School District of Kettle Moraine Board Policies

The Board of Education (Board) for the School District of Kettle Moraine (District) is dedicated to preparing, inspiring and empowering every District student to succeed through a culture of excellence. The Board believes this is accomplished through dedicated staff and community stakeholders providing academic rigor, choice, and authentic experiences to support students and student learning.

To achieve this end, the District has created a Strategic Plan to help guide district decisions. To accomplish the goals of the Strategic Plan, the Board has established Kettle Moraine Operating Rules and Regulations (KMORRs) to guide the Kettle Moraine School District Board and broader community. The Board has established policies to define how it will govern the District to accomplish these purposes. These policies are organized into the following four categories: District Purpose, Governance Process, Board Relationship to Superintendent and Executive Authority.

Parents and guardians of pupils enrolled in the District and the Board have the responsibility for pupils meeting the following goals: Academic skills and knowledge, Vocational skills, Citizenship, and Personal development.

Measurements of overall student achievement will be evaluated using Board approved education standards and assessments.

The citizens of the School District of Kettle Moraine are the owners of the District’s public schools and elect seven (7) individuals as a board to collectively govern the District as informed representatives of the citizenship.

The purpose of the Board, on behalf of the citizens of the District, is to ensure that the District provides the best educational opportunities to maximize the achievement of students of the District at a cost that reflects the resources available. Policies shall serve to indicate the manner in which the Board or those delegated by the Board shall act in situations that may or may not be explicitly established by law.

The Board shall create policies by which the District shall be governed, that reflect prudence and wisdom, avoid unacceptable actions and situations, and shall align Board actions with these policies. Policy revisions, deletions, proposals, and suspensions shall be presented to at least two board meetings before final disposition.

The first draft shall be presented at a Board meeting and responses and suggestions may be made at that time. Revisions of the first draft shall be posted at all District schools prior to the second reading to elicit suggestions from persons likely to be affected by the proposal.

The first draft, together with any revisions, shall be presented to the Board for a second reading and final action by the Board. If substantive changes are proposed at that time, the policy shall be posted a second time and presented to the Board for a third reading. Passed policies shall bear the date of the passage.

Written policies shall be posted to the District website and become effective ten days after adoption by the Board, unless another effective date is specified. The Board, voting in legal session, has the sole right to adopt, modify or delete District policies, in accordance with this policy.

The primary responsibility of the Board is to ensure appropriate organizational performance that addresses the expectations of the citizens within the legal and financial parameters set by the state.

Consequently, the Board shall:

1. Govern, rather than manage, the operations of the District by establishing policies that support the vision, mission, and charge of the District.
   1. Make decisions as a collective body. Individual Board members have no authority to act for the District or to direct staff, unless authorized by the Board.
   2. Link with the community to advocate for the education of students and ensure the system reflects the values of the community.
      
2. Direct and monitor the District through policies which:
   1. Articulate Purpose Statements defining the expected outcomes for the District's performance.
   2. Establish processes by which the Board shall conduct its business.
   3. Describe the relationship of the Board with the District staff.
   4. Set parameters for staff action.
      
3. Monitor compliance with policy only against criteria previously set, using:
   1. Internal Reports:Reports authorized by the Superintendent.
   2. External Reports:Reports from outside individuals or agencies.
   3. Direct Inspection:Direct observation by the Board, a committee or an authorized individual Board member.
      
4. Use the results of monitoring to improve performance by:
   1. Reviewing existing policies and goals.
   2. Revising existing policies and goals.
   3. Formulating new policies and goals.
      
5. Create partnerships with other agencies to foster effective and efficient delivery of education and other services to the citizens of the District.
   
6. Comply with responsibilities as legally required.

Monitoring Method: Board Self Assessment
Monitoring Frequency: Annually

Established: 08/19/2008

Revised: 05/11/2010

05/10/2011

04/18/2017

05/14/2024

The president ensures the integrity of the processes of the Board, represents the Board to outside parties, occasionally speaks on behalf of the Board and performs such duties as required by law. The president may delegate this authority, but remains accountable for its use.

Consequently, the president: Acts to ensure that the Board adheres to its own policies and those rules and laws legally imposed upon the Board from outside the organization.

