Your Contract: A Bridge to Success - school superintendent employment contracts - Brief Article

School Administrator, Feb, 2001 by Benjamin O. Canada

Just as "good fences make goad neighbors," it's also true that good contracts make good partners. A good contract between a superintendent and a board of education can help build trust and establish positive working relationships by setting clear expectations for performance, defining methods for measuring and rewarding that performance, and laying out processes for resolving problems.

If the basic tenets of your contract are strong, less confusion and fewer conflicts will occur over leadership. A well-thought-out contract can make the difference in your ability to be an effective superintendent by supporting your efforts to help your district's students learn and achieve.

Have you considered all of the basic components of your contract? Your most basic considerations as an incoming superintendent or one moving into a new position should include the following:

* Salary and benefits. Do you know the value of your benefits as a percentage of your pay? Is the salary being offered higher, but the benefits reduced? How will your retirement income be affected? How much vacation and sick leave will you receive? What insurance is available for you and your family members?

* Cost of living. If you are moving into a new post, how does the cost of living compare to your current location? Do you know the average per-square-foot price of homes in the new area compared to where you live now? Will your income tax be higher? What about property and sales tax? What about the cost of utilities and vehicle registration?

* Relocation assistance. How much will it cost you to move? Are you being reimbursed for all or only a percentage of the cost? Does relocation assistance include car rental and temporary housing? Is there a "bridge" loan to help you purchase a new home before you sell your current residence? What about job search assistance for your spouse?

Once the basics have been covered, consider these aspects of your contract:

* Support for professional activities. Will your contract include financial support for professional memberships and development opportunities? Do you have to take vacation leave to attend meetings and events or will your attendance be paid as work time?

* Performance evaluations. How will you be evaluated and how often? What specific areas of performance will be considered? Will your salary and bonuses be tied to overall district performance? Do you have enough control over those areas to ensure the results reflect your performance? Who will do the evaluations? Who will have input into the process?

* Problem resolution. How will complaints be handled? Will you have first crack at resolving problems? How much autonomy will the school board grant you? How much support will they give you? At what stage will they or others become involved? Will you be held harmless in litigation situations, both while employed and after your departure?

* Departure. Under what circumstances can your contract be ended early by you or by the district? How much notice will you receive? What severance packages will you receive in various circumstances?

As you can see, a host of issues must be considered when negotiating a contract. You may want to retain outside legal counsel to help with the negotiations, to ensure that the contract you develop will be a good one for you and your district.

And if at times during the negotiations you start feeling frustrated or experience delays, remember why you are doing this, why you are a school superintendent in the first place. It's because you believe in the district's children and families and their hopes for the future. You want to create strong and effective partnerships between you and your board, teachers, parents and the community-at-large to help students. A good contract is the first step in making that happen.