ADMINISTRATION POLICIES and PROCEDURES MANUAL
2016
[For the Principal’s and Teachers’ management of the school and our Parent Community’s awareness.]
FOREWORD to this Manual:
This Administration Manual is designed for the Principal and Teachers of Opua School. If you wish to examine the school’s Governance Policies and Procedures, these are contained in the BOARD of TRUSTEES POLICIES and PROCEDURES MANUAL.
INTRODUCTION
Thank you for choosing to work at Opua School.
Opua School is a highly rated, successful, full primary school. The roll remains relatively stable around 100 students. We aim to have all children achieving at high levels after attending this school. Each student enrolling here deserves to receive impressive education from the moment they enter the school grounds. We depend on all staff to deliver a friendly, courteous, professional experience to all students. We believe that if the children are learning they will want to come to school.
Opua School is one of New Zealand’s oldest educational institutions. The school was opened in 1886. The centennial was held over Labour weekend in 1996.
The school’s mission statement is:
“Our school will provide a caring environment that will help educate and equip the child for life.”
The school motto is “Manaakitanga me te Awhina” which translates as “Caring and Sharing.”
Opua School is all about teaching and learning. Our primary function is the education of Years One through to Eight in the New Zealand Primary School system. We follow the New Zealand Curriculum. Our emphases are literacy and numeracy. We make no apologies for insisting on success in these areas as a priority. We cover other areas of the NZC but because of time constraints we integrate Social Studies, Technology, Health and Science in broad-based, multi-disciplinary units. The aim is not to make less of these other areas but to do what we do well as opposed to covering everything at a minimum level. The expert teachers at this school know how to create integrated studies and a child being educated at this school receives a fully-rounded and well-balanced educational experience from creative teachers.
We believe strongly that it is important to foster and develop the children’s creative talents and this includes all of the arts. (Music creating, reading, singing, moving and the visual arts)
There is also much importance placed on developing self-confidence, self-discipline, leadership and relating well with others.
Here are some of the duties required of all staff members:
• Greeting all students and parents with a smile;
• Treating all students and parents in a courteous, friendly and helpful manner;
• Following all Opua School’s policies and procedures;
• Making sure that the school is clean and tidy and well presented.
Staff must also:
• Treat co-workers with courtesy and respect;
• Support each other and want to work as a school team;
• Work as a team with people of all ages and from different races and ethnic backgrounds;
• Report to work on time and occasionally work extra hours as needed;
• Report to work in appropriate dress/uniform;
• Maintain an enthusiasm and motivated style when working;
• Go the extra mile to ensure that the students enjoy their learning experiences;
• Look for ways to achieve things as opposed to finding reasons why something should not be done;
• Keep confidences. Staffroom talk/discussions/conversations and information concerning students should not be repeated outside of school. (It is an offence under the Privacy Act to disclose any personal information).
Staff meetings are 3:15 p.m. Tuesday afternoons
All staff are invited but meetings are mainly focused on teaching matters
CONTENTS
Policy / Procedure / Page No. / Policy / Procedure / Page No.THE CHARTER: Our No. 1 Policy / 6 / Sports Uniforms / 52
1. RESPONSIBILITIES OF PRINCIPAL / 9 / Student Houses / 54
2. DISCIPLINARY OF PRINCIPAL PROCESS / 11 / Student Special Certificates and Awards / 55
Student Stationery Requirements / 56
3.PRINCIPAL PROF. EXPENSES / 12 / Swimming Pool and Swimming Lessons / 57
4. REPORTING TO THE BOARD / 13
5. CURRICULUM DELIVERY / 15 / Treaty of Waitangi / 58
Admissions and Withdrawals of Students / 17 / Uniforms / 59
Attendance / 19 / 6. PERSONNEL / 60
Assemblies / 21 / Beginning Teachers / 61
Behaviour Management / 22 / Caretakers and Cleaners / 62
Bells / 23 / Classroom Release Time / Non-Contact Time / 63
Bring Your Own Device Procedure / 24
Classification of Children / 26 / Communication with Parents / 64
Classroom Environment / 27 / Communication with Staff / 65
Classroom / Team Treats / 28
Consultation with our Maori Community / 29 / Complaints / 67
Education Outside the Classroom [EOTC] / 30 / Confidentiality / 70
Discretionary Leave / 71
Exemption of Students from Class / 31 / Gifts and Acknowledgements / 72
Hours of Work / 73
Homework / 32 / Kaumatua / 74
International Students / 34 / M. U. [s] Allocation / 75
Internet Use / 36 / NZEI Code of Ethics / 76
Learning at Opua School / 39 / Performance Management and Appraisal / 78
Maori Language and Culture / 40
On-Line and Media Publication of Students’ Work / 41 / Personnel Files / 79
Registered Teachers’ Code of Ethics / 80
Parent Helpers / 42 / Relief Teachers / 83
Promotion of Students / 43 / School Administration / Main Office Staff / 84
Planning and Preparation of Work / 46
Record Keeping / 47 / Staff Private Property / 85
Report Writing / 49 / Staff Professional Learning and Development / 86
School Mission, Values and Tone / 50
Special Education / 51 / Staff Trustee / 87
Policy / Procedure / Page No. / Policy / Procedure / Page No.