1. Keeps a list of potential issues for policy discussion as they arise. This allows the board to discuss issues in the context of policy‑making, at an appropriate time, with all necessary information.
2. When community members, staff, or Board members raise issues relating to areas on which the Board already has a policy, the president shall state the policy, clarifying whether the concerns justify changes to the policy or additional monitoring.
3. Ensures that meeting agendas and discussions are limited to those issues which, according to Board policy, are clearly within the jurisdiction of the Board, and not the Superintendent.
4. Keeps deliberation timely, fair, orderly, thorough, efficient, and to the point.
5. Chairs board meetings with all the commonly accepted powers of that position (e.g. ruling, recognizing). The latest edition of Roberts Rules of Order is used to govern board meetings.
6. Ensures that all Board members participate in discussion focused on the current agenda item and, if necessary to confirm closure of discussion, polls the Board members as to their will in the matter under discussion. In the course of a discussion, if it becomes apparent that more information is needed to make a decision, and in the judgment of the Superintendent acquisition of said information would not constitute an unreasonable expenditure of district staff time and resources, the president may table the discussion until the following meeting or a specified time.
7. Makes decisions on behalf of the Board that all within and are consistent with Board policies on “Governance Process” and “Board Relationship To Superintendent”, except where the Board specifically delegates portions of this authority to others. The Board shall be informed of such decisions.
8. Has no individual authority to make decisions beyond Board policies and has no authority to supervise or direct the Superintendent.
9. May represent the Board to outside parties by stating positions consistent with Board policies or resolutions and shall keep the Board informed of such representations.
10. Provides written or oral reports to the Board as needed regarding activities carried out on behalf of the Board.

Monitoring Method: Board Self-Assessment
Monitoring Frequency: Annually

Established: 08/19/2008

Revised: 03/08/2011, 10/03/2017, 5/14/2024

Reviewed: 05/11/2010, 3/8/2011

The Vice‑President shall have all the authority and duties of the President in the absence of the President. The Vice‑President shall have such other authority and duties as the Board may from time to time determine and direct.

Monitoring Method: Board Self-Assessment
Monitoring Frequency: Annually

Established: 08/19/2008

Revised: 02/20/2018

Reviewed: 05/11/2010

03/08/2011

The Treasurer is the official custodian of all monies received by the School District of Kettle Moraine (District) and performs such duties as required by law. The Treasurer may delegate the day-to-day maintenance of the custody of the funds to the Superintendent.

In the absence of the President, Vice-President, and Clerk, the Treasurer shall call a Board meeting to order and shall have the duties of the President in his/her absence.

Monitoring Method: Board Self-Assessment
Monitoring Frequency: Annually

Established: 08/19/2008

Revised: 02/20/2018, 5/14/2024

Reviewed: 05/11/2010

03/08/2011

The Clerk is the formal custodian of all official records of the School District of Kettle Moraine (District) and performs such duties as required by law.

The Clerk signs all official documents and contracts on behalf of the District, maintains a record and the official minutes of all meetings of the Board and performs other duties as required by law and the Board. The Clerk may delegate the day‑to-day responsibilities related to the records to the Superintendent.

In the absence of the Clerk, the officers shall assume this duty in the following order pending availability: President, Vice-President, and Treasurer.

In the absence of both the President and Vice-President, the Clerk shall call the Board meeting to order and perform the duties of the President.

Monitoring Method: Board Self-Assessment
Monitoring Frequency: Annually

Established: 08/19/2008

Revisions: 02/20/2018, 5/14/2024

Reviewed: 05/11/2010

03/08/2011

The School District of Kettle Moraine Board of Education shall govern with a commitment to the following:

1. The Board shall govern with excellence to promote higher student achievement. This shall apply to matters such as attendance, preparation for meetings, policymaking principles, respect of roles, and provide continued effective governance.
   
   Board discussions shall be applicable to the topic and directed toward making decisions in accordance with the vision, mission, and charge of the District, using all available information. Discussions shall be within the context of agenda items and shall be guided by:
   1. Gathering Board input prior to the formulation by the Superintendent of a recommendation or decision for action.
   2. Shaping a decision to be made in the future.
   3. Making a decision.
   4. Confirming decisions of the Superintendent, in progress or already made.
   5. Effectively monitoring the District in accordance with Purpose Statements, Executive Authority, and Annual Goals.
      
