Ed Rev 12 Detail 7

APPENDIX 7
HUMAN RESOURCES DOCUMENTS

PROPOSAL
FOR
EXTERNAL PROVIDER OF EDUCATIONAL SERVICES

Applicants:
EDUCATION REVOLUTION, INC.
And
THE MCKINLEY-GOODE CHARTER SCHOOL

Job Description
(Charter School)
Job Title
Principal
Salary/Pay Range
*To Be Negotiated
Reporting Supervisor
Board of Trustees
Hours
7:30 am 3:45 pm

Characteristics of Work
To serve as educational leader of the Charter School. To manage the policies, procedures and
regulations to ensure that all students are supervised in a safe learning environment. To work
collaboratively to direct and nurture the students and all school staff hired by the Board of Trustees. To
assist partnering organizations in implementation of school design, strategy and professional
development.
Examples of Work
1. Promote high standards and expectations for all students and staff including academic
performance and responsible behavior.
2. Manage, evaluate and supervise effective and clear procedures for the operation and function of
the school, consistent with the mission and goals including instructional programs, extracurricular
activities, and discipline systems to ensure a safe and orderly climate, program evaluation,
personnel management, office operations and emergency procedures.
3. Ensure compliance with all laws, board policies and civil responsibilities.
4. Collaborate with Success for All (SFA) and New Tech Network (NTN) to create the annual master
schedule for instructional programs, ensuring sequential learning experiences for students
consistent with the curriculum.
5. Maintain the posted master schedule.
6. Implement the approved induction plan and all other teacher certification programs.
7. Work collaboratively with the human resources department to implement a teacher leadership
initiative and succession planning strategies.
8. Supervise the instructional programs and observe classes on a regular basis.
9. Collaborate with SFA and NTN concerning the evaluation and implementation of teaching
strategies.
10. Collaborate with SFA & NTN in implementing procedures for student evaluation and selection of
instructional materials and equipment, approving all recommendations.
11. Establish a professional rapport with students, staff and parents.
12. Consult with Education Revolution (ER) when appropriate.
13. Conduct daily and weekly staff meetings.
14. Develop clearly understood procedures and provide regular drills for emergencies and disasters.
15. Establish schedules and procedures for the supervision of students in non-classroom activities.
16. Maintain visibility with teachers, students and parents.
17. Complete in a timely manner all assigned reports.
18. Identify, recruit and oversee planning and policy making committees.
19. Communicate regularly with ER and the Board of Trustees about the needs, successes and
general operation of the school.
20. Protect the confidentiality of records.
21. Supervise the discipline of students including suspensions.
22. Comply with any additional duties requested by ER and the Board of Trustees.

Requirements
PA Principal Certification
Prior experience in a school leadership role
Must attend all required PDE school leadership training
Strong commitment to helping students succeed in an innovative education program to reorient
their lives, nurture their leadership skills, and enable them to make a difference in their schools
and communities
Strong technology skills (especially with Microsoft OS and MS Office programs)
Excellent communication skills, both oral and written
Ability to communicate with students, parents and staff in a manner that conveys a willingness to
partner with them.
Ability to relate sensitively to a multiracial and multicultural population.
Respect for the ideas and intelligence of the students we serve.
Customer focused approach.
High degree of flexibility.
Demonstrated ability to work well in fast paced environment.
Team player track record.
Willingness to travel on occasion for marketing and state testing events (may require occasional
overnight travel).
Ability to work some occasional evening hours, as needed to support some families.
An understanding of and the willingness to accurately portray the mission and vision of the
Charter School.

Physical Demands The physical demands described here are representative of those
that must be met by an employee to successfully perform the essential functions of this
job. Reasonable accommodations may be made to enable individuals with disabilities to
perform the essential functions.

While performing the duties of Principal, the employee is regularly required to talk or
hear. The employee is frequently required to stand; walk; sit; use hands to finger,
handle, or feel and reach with hands and arms. The employee is occasionally required to
stoop, kneel, crouch, or crawl and smell. The employee must regularly lift and /or move
up to 10 pounds, frequently lift and/or move up to 25 pounds and occasionally lift
and/or move up to 50 pounds unassisted. Specific vision abilities required by this job
include close vision, distance vision, color vision, peripheral vision, depth perception and
ability to adjust focus.

Work Environment The work environment characteristics described here are
representative of those an employee encounters while performing the essential
functions of this job. Reasonable accommodations may be made to enable individuals
with disabilities to perform the essential functions.

While performing the duties of Principal, the employee is occasionally exposed to
outside weather conditions. The noise level in the work environment is usually
moderate.

I have read the Principal job description, understand my responsibilities, and am willing
to perform the duties requested of me to the best of my knowledge and ability.

Principal: Date:

Board President: Date:

Job Description
(Charter School)

Job Title Full Time
Controller
Salary/Pay Range
Negotiable
Board of Trustees
Hours
8:00 am 4:00 pm

To control the financial accounting records of the Charter School accurately and thoroughly.

Examples of Work
1. Checkbook Ledger record & draft checks, make daily bank deposits and reconcile monthly bank
statements. Maintain accurate cash balances in QuickBooks. Manage Petty Cash.
2. Accounts Receivable record invoices; collect outstanding invoices with use of trial balance.
3. Accounts Payable record, file, prepare & approve for payment all operating expenses to include
credit cards and lines of credit.
4. Purchase Orders Process & approve Purchase Orders and Expense Reports per written procedures.
5. Payroll Coordinate, process, implement and record payroll. Respond to inquiries from employees.
6. Certify accurate ledger balances in QuickBooks, coordinate with Accounting Firm.
7. Inform Board of Trustees of potential problems or opportunities of improvement.
8. Reconcile and record discrepancies found in records. Maintain accurate paper trail on all
transactions for auditing purposes. Code documents according to company procedures and PDE
requirements.
9. Maintain records and controls of budgets.
10. Maintain confidentiality regarding school/workplace matters.
11. Respond to inquiries in a timely manner.
12. Comply with Federal, State and Company policies, procedures and regulations.
13. Demonstrates leadership & initiative in the performance of assigned responsibilities.
14. Maintains expertise in assigned area.
15. Participate in training programs to increase skill and proficiency related to assignment.
16. Exhibit interpersonal skills to work as an effective team leader.
17. Demonstrate support for the school system and its goals and priorities.
18. Demonstrate initiative in identifying potential problems or opportunities for improvement.
19. Prepare all required reports and maintain all appropriate records.
20. Performs other tasks consistent with the goals and objectives of this position.
21. Prepare yearly budgets according to PDE regulations.
22. Submit all state reporting in a timely manner.
23. Responsible for Federal Financial reporting for Title I, Title II and any other reporting requirements.
24. Responsible for supervision and direction of Accounting Support employee(s).
25. Responsible for reporting to Board of Trustees. Attendance required at scheduled Board meetings
for reporting.
26. Set up schedules, systems and processes per audit requirements.
27. Serve on planning and policy-making committees
28. Identify and foster professional growth opportunities for direct reports and department staff.
29. All other duties as assigned by Management

Requirements
3-5 years accounting experience preferably in a school environment.
MBA in accounting, finance or business administration.
Technology skills (QuickBooks, Microsoft OS, general office equipment)
Excellent communication skills, both oral and written.
Customer focused approach. Work cohesively with the Board of Trustees and other departments.
Ability to monitor and report financial status to Board of Trustees, ER and outside entities.
Ability to evaluate and make decisions concerning financial matters.
Ability to plan and organize scope of work assigned.
Demonstrated ability to work in fast paced environment.
Ability to work occasional evening hours, as needed.
An understanding of and the willingness to accurately portray the mission and vision of the Charter
School.

Supervisory Responsibilities - Directly supervises 1 support employee.


While performing the duties of Controller, the employee is regularly required to talk or


The noise level in the work environment is usually moderate.

I have read the Controller job description, understand my responsibilities, and am willing to perform the
duties requested of me to the best of my knowledge and ability.
Employee: ___________________________________________ Date: _______
Board President: ______________________________________ Date: _______

Job Description
(Charter School)
Job Title
Director of Special Education
Salary/Pay Range
*To Be Negotiated
Principal
Hours
7:30 am 3:45 pm

To ensure compliance with all state regulations and established Special Education policies, procedures
and systems that effectively meet the needs of special education and exceptional students.