Teacher’s Leaving / Exiting / 88 / Crossing Supervision / 132
Telephones and Cellphones / 89 / Custody Cases, Access to Students and Matrimonial Disputes / 133
7. APPOINTMENTS / 90
Equal Employment Opportunities / 93 / Duty Roster and Playground Supervision / 136
Electrical Appliances Safety / 137
8. FINANCIAL PLANNING / 94 / Emergency Management / 138
Accounting for Money / 95 / Food Healthiness / 145
Financial Controls / 96 / Harassment Prevention / 146
Financial Responsibilities and Delegations / 98 / Hazards / 148
Head lice / 149
9. FINANCIAL CONDITION / 100 / Health at School / 150
Banking Staffing / 101 / Helmets for Cycles etc. / 151
Theft and Fraud / 102 / HIV / Blood-borne Diseases / 152
10. ASSET PROTECTION / 105 / Interviewing Child Offenders / 154
Classroom Inventories / 106 / Security of School / 155
Classroom Supplies / 107 / Smoking / 156
Computers / 108 / Sun Protection / Sun Hats / 157
Photocopier / 110 / Transportation of Students using Private Cars / 158
End of the School Day / 111
End of School Term / 112 / Visitors to the School / 159
Furniture / 113 / Waste / 160
Lost Property / 114 / 12. LEGAL RESPONSIBILITIES
Police Vetting / 161
162
Staff Use of School Equipment / 115
Vandalism / 116 / Privacy Act Compliance / 164
11. HEALTH and SAFETY / 117 / Protected Disclosures / 166
Abuse / 118 / Videos, television and Film Copyright / 168
Access to Children by External Agencies [such as Lawyers] / 120 / 13. GENERAL ADMINISTRATION / 169
Building Effective Whanau Relationships / 170
Access to Children by the Police / 121 / Health and Physical Education 2 Year Community Consultation / 171
Accidents and Sick Children / 122
Animal Welfare / 124
Arrival at school by children / 125
Bicycles / 126
Boundaries of the School / 127
Carpet Cleaning / 128
Child Protection / 129
Children Coming to and from School / 130
Children Inside the School Buildings / 131
Part 1
The Charter
Our number 1 policy
Our Charter outlines this school’s Mission, Vision, Values, Strategic Goals and Annual Targets. Everything we do and decide upon should have direction from this document. Also, we should be aware of all of its contents when we plan lessons and engage with our students, parents and community and with each other as employees of the Board of Trustees of this school. The Charter is updated annually.
The Charter is reproduced in the Board of Trustees Policy and Procedures manual. Copies are also reproduced and made available in the Staffroom and Main Office areas.
Any new employee should receive a copy of the latest Charter. If you have not, it is an oversight. Please ask for one as soon as possible after your employment is confirmed. If you have any questions related to the latest Charter, please feel free to discuss these with the Principal and / or the Board of Trustees Chairperson.
The Charter, especially its Annual Targets, will form a central part of staff discussions at staff meetings and be integral to any planning for and decisions made about Professional Leaning and Development each year.
Opua SchoolPage 1
Part 2
Operational Policies
and related Procedures
FOREWORD to this SECTION:
The principal is the professional leader of the school and works in partnership with the Board of Trustees. As the Board’s chief executive the principal shall not cause or allow any practice, activity or decision that is unethical, unlawful, and imprudent or which violates the Board’s Charter or expressed values or commonly held professional ethic.
The principal’s key contribution is day-to-day management of the school as per the management definition in the introduction to the Board of Trustees Policies and Procedures Manual.
The following points must be noted:
· All Policy reviews are conducted at Board level and are not the responsibility of the staff of Opua School;
· All staff members will be involved in a review of all the Procedures on any operational or procedural matters via cyclical review at Staff Meetings;
· All staff members are expected to abide by the policies laid down in the Board of Trustees Policy and Procedures Manual and by the Operational Policies and Procedures as outlined below.
Below, the appropriate policy, as reviewed and sanctioned at Board level, is given a main number of between 1 and 12. Following the particular policy comes any related operational procedures which, in alphabetical sequence, are given the same main number and a sub-ordinate number to illustrate its relationship to the main policy.
1. RESPONSIBILITIES of the PRINCIPAL POLICY
Rationale: The principal is responsible for overseeing the implementation of Board policy including the Charter. Reference in documentation to the school, management and staff is to be read as “principal” for responsibility for implementation. From time to time the chairperson of the Board, acting within delegated authority, may issue discretions in policies of the school, in minutes of the Board or by written delegation.
Purpose: Therefore, the responsibilities of the principal are to:
1. Meet the requirements of the current job description;
2. Meet the requirements of the Principals’ Professional Standards;
3. Act as the educational leader and day to day manager of the school within the law and in line with Board policies;
4. Develop an Annual Plan that is aligned with the Board’s Strategic Plan and meets both legislative requirements and any MoE expectations;
5. Seek approval from the Board each year for the Annual Plan so that MoE expected dates can be met;
6. Implement the Annual Plan and give priority to the school’s annual targets;
7. Use resources efficiently and effectively;
8. Implement the school’s Curriculum as per the Curriculum Delivery Policy and the New Zealand Curriculum document;
9. Ensure that all Health and Safety procedures are compliant and support the Board’s role in affirming safeguards for staff and students whilst at their place of employment and work;
10. Put good employer policies in to effect and ensure that there are effective procedures/guidelines in place as per Personnel and Appointments Policies;
11. Approve staff attestation for salary increments;
12. Allocate pay units for management positions;
13. Oversee staff appraisals and staff professional learning and development;
14. Hire, deploy and terminate relieving and auxiliary staff positions;
15. Hire teaching staff as per the Appointments Policy;
16. Manage the school’s finances