2. Continuous Board development shall include orientation of new Board members in the Board’s governance process, periodic discussion and evaluation of the process to assure continued improvement, and alignment of Board actions with its policies. Board development shall include support for Board members to attend the annual State Education Conference, and trainings provided by the Wisconsin Association of School Boards, including transportation, lodging, and meal expenses as needed. Board members may also request approval of the Board for financial support of other conferences and seminars, as they may pertain to the work of the Board and the District.
   
3. The Board shall not allow any Board member or committee of the Board to hinder the Board’s ability to fulfill its commitments.
   
4. The Board shall follow an annual calendar cycle that coincides with the district fiscal year (July – June). The calendar shall focus Board attention on governance priorities using a systematic approach, so there may be continuous policy development and monitoring by the Board. The annual Board calendar shall include the following:
   1. Annual meeting with the electorate.
   2. Board development.
   3. Election of officers.
   4. Policy evaluation, review and revision.
   5. Superintendent evaluation.
   6. Board evaluation.
   7. Board linkages.
   8. Development and monitoring District goals.

Monitoring Method: Board Self Assessment

Monitoring Frequency: Annually

Established: 08/19/2008

Revised: 11/25/2008, 05/11/2010, 08/15/2017, 2024

Reviewed: 03/08/2011

Renumbered: 06/18/2019

only

The School District of Kettle Moraine Board of Education commits to acting as a body, rather than a collection of individuals. Individual Board members are committed to proper use of their authority and to decorum consistent with maintaining the integrity and discipline of Board leadership.

All Board members are responsible for all Board decisions. Expectations for Board member conduct are as follows:

1. Board decisions are only those that have been voted upon. Board decisions include written policies and actions that are reflected in the minutes of the meeting. Comments of individual Board members, even if not challenged, shall not indicate a Board decision.

2. All members are encouraged to register differences of opinion on Board issues at the Board level. Individual members may not direct their differences of opinion to staff in a manner that would create polarization in the organization or undermine a decision of the Board. Board members will abide by majority decisions of the board.

3. The interaction of Board members with staff, public, press, or other entities must recognize that individuals have no authority to speak for the Board unless specifically authorized by the Board. None of these interactions shall expand Board decisions beyond what was authorized by the Board

4. Members shall not individually render judgments of the Superintendent or staff performance apart from compliance with Board policies as monitored by the Board as a body.

5. Members shall not exercise authority over the district except when acting within the authority of the Board and its written Board policies. The Superintendent and staff are not required to act on any individual Board member's opinions or instructions. When individual Board members interact with the Superintendent or staff, they must recognize that they have no authority over district staff or operations, unless explicitly authorized by the Board.

a. Individual Board members shall not participate in disputes or negotiations between staff members.

b. Individual Board members shall not direct staff, commit staff time or allocate District resources.

c. All Board members will be respectful of all staff members.

6. Members shall never violate the confidentiality of closed sessions. No information shall be shared with any person not a participant of the closed session, unless approved by the Board.

7. Members serving on Board-created committees shall provide timely updates of the committees’ activities and recommendations.

8. Members shall keep personal concerns and/or differences with other Board members from affecting the functioning of the Board.

9. This policy is not intended to restrict or discourage normal and open communication between the Board, staff and the community.

The Board members commit to ethical, professional, and lawful conduct.

1. State open meetings laws must be followed. All board members must consciously avoid forming walking quorums and negative quorums.

1. Board members are encouraged to attend school functions and be a part of the KM community. This develops a better awareness of the needs of the district and informs board members on community opinion. In the course of attending these functions, an unplanned quorum of board members may be present. Should that happen, the members must avoid discussions about school business.
2. Likewise, Board members may inadvertently form a quorum in the community by unintentionally shopping at the same store, eating at the same restaurant, or attending the same function. Members must refrain from discussions about school business in these chance encounters.

2. Board members’ personal interests, advocacy, or interest groups, and membership in other organizations must not interfere with the functioning of the Board or the Superintendent’s management of the District.

3. Board members must avoid conflicts of interest with respect to their fiduciary responsibility.

a. Board members must not conduct private business or exchange personal services with the District except as procedurally controlled and consistent with state law, to assure openness, competitive opportunity, and equal access to information.

b. When a Board member has an unavoidable conflict of interest, that member shall abstain without comment from not only the vote, but also the deliberation.

c. Board members must not use their positions to obtain employment in the District for themselves, family members, or others. Should a Board member desire employment with the District, he or she must resign once employment is offered and accepted.

d. Members shall disclose their involvement with other organizations, vendors, or any other associations that produce a conflict of interest.

