

25 - 50%

n/a

n/a

126 to 150

50 - 75%

n/a

yes

151 to 300

100%

n/a

yes

301 to 400

100%

25 - 50%

n/a

401 to 500

100%

50 - 75%

n/a

501 to 600

100%

75 - 100%

n/a

601 to 800

100%

100%

Yes

801 +

100%

200%

n/a

Weighting Formula: (Based upon September 30 enrollment)

K to Grade 6 --------- 1.00

Grade 7 to 12 ------- 1.20

Vocational ----------- 1.35

LAP/PEP ------------- 1.50

Low Inc. II ------------ 3.00

Life Skills ------------- 3.00

Low Inc. III ----------- 5.00

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CGB - Special Programs Administration

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CGB

SPECIAL PROGRAMS ADMINISTRATION

Special programs include summer programs, adult education programs, provincial and federal programs, and other programs of this nature.

The responsibility for arrangements necessary for special programs shall rest with the Superintendent.

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CH - Development of Administrative Regulations

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CH

DEVELOPMENT OF ADMINISTRATIVE REGULATIONS

The Board is charged by law with setting up and administering schools according to the provisions of the Public Schools Act as well as other provincial and federal regulations.

To this end, the Superintendent is delegated responsibility for the development of administrative regulations which will serve to further clarify and define Board policy. The Board will be apprised of regulations in a timely manner.

The implementation of Board policies and administrative regulations in the schools is the responsibility of the Principals.

The Board will be apprised of administrative regulations in a timely manner.

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CHA - Board Review of Administrative Regulations

SECTION C: GENERAL DIVISION/SCHOOL ADMINISTRATION

File CHA

BOARD REVIEW OF ADMINISTRATIVE REGULATIONS

The Board will periodically review the administrative regulations to keep current on the procedures being followed in the Division.

See also BE, BED

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