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Tag: Personnel

Published on
  • Effective: 3/29/2022
  1. Board Directive
    The Board adopts this policy to set standards of conduct and expectations of honorable and ethical behavior it expects of all employees. As with the Utah Public Officers’ and Employees’ Ethics Act (67-16), it is intended to promote the public interest and strengthen the faith and confidence of residents in the integrity of government. The intent is to avoid situations where a) someone may be falsely accused of unethical behavior, and where b) someone may do something unethical. Employees must avoid the appearance of impropriety to ensure and maintain public confidence. The Board delegates to the Administration the responsibility to implement the policy provisions below.
  2. Administrative Policy
    1. Ethical Behavior
      All employees including the Board of Education, Officers of the Board, district-level administration, school administration, and all staff and faculty employed by the District and/or its schools are expected to follow the Utah Public Officers’ and Employees’ Ethics Act (67-16), many provisions of which are summarized below. Employees are individually accountable for ethical behavior and, if found to be acting unethically, may receive job action up to and including termination of employment as determined appropriate.

      1. Conflict of Interest (see BP178 Purchasing Provisions, II-F for details; below is a summary.)
        1. All employees are expected to disengage and/or disqualify themselves when a transaction or activity arises where it may appear to a reasonable person that the employee may have a conflict of interest.
        2. A conflict of interest exists whenever any employee puts her/his interest or the interests of some other individual(s) or entity ahead of or in opposition to the interests of the School District.
        3. Employees must avoid all situations that create even the appearance of a conflict of interest.
      2. Improper Use of Position
        1. Employees should not use their position in the District for a purpose that is, or would to a reasonable person appear to be, primarily for the private benefit of the employee, rather than primarily for the benefit of the District.
        2. Employees should maintain proper relationships with those with whom they work in accordance with DP378 Employee Code of Conduct, DP358 Employee Discrimination and Harassment, and AS94 Student Discrimination and Harassment.
      3. Accept Gifts or Loans
        Employees should not ask for or receive, directly or indirectly, any compensation, gift, gratuity, item or activity of value, or promise thereof, for performing or for omitting or deferring the performance of any official duty; except that the following shall be allowed:

        1. Unsolicited flowers, plants, and floral arrangements;
        2. Unsolicited advertising or promotional items of nominal value, such as pens and notepads;
        3. Unsolicited tokens or awards of appreciation in the form of a plaque, trophy, desk item, wall memento, or similar item;
        4. Unsolicited food items given to a department when the contents are shared among employees and the public;
        5. Unsolicited items received for the purpose of evaluation or review provided the officer or employee has no personal beneficial interest in the eventual use or acquisition of the item by the District;
        6. Information material, publications, or subscriptions related to the recipient’s performance of official duties;
        7. Food and beverages consumed at hosted receptions where attendance is related to official duties;
        8. Meals, beverages, and lodging associated with retreats or other meetings where the official serves as a representative, designee or is otherwise assigned to another organization or entity from the District;
        9. Travel costs, lodging, and tuition costs associated with District-sanctioned training or education when not provided by a private entity under contract with the District;
        10. Admission to, and the cost of food and beverages consumed at events sponsored by or in conjunction with a civic, charitable, governmental, or community organization and other officials or employees of similar agencies are in attendance;
        11. Unsolicited gifts from dignitaries from another entity or other jurisdiction that are intended to be personal in nature; and
        12. Unsolicited gifts from vendors with an aggregate economic value of $50.00 or less from a single source in a calendar year received either directly or indirectly by the official or employee.
        13. Thank you gifts and recognitions of reasonable value, given to employees are acceptable when no reciprocation is expected or perceived.
      4. Disclosing Privileged Information
        Employees should not disclose or use any privileged or proprietary information gained by reason of his or her official position for the immediate or anticipated personal gain or benefit of the employee or any other person or entity; provided, that nothing shall prohibit the disclosure or use of information which is a matter of public knowledge, or which is available to the public on request.
      5. Nepotism (see DP303 Staff Selection - Licensed and DP307 Staff Selection, Promotion, and Salary Placement – Education Support Professionals for details; below is a summary).
        1. Supervisors may not hire or recommend for hire their own relatives
        2. Employees should not be supervised and evaluated by their own relatives
      6. Misuse of Public Resources
        Employees should work for the collection, protection, maintenance, and retention of all assets (including funds, property, and records) owned by or owed to the District and not act in any manner that prevents, obscures, devalues, or redirects any assets (including funds, property, and records) of the District away from the District for their personal gain or the gain of another individual or entity.
      7. Outside Employment
        Employees may engage in outside or secondary employment to their position within Jordan School District so long as the outside or secondary employment does not:

        1. Interfere with job performance for the District; or
        2. Conflict with the interests of the District; or
        3. Give reason for criticism or suspicion of conflicting interest or duties.
      8. Political Activity
        Employees are encouraged to engage in the political process but may not:

        1. Engage in political campaigning or solicitation of political contributions during their normal work hours; or
        2. Use District equipment or email for campaigning or political activity; or
        3. Create a benefit or a detriment for others based solely on their political opinions.
      9. Fair and Equal Treatment
        No employee shall grant any special consideration, treatment, or advantage to any citizen beyond that which is available to every other citizen in similar circumstances.
    2. Reporting Fraud and Abuse
      1. Improper Government Action means any action by a District employee that is undertaken in the performance of the employee’s official duties, whether or not the action is within the scope of the employee’s employment; and
        1. Is in violation of any federal, state, or local law or rule; or
        2. Is an abuse of authority; or
        3. Is of substantial and specific danger to the public health or safety; or
        4. Is a gross waste of public funds.
      2. Employees who become aware of improper governmental actions should raise the issue
        1. With their supervisor; or
        2. If they reasonably believe the improper governmental action involves her/his supervisor, the employee may raise the issue with any supervisor above his/her supervisor including the Superintendent; or
        3. If it is reasonably believed to be an emergency where damage to persons or property may result if action is not taken immediately, the employee may raise the issue directly with the department or individual who oversees the area; or
        4. Through the District’s Fraud, Waste, Abuse, and Non-Compliance reporting telephone number or website.
      3. Upon making a report, employees should be prepared to provide as much detail as possible in order to expedite and assist the investigation.
      4. Although not required, employees are encouraged to provide their name, position, and contact information in order to allow those investigating the opportunity to ask follow-up questions and, as appropriate, to provide non-confidential results of the investigation.

Published on
  • Effective: 3/26/2020
  1. Board Directive
    The Board recognizes that unique situations create circumstances where teachers will need to be hired and qualified for positions using Local Educational Agency (LEA)-specific licenses.   The Board delegates to the Administration the responsibility for implementing policy for LEA-specific licenses in accordance with Utah State Board of Education (USBE) Rule R277-301.
  2. Administrative Policy
    1. Educator License and Endorsement Requirements
      1. Jordan LEA License Eligibility Criteria
        All applicants must:

        1. Complete a bachelor's or higher degree in a related field of study; or
        2. Have exceptional or specialized occupational experience, training, or expertise directly related to the area of assignment; and,
        3. Complete a criminal background check including review of any criminal offenses and clearance in accordance with Rule R277-214; and,
        4. Complete the educator ethics review described in Rule R277-500 within one calendar year prior to the application.
      2. Jordan LEA Endorsement Eligibility
        This authorization may be issued for a one to three-year period upon request from a District administrator for a licensed teacher (LEA, Associate, or Professional) who is not endorsed in the area of assignment.
    2. Jordan LEA License or Endorsement Approval
      1. The application must receive approval from the Jordan Board of Education in a public meeting no more than 60 days prior to employment and include:
        1. Rationale for the appointment of a Jordan LEA-specific license or endorsement.
        2. Verification that there is an inadequate supply of highly qualified and suitable licensed applicants in the license and endorsement area as demonstrated by posting the position for a reasonable period of not less than five days (not required for hourly applicants).
    3. Applicants placed on Jordan LEA-specific licenses serve under temporary employment agreements.
    4. A Jordan LEA-specific license area or endorsement is valid for up to three years.  After three years, renewal of the license is subject to the approval or denial of the Utah State Board of Education.
    5. A Jordan LEA-specific license expires immediately if the educator's employment with Jordan School District ends and the educator is not rehired by the District as an educator in the next contract year.
    6. The District is not authorized to provide an LEA-specific educator license in the areas of:
      1. Special Education
      2. Preschool Special Education
  3. The Jordan LEA-specific Educator Training, Mentoring, and Support
    1. Within the first year of employment, the educator must complete the following training:
      1. Educator ethics;
      2. Classroom management and instruction;
      3. Basic special education law and instruction; and
      4. Utah Effective Teaching Standards described in R277-530.
      5. The educator must participate in the District’s Mentoring Program.
    2. The District shall provide at least a three-year mentoring program by a trained mentor educator who:
      1. Holds a professional educator license; and
      2. Where possible, performs substantially the same duties as the educator with release time to work as a mentor; or
      3. Is assigned as an instructional coach or equivalent position.
      4. The assigned mentor shall assist the educator to meet the Utah Effective Educator Standards established in Rule R277-530 but may not serve as an evaluator of the educator.
      5. All employees, to include mentors, must promptly report educator misconduct in violation of policy DP378 Employee Code of Conduct.
    3. The Applicant and the District will jointly develop an Associate Licensing Plan to:
      1. Encourage transition from a Jordan LEA License to a Professional License.
      2. Identify applicable educational, skill, and/or content knowledge requirements for enrollment in a qualified educator preparation program.
      3. Identify paths and opportunities to prepare for successful passage of a pedagogical performance assessment.
      4. Develop significant competency and knowledge sufficient to justify an extension request from the Utah State Board of Education for a continued Jordan LEA License if transition to an Associate License is not reasonable or applicable.
    4. For each school that requests LEA-specific licenses, license areas, or endorsements, the following information shall be posted on its website:
      1. Disclosure of the fact that the school employs individuals holding LEA-specific educator licenses, license areas, or endorsements
      2. Percentage of LEA-specific licenses, license areas, or endorsements
      3. A link to the Utah State Board of Education Utah Educator Look-up Tool in accordance with R277-515-7(6)