4. Board members are expected to inform themselves about current educational issues and work to ensure good governance by individual study and by taking advantage of board member development opportunities.

5. Board members will strive to keep the board focused on its primary work of clarifying the district's purpose, direction and goals, and monitoring district performance.

6. If a supermajority vote of the Board (i.e., five of the seven members), determines that a School Board officer (President, Vice President, Treasurer, Clerk) is not acting in a manner consistent with this code of conduct, that officer may be removed from that Board office. The Board shall revisit the election of officers and may replace the officer in question with another member of the Board. The subsequent motion to revisit the election of officers at the next business meeting may be made by any member of the Board and must be included in the agenda.

This document shall be reviewed at the first board meeting in May or the first board meeting after elections on an annual basis.

Monitoring Method: Board Self Assessment
Monitoring Frequency: Annually

Reviewed: 04/27/2010

Renumbered

Only: 06/18/2019

Committee-of-the Whole

The School District of Kettle Moraine Board of Education (Board) shall operate as a committee‑of‑the‑whole and may appoint subcommittees to help carry out its governance responsibilities only when deemed appropriate and for a specified duration.

Quorum

A majority of the number of Board members shall constitute a quorum for regular and special Board meetings.

No duly elected or appointed Board member may be excluded from any Board meeting or from any meeting of subunits or committees of the Board, unless allowed by law.

Voting

A motion is adopted if it receives the necessary vote as prescribed by law or policy. No full time or permanent part time employees may be employed or dismissed except by a majority vote of the full membership of the Board. Seasonal, casual and temporary employees may be hired or dismissed by the Superintendent or Superintendent’s designee. Transfers of budgeted appropriations to alternative purposes require a vote of 2/3 of the full membership of the Board.

Full membership is defined as a seven-member Board. A majority of the full membership is defined as four votes. A 2/3 vote of full membership requires five votes for approval. In the absence of a law or Board policy specifying the vote required to take a particular action, a motion receiving the majority of votes actually cast by a quorum shall be deemed passed. On a tie vote, a motion fails.

Minutes

The Board secretary shall record a complete and accurate set of minutes for each regular and special Board meeting. The Clerk and one other officer of the Board shall sign approved minutes.

The minutes of closed sessions shall be maintained in a confidential file in the office of the Superintendent. The Board secretary shall maintain other official minutes.

Minutes constitute the official record of the proceedings of the Board and will include:

1. A record of all actions taken by the Board, including all votes.
2. A record of all resolutions, orders, procedures and motions in full.
3. A record of all expenditures.

Regular and Special Meetings

A special Board meeting shall be held upon the written request of any Board member. A special Board meeting may be held with at least 24 hours prior notice if all Board members are present and consent or if every Board member consents in writing even though he or she does not attend. No agenda item may be introduced after 9:30 p.m. at a regular or special meeting of the Board unless the meeting has been extended by motion duly made and passed.

Virtual Participation in Open and Closed Sessions of the Board

Virtual participation in an open or closed session is a privilege that may be granted on a limited basis by the Board President. In no event, shall a member participate on a virtual basis in more than three of all total meeting of the Board between annual meetings. Confidentiality of closed session materials and discussions is required by state law and shall be respected at all times regardless of method of participation.

Public Notice

Public notice of Board meetings and subcommittee meetings shall be given in accordance with state law and established procedures. The public notice of subcommittee meetings shall advise that a quorum of the Board may be present; however, no Board action shall be taken in subcommittee meetings.

Agenda

The Board President and Superintendent shall determine the agenda for all Board meetings and shall consider a Board member request for inclusion of agenda items provided the request is timely enough for proper legal notifications. If the President denies inclusion of a Board member’s request for an agenda item the decision may be appealed to the full Board at the next meeting. If a majority of the Board supports inclusion of the agenda item, it will appear on the agenda of the following Board meeting.

The Board shall not gather information on, discuss, or act upon any subject at a Board meeting that is not included on the noticed meeting agenda.

