Several people contacted us about sample job descriptions for charter school directors. Here are a couple samples from various charter schools in Minnesota.

*Please note these are only samples and do not in anyway serve as a contract for employment.

Sojourner Truth Academy

“Where the only thing going on is learning”

3820 Emerson Avenue North

Minneapolis, MN 55412

612 588-3599 phone

612 588-0217 fax

Position: Director

Function: To provide a quality education to the students

Responsible to: School Board

· Oversees all personnel decisions, the curriculum, and the finances of the school

· Oversees school accountability issues of compliance, application, reporting etc.

· Ensures student progress including being responsible for meeting academic and non-academic goals

· Manages hiring and terminations of employees and the employee evaluation process

· Responsible for developing a positive school culture focused on student achievement

· Responsible for developing and implementing community partnerships, general fundraising efforts, and grants

· Assesses the need for, establishes and maintains relationship with consultants

· Oversees maintenance of building and relationship with landlord

· Creates and maintains school calendar and schedule

· Provides leadership and support to staff and students

· Mediates concerns among staff

· Be visible in the classrooms, hallways, school functions etc.

· Report school functioning details to school board at monthly meetings

· Be responsible for parent contact

· Participates in child study meetings

· Be involved with the school community

· Maintain files and preserve confidentiality at all times

· Assume other responsibilities as deemed necessary

This is not in any way a contract for employment at Sojourner Truth Academy.

October 2004

JOB PURPOSE:

The Executive Director will be the Chief Executive Officer of the Saint Paul Conservatory for Performing Artists. This person will provide motivation and leadership to the academic and artistic educators, students, and community. This person will need to possess the skills to make the Conservatory marketable and effective to the community at large and must provide the tools needed to operate the Conservatory. The Executive Director is a senior level position responsible for input both long and short term and strategic decisions.

MAJOR JOB RESPONSIBILITIES:

1. Management

• Manage and develop academic and artistic staff and business procedures pertaining to the Conservatory
• Oversee activities of academic departments and their staff
• Oversee Development Director and financial situations
• Balance the Conservatory’s vision and organizational skills
• Provide resources for educators and students
• Serve as the Chief Lobbyist for governmental relations
• Demonstrate skills in fundraising and promotion of the Conservatory

2. Board of Directors Relations

• Interpret the needs of educators and students to the Board of Directors
• Represent the educators and students to the Board of Directors
• Communicate business situations to the Board of Directors
• Serve as the liaison between the Board of Directors and the operators of the Conservatory

3. Academic Development

• Develop an academic and artistic program
• Develop and uphold academic and artistic standards
• Create programming that students will strive to achieve
• Inspire superior work among students
• Foster relationships with students and educators
• Responsible for compliance and reporting academic information to the State of Minnesota, foundations, etc.

4. Communications, Marketing, and Promotions

• Serve as the chief spokesperson for the Conservatory
• Develop and implement marketing, public relations and communications strategies

5. Perform Other Duties As Deemed Necessary

QUALIFICATIONS:

CREDENTIALS: Minimum of M.A. in administration, doctorate preferred. Current Minnesota superintendent of schools license required.

EXPERIENCE: Minimum of three years as lead administrator in an arts organization with education as a key element in its mission.

SKILLS/KNOWLEDGE/ABILITY: Excellent management and fiscal skills, human relations skills—including negotiation and arbitration, networking abilities, organizational skills, and the ability to take risks in idea development are necessities.

TO APPLY: Please submit letter of interest and resume to:

Saint Paul Conservatory for Performing Artists

Attn: Mark Buesgens

75 W Fifth Street, Suite 522

St. Paul, MN 55102

APPLICATION DEADLINE: March, 11, 2008

Executive Director

Reports to/Supervised/Evaluated by the Board of Trustees

Position is full time, working a 12 month year with paid holidays, (days students and staff are off) one week each at winter and spring breaks and 4 weeks in the summer off as well.

I. Leadership and School Culture

1. Communicate and implement a shared vision for the school and Board that focuses on academics, character and leadership.

2. Provide purpose and direction for administrators, Board and staff.

3. Shape the leadership team culture and climate.

4. Promote understanding and celebrating school/community cultures.

5. Promote and expect a school-based climate of civility.

II. Policy and Governance

1. Establish procedures for the Executive Director and Board interpersonal and working relationships.

2. Ensure timely Board meetings, agendas, minutes, establish appropriate Board committees, and reports. Also establishes nomination and election procedures for the Board, and annual meetings that are accessible to all staff and parents.

3. Ensure the timely development, implementation and posting of school operating policies.

4. File annual reports to the sponsor, MDE. Monitor and comply with charter school, state and federal laws and regulations as well as the school’s bylaws.

5. Use legal counsel in governance and procedures to avoid civil and criminal liabilities.

III. Communication and Community Relations

1. Demonstrate effective communication skills.

2. Represent the school and its vision to the greater community including all external constituencies and associations with whom the school should be engaged for the achievement of its mission and goals.

3. Consult with the community, parents and school staff regarding their hopes and dreams for the future of the school and represent these views through reports to the Board of Trustees.

4. Develop and implement a communication plan to convey important information.

5. With the Board of Trustees create a strategic plan that includes collaboration with staff, parents and community.

6. Create partnerships with the community including businesses, civic organizations, etc. to gain school support.

7. Develop a consistent marketing and recruitment plan for the school.

8. Identify, track and proactively respond to issues.

IV. Organizational Management

1. Monitor short and long-term strategic plans, particularly in the areas of curriculum, technology and facility needs of the school.

2. Establish procedures and practices for dealing with emergencies such as weather, threats to the school and student violence and trauma.

3. Create a management annual evaluation plan.

4. Make sure appropriate policies and procedures are in place to effectively run the organization.

V. Curriculum Planning Development

1. Support administrators in the use of valid and reliable indicators to ensure that high levels of student and staff performance are achieved and regularly examined by school-wide assessment data.

2. Oversee the enhancement and renewal of curriculum to ensure alignment of curriculum, instruction and assessment to State, Core Knowledge and classical standards.

3. Ensure school administrators utilize effective research when instituting instructional practices.

4. Promote academic rigor character and leadership.

VI. Resource Management

1. Finance

a. Demonstrate budget management including financial forecasting, planning, cash flow management, account auditing and monitoring state and federal funding.

b. Ensure the development and/or maintenance of an adequate reserve fund in accordance with the direction of the Board of Directors.

c. Make sure appropriate money is obtained and spent through the foundation.

1. Personnel

a. Identify and apply appropriate policies, criteria and processes for the recruitment, selection, induction, and compensation of personnel with attention to issues of equity and diversity.

b. Hire, supervise and evaluate administrators, in accordance to school policies.

c. Ensure all legal requirements for personnel selection, development, retention are followed.

VII. Personal Expectations

1. Model high moral and ethical standards in all interactions.
2. Explore and develop ways to find common ground in dealing with difficult and divisive issues.