Examples of Work
1. Perform educational assessment of students, including an observation of the student, review of
the students educational history, conferences with the students teachers, and an evaluation and
analysis of the students academic performance and learning/behavior characteristics.
2. Report educational assessment findings at meetings as appropriate.
3. Actively participate in the deliberations and classification of educationally disabled students and
assists in the planning of Individual Educational Programs (IEP).
4. Act as a liaison with the classroom teacher(s) for the purpose of ensuring the implementation of
the established IEP of an assigned student.
5. Assist in coordinating, developing, monitoring and evaluating the effectiveness of the IEP.
6. Assist in the identification of all types of exceptional students within the school.
7. Maintain confidential records on all referred students and student/parent contacts in
accordance with federal and state law, Board policy and the procedure of the schools special
education program.
8. Assess student readiness for entry in the school program in accordance with policies established
by the Board of Trustees.
9. Provide thorough and timely reports, data, and information as requested.
10. Consult with the appropriate school personnel directly responsible for the implementation of
the IEP.
11. Serve as a resource and/or consultant to school personnel on the nature, causes, and solutions
to the learning problems of children.

REQUIREMENTS

Pennsylvania Instructional II certification in Special Education and 5-7 years of experience in a
leadership role.
Supervisor certification
Maintain all Pennsylvania certification requirements
Ability to communicate with parents in a manner that conveys a willingness to partner with them.
overnight travel).
Charter School


While performing the duties of Dir. of Special Education, the employee is regularly
required to talk or hear. The employee is frequently required to stand; walk; sit; use
hands to finger, handle, or feel and reach with hands and arms. The employee is
occasionally required to stoop, kneel, crouch, or crawl and smell. The employee must
regularly lift and /or move up to 10 pounds, frequently lift and/or move up to 25 pounds
and occasionally lift and/or move up to 50 pounds unassisted. Specific vision abilities
required by this job include close vision, distance vision, color vision, peripheral vision,
depth perception and ability to adjust focus.


While performing the duties of Dir. of Special Education, the employee is occasionally
exposed to outside weather conditions. The noise level in the work environment is
usually moderate.

I have read the Special Education Directors job description, understand my responsibilities, and am willing

Employee: ___________________________________________ Date: _______

Principal: _________________________________ Date: _______

Job Description
(Charter School)
Job Title
Dean of Students K-5
Or 6-8
Salary/Pay Range
*To Be Negotiated
Principal
Hours
7:25 am 3:40 pm

To perform duties related to discipline
To provide support to the Principal
To provide ongoing counseling, advocacy and guidance to students
To assist staff in providing support to students
To network with agencies and ascertain appropriate services for students
To maintain consistent, ongoing contact with parents

Examples of Work
1. Responsible for the day to day discipline of the Charter School.
2. Supervises paraprofessionals and meets with them daily and weekly.
3. Complete paperwork as needed or assigned.
4. Complete staff evaluations according to policy and procedure.
5. Assist in the investigation and processing of student discipline and attendance.
6. Assist in the investigation processing of student discipline and attendance.
7. Coordinate the duties of Hall Monitors to ensure effective use of Support Staff.
8. Assess personal needs of the Charter School students and assist
in finding resources to meet stated needs.
9. Advocate with human service, health, court and criminal justice systems to resolve
issues facing students.
10. Participate in parent meetings in conjunction with the teachers and Principal.
11. Resolve discipline issues in a manner in which the student gains an understanding
of appropriate behaviors.
12. Make home visits, as appropriate, to assess the needs and support students and
their families.
13. Provide support to classroom teachers in their efforts to effectively manage
classroom behavior.
14. Assist in providing targeted training to struggling teachers, as assigned by Principal.
15. Assist in presenting professional development in discipline and classroom management for
teachers and support staff.
16. Complete required paperwork and/or state reporting in a timely manner.
18. Perform other duties as requested by the Principal or Administration.

Requirements
Bachelors degree in social services or related field and 3 years experience working with children
in counseling or crisis intervention, or 5 years in a relevant field without a Bachelors degree
Help students position themselves for admission into a post-secondary institution or the military.
overnight travel).
Charter School.

Physical Demands The physical demands described here are representative of
those that must be met by an employee to successfully perform the essential
functions of this job. Reasonable accommodations may be made to enable
individuals with disabilities to perform the essential functions.

While performing the duties of Principal, the employee is regularly required to
talk or hear. The employee is frequently required to stand; walk; sit; use hands
to finger, handle, or feel and reach with hands and arms. The employee is
occasionally required to stoop, kneel, crouch, or crawl and smell. The employee
must regularly lift and /or move up to 10 pounds, frequently lift and/or move up
to 25 pounds and occasionally lift and/or move up to 50 pounds unassisted.
Specific vision abilities required by this job include close vision, distance vision,
color vision, peripheral vision, depth perception and ability to adjust focus.

functions of this job. Reasonable accommodations may be made to enable
individuals with disabilities to perform the essential functions.

While performing the duties of Dean of Students, the employee is occasionally
exposed to outside weather conditions. The noise level in the work environment
is usually moderate.

I have read the Dean of Students job description, understand my responsibilities, and am willing to
perform the duties requested of me to the best of my knowledge and ability.

Employee: ___________________________________________ Date: _______

Principal: _____________________________________________ Date: _______

Job Description
(Charter School)
Job Title
Director of Social Services
Salary/Pay Range
*To Be Negotiated
Principal
Hours
7:30 am 3:45 pm

To provide ongoing counseling, advocacy and guidance to students, assisting them in dealing with
personal, legal, and social service needs
To guide students in reaching their school, community and personal goals

Examples of Work
1. Complete all intakes.
2. Complete all discharges.
3. Liaison between the Charter School and other school districts (attend all meetings, establish
appropriate contacts, and provide communication).
4. Liaison between outside agencies and social services partners of the Charter School.
5. Provide counseling to students and document all sessions.
6. Establish contractual services for students (counseling, etc.).
7. Provide guidance counseling services (develop transcripts, job shadowing, college and trade
school visits).
8. Schedule and conduct mid-year and end of year review meetings for all students.
10. Ensure that procedures meet PDE requirements.
11. Serve as a member of the IEP team for all special education students.
12. Assist in coordinating PSSA testing.
13. Oversee the transition aspect of the program including setting up meetings.
14. Develop behavior plans for regular education students.
15. Serve as a liaison to the special education department.
16. Attend all state required training and report any guideline changes

Requirements
Masters in social work and at least 3 years of experience working with children in counseling or
crisis intervention.
Strong commitment to helping students succeed in an innovative alternative education program
to reorient their lives, nurture their leadership skills, and enable them to make a difference in
their schools and communities
overnight travel).
Charter School.
Supervisory Responsibilities

This job supervises one support employee.


While performing the duties of Principal, the employee is regularly required to talk or


While performing the duties of Dir. Of Social Services, the employee is occasionally
exposed to outside weather conditions. The noise level in the work environment is
usually moderate.

I have read the Director of Social Services job description, understand my responsibilities, and am willing

Employee: ___________________________________________ Date: _______

Principal: ______________________________________ Date: _______
Job Description
(ER)
Job Title
President/CEO
Salary/Pay Range
*To Be Negotiated
Board of Directors
Hours
8:30 am 5:00 pm

The President/CEO is responsible for providing strategic leadership for the company by working with the
Board and other management to establish long-range goals, strategies, plans and policies.

Essential Duties and Responsibilities
1. Plan, develop, organize, implement, direct and evaluate the organizations fiscal function and
performance in collaboration with the Director of Finance.
2. Participate in the development of the corporations plans and program as a strategic partner.
3. Evaluate and advise on the impact of long range planning, introduction of new programs/strategies
and regulatory action.
4. Develop credibility for the company by providing timely and accurate analysis of budgets, financial
reports and industry trends in order to assist the Board and senior leadership in performing their
responsibilities.
5. Enhance and /or develop, implement and enforce policies and procedures of the organization by way
of systems that will improve the overall operation and effectiveness of the company.
6. Access and utilize data to make informed decisions at all levels within the systems.
7. Establish credibility throughout the organization and with the Board as an effective developer of
solutions to business challenges.
8. Hold senior leadership to a high level of accountability in achieving identified outcomes and
deliverables.
9. Be an advisor on any and all contracts into which the company may enter.
10. Manage resources to attain effective results.
11. Evaluation of the leadership team for continual improvement of efficiency and effectiveness
individually and as a group with emphasis on professional and personal growth.

Requirements
An experienced leader with appropriate industry experience.
An energetic, forward-thinking and creative individual with high ethical standards.
A strategic visionary with sound technical skills, analytical ability, good judgment and strong
operational focus.
A well-organized and self-directed individual who is a team player.
Excellent oral and written communication skills
Ability to communicate in a positive manner, consistently utilizing a customer service approach
with people at all levels of an organization.
Masters degree or ten to fifteen years related experience and/or training; or equivalent
combination of education and experience.

Physical Demands- The physical demands described here are representative of those

While performing the duties of this Job, the employee is regularly required to sit and
talk or hear. The employee is frequently required to use hands to finger, handle, or feel.
The employee is occasionally required to stand; walk; reach with hands and arms; stoop,
kneel, crouch, or crawl and taste or smell. The employee must frequently lift and/or
move up to 10 pounds and occasionally lift and/or move up to 25 pounds. Specific
vision abilities required by this job include close vision, distance vision, color vision,
peripheral vision and depth perception.