Board Member Vacancy

When a vacancy occurs on the Board, an interim Board member may be appointed at the discretion of the Board to serve for the period of time designated under state law. When the Board chooses to appoint an interim Board member:

1. An advertisement shall be placed in the local newspaper for a minimum of two weeks.
2. Each applicant shall submit a written request to the Board asking that they be considered.
3. The Board will decide:
   1. Criteria for the Board selection.
   2. Questions to be asked of the applicants.
4. Applicants shall be scheduled to come before the Board to be interviewed in open session. The Board shall then vote for a candidate by signed written ballot. To be elected, a candidate must receive a majority of the votes cast. If no candidate receives such a majority, the candidate (or candidates, in case of a tie) who receive(s) the fewest number of votes cast shall be dropped and another election between the remaining candidates shall be held. If, in this second election, no candidate receives a majority of the votes cast, the procedure used in the second election shall be used in subsequent elections until a majority of the votes cast shall have been received by one candidate. If a candidate is not selected through the above process with two candidates remaining after three ballots, the Board may decide to fill the position by random lot..
5. The candidate selected shall be sworn in and seated at the next regular board meeting.

The School District of Kettle Moraine Board of Education (Board) shall carry out its governance role emphasizing dynamic collaboration with internal and external stakeholders of our local and global communities. Districts with high student achievement involve their communities in education.

Consequently, the Board will:

1. Ensure that Board communications support and inform the vision, mission, charge, and the goals of the Kettle Moraine School District (District).
2. Promote balanced and respectful communications.
3. Inform internal and external stakeholders about education issues, available services, and the impact of education policy and school finance.
4. Encourage stakeholder participation in defining and monitoring the work of the District.
5. Operate within a Board communications plan that identifies specific communication topics(s), the processes for engaging the community and evaluates the effectiveness of communication activities.

Monitoring Method: Board Self-Assessment

Monitoring Frequency: Annually

Established: 08/19/2008

Revised: 01/27/2009, 10/11/2011, 03/06/2018, 5/14/2024

Reviewed:

Renumbered

Only: 06/18/2019

An effective and efficient board adequately orients new board members and informs declared candidates for school board. Orientation provides information on compliance with state and federal law and policy, and information about the mission, vision, and charge of the Kettle Moraine School District (District), along with the functions, policies, rules and priorities of the Kettle Moraine School District Board of Education (Board). The District administration is responsible for orientation.

In the interim between declaration of candidacy and actual election to office, the candidates will be invited to attend regular meetings and functions of the Board. They will receive the electronic link to upcoming board agendas and supporting materials that are available to the public. In addition, candidates will be invited to meet with the Superintendent to receive an overview of Board responsibilities.

Additional orientation is provided through the Wisconsin Association of School Boards (WASB). New Board members will be encouraged to attend training sessions conducted by the WASB as well as other educational opportunities.

Monitoring Method: Board Self-Assessment

Monitoring Frequency: Annually

Established: 08/19/2008

Revised: 10/11/2011, 03/06/2018, 5/14/2024

Reviewed:

Renumbered

Only: 06/18/2019

The School District of Kettle Moraine Board of Education (Board) recognizes the importance of student leadership in guiding the direction of the Kettle Moraine School District (District). The positions of elected student representatives are established by the Board for the purpose of encouraging open communication between the student body and the Board, to support active student participation in decision making, and to foster student leadership.

The high school students shall elect student representatives to the Board under rules established by the Student Senate, to represent the student body and the Kettle Moraine Campus Student Senate.

The Board will designate one Board member to mentor and orient the student representatives in their new positions.

Responsibilities of the Student Representatives to the Board:

1. Act as liaison between the students attending high schools on the Kettle Moraine campus and the Board, providing input on educational issues from a student perspective.
2. Report academic and extra-curricular highlights.
3. Develop leadership skills and understanding of governmental processes.

Expectations:

1. Attend all Board meetings, except closed sessions.
2. Communicate with high school administrator, or designee, prior to and subsequent to each Board meeting.
3. Communicate with the Superintendent to request Board consideration of specific student issues.
4. Report back to Kettle Moraine Campus Student Senate following each board meeting.