Published on
  • Effective: 6/14/1988
  • Revision: 5/26/2015
  • Reviewed: 5/28/2013
  1. Board Directive
    The Board of Education holds the expectation that all interactions between employees and students are professional and appropriate.  Therefore, the Board directs the District Administration to develop a scope of employment policy regarding interactions between students and staff members which stem from school relationships.  In addition, the Board directs the Administration to designate that certain activities pertaining to dangerous weapons are outside the scope of an employee’s employment.
  2. Administrative Policy
    The scope of employment policy shall be administered according to the following administrative policy provisions and applies to all employees, contract employees, and volunteers.

    1. Instruction, counseling, and administrative tasks and all other planned school contact with students shall be accomplished at the school during regular school hours.
      1. If special circumstances make it necessary for a District employee to meet with one or more students outside the regular school day or at a location other than the school, prior written approval from the principal is required.
      2. When a student requires staff assistance outside the regular school day because of an emergency or unanticipated occurrence, the employee shall notify the principal of the occurrence as soon as possible.
      3. All transportation of students in personal vehicles by District employees shall be avoided, unless the students are members of the employee’s immediate family or a student must be transported by an employee due to an emergency situation where the health, safety or welfare of the student is at immediate risk.  If such travel cannot be avoided and the transportation of a student is not life threatening, written permission must be obtained in advance from the parent and principal.
    2. All extracurricular activities outside regular school hours or off school property must be authorized in advance and in writing by the school principal in accordance with District Policy AA444—Employee Involvement in Private, But Public Education-Related Activities.
    3. After-hour activities involving students are to be held at the school whenever possible.  If another location is necessary, prior written approval from the school principal is required.
    4. Employees shall not charge a fee for any tutoring services provided to students at the school within school hours.  Employees may charge a fee for tutoring services outside of contract hours, only in accordance with District Policy AA444.
    5. District employees have the responsibility to communicate with students and their parents or guardians in a professional manner.  Text messages to students must be of a professional, not personal nature.  All communication using social media must be in compliance with District policies, including Jordan School District Policy DP371 Employee Information Network Acceptable Use and the Social Media Guidelines.  The message content, context and frequency will be used to determine if disciplinary action is taken by the District.
    6. Unless otherwise provided for by law, possession, or use of a firearm, weapon, or other dangerous materials (as defined in section G, below) by any employee in a District building, in or on District property, in conjunction with any District activity, or while traveling in District funded or dispatched vehicles, is in violation of Jordan School District Policy, and will be subject to disciplinary sanctions which may include termination. Possessing, using, selling, or attempting to possess, use or sell any such dangerous materials on District property or in District vehicles is prohibited regardless of intent.  Exceptions to this prohibition are for employees that use tools or materials that are required as part of their job function (as defined in section H, below) and for current holders of a lawfully issued concealed firearm permit (as set forth in section I, below) applying only to firearms, not to any other prohibited weapon or other dangerous materials.
    7. Dangerous materials include, but are not necessarily limited to, the following:  firearms (including antique firearms), weapons, knives, swords, explosive/incendiary devices, dangerous chemicals, noxious or flammable materials, martial arts weapons or other instruments including those which eject a projectile or substance of any kind, or any replica or facsimile of any of the above, whether functional or nonfunctional, whether designed for use as a weapon or when any object or substance is used as a weapon.
    8. Authorized use or possession of dangerous materials and tools when used in connection with a District approved activity or job function must be in the possession or under the control or supervision of the person authorized and responsible for the activity (e.g.: cooking, consumer science, CTE, chemistry classes, custodial, maintenance and repair).
    9. The law provides that a qualified person may receive a permit “to carry a concealed firearm for lawful self defense” UCA §§53-5-704(1),-705.  A concealed dangerous weapon means “a dangerous weapon that is covered, hidden or secreted in a manner that the public would not be aware of its presence and is readily accessible for immediate use.” UCA §76-10-501(3)(a)(i).  Therefore, any lawfully concealed firearm on District property or in District vehicles must remain concealed such that the public is not aware of its presence.
    10. District property may not be used to hide, cover or secret a firearm.  A lawfully concealed firearm must be within the employee’s immediate control at all times.  Employees must recognize that students could gain access to a firearm that is not properly concealed, or controlled.  Therefore, employees must use good judgment and strictly follow the law and this policy.
    11. An employee of Jordan School District who obtains a concealed weapons permit does so in his or her own individual capacity.  Any use of such weapons is outside the scope of employment, is contrary to the purposes of employment by the District and is done solely in the employee’s personal capacity, not as an employee of the District.  Any and all liabilities, damages, demands, claims, actions or proceedings in law or equity, including attorney’s fees and costs to suit, relating to or arising out of an employee decision to carry, threaten use, or use a weapon will be the sole responsibility of that employee without recourse to, or liability protection from or through the District.

