Week 5, Part 1

Standard 1.3:  An educator receives meal money for a meeting or conference, but takes advantage of meals provided at the meeting/conference and doesn’t return the unused meal money to the district.

Standard 1.8:  Administrators are hired based on the “good old boy” system rather than on merit, experience, and qualifications.  For example, hiring someone because they attend the right “church” in the community. Short-term effect:  Campuses and districts that hire based on the “good old boy” system may not have effective instructional leaders who can guide them to academic excellence.  Long-term effect:  Low employee morale and a decrease in student performance results in lower accountability ratings.  Preventive Action Plan:  The superintendent should require that all laws, policies, and procedures are applied in a fair and reasonable manner, especially with regard to employment.  The superintendent should require an interviewing process that allows the credentials of applicants be foremost in the decision-making process.

Standard 1.13:  A principal frequently goes out to his car during the day to sneak a “sip” of an alcoholic beverage.  Short-term effect:  Principal is not an effective instructional leader and loses his job.  Long-term effect:  If this type of behavior continues and nothing is done about it by administration, teachers become frustrated and a general lack of confidence in the administration builds among constituents. Preventive Action Plan:  Perhaps a more thorough reference check may have indicated that there was an abuse issue before hiring this principal.  Whether that would have helped or not, the superintendent should model and promote the highest standard of conduct, ethical principles, and integrity in decision making, actions, and behaviors and follow through with the allegations to find out if this is really happening, and if it is, take a stand and remove the principal from this position and now allow him to be in a position of leadership. 

Standard 2.2:  An educator who is very unhappy with the current administration and the school board members who support the administration spreads rumors and half-truths about the administration and board members trying to influence other’s opinions in an attempt to oust them out of office.

Standard 2.3:  When a current administrator retires and is replaced, the recommended hire is very good friends with several of the board members. When a salary amount is recommended by the superintendent and assistant superintendent for the position which is aligned with the position and the experience of the new administrator, the school board increased the salary so that the new administrator made more than all existing administrators and was totally out of the acceptable salary range for that position and experience.  Short term effect:  Current administrators are resentful and morale is low.  Long term effect: General distrust and low morale. Preventative Action Plan: The superintendent and school board should ensure that salary schedules are in place, are fair and reasonable, and are applicable to all administrators.