Limitations on Student Representatives to the Board:

1. Non-voting position.
2. Student representatives to the Board may participate in Board goal setting, but may not prioritize goals or vote on goals.
3. Student representatives shall not attend closed sessions.
4. Student representatives shall receive a meeting agenda prior to each board meeting.
5. Student representatives must be of junior or senior status to be eligible to serve.
6. Students shall be eligible to serve a maximum of two years.
7. The official term for this position shall begin with the Board’s first meeting in September.

Monitoring Method: Board Self-Assessment
Monitoring Frequency: Annually

Established: 08/19/2008

Revised: 10/27/2009, 03/06/2018

Reviewed:

Renumbered

Only: 06/18/2019

Curriculum Adoption

As representatives of the community, the School District of Kettle Moraine's Board of Education plays a crucial role in reviewing and approving the curriculum taught to our students.

The Board, administration and staff are reminded that preparing students for life in our republic is the primary purpose of public education. Consequently, all curricular development must align with Article I, section 22 of the Wisconsin State Constitution which states: “The blessings of a free government can only be maintained by a firm adherence to justice, moderation, temperance, frugality and virtue, and by frequent recurrence to fundamental principles.”

The main goal of curriculum development is to enhance the educational programs, instructional methods, and practices within the District. This aims to foster greater student engagement in learning and to boost overall student achievement. The School Board will provide the resources to develop and implement the curriculum within the financial capabilities of the District. The District's curriculum and instructional programs shall be in line with applicable legal requirements; and the local goals and standards established by the Board and/or the administration.

To be responsive to all stakeholders, all curriculum subjects shall be reviewed on a five-year rotating cycle followed by a strategic plan review. The Curriculum review process shall ensure subject matter alignment from kindergarten to the 12th grade. Items that the Curriculum Review committee shall consider when reviewing, suggesting, and developing curriculum include but are not limited to: statutory requirements, student assessment data, parent, staff and student feedback, and postgraduation survey data. The Board has ultimate authority over the approval of the curriculum, while the superintendent guides the process. The timeline for curriculum review is as follows:

• September: The Chief Academic Officer shall seek input from the Board regarding the subject up for review. Staff then begin reviewing the curriculum. The Board recommends the following during this stage:

• • Communication and coordination among grade level and subject area teachers should be emphasized on a K-12 basis whenever curriculum is developed or evaluated. The Board encourages the use of intra-disciplinary and inter-disciplinary work teams.
  • The Board encourages practices that seek to engage the broader community in the evaluation of curriculum and instruction and in generating ideas for improvement.
  • All subject area instructional personnel are expected to participate in and contribute to the curriculum development, implementation and evaluation processes.
  • Curriculum development and evaluation should be guided and supported by appropriate internal and external research.

• December: The Chief Academic Officer, Curriculum Leader, and curriculum review committee update the Board on the review process.
• March: Textbooks and other instructional materials are shared with the Board for review.
• May: Final curriculum presentation and Board Discussion/Action.

The Board, administration, and staff shall continually monitor the success and implementation of the curriculum, using all data available including, but not limited to, student assessment, staff, student and parent feedback, and overall student success.

The Board, administration and staff are reminded that Wis. Stat.§118 and §121 have specific requirements of instructional programming that must be incorporated into curriculum, including: language expectations for reading foreign language, human growth & development instruction, American Indian instruction, financial literacy, and Holocaust instruction. Among these statutory requirements is Wis. Stat §118.01(2)(c)2 requiring education show “A commitment to the basic values of our government, including by appropriate instruction and ceremony the proper reverence and respect and the history and meaning of the American flag, the Declaration of Independence, the US Constitution and laws of this state.”

These statutes, other applicable statutes, and administrative rules should be consulted by the Board and staff prior to revising curriculum.

Adoption of Instructional Practices

Instructional Practices are not curriculum dependent. Examples are grading and reporting practices, reassessment, and late work.

Consistent monitored instructional practices balanced by the ability to innovate are vital to successful curriculum implantation and overall student success. Any new instructional practice/educational theory shall be proposed by the proponent via the following process:

1 – Informational discussion with Chief Academic Officer

2 – Assessment by Chief Academic Officer and Superintendent.

If it is agreed to pursue the concept, a Board review will be initiated. Board approval and a plan for monitoring and implementation will be necessary to proceed.

The School Board shall be updated on all instructional practices. Practices introduced in the previous two years may be reauthorized at this time.