Work Environment -The work environment characteristics described here are

While performing the duties of President/CEO, the noise level in the work environment
is usually quiet.

I have read the President/CEO job description, understand my responsibilities, and am willing to perform
the duties requested of me to the best of my knowledge and ability.

Employee: ___________________________________________ Date: _______

Board President: ______________________________________ Date: _______

Job Description
(ER)
Job Title
Director of Education Administration
Salary/Pay Range
*To Be Negotiated
President/CEO
Hours
7:30 am 3:45pm

To develop, update and/or manage curriculums. To develop educational partnerships that can enhance
academic programming for Charter School students

Examples of Work
1. Embrace the unique philosophy of Education Revolution and other partner organizations, and
help ensure they adhered to in all school programs and operations.
2. Promote and adhere to a culture of rigorous academic achievement, defined structure, and
responsible behavior for all students.
3. Help ensure all schools and programs are compliant with State Academic Standards.
4. Help ensure that curriculum maps are developed, accurate, and relevant in every subject.
5. Provide Project Based Learning guidance and support teachers in planning and implementing
visual projects that connect to the real world.
6. Access and utilize data to make informative decisions at all levels within the system.
7. Consistently hold teachers and all other staff to a high level of accountability.
8. Report any changes in job responsibilities in writing to the Human Resources Department within
24 hours of the change.
9. Establish procedures for the selection of instructional materials and equipment and approve all
recommendations.
10. Manage resources to attain effective results.
11. Develop and maintain partnerships with local colleges and community agencies that can provide
students with academic assistance and challenging educational opportunities.
12. Assist school administration in identifying and developing career paths and leadership
development for educators working in Education Revolution schools.
13. Develop and implement tiered professional development plans and evaluate for effectiveness.
14. Comply with other duties assigned by the President/CEO.

Requirements
Masters Degree in Education with a concentration in Curriculum, or equivalent experience.
Current PA teaching certification.
A minimum of 5 years teaching experience
Strong technology skills
Excellent oral and written communication skills
Ability to communicate in a positive manner, consistently utilizing a customer service approach
with teachers, support staff, administrators, and partners.
Ability to deliver information and respond to other professionals in a manner that conveys
support and respect.
Ability to perform effectively within the parameters of a team and within a fast paced work
environment.
High degree of flexibility including the willingness to occasionally work evenings and travel on
school related business.
Commitment to responding to email or other communications within 24 hours.
An understanding of and the desire to carry out the mission and vision of ER and the Charter
School.




While performing the duties of Director of Education Administration, the noise level in
the work environment is usually quiet.

I have read the Director of Education Administration job description, understand my responsibilities, and
am willing to perform the duties requested of me to the best of my knowledge and ability.

Employee: ___________________________________________ Date: _______

President/CEO: ______________________________________ Date: _______

Job Descriptions
(ER)
Job Title
Director of Community Outreach
Salary/Pay Range
*To Be Negotiated
President/CEO
Hours
8:00am - 5:00pm

Characteristics of Work: Explore and cultivate new opportunities and partnerships to enable Education
Revolution and the Charter School to improve our community through education.
Community Partnerships
1. Evaluate potential partnerships for feasibility and return on investment.
2. Build and maintain relationships with existing and new partner organizations.
3. Communicate with leadership team regarding new opportunities and facilitate discussion
regarding their implementation.
4. Act as the liaison with community organizations and programs operating on campus or in
partnership with the Charter School.
5. Along with leadership identify a point person for long term program management, facilitate this
transition.
6. Troubleshoot issues that arise within partnerships as related to communication, implementation
and evaluation.
Marketing
Act as the liaison with the Marketing and PR Firm.
Meet with the Marketing and PR Firm to identify potential programs and events to highlight in
the media.
Facilitate getting newsworthy items from teachers, administrators and staff to the Marketing
and PR Firm.
Act as the point person for press releases, ensure that they are reflective of our missions and
visions, and get necessary approvals. Write press releases as needed.
Work with Marketing and PR Firm to execute marketing strategies.
Along with Leadership and PR and Marketing Firm, plan and execute short term events and
campaigns in response to community events
Assist with the creation and execution of summer enrollment marketing campaigns including
associated deliverables postcards, mailings, billboards, videos, etc.
Coordinate any parent and family statements for use in media.
Maintain the Facebook Page.
Write website copy as needed, act as the liaison with the IT department for updates.
Maintain photo database.
Events
Plan and implement events that meet the needs of Charter School students and families.
Work with administration to identify teams of staff to implement the event.
Communicate regularly with leadership regarding event needs, challenges and outcomes.
Secure vendors, supplies, and volunteers for events.
Manage event timelines and associated deliverables.
Assure that events are advertised and marketed through internal and external channels.
Create a budget for events and work with finance department to ensure that vendors are paid in
a timely manner.
Current/Past Programs Facilitated: End of Year Block Party, National Night Out, Open Houses,
Community Meetings, Back to School Night, Financial Aid Night, Parent Resource Fairs, Various
School Speakers, Graduation,
Miscellaneous
Attend leadership meetings
Attend advisory team meetings
Attend community meetings, organization open houses, and partner events to gauge new
partnering opportunities and stay abreast of community needs and changes.
Act as a point of entry for community organizations and leaders to access Charter School
Leadership
Additional tasks as assigned


While performing the duties of Dir. of Community Outreach, the employee is regularly
required to talk or hear. The employee is frequently required to stand; walk; sit; use
hands to finger, handle, or feel and reach with hands and arms. The employee is
occasionally required to stoop, kneel, crouch, or crawl and smell. The employee must
regularly lift and /or move up to 10 pounds, frequently lift and/or move up to 25 pounds
and occasionally lift and/or move up to 50 pounds unassisted. Specific vision abilities
required by this job include close vision, distance vision, color vision, peripheral vision,
depth perception and ability to adjust focus.


While performing the duties of Dir. Of Community Outreach, the employee is
occasionally exposed to outside weather conditions. The noise level in the work
environment is usually moderate.

I have read the Director of Community Outreach job description, understand my responsibilities, and am
willing to perform the duties requested of me to the best of my knowledge and ability.
Employee: ___________________________________________ Date: _______

President/CEO: ______________________________________ Date: _______

Job Description
(ER)
Job Title
Director of Human Resources
Salary/Pay Range
*To Be Negotiated
President /CEO
Hours
8:00 am 4:00 pm

Summary: Directs and coordinates human resources activities, such as employment,
compensation, labor relations, administrator training, and employee services by
performing the following duties.

Essential Duties and Responsibilities include the following. Other duties may be
assigned.

Develops policy collaboratively with administration to effect continual
improvement and efficiency.

Analyzes wage and salary information with the Dir. Of Finance to determine
competitive compensation.

All aspects of recruitment.

Prepares personnel forecast to project employment needs and tracks staff
evaluations.

Writes directives advising department managers of company policy regarding
equal employment opportunities, compensation, and employee rights.

Consults legal counsel to ensure that policies comply with federal and state law.

Develops and maintains a human resources system that meets top management
information needs.

Oversees the analysis, maintenance, and communication of records required by
law or local governing bodies, or other departments in the organization.

Studies legislation, arbitration decisions, and collective bargaining contracts to
assess industry trends.

Administers employee relations counseling, outplacement counseling & exit
interviewing.

Participates in administrative staff meetings.

Report employment changes to the Board of Trustees at monthly meetings and
works with the Solicitor on personnel issues.

Verify staff degrees and experience.

Maintain compliance with federal and state regulations.

Supervisory Responsibilities: Directly supervises one support employee.

Qualifications- To perform this job successfully, an individual must be able to perform
each essential duty satisfactorily. The requirements listed below are representative of
the knowledge, skill, and/or ability required. Reasonable accommodations may be made
to enable individuals with disabilities to perform the essential functions.

Education and/or Experience - Minimum of a BS in Human Resources, Business
Administration or Related Field. 2-5 years HR experience. PHR Certification preferred.

Other Qualifications - Knowledge of for-profit and non-profit entities helpful.




While performing the duties of Director of Human Resources, the noise level in the work
environment is usually quiet.

I have read the Director of Human Resources job description, understand my
responsibilities, and am willing to perform the duties requested of me to the best of my
knowledge and ability.

Employee: Date:

President/CEO: Date:

Criteria for Hiring Teachers, Administrators, and other school staff that will meet or exceed NCLB
requirements
Policies and procedures in accordance with Part A, Section 1119 (Qualifications for Teachers and
Paraprofessionals) of the No Child Left Behind Act 2001.