Published on
  • Effective: 9/25/1979
  • Revision: 6/14/2022
  • Reviewed: 5/28/2013
  1. Board Directive
    The Board of Education recognizes the need for all 12-month employees to have a vacation from their regular assigned positions.  All personnel who are employed full-time on a 12-month basis are eligible to participate in the vacation program.  The Board delegates responsibility for administering the vacation policy to the District Administration.
  2. Administrative Policy
    The following administrative policy provisions shall be used for administering the vacation policy:

    1. All vacations will be determined from July 1 to June 30 of each contract year.  New employees will have vacation allowance prorated at the rate of .83 days per month and will be eligible to take such accrued vacation after the next June 1.  New employees must work ten (10) or more days in order to accrue any vacation allowance during the first month of employment.  No vacation time will be allowed before the vacation days have been earned.
    2. Vacation days may not be accumulated from one year to the next.  However, vacation days allowed for the following year may be used beginning June of the current year with approval of the immediate supervisor and department director. Unused vacation days allowed for the previous year may be used through December 31 of the current year with approval of the immediate supervisor and department director. After December 31, the vacation allowance may not exceed the days accrued for the current year.
    3. Vacations are to be scheduled at times that are best for the District and the employee.  Generally, vacations are to be scheduled during off-peak work seasons.  Any special considerations must be approved by the immediate supervisor.  Employees must present written vacation plans to the immediate supervisor for approval in advance.
    4. The length of vacation is figured on the number of years of continuous contract service in the District.  For purposes of computing movement on the vacation schedule, employees hired prior to January 1 will be credited with a full year's employment for the first contract year.  Those hired after January 1 will not receive vacation credit for the first year.  (Placement on the salary schedule has no relation to vacation allowance.)
    5. Vacation Schedule
      Continuous Contract Service as of July 1

      Vacation Days Accrued
      1 Month 1 Day
      2 Months 2 Days
      3 Months 3 Days
      4 Months 3 Days
      5 Months 4 Days
      6 Months 5 Days
      7 Months 6 Days
      8 Months 7 Days
      9 Months 8 Days
      10 Months 8 Days
      11 Months 9 Days
      1 to 3 Years 10 Days
      4 to 5 Years 11 Days
      6 to 7 Years 12 days
      8 to 9 Years 13 Days
      10 to 12 Years 15 days
      13 Years 16 days
      14 Years 17 days
      15 Years 18 days
      16 Years 19 Days
      17 Years and beyond 20 Days