Instructional practice differs in definition from daily instruction. Instructional practice is consistent with the abovementioned examples of grading and reporting, late work, and reassessment practices. Daily instruction is the art and practice of teaching within the realm of the selected curriculum and guided by instructional practice.

The following standards shall guide instructional practices:

• All subjects receive instructional time every week as legally defined.

• Students should have clear expectations as to course work counting towards a final grade. As students’ progress in their education, responsibility and expectations for completed course work should increase. Missing work will negatively impact final grades.

• Student behavior as it relates to work completion matters as we prepare students for the college and career world. The Administration shall work with the staff to devise a unified late work policy.

• Changes to approved curriculum require approval from the Curriculum Review Committee. Student growth and achievement should be the focus of Curriculum and Instruction.

• Teachers are responsible for providing student instruction that is consistent with applicable academic and instructional standards, the approved curriculum, any mandatory instructional elements or assessments that are included in the relevant curriculum, and such other directives or expectations as may be established by the teacher’s supervising administrator(s).

• Leadership is encouraged to measure teacher performance based on student engagement, growth and performance and not on how well they implement a specific initiative.

• Instructional practices must work with natural human motivation. Varying levels of internal motivation, willingness to accept external motivation, and the impact of external events should all be considered. Students usually rise to the expectations set by staff, parents and peers.

• Grading practices must clearly communicate student performance. Students and parents must be able to quickly look at one screen to see what’s turned in/what’s missing for a class. Communication with parents, students, and the community should be in plain and comprehensible language.

This policy works in conjunction with the process outlined in GP1001.

Legal References:

Wisconsin Statutes

Section 118.01 [state educational goals and expectations]

Section 118.015 [development of a comprehensive reading curriculum]

Section 118.019 [human growth and development instruction]

Section 118.30(1g)(a)1 [board adoption of academic standards]

Section 120.12(13) [annual declaration and notice of academic standards]

Section 120.12(14) [school board duty to determine school course of study]

Section 120.13 [school board broad power to do all things reasonable for cause of education]

Section 121.02 [school district standards; generally]

Section 121.02(1)(k) [standards; curriculum plans]

Section 121.02(1)(L) [school district standards; required instruction]

Wisconsin Administrative Code

PI 8 [school district standards, generally]

PI 8.01 (2)(k) [curriculum plan requirements for school districts]

Only decisions of the Board, acting as a body, are binding on the Superintendent.

Decisions or instructions of individual Board members, officers, committees or task groups are not binding on the Superintendent except in rare instances when the Board has specifically assigned such authority.


Monitoring Method: Board Self-Assessment
Monitoring Frequency: Annually

Established: 08/19/08

Revised: 02/21/17

Reviewed: 05/11/10

01/25/11

Renumbered

only: 06/18/19

The Board shall instruct the Superintendent through written policies that prescribe the organizational purpose to be achieved and describe the organizational situations and actions to be avoided, allowing the Superintendent to use any reasonable interpretation of these policies.



Monitoring Frequency: Annually

Established: 08/19/08

Revised: 02/21/17

Reviewed: 05/11/10

01/25/11

Renumbered

only: 06/18/19

With respect to the treatment of students, the superintendent shall provide conditions, procedures, actions, and decisions that are safe, dignified, lawful, nondiscriminatory, developmentally appropriate and, as necessary, confidential and private.

The Superintendent shall establish and maintain safe, lawful, and nondiscriminatory educational programs and services that support and enhance the purpose of the District within the financial parameters established annually by the Board. In doing so, the Superintendent shall provide conditions, procedures, operating rules, systems and decisions that support the District's educational programs and services and that attract, develop, and retain a high quality staff.

The Superintendent shall create an educational environment in all schools served by the district, consistent with the mission and value statement of the strategic plan with a commitment to:

• Maintain high expectations for students and staff
• Engage intentionally with families, students, staff, and the broader Kettle Moraine community
• Produce resilient, versatile, academically prepared students
• Provide relevant, evolving curricular, and extra-curricular choices and experiences
• Support students and staff who continuously lead and inspire
• Building a culture of collaborations and support in the District
• Develop partnerships within the broader Kettle Moraine community.