BOARD OF TRUSTEES

Section: Administration
Title: Employment of Administrators/NCLB
Date Adopted:
Revised On:
Section I. Purpose
The Board places substantial responsibility and authority for the effective management of the Charter
School with the school administrators and subtracted educational administrators.
Section II. Authority
The Board shall, by a majority vote of all members, approve the employment, set the compensation, and
establish the term of employment for each administrator employed by the school.
SC 508, 1106, 1142
If the district is placed on the Education Empowerment List, the Board may employ certificated
administrators who do not possess Pennsylvania certification if it deems that such individuals satisfy the
applicable criteria in Section 1724-A of the School Code.
SC 1704-B, 1724-A
If the district is placed on the Education Empowerment List, the Board may rescind without penalty the
contract of an administrative employee entered into after July 1, 2014.
SC 1704-B
Section III. Guidelines
It is the policy of the school to seek the most highly qualified person for each position as defined by
NCLB of 2001. Applicants from within the school will be given consideration for a vacancy for which
they are properly certified. The Board will be seeking the most highly qualified person per state and
federal law and therefore will not restrict itself to selecting from inside the school system alone.
Approval shall normally be given to the candidates for employment as recommended by the school
administrators.

The school administrators, subcontracted educational administration or designee shall develop
procedures for the recruitment, screening and recommendation of candidates for employment as
administration, in accordance with Board policy and state and federal law and regulations. The school
administrators, subcontracted educational administration or designee shall, in the conduct of recruiting
activities, seek applicants who have graduated from a variety of public and private institutions of higher
education in accordance with Board policy, and state and federal law.
P.L. 88-352
P.L. 92-318

If the Board has rejected a recommended candidate, the school administrators and subtracted
educational administrators shall make substitute recommendations.
Candidates shall be recommended on the basis of references, as well as demonstrated lessons and/or
other appropriate activities.
The school administrators and subtracted educational administrators shall seek recommendations from
former employers and others to assess the candidates qualifications. Recommendations and
references shall be confidential and for official use only.
The school administrators and subtracted educational administrators or designee may apply necessary
screening procedures to determine the candidates ability to perform the tasks of the job for which the
candidate is being considered.
All individuals wishing consideration for employment shall request information and application from the
Administration Office.
Complete applications, letters of reference, criminal and child abuse clearances, fingerprint
requirements, TB Test, and official transcripts shall be necessary for employment.
Political patronage or favoritism based on family relationships at no time will enter into the
employment, assignment or promotion of individuals.
A Board member may not vote on a motion to employ a relative for any position. Candidates must
receive a majority of affirmative votes of Board members other than those abstaining because of this
relationship.
No candidate shall be employed until such candidate has complied with the mandatory background
check requirements for criminal history and child abuse.
SC 111
24 Pa. C.S.A.
6301

Any employees misstatement of fact material to qualifications for employment or determination of
salary shall constitute grounds for dismissal by the Board.
Utilization of administration prior to employment approval by the Board is authorized when necessary
to maintain continuity in the educational program. Retroactive employment shall be recommended to
the Board at the next regular meeting.
In order to continue employment in the school, certificated employees are required to meet all
obligations necessary to maintain valid, active Pennsylvania certification. Failure to maintain the
required certification for employment may be cause for disciplinary action including possible
termination of employment.
A letter informing the candidate of such shall notify the candidates elected to a position on the
administration and a contract, to be signed and returned, shall accompany the letter.
The school shall submit a New Hire Report for each employee to be reported by law.
42 U.S.C.
Sec. 653a
Section IV. Delegation of Responsibility
The school administrators and subtracted educational administrators or designee shall develop
procedures for the recruitment, screening and recommendation of candidates for employment as
administrators. The school administrators and subtracted educational administrators or designee shall
recruit and recommend applicants in accordance with Board policy and state and federal laws and
regulations.
P.L. 88-352
P.L. 92-318

The school administrators and subtracted educational administrators or designee shall seek candidates
of good moral character who possess the following attributes:
1. Successful educational training
2. Scholarship and intellectual prowess
3. Ability to interact with parents/guardians, students, and staff in a manner that
demonstrates respect and dignity
4. Emotional and mental maturity and stability

Staff vacancies that represent opportunities for professional advancement or diversification shall be
made known to school personnel so they may apply for such positions. Application is not a guarantee of
appointment to the new professional opportunity. The Charter School reserves the right to hire the
most highly qualified candidate for any and all positions under the requirements of No Child Left
Behind.
The school administrators and subtracted educational administrators or designee may apply necessary
The school administrators and subtracted educational administrators or designee shall seek
recommendations from former employers and others in assessing the candidates qualifications.
Recommendations and references shall be retained confidentially and for official use only.

BOARD OF TRUSTEES
Section: Professional Employees
Title: Employment of Professional Employees
Date Adopted:
Revised on:
Section I. Purpose
The Board is committed to providing the best possible educational program for the children of the
Charter School. One of the most, if not the most, important factors in facilitating the desired program is
the effectiveness of the instructional personnel.
The Board, by a majority of vote, shall approve the employment, set the compensation, and establish
the term of employment for each professional staff member employed by the school.
SC 508, 1106, 1142, 1146
No teacher shall be employed who is related to any member of the Board, as defined in Statute, unless
such teacher receives the affirmative vote of the majority of the Board other than the member related
to the applicant who shall not vote.
SC 1111
It is the policy of the school to seek the most highly qualified person for each position as defined by
NCLB of 2001. Applicants from within the school will be given consideration for a vacancy for which
they are properly certified. The Board will seek the most highly qualified person per state and federal
law and therefore will not restrict itself to selecting from inside the school system alone. Approval shall
normally be given to the candidates for employment as recommended by the administration and
subcontracted educational administration.
The administration and subcontracted educational administration or designee shall develop procedures
for the recruitment, screening and recommendation of candidates for employment as professionals, in
accordance with Board policy and state and federal law and regulations. The administration and
subcontracted educational administration or designee shall, in the conduct of recruiting activities, seek
applicants who have graduated from a variety of public and private institutions of higher education in
accordance with Board policy, and state and federal law.
P.L. 88-352
P.L. 92-318
If the Board has rejected a recommended candidate, the administration and subcontracted educational
administration shall make substitute recommendations.
Candidates shall be recommended on the basis of references, as well as demonstrated lessons and/or
other appropriate activities.
The administration and subcontracted educational administration or designee shall seek
recommendations from former employers and others to assess the candidates qualifications.
Recommendations and references shall be confidential and for official use only.
The administration and subcontracted educational administration shall seek candidates of good moral
character who possess the following:
1. Successful educational training and experience.
2. Scholarship and intellectual prowess.
3. Ability to interact with parents/guardians, students, and staff in a manner that
demonstrates respect and dignity.
4. Emotional and mental maturity and stability.

The administration and subcontracted educational administration or designee may apply necessary
All individuals wishing consideration for employment shall request information and application from the
Administration Office.
For certified teachers and instructors, the school shall use the Standard Application Form for Teaching
Positions in PA Public Schools, but may establish and implement other application requirements.
SC 1204.1
Complete applications, letters of reference, criminal and child abuse clearances, fingerprint
requirements, TB Test, and official transcripts shall be necessary for employment.
Political patronage or favoritism based on family relationships at no time will enter into the
employment, assignment or promotion of individuals.
A Board member may not vote on a motion to employ a relative for any position. Candidates must
receive a majority of affirmative votes of Board members other than those abstaining because of this
relationship.

No candidate for professional employment shall receive recommendation for such employment without
evidence of his/her certificate. Each professional teacher or instructor employed by the school shall be
responsible for maintaining a valid teaching certificate.
SC 1201
Title 22
Sec. 49.81 et seq
No candidate shall be employed until such candidate has complied with the mandatory background
check requirements for criminal history and child abuse.
SC 111
24 Pa. C.S.A.
6301

Any employees misstatement of fact material to qualifications for employment or determination of
salary shall constitute grounds for dismissal by the Board.
Utilization of professional employees prior to employment approval by the Board is authorized when
necessary to maintain continuity in the educational program. Retroactive employment shall be
recommended to the Board at the next regular meeting.
In order to continue employment in the school, certificated employees are required to meet all
obligations necessary to maintain valid, active Pennsylvania certification. Failure to maintain the
required certification for employment may be cause for disciplinary action including possible
termination of employment.
A letter informing the candidate of such shall notify the candidates elected to a position on the
professional staff and a contract, to be signed and returned, shall accompany the letter.
The school shall submit a New Hire Report for each employee to be reported by law.
42 U.S.C.
Sec. 653a
Title I Teachers
All teachers working in a program supported with Title I funds that were hired after January 8, 2002 shall
be highly qualified, as defined by federal law and regulations.
20 U.S.C.
Sec. 6319
The administration of the school providing Title I programs to students shall annually attest that the
professional teaching staff in such positions are highly qualified, in accordance with federal and state
law and regulations. The written certification shall be maintained in the Administrative Office and shall
be available to the public, upon request.