Published on
  • Effective: 1/27/1970
  • Revision: 8/25/2015
  • Reviewed: 5/28/2013
  1. Board Directive
    The Board recognizes that people who staff the school system are discharging a public trust of great significance and value to the community and to the nation.  It recognizes further that the human resources of the school system--the skill, the ability, the ingenuity, and the loyalty of each employee--are the key to a successful education system.  The Board delegates the Adminsitration to fill all vacancies with the best qualified persons available without regard to race, color, sex, pregnancy, childbirth or pregnancy-related conditions, religion, national origin, age (if the individual is 40 years of age or older), disability, sexual orientation or gender identity in order to obtain and maintain a high level of employee performance and satisfaction.  Utah Code 34A-5-106. It further charges the Administration to strive to retain capable and desirable employees already in the school system.
  2. Administrative Policy
    1. Definition of Personnel
      Personnel, as described herein, refers to all licensed employees and education support professionals in the District.  In addition, the philosophy, the Administration, and the policies which form the framework of the organization within which these groups operate are considered as integral parts of personnel.
    2. Areas of Personnel Administration
      Personnel administration includes in its responsibilities the formulation of and implementation of policies and standards relating to the eligibility, selection, assignment, compensation, efficiency, promotion, transfer, probation, resignation, dismissal, absence, retirement, professional growth, job descriptions, professional rights, welfare, and personnel records of all employees of the schools.
    3. Welfare of Students
      The personnel organization shall provide children with educational opportunities of the highest possible quality.  Toward this end, the following principles offer guidance:

      1. Clarification of Educational Objectives - The entire school staff of the District and the Board should share in the development of educational aims which seek to fulfill the unique function of public education in American society.  Those involved in this task should strive to be flexible, objective, and resourceful and to be aware of the implications of the constantly changing field of education.  They should strive to develop a climate that stimulates creativity in the staff members and the students.  They should consider as essential a problem-solving approach for reaching solutions to problems of the classroom, the school, and the District.  Therefore, the school staff and the Board should work toward obtaining the services of employees of the highest competence who can help to achieve these aims.  Personnel actions affect, and are affected by, school organization, curriculum, and staff morale.
      2. Promotion of Pupil Achievement - Since one of the major purposes of each school system is to increase the degree and quality of each pupil's achievement in relationship to his/her ability, staff members of the highest caliber are needed.  Personnel practices should be tested to determine the extent to which quality instructional services to pupils, in relationship to their abilities at all levels of education, are provided.
      3. Maintenance of High Standards - In order to ensure instructional and supplementary services of high quality, personnel practices should reflect a consistent policy of selecting well-prepared employees and of encouraging the upgrading of services after employment.
      4. Maintenance of Integrity - Individuals should have a clear and undeviating purpose to provide the best possible opportunity for students to learn.  They should regard their position as a public trust, and their objectivity and efficiency consistently should justify the confidence placed in them.
      5. Citizenship Training - All personnel should recognize the importance of their role in the citizenship training of all students.  Every effort should be made to assist students to make worthwhile contributions to society.
    4. Welfare of Personnel
      The personnel organization should create a climate in which the individual staff member can make his/her best contribution.

      1. Integrity of Purpose - Integrity of purpose is an obligation of all District employees.  Respect for personality, mutual faith, trust and understanding should permeate all their relationships.
      2. Cooperative Involvement in Development of Personnel Policies - In formulating and implementing personnel policies and practices, the cooperative involvement of those concerned is imperative.
      3. Equality of Treatment - The principles of fairness and impartiality shall be followed in all personnel actions.
      4. Recognition of Excellence - District employees, the school system, and students benefit when excellence of service is recognized by words of appreciation, leadership opportunities, and advancement.  Employees deserve recognition for their contributions and accomplishments.  The very nature of public education makes sensitivity to this concern paramount.  Through such recognition, individuals find helpful encouragement for creativity and self-expression within the framework of their positions.
      5. Provision for Leadership Opportunities - Personnel procedures should enable those staff members who have the potential, to be advanced to positions of leadership in the school system, through an orderly procedure for professional advancement and promotion.
      6. Maintenance of Good Communications - Avenues for clear and candid two-way communication in all personnel relationships are essential.  The continuous flow of information through recognized channels contributes to a better understanding of the total educational enterprise.  Any employee has the obligation to be available for consultation, in confidence, in privacy, and in an atmosphere of sympathetic understanding.
      7. Fostering of Quality of Service - All District employees share in the responsibility of creating a climate wherein the employees can work at maximum efficiency.  Excellence in performance is more nearly possible when economic rewards, physical facilities, and a favorable psychological climate are provided.

