Executive Director for Secondary Schools

JDE: 2. 24Executive Director for Secondary SchoolsPurpose Statement

The Executive Director for Secondary Schools is responsible for providing leadership and support to the district secondary schools; ensuring alignment of secondary schools' Plans for Continuous Improvement with the school district's strategic plan; optimizing resources for secondary school communities to achieve the school and district goals. The Executive Director for Secondary Schools builds capacity, provides leadership development, and executive coaching to secondary school leaders across the district. The goal is to increase and accelerate the overall effectiveness of the instructional service delivery system for students; so as to significantly increase student achievement.

Job Title: Executive Director for Secondary Schools

Salary Range: Grade 21

Benefit Summary: A

Contract: 279 Contract / 12 months

Reports To: Assistant Superintendent

Wage/Hour Status: Exempt

Minimum Qualifications:

• Experience: Five (5) years of successful experience in school administration and/or teaching experience in secondary education.
• Education: Masters in Education, Educational Leadership, or related field.
• License: Iowa Board of Education Examiners (BOEE) Professional Administrator License and Evaluator License.

• Provide information to board members upon request, as directed by the Superintendent or Assistant Superintendents.
• Promote a positive image that supports the vision and mission of the district.
• Demonstrate effective interpersonal skills in relating to and communicating with staff, families, school board, community and media.
• Promote an open collegial environment among staff and develop positive staff morale.

• Identify and communicate staffing needs through consultation with appropriate district administrators.
• Support budget decisions and expenditures for assigned schools.
• Ensure alignment of resources with the system's priorities and strategic plan for assigned schools.

• Maintain a positive and effective working relationship with the Superintendent, Board, Assistant Superintendents, leadership teams, principals, coworkers, employees, outside agencies and organizations, and the general public.
• Effectively communicate with colleagues.
• Provide outstanding customer service.
• Maintain good judgment and decision making when dealing with supervisors, principals, co-workers, District officials and employees, and outside agencies and organizations, and the general public.

• Supervise, monitor, and evaluate performance of secondary principals, ensuring adherence to established policies, procedures and standards; advises and assists subordinates, as necessary, resolving problems as situations arise.
• In coordination with Human Resources, provides support to secondary administrators in staffing of all secondary positions and ensure support for inducting and retaining personnel.
• In collaboration with Human Resources, provides assistance and support to building principals in evaluating and supporting marginal staff.
• Assess principal quality and effectively plan for, facilitate, and/or execute school leadership transitions as needed (including succession planning).
• Promote an open collegial environment among staff and develop positive staff morale.
• Provide input to the superintendent of schools and the assistant superintendent (s) in the selection and assignment of school administrators.

• Maintain an aligned 6-12 grade instructional program that addresses state, local, and federal requirements to ensure academic achievement.
• Monitor and interpret the impact of proposed or enacted legislation related to secondary programs.
• Provide input on the development of policies and administrative guidelines for areas of responsibility, and support the implementation of programmatic goals and objectives on a district-wide basis.
• Assist with the review, development and maintenance of current policies and administrative guidelines related to secondary programming.
• Prepare and present agenda items and related information related to secondary programming.
  
  School Organizational Climate:
  • Promote a positive image that supports the vision and mission of the district.
  • Promote an open, collegial environment among staff and develop positive staff morale.
  • Use collaborative decision-making with the staff, when appropriate, and within given time constraints.
  • Demonstrate sensitivity in dealing with employees, applicants, and community members from diverse cultural backgrounds.
  • Demonstrate effective interpersonal skills in relating to employees, applicants, school board, and community, and skills in anticipating, managing, and resolving conflict.
  • Appropriately assess school district climate in conjunction with employees, parents, and others; use findings to maintain or improve conditions.
    
    Secondary Schools Management:
    • Develop an overall strategic plan for the district's secondary schools. Defines critical issues, identifies resource requirements, and sets bold, measurable, and achievable goals focused on student academic growth.
    • Foster meaningful relationships with families and community stakeholders to support the learning of all students.
    • Differentiate resources and support to schools in accordance with their building needs and student achievement goals
    • Leverage the resources of Central Office departments and teams and coordinate their delivery in the best interests of principals, their leadership teams, and schools' building improvement plans
    • Pursue the district's goals for diversity, equity and inclusion, with a particular focus on ensuring equitable access to high-quality instruction for students and eliminating disproportionality.
    • Develop the ability of principals and their instructional leadership teams to develop, implement and monitor a strategic plan that helps meet student achievement goals. This includes assisting principals and their teams in engaging in root cause analyses, developing theories of action and building coherent multi-year strategies.
    • Support building leaders in data analysis and goal setting and the development and implementation of their school's building improvement plan BIP, including the change management process needed to implement transformation initiatives at the school-level.
    • Work with school leaders to closely monitor school improvement through a cycle of continuous improvement and sound management practices.
    • Assess the leadership capacity of each principal by developing an individualized .