CHARTER SCHOOL Board Policy Number:
Title: Employment of Professional
Employees
Approved by the Board of Trustees on:
Revised:

EMPLOYMENT OF PROFESSIONAL EMPLOYEES PROCEDURES

Purpose:
The Board is committed to providing the best possible educational program for the children of the Charter
School. One of the most, if not the most, important factors in facilitating the desired program is the
effectiveness of the instructional personnel.
Procedures:
A. The HR Professional or designee searches for candidates of good moral character who possess
the following attributes:
1. Successful educational training and experience
2. Scholarship and intellectual prowess
3. Appreciation of children
4. Emotional and mental maturity and stability

B. Recruitment
1. The Administration or designee completes an Employment Requisition Form associated
with the position and forwards to the HR office.
2. The HR office assigns a unique number to the requisition and forwards the document to
the Controller.
3. The Controller approves/rejects the requisition and returns document to the HR office. If
approved the Controller will complete the form indicating approved salary range and
forward to the HR office for processing.
4. Upon approval, the HR office posts the position internally for 10 days prior to posting
externally. The posting is via bulletin board, website and broadcast e-mail. **In the
interest of not interrupting service to students, positions may be posted internally and
externally simultaneously.
5. Employees who wish to apply for the position fill out the Job Posting Application form.
The application must be signed by the employee and supervisor prior to sending to the
HR office.
6. Application is not a guarantee of appointment to the new professional opportunity.

C. Screening
1. The administration or subcontracted educational administration applies screening
procedures to determine the candidates ability to perform the job tasks. Certification for the
position is validated, if necessary.
2. The administration or subcontracted educational administration seeks recommendations
from former employers and others in assessing the candidates qualifications. This
information is retained confidentially and is for official use only.
3. Any employees misstatement of fact material to qualifications for employment or
determination of salary will constitute grounds for dismissal by the Board.
4. The administration or subcontracted educational administration will, while conducting
recruiting activities, seek applicants who have graduated from a variety of public and private
institutions of higher education in accordance with Board policy, and state and federal law.
5. Interviews are conducted and recorded on the Interview Process Form.
6. Individual folders are kept in the HR office for all job postings/openings.

D. Recommendation
1. The Charter School reserves the right to hire the most highly qualified candidate for any and
all positions under the requirements of No Child Left Behind.
2. No candidate for employment may receive a recommendation for employment without
evidence of his/her certificate.
3. No candidate may be employed until the candidate has complied with the mandatory
background check requirements for FBI, criminal history and child abuse, and the school has
evaluated the results of that screening process. Official transcripts are necessary for
employment.
4. Candidates must be recommended on the basis of references, as well as demonstrated
lessons and/or other appropriate activities.
5. No teacher may be employed who is related to any member of the Board, as defined in
Statute, unless the teacher receives the affirmative vote of the majority of the Board other
than the member related to the applicant who shall not vote.
6. The administration or subcontracted educational administration will make recommendations
to the Board, after receiving approval from the Management Company.

E. Approval/Denial
1. The Board, by majority vote of all members will approve employment, set compensation
and establish the term. Approval will normally be given to the candidates for employment
recommended by the administration, subcontracted administration and the management
company. Should the Board require additional candidates, they will be provided by the
same.
2. Upon approval, the candidate will be notified in writing by the HR office. A New Hire Form
or an Employee Change Form will be completed and signed by all parties. HR will notify the
candidate in writing of the approval. Upon denial, a letter will be mailed to the candidate
from the HR office.
3. An e-mail will be circulated from the HR office to the leadership team and Controller with
the hiring details.
4. Utilization of professional employees prior to employment approval by the Board is
authorized when necessary to maintain continuity in the educational program. Retroactive
employment is to be recommended to the Board at the next regular meeting.
5. The school will submit a New Hire Report for each employee required to be reported by law.
6. Failure to maintain the required certification for employment may be cause for disciplinary
action including possible termination of employment.

A. Title I
1. All teachers working in a program supported with Title I funds that were hired after January
8, 2002 must be highly qualified, as defined by federal law and regulations.
2. The Administrator providing Title I programs to students must annually attest that the
professional teaching staff in such positions are highly qualified, in accordance with federal
and state laws and regulations.
3. The written certification must be maintained in the Administrative Office and will be available
to the public, upon request.

Employment Requisition Form

Requisition #_____________

Date________________ Requestor____________________________________
Position____________________________________________________________
New Hire or Replacement (circle one)
9 Months or 12 Months Salary or Hourly Hours per Week____________
Salary Range $_______________________________________________________
Posting Date: Start______________________ End _________________________

Job Description:

Comments:

Supervisors Signature Date

Budgeted or Not Budgeted (circle one)
___________________________________________________________________
Controllers Signature Date

Principals Signature Date

Board Approval Date: ______________________

ERF03042011
Job Posting Application
Name: ______________________________

Position Applying For: ______________________________________

Please list job-related skills and accomplishments:

Please describe how your current experience with the company qualifies you for this position:

Please describe how any prior work experience and/or education qualifies you for this position:

I understand that, in order to be eligible for this position, I must have performed competently for at
least six months in my current position. I am not eligible to apply for this position if I have a written
warning on file or if I am on probation or suspension. I can only apply for this position if I possess the
required skills, competencies, and qualifications.

_______________________________________________ ______________________
Applicants Signature Date

_______________________________________________ ______________________
Direct Supervisors Signature Date

_______________________________________________ _______________________
HR Managers Signature Date

Interview Process Form
Position:_______________________________________ Requisition # __________________

Applicant Name_________________________________________________________________
Applicant Phone Number__________________________________________________________
************************************
Call Date________________________________ Called By______________________________
1st Interview Date & Time________________________________________________________
Participants: ___________________________________________________________________
Recommendation_______________________________________________________________
Notes_________________________________________________________________________
************************************
Call Date________________________________ Called By______________________________
2nd Interview Date & Time________________________________________________________
Participants: ___________________________________________________________________
Recommendation_______________________________________________________________

______________________________________________________________________________
DISPOSITION:
Recall_____________ Decline___________ Hire__________ Other____________________

Notes_________________________________________________________________________

Form ER03042011

New Hire Form

Employee Name: ______________________________________________________________

Requisition # ____________________

Date of Hire: ____________________

Start Date: ______________________

Job Title: _______________________

Salary: _________________________

Training Start Date: _______________

Training End Date: ________________

Comments:
______________________________________________________________________________

______________________________________________________________________________

_____________________________________________ _____________________________
Signature of Direct Supervisor Date

______________________________________________ ___________________________
Signature of Principal Date

Date to HR Dept: ___________________ Date to Payroll Dept: _____________________
ER03042011

Employee Change Form

Employee Name: ______________________________________________________________

Effective Date of Change: ____________________

Purpose of Change: Promotion Termination Annual Increase New Position Other________

If New Position, list the Requisition # ___________

Job Description MUST be attached if title and/or duties are changing. Evaluation MUST be attached
for all pay increases.

Current Information Proposed New

Salary: _____________________ _____________________

Job Title: _____________________ _____________________

Other Change: _____________________ _____________________

Comments:
______________________________________________________________________________

______________________________________________________________________________

__________________________________________ ___________________________
Signature of Direct Supervisor Date
______________________________________________________________________________
Office Use Only:

Approved
Denied

______________________________________________ ___________________________
Signature of Principal Date

Date to HR Dept: ________________________ Date to Payroll Dept:_____________________
ER03042011

BOARD OF TRUSTEES
Title: Evaluation of Professional Employees
Date Adopted:
Revised:
Section I. Purpose
Evaluation is a continuing process in which the professional employee and supervisor cooperatively
identify strengths and weaknesses in the individuals effectiveness as a professional educator.
The objectives of evaluation are to assess and improve performance, encourage professional growth,
promote positive behavior, and facilitate attainment of the Charter Schools goals and objectives.
The evaluation plan for professional employees shall be in accordance with the state plan for such
purposes and in accordance with a plan approved by the Board.
Evaluations may be made by certificated members of the administrative team during any time
throughout the school year.
The objectives of the school evaluation plan for professional employees are:
1. To identify, improve, and reinforce the skills, attitudes and abilities that enable an employee
from achieving school goals and objective.
2. To identify and suggest ways to improve on weaknesses which prevent an employee from
achieving school goals and objectives.
The evaluation plan shall:
1. Be uniform throughout the school
2. Include timely conferences with the employee and evaluator to review and sign each
evaluation
3. Assesses duties and responsibilities other than primary teaching/certificated functions.
4. Provide a procedure for identifying and commending effective performance, and counseling
and assisting employees on a professional basis.
5. Provide for evaluation of all professional employees annually
6. Assures accountability and generally acceptable ethical, professional practices.