Published on
  • Effective: 8/27/1969
  • Revision: 10/14/1986
  • Reviewed: 5/28/2013
  1. Board Directive
    The Board recognizes the need for a systematic approach in determining the personnel needed to staff the schools and other departments in the District. A well-developed system of personnel planning and accounting helps predict staff needs and enables the Administration to make sound provision for current and future employment. The Board delegates to the Administration the responsibility for determining these needs.
  2. Administrative Policy
    The Human Resources Department shall be delegated the responsibility for setting up such a system of personnel accounting for determining staff needs. The Administration will utilize all data available from various sources in accordance with the following administrative policy provisions:

    1. Utilize projections for future staff needs based on student growth, staff retirements, and replacements
    2. Utilize the projected curriculum requirement of the District
    3. Maximize the use of technology in determining projected pupil/teacher ratios and staff requirements
    4. Consider financial constraints as they apply to future staff needs
    5. Maintain up-to-date files containing data needed to comply with state and federal requirements including certification
    6. Keep abreast of current trends in staffing patterns and be familiar with options available for staffing schools such as differentiated staffing, etc.

Published on
  • Effective: 8/27/1969
  • Revision: 9/8/2009
  • Reviewed: 5/28/2013
  1. Board Directive
    The Board delegates the responsibilities of value and assignment of personnel to the District Administration.
  2. Administrative Policy
    The Administration delegates the responsibility for the placement of all personnel in the District to the Human Resources Department.  This shall be done in cooperation with the school principal or the immediate supervisor.  Grade and subject assignment shall be made by the school principal.

    1. Major Consideration for Placement of Licensed Personnel
      1. When considering the placement and assignment of teachers, the welfare of the child shall be of major importance.  However, the teacher preference shall also be considered in realization of the fact that personal preference may influence the effectiveness of an employee.
      2. Licensed personnel shall be notified of school placement.
      3. As far as possible, teachers shall be assigned within the field of their training and experience.
      4. Prior to the time that an employee has been in the same assignment for ten (10) years, a review of the placement will be made by an administrative committee to determine whether or not it is in the best interest of the students or the individual to consider a change of assignment.  Individuals would need to be aware that their position would be reviewed at least every three (3) years thereafter.
      5. It is the desire of Jordan School District to provide District and school administrators with a variety of administrative experiences.  Therefore, if an administrator has been in his/her position more than ten (10) years, he/she would be considered eligible for transfer.  If an administrator is not transferred after ten (10) years of service in the same position, his/her assignment would be reviewed annually for possible transfer.
      6. Nothing in items 4. or 5. above should be construed to mean that a teacher or administrator may not be transferred in the best interest of students or the individual at any time prior to ten (10) years service in the same assignment.
    2. Major Responsibilities of the Human Resources Department for Personnel Placement
      The Human Resource administrator shall:

      1. Assign teachers in the primary, intermediate, or secondary level who are new in the District or who are being transferred to another school within the District after consultation with the principal of the school or schools concerned.  The school principal shall assign teachers according to the needs of the school and the skills and abilities of the teacher assigned.
      2. Assess and balance the various school staffs, taking into consideration experience, teacher special interests or abilities, and teacher personality factors.
      3. Maintain a balance of experienced teachers in all schools.  Distribution of experienced teachers shall be considered in the making of assignments within the primary, intermediate, and secondary levels.
    3. Major Responsibilities in the Assignment Process
      The school administrator shall:

      1. Assess his/her staff in relationship to the instructional program and project future needs in terms of the District instructional program.
      2. Establish a rapport with his/her staff about staffing problems.
      3. Communicate staff concerns about placement and assignments to the Human Resources Department.
      4. Involve the staff in teacher placement to a degree he/she feels is appropriate and without abrogating his/her responsibility.
      5. Develop an understanding on the part of teachers that individuals must be assigned on the basis of professional reasons.
    4. Statements Concerning Professional Responsibility of the Teacher Regarding Personnel Assignment Practices
      1. Assignments of teachers shall be based upon professional reasons.
      2. All personnel shall use the abilities of all teachers, permanent and provisional, to the best advantage in providing a well-rounded educational program for students of the District.
    5. Statements Concerning Education Support Professionals Regarding Assignment
      1. Assignments for education support professionals shall:
        1. Be coordinated through the Human Resources Department.
        2. Be made in cooperation with the school principal and/or immediate supervisor.
        3. Be assigned according to the best interest of the schools or departments.
      2. Employee request for specific assignments shall be given consideration; however, the final decision is made by the Administration.

2/25/2020: Board of Education approved the term “Education Support Professionals” to replace “Classified” to describe personnel not licensed as educators.