Annual Monitoring Methods

• Annual Student Performance and Achievement Report
• Special Education Services Report
• Talent Development Report
• New Course Offerings
• Community Education Report
• Nursing Services Report
• Employee Engagement , Student Engagement, District Services survey data
• Employee Services Report

The Board of Education (Board) of the School District of Kettle Moraine (District), in fulfilling its obligations under law including cultivating academic achievement, citizenship, and personal development in its students. In order to prepare, inspire, and empower every student to succeed through a culture of excellence, the district, desires to employ persons who best demonstrate the ability to make substantial contributions to the Board purposes.

It is expected that each person employed by the District shall be of the highest moral character, shall demonstrate the necessary professional characteristics to satisfy the requirements of the position he/she held, and shall maintain an attitude that enthusiastically embraces the stated goals of the District.

In recognition of the significant contribution that our employees make to the achievement of our stated purpose and acknowledging the vital role our employees play in the success of the

District, the Board establishes these policies to attract the best candidates for employment and ensure the continuation of employment of those who best contribute to the success of the organization.

With respect to employment, compensation, and benefits to employees, consultants, and contract workers, the superintendent will ensure the fiscal integrity of the school district is maintained.

The Superintendent shall prepare an annual budget and multi-year financial forecast. That budget and financial forecast shall support the mission of the District and execute the strategic plan. In addition, the annual budget and financial forecast shall protect the financial integrity of the District.

The Superintendent shall:

1. Propose a balanced budget with supporting information to enable a reasonable projection of revenues and expenses, separation of capital and operational items, and disclosure of planning assumptions.
2. Include long-term planning requirements.
3. Prepare financial reports and detailed schedules as required by state statutes and applicable rules.
4. Comply with state statutes and applicable rules.
5. Propose a budget that provides sufficient funds for Board meetings, Board development, fiscal audits, Board memberships, District legal fees, and other governance priorities.
6. Create a budget calendar for Board use that identifies the timelines for decisions throughout the year that the Board must make that have financial implications.
7. Identify operational and capital needs that may require funding beyond the District's revenue authority.
8. Notify the Board of material deviations in budget allocations that affect the Board's mission, vision, and charge.

The Superintendent shall administer the District budget as approved by the Board without material deviation and shall protect the District from financial risk. Furthermore, the Superintendent will not jeopardize the financial health and stability of the District or the effective use of its financial resources.

It is a material deviation to:

1. Expend more funds than have been received in the fiscal year without prior Board approval.
2. Expend funds from restricted or designated accounts except for the purposes for which the account was established without prior Board approval.
3. Fail to correct internal or external audit findings in a timely manner, unless the correction cost is significantly greater than the exposure.
4. Accept gifts or grants that obligate the District to make future expenditures of funds or human resources other than those created by the gift or grant without notification of the Board.
5. Engage in contractual bargaining prohibited by state statutes or applicable rules.

The Superintendent shall protect and maintain the assets of the District, including:

1. Insure against theft and casualty loss in amounts consistent with replacement values and against liability losses to District Board members, employees and the District itself in amounts consistent with limits of coverage obtained by comparable organizations.
2. Prohibit unauthorized personnel access to material amounts of funds.
3. Receive, process, and disburse funds under adequate controls, which are sufficient to meet Board-appointed auditor’s standards.
4. Invest or hold funds in secure instruments.
5. District’s public image and credibility.

The Superintendent shall protect the safety and security of students and staff by equipping physical plants with systems and equipment that support safe environments and by providing risk avoidance and emergency response training programs. The Superintendent shall prepare an annual facilities maintenance report that includes a multi-year plan for facilities maintenance projects. That plan shall support the strategic vision and mission of the District, the needs of the physical plant, and shall protect the financial integrity of the District, including:

1. Planning for proper plant and equipment maintenance.
2. Providing a program of regular and preventative maintenance.
3. Protecting the District, its Board, and staff from unnecessary exposure to claims of liability.
4. Providing reasonable protection of intellectual property, files, and data from theft, loss or significant damage.
5. Acquiring, encumbering, or disposing of real estate (buildings and lands) only with Board approval.

The Superintendent shall also establish and maintain the safety of students and staff in accordance with state statutes, including:

1. Engaging with community responders and resources to ensure strong partnerships.
2. Reviewing health and safety protocol.
3. Training staff in emergency response, lifesaving and safety techniques.
4. Conducting regular and various emergency response drills.