Evaluations shall be carried out in accordance with the four major areas identified as paramount to the
art and science of teaching:
1. Planning and Preparation
2. Classroom Environment
3. Instruction
4. Professionalism

Within 10 days of the conference, the employee shall have the right to submit a written disclaimer of
the evaluation which shall be attached to the original copy of the evaluation and both documents shall
be placed in the employees personnel file.

Educator Effectiveness System - Differentiated Supervision
The Pennsylvania Department of Education has identified a supervision model consisting of two
modes that will result in the professional development of educators: Formal Observation and
Differentiated Supervision. Formal Observation of the teachers practice is accomplished through
formal and informal observations measured by research-supported best practices: Danielson's
Framework for Teaching*. The collaborative reflections of the observational data will focus the
efforts of the teacher on a professional development plan to improve instructional practices and
student achievement.
Differentiated Supervision recognizes the level of experience, the effectiveness, and professionalism
of teachers as well as the intensity and time commitment to Formal Observation. In Differentiated
Supervision, professional employees develop an action plan for professional development unique to
their needs and interests.
The incorporation of Differentiated Supervision into a local education agencys (LEA) supervision
plan is a local decision.
*Charlotte Danielson's Framework for Teaching (2007 or later editions)
Differentiated Supervision Guidelines
Differentiated Supervision recognizes the level of experience, the effectiveness, and professionalism
of teachers as well as the intensity and time commitment of the Formal Observation process using the
Danielson Framework for Teaching. Differentiated Supervision provides a framework for
professional growth designed to improve teacher effectiveness, instructional practices, and student
achievement. Differentiated Supervision should be included in written policies of the board and made
available to all professional employees. As long as the LEA develops a Differentiated Supervision
model based on the Pennsylvania Department of Education's (PDE) guidelines, approval is not
required.
PDE recommends that professional employees who received a Satisfactory summative rating in the
previous two years should be eligible to participate in Differentiated Supervision. Prior to the 2013-
14 school year, a Satisfactory performance rating using a previously approved rating form (e.g.,
PDE 5501, PDE 426, PDE 427 or PDE 428) may be used to qualify for participation in Differentiated
Supervision. PDE recommends that professional employees newly hired by a district should be
eligible to participate in Differentiated Supervision, but only after they have successfully completed
their first year in the Formal Observation Model. PDE recommends that temporary professional
employees should not participate in Differentiated Supervision.
LEAs should create a Cycle of Supervision based on the number of teachers requiring Formal
Observations:
Temporary professional employees
Professional employees new to a district
Revised September 2013 2
Employees assigned to their required year of Formal Observation
Employees assigned to a performance improvement plan

Professional employees should be assigned to Differentiated Supervision Modes for the length of the
Cycle of Supervision except for the required year of Formal Observation (e.g., if a district has a
three-year Cycle of Supervision and a teacher is assigned to the Formal Observation Model in the
second year of the cycle, the teacher should be placed in the Differentiated Supervision in years one
and three of the cycle). A Cycle of Supervision usually lasts for three or four years however, this is a
local decision.
The principal and the professional employee should collaboratively create a timeline to ensure the
successful completion of the professionals Differentiated Supervision Action Plan. The professional
employee should be required to complete a mid-year review and an end-of-the-year self-refection
report with respect to his/her goal setting, planning, progress, and results. It is also recommended that
the professional employee report the findings of his/her action plan to a Professional Learning
Community (faculty meeting, in-service gathering, PTA/PTO) however, this is also a local decision.
The supervising administrator should select a Differentiated Supervision Mode in collaboration with
the teacher. All Differentiated Supervision Modes must be aligned to the Danielson Framework for
Teaching or a PDE-approved alternative system and/or related to a district or school initiative
designed to improve instructional practices and impacts student achievement. Additionally, while
formal observations may not occur in Differentiated Supervision, it is recommended informal
observations occur throughout the school year. PDE also recommends that the principal reserve the
right to remove a teacher from Differentiated Supervision at any time and place the teacher in the
Formal Observation Model or assign the teacher to a Performance Improvement Plan with
Intensive Supervision.
The overall rating form requires principals/supervisors to provide a rating in the four domains for all
teachers every year regardless of their model of supervision. While not collecting evidence through
the clinical supervision process, evaluators should use walk-throughs and other strategies to keep
informed of the teachers overall performance throughout the year. In the absence of data to the
contrary, the rating assigned to a domain for the employee would revert to their most recent domain
performance rating.
While the nomenclature applied to the various Differentiated Supervision Modes may be unique to
each LEA, they are generally grouped by common subject matter. Districts are not limited to the
following categories as long as the mode meets the requirements and rigor of the PDE Teacher
Effectiveness System.
The following descriptions of Differentiated Supervision Modes are to serve as examples:
1. Peer Coaching Mode - professional employees work in dyads or triads to discuss and observe
their own or another professional employee's pedagogy, student learning, curriculum aligned to the
Pennsylvania Core Standards and other pertinent issues in a collaborative manner. The professionals
will work together to define their professional needs and develop
Revised September 2013 plans to assist them in the successful completion of the identified tasks
including: specific target area(s), the evidence to be collected, observation dates, and a reflective
session. Meeting notes, data collection tools, results of the observations, and the reflective sessions
should be shared with the principal and used as evidence in the supervision and evaluation of the
employee.

2. Self-Directed Model/Action Research Mode - professional employees will develop a structured,
on-going reflection of a practice-related issue (Danielson Framework for Teaching or a PDE-
approved alternative system). Professionals may work individually or in small groups, dyads or
triads, to complete the action research project. Meeting notes, resources, data collection tools, and the
results of the reflective sessions should be shared with the principal and used as evidence in the
supervision and evaluation of the employee.

3. Portfolio Mode - professional employees will examine their own practice in relation to the
Danielson Framework for Teaching or a PDE-approved alternative system and reflect in a written
report and/or documented discussions with colleagues. Portfolios may be developed according to
criteria established collaboratively by the administrator and the teacher based upon their interests or
needs. Resources, data collection tools, and the results of the reflective sessions should be shared
with the principal and used as evidence in the supervision and evaluation of the employee.

Note: Book/research reviews are unacceptable for a separate Differentiated Supervision mode
however, they may be used to develop the research for an action plan.

BOARD OF TRUSTEES
Section: Administration
Title: Conduct and Disciplinary Procedures
Date Adopted:
Revised:
Section I. Purpose
All administrative employees are expected to conduct themselves in a manner consistent with
appropriate and orderly behavior. Effective operation of school programs required the cooperation of
all employees working together under a system of policies and rules applied fairly and consistently. The
orderly conduct of the schools functions requires compliance with these policies and rules, and
consistent penalties and disciplinary procedures for violations.
The Board directs that procedures be established whereby administrative employees are informed of
the disciplinary actions that are considered appropriate and may be applied for violation of school
policies, rules and procedures.
SC 510
When dismissal charges are filed against an administrative employee pursuant to law, the Board shall
hold a hearing in accordance with the procedures established in the School Code.
SC 1122, 1126, 1127
An affirmative, majority vote of the members of the Board, duly recorded, showing how each member
voted, shall be required in order to take action on dismissing an administrative employee after a
hearing.
All administrative employees shall comply with the professional code of conduct, district policies, rules
and regulations, attempt to maintain order, perform assigned job functions, and carry out directives
issued by supervisors.
In the event it is necessary to demote or dismiss an administrative employee, a hearing shall be
provided as required by statute.
2 Pa. C.S.A.
Sec. 551 et seq
SC 1127

When engaged in assigned duties, no employee shall participate in activities that include but are not
limited to the following:
1. Physical and/or verbal abuse or threat of harm, to anyone
2. Causing damage to school property, facilities or equipment
3. Forceful or unauthorized entry to or occupation of school facilities, buildings and grounds
4. Use, possession, distribution and/or sale of alcohol, drugs or other illegal substances
5. Failure to comply with directives of school officials, or law enforcement officers
6. Carrying onto and/or possessing a weapon on school grounds without authorization from
the Principal.
7. Violation of school policies, rules and regulations
8. Violations of federal, state, or applicable municipal law or regulation
9. Conduct that may obstruct, disrupt, or interfere with teaching, research, service,
administrative or disciplinary functions of the school or any activity sponsored or approved
by the Board.

Violations of school policy, rules and procedures shall result in progressive penalties where appropriate,
including but not limited to verbal warning, written warning, reprimand, suspension, demotion,
dismissal and pursuit of civil and criminal sanctions.
SC 1122, 1151

BOARD OF TRUSTEES
Section: Support Employees
Title: Conduct/Disciplinary Procedures
Date Adopted:
Revised:
Section I. Purpose
All support employees are expected to conduct themselves in a manner consistent with appropriate and
orderly behavior. Effective operation of school programs required the cooperation of all employees
working together under a system of policies and rules applied fairly and consistently. The orderly
conduct of the schools functions requires compliance with these policies and rules, and consistent
penalties and disciplinary procedures for violations.
The Board directs that procedures be established whereby support employees are informed of the
disciplinary actions that are considered appropriate and may be applied for violation of school policies,
rules and procedures.
When dismissal charges are filed against a support employee pursuant to law, the Board shall hold a
hearing in accordance with the procedures established in the School Code. An affirmative, majority vote
of the members of the Board, duly recorded, showing how each member voted, shall be required in
order to take action on dismissing a support employee after a hearing.
All support employees shall comply with the professional code of conduct, school policies, rules and
regulations, attempt to maintain order, perform assigned job functions, and carry out directives issued
by supervisors.
In the event it is necessary to demote or dismiss a support employee, a hearing shall be provided as
required by statute.
2 Pa. C.S.A.
Sec. 551 et seq

When engaged in assigned duties, no employee shall participate in activities that include but are not
limited to the following:
1. Physical and/or verbal abuse or threat of harm, to anyone
2. Causing damage to school property, facilities or equipment
3. Forceful or unauthorized entry to or occupation of school facilities, buildings and grounds
4. Use, possession, distribution and/or sale of alcohol, drugs or other illegal substances
5. Failure to comply with directives of school officials, or law enforcement officers
6. Carrying onto and/or possessing a weapon on school grounds without authorization from
the Principal.
7. Violation of school policies, rules and regulations
8. Violations of federal, state, or applicable municipal law or regulation
9. Conduct that may obstruct, disrupt, or interfere with teaching, research, service,
administrative or disciplinary functions of the school or any activity sponsored or approved
by the Board.

Violations of school policy, rules and procedures shall result in progressive penalties where appropriate,
including but not limited to verbal warning, written warning, reprimand, suspension, demotion,
dismissal and pursuit of civil and criminal sanctions.

BOARD OF TRUSTEES
Title: Complaint Process
Date Adopted:
Section I. Authority
It is the Board's intent to establish reasonable and effective means of resolving conflicts among
employees to reduce potential areas of complaints, and to establish and maintain clear channels of
communication between supervisory personnel and school employees.
SC 510
The Board adopts this policy as a method for resolving problems or interpretations relative to federal or
state laws and regulations; Board policies, rules and procedures; and administrative regulations or
directives.
There shall be no reprisals of any kind taken against any employees or their representatives because of
support of or participation in a complaint.
Complaints should be discussed in a private, informal conference between the persons immediately
concerned. At least one (1) private meeting should take place before the complaint process is invoked.
In the event the complaint is not resolved through an informal conference, it should be referred through
administrative/supervisory channels, as designated in the employee handbook for settlement or
disposition.
If the complaint remains unresolved, it must then be stated in writing by the individual employee or
group or employees concerned, and processed promptly through administrative/supervisory channels to
the Principal or designee.
The Principal or designee may either:
1. Formulate a decision and inform those employees involved.
2. If the complaint is not covered by existing law, Board policy or administrative regulation or directive,
the Principal or designee may refer the matter to the Board for a decision.
An appeal of the Principals or designees decision may be presented by an individual employee or group
of employees through the Principal or designee to the Board, whose decision shall be final.

All documents, communications, and records relevant to a complaint shall be filed in a separate file and
not kept in the personnel file of any of the participants.
School Code 24 P.S. Sec. 510

Charter School Board Recruitment Plan York City, PA
We intend to recruit a rich and diverse board of trustees. Areas of diversity are as follows:

Demographics:
Male/Female
African-American
21-30 years
31-40 years
41 50 years
51- 60 years
61 70 years
More than 71 years
Ethnicity:
African-American
Asian
Caucasian
Latino

Expertise:
Legal Issues
Personnel Management
Financial Management
Fundraising
Public/Community Relations
Planning/Organizing
Organizations Service Area

Influence:
Power Group
Business/Financial Community
Ethnic/Minority Groups
Media
Government

We will hold a publically advertised town meeting for the sole purpose of recruiting founding Board
members. Invitations will be sent to community partners and supporters. Informational packets will be
distributed to interested parties explaining the mission and vision of the school, the provisions of the
recovery plan, Board member position description and time requirements of board members.
Information outlining the specific duties of the Board are clearly communicated prior to commitment.
Legal responsibility will be outlined and Board Member Profile forms will be included with a deadline for
submission for consideration.
After the founding Board members are confirmed, we will recommend and support a Board resource
committee in lieu of a traditional nominating committee. This will eliminate last minute, rushed
appointments to fill empty seats when terms expire. This committee will meet quarterly throughout the
year and its duties include assessment of Board performance, collective and individual, developing
and/or refining position descriptions, ensuring diversity, overseeing Board orientation and ongoing
education.

BOARD OF TRUSTEES
Section: Local Board Procedures
Title: Board Governance Standards and Code of Conduct
Date Adopted:
Revised:
Section I. Standards for Effective Charter School Governance
To promote student growth and achievement, an effective Board of Trustees will:
A. Advocate for a thorough and efficient system of public education by
1. Promoting public education as a keystone of democracy
2. Engaging and promoting community support by seeking input, building support
networks and generating action
3. Allocating resources in a manner designed to facilitate student achievement
consistent with Charter School goals and plans.
4. Maintaining legislative awareness and communicating with members of the local,
state and federal legislative bodies.
5. Ensuring strong management of Charter School
6. Employing qualified staff to meet student and program needs
B. Models responsible governance and leadership by:
1. Staying current with changing needs and requirements by reviewing educational
literature, attending professional development opportunities prior to Board service
and continuously during Board service, and preparing to make informed decisions.
2. Interacting with school officials in other districts or charter schools and using
resources provided by organizations and agencies committed to effective
governance and management of charter schools.
3. Leading respectfully, taking responsibility for activity and behavior
4. Adopting/acting in accordance with the PSBA Code of Conduct for Members of the
Pennsylvania School Boards (website: http://www.
psba/org/psba/boardstandardsandcode.asp.)
5. Engaging all community stakeholders.
6. Complying with Board policy and all applicable local, state and federal laws and
regulations.
7. Operating as a collective Board in making decisions
8. Participating in annual Board retreats
C. Governs through policy by:
1. Seeking input from stakeholders and following an established procedure for
consideration
2. Regularly reviewing and, as necessary, revising and adopting Board policy
3. Ensuring public access to adopted Board policy
4. Purposefully linking its actions to Board policy
D. Ensures that effective planning occurs by:
1. Adopting and implementing a collaborative strategic planning process including
regular reviews
2. Setting annual goals that are aligned with the Strategic Plan
3. Linking Board actions to the Strategic Plan
4. Adopting a financial plan that considers short-term and long-term needs
5. Adopting professional development plans for Board and staff
6. Adopting a plan to ensure evaluation of student growth and achievement using
relevant data
7. Adopting a master facilities plan conducive to teaching and learning
8. Adopting a plan for curriculum review and development
E. Monitors results by:
1. Using data appropriately to make informed decisions
2. Ensuring effective practices for evaluation of staff, programs, plans and services
3. Evaluating its own performance
4. Assessing student growth and achievement
5. Evaluating the effectiveness of the Strategic Plan
F. Communicates with and engages the community by:
1. Distributing relevant information about the charter school.
2. Providing methods of communication to the Board and appropriate staff
3. Seeking input through a variety of methods
4. Including stakeholders in all communications

Section II. Code of Conduct
A. We, as members of the Charter School Board of Trustees, representing the residents of the
charter school community believe that:
1. Striving toward ideal conditions for effective Board of Trustee service to our community,
in a spirit of teamwork and devotion to public education, is the greatest instrument for
preserving and perpetuating our representative democracy.
2. The future welfare of our community, the Commonwealth, and our nation depends
upon the quality of education we provide in public schools
3. In order to maintain a free and strong country, our civic obligation to the community,
the Commonwealth and our nation is to maintain free and strong public schools in the
United States of America, without surrendering our responsibilities to any other person,
group or organization.
4. Boards of Trustees share responsibility for ensuring a thorough and efficient system of
public education as required by the Pennsylvania Constitution.
5. The parents and families of students choosing to attend the Charter School have
entrusted us with the advocacy and stewardship of the education of the youth in this
school.
6. The parents and families of students choosing to attend the Charter School expect that
our first and greatest priority is to provide equitable education for all youth under our
jurisdiction.
B. Accordingly,
1. The parents and families of students choosing to attend the Charter School should be
provided with information about the school and be engaged by the Board and staff to
encourage input and support for the school.
2. Devoting time, thought and study to our duties and responsibilities as Board of Trustees
is critical for rendering effective and credible service.
3. Board members should work together in a spirit of harmony, respect and cooperation,
despite differences of opinion.
4. Personal decisions should be based on all sufficient facts, we should vote our honest
conviction without partisan bias, and we will abide by and uphold the majority decision
of the Board.
5. Individuals have no legal authority outside the meetings of the Board and should
conduct their relationships with all stakeholders and media on this basis.
6. We will not use our position as Trustees to benefit ourselves or any individual or agency.
7. A Board of Trustees must balance their responsibility to provide educational programs
with the need to be effective stewards of public resources.
8. We should recognize that the primary responsibility of the Board of Trustees is to adopt
policies by which the Charter School is to be administered.
9. We should respect that the Management Company and his/her staff are responsible and
accountable for the delivery of the educational programs and the conduct of school
operations.
10. Communication with all stakeholders and the media should be conducted in accordance
with Board policy.

I have read the Board Governance Standards and Code of Conduct. I understand
my responsibilities, and am willing to perform the duties requested of me as a
Board Member in a manner compliant with the standards and code.

Board Member Signature:

Date:

The McKinley Goode Charter School
Board of Trustees
Conflict of Interest Policy

Article I
Purpose
The purpose of the conflict of interest policy is to protect this organizations
(Organization) interest when it is contemplating entering into a transaction or
arrangement that might benefit the private interest of an officer or director of the
Organization or might result in a possible excess benefit transaction. This policy is
intended to supplement but not replace any applicable state and federal laws governing
conflict of interest applicable to nonprofit and charitable organizations.
Article II
Definitions
1. Interested Person
Any director, principal officer, or member of a committee with governing board
delegated powers, who has a direct or indirect financial interest, as defined below, is an
interested person.
If a person is an interested person with respect to any entity in the health care system of
which the organization is a part, he or she is an interested person with respect to all
entities in the health care system.]
2. Financial Interest
A person has a financial interest if the person has, directly or indirectly, through business,
investment, or family:
a. An ownership or investment interest in any entity with which the Organization has a
transaction or arrangement,
b. A compensation arrangement with the Organization or with any entity or individual
with which the Organization has a transaction or arrangement, or
c. A potential ownership or investment interest in, or compensation arrangement with,
any entity or individual with which the Organization is negotiating a transaction or
arrangement. Compensation includes direct and indirect remuneration as well as gifts or
favors that are not insubstantial.
A financial interest is not necessarily a conflict of interest. Under Article III, Section 2, a
person who has a financial interest may have a conflict of interest only if the appropriate
governing board or committee decides that a conflict of interest exists.
Article III
Procedures
1. Duty to Disclose
In connection with any actual or possible conflict of interest, an interested person must
disclose the existence of the financial interest and be given the opportunity to disclose all
material facts to the directors and members of committees with governing board
delegated powers considering the proposed transaction or arrangement.
2. Determining Whether a Conflict of Interest Exists
After disclosure of the financial interest and all material facts, and after any discussion
with the interested person, he/she shall leave the governing board or committee meeting
while the determination of a conflict of interest is discussed and voted upon. The
remaining board or committee members shall decide if a conflict of interest exists.
3. Procedures for Addressing the Conflict of Interest
a. An interested person may make a presentation at the governing board or committee
meeting, but after the presentation, he/she shall leave the meeting during the discussion
of, and the vote on, the transaction or arrangement involving the possible conflict of
interest.
b. The chairperson of the governing board or committee shall, if appropriate, appoint a
disinterested person or committee to investigate alternatives to the proposed transaction
or arrangement.
c. After exercising due diligence, the governing board or committee shall determine
whether the Organization can obtain with reasonable efforts a more advantageous
transaction or arrangement from a person or entity that would not give rise to a conflict of
interest.
d. If a more advantageous transaction or arrangement is not reasonably possible under
circumstances not producing a conflict of interest, the governing board or committee
shall determine by a majority vote of the disinterested directors whether the transaction
or arrangement is in the Organizations best interest, for its own benefit, and whether it is
fair and reasonable. In conformity with the above determination it shall make its decision
as to whether to enter into the transaction or arrangement.
Instructions for Form 1023 -25-
4. Violations of the Conflicts of Interest Policy
a. If the governing board or committee has reasonable cause to believe a member has
failed to disclose actual or possible conflicts of interest, it shall inform the member of the
basis for such belief and afford the member an opportunity to explain the alleged failure
to disclose.
b. If, after hearing the members response and after making further investigation as
warranted by the circumstances, the governing board or committee determines the
member has failed to disclose an actual or possible conflict of interest, it shall take
appropriate disciplinary and corrective action.
Article IV
Records of Proceedings
The minutes of the governing board and all committees with board delegated powers
shall contain:
a. The names of the persons who disclosed or otherwise were found to have a financial
interest in connection with an actual or possible conflict of interest, the nature of the
financial interest, any action taken to determine whether a conflict of interest was
present, and the governing boards or committees decision as to whether a conflict of
interest in fact existed.
b. The names of the persons who were present for discussions and votes relating to the
transaction or arrangement, the content of the discussion, including any alternatives to the
proposed transaction or arrangement, and a record of any votes taken in connection with
the proceedings.
Article V
Compensation
a. A voting member of the governing board who receives compensation, directly or
indirectly, from the Organization for services is precluded from voting on matters
pertaining to that members compensation.
b. A voting member of any committee whose jurisdiction includes compensation matters
and who receives compensation, directly or indirectly, from the Organization for services
is precluded from voting on matters pertaining to that members compensation.
c. No voting member of the governing board or any committee whose jurisdiction
includes compensation matters and who receives compensation, directly or indirectly,
from the Organization, either individually or collectively, is prohibited from providing
information to any committee regarding compensation.
Article VI
Annual Statements
Each director, principal officer and member of a committee with governing board
delegated powers shall annually sign a statement which affirms such person:
a. Has received a copy of the conflicts of interest policy,
b. Has read and understands the policy,
c. Has agreed to comply with the policy, and
d. Understands the Organization is charitable and in order to maintain its federal tax
exemption it must engage primarily in activities which accomplish one or more of its taxexempt
purposes.
Article VII
Periodic Reviews
To ensure the Organization operates in a manner consistent with charitable purposes and
does not engage in activities that could jeopardize its tax-exempt status, periodic reviews
shall be conducted. The periodic reviews shall, at a minimum, include the following
subjects:
a. Whether compensation arrangements and benefits are reasonable, based on competent
survey information, and the result of arms length bargaining.
b. Whether partnerships, joint ventures, and arrangements with management
organizations conform to the Organizations written policies, are properly recorded,
reflect reasonable investment or payments for goods and services, further charitable
purposes and do not result in inurement, impermissible private benefit or in an excess
benefit transaction.
Article VIII
Use of Outside Experts
When conducting the periodic reviews as provided for in Article VII, the Organization
may, but need not, use outside advisors. If outside experts are used, their use shall not
relieve the governing board of its responsibility for ensuring periodic reviews are
conducted.

CHARTER SCHOOL
Board of Trustees Profile

Title: Trustee, Board of Trustees of Charter School
Position Description:
Board members govern, provide financial stewardship, and ensure adherence to the mission and vision
of the Charter School.
The mission of The Charter School is to operate safe school s that enable each student to attain the
highest level of academic excellence through an education model that applies innovative education
approaches, develops committed educators and engages parents and the community.
Responsibilities:
Understand, embrace and support the mission of the Charter School as well as its vision, Core
Beliefs, policies, practices, and programs.
Attend and actively participate in monthly scheduled Board meetings.
Volunteer time and effort on established and ad hoc committees.
Support the organization through financial means and/or the in-kind donation of expertise and
time.
Support and attend special events.
Actively promote the organization in the community through personal and professional
networking.
Identify and strategically cultivate relationships with influential community leaders,
organizations, and private sector entities to further the goals and mission of the Charter
School.
Strategically recruit additional Board and Committee members when necessary.
Staying current with changing needs and requirements by reviewing educational literature,
attending professional development opportunities prior to Board service and continuously
during Board service, and preparing to make informed decisions.
Interacting with school officials in other districts or charter schools and using resources
provided by organizations and agencies committed to effective governance and management
of charter schools.
Leading respectfully, taking responsibility for activity and behavior adopting/acting in
accordance with the PSBA Code of Conduct for Members of the Pennsylvania School Boards
(website: http://www. psba/org/psba/boardstandardsandcode.asp.)
Complying with Board policy and all applicable local, state and federal laws and regulations.
1. Operating as a collective Board in making decisions
2. Participating in annual Board retreats
Comply with Code of Ethics, Whistleblower, and Conflict of Interest policies.

Time Commitment: Monthly Board Meetings plus Committee Meetings and attendance at Special
Events. Board members serve the terms specified in the Bylaws.

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APPENDIX 7

HUMAN RESOURCES DOCUMENTS

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