Fulfilling the Duties of a School Director in the William Penn School District

By Robert J. Tyler

The Duties of a School Director in the William Penn School District should not be taken lightly. The education, health, safety and welfare of over 5500 students is our responsibility.

The position of School Director is extremely important because we have the responsiblity of providing an excellent education in a safe, healthy atmosphere for over 5500 students from Kindergarten to 12th grade, in their formative years.

My mission for the William Penn School District is:

To aspire to be among the top tier of school districts in the Commonwealth in providing our students with opportunities to excel in academics and extracurricular activities, subject to the resources provided by the community.

Some of the Duties of my position are:

To act as a legislative body within the framework of state laws and regulations. The authority of the school board is defined as what is explicitly authorized or what state law and regulations necessarily imply. Decision-making power is limited to group decisions exercised only at duly advertised public "sunshine" meetings. No board member has legal authority as an individual, outside of these public meetings, unless authorized by a vote or resolution of a majority of the board.

School boards were created by the state legislature in 1834 to help implement the state constitutional mandate to provide for the maintenance and support of a thorough and efficient system of public education to serve the needs of the Commonwealth.

Responsibilities:

Represent the public interest (the "common good").

Know enough to ask the right questions by doing your homework and participating in other learning opportunities.

Hold public meetings.

Spend as many hours as necessary per month on school board activities.

Hire a superintendent and an administration who understand that their role is to implement policies adopted by the board.

Work harmoniously and honestly with them.

Provide adequate and effective personnel for staffing the school program.

Encourage improvement of the educational program through continuing staff and board development.

Bargain with teachers and other groups of employees pursuant to Act 195 (1970) and Act 88 (1992) if they are unionized. Conduct Act 93 (1984) "meet and discuss" meetings with administrators.

Provide direction to administrators through policy.

Provide and maintain educationally efficient school facilities.

Secure adequate financial resources and adopt a yearly budget.

Approve textbooks between April and August of each year, as recommended by the superintendent.

Ensure that individuals with disabilities receive a free and appropriate education in the least restrictive environment, pursuant to federal and state laws.

Provide transportation for nonpublic students as far as 10 miles outside of district boundaries.

Provide opportunities for communication between the board and its stakeholders.

File the state Ethics Act Financial Disclosure forms by May 1 of each year.

Evaluate the goals and objectives established the previous year. These goals and objectives should be consistent with the district's strategic plan.

Review, revise, create and adopt policy.

Evaluate policies, programs and superintendent's performance.

Engage in a self-evaluation activity.

Work as effective team members and help build consensus.

Keep the superintendent and fellow board members advised of community reaction to school policies.

Encourage and support the superintendent to consult with staff and community to seek opinions and recommendations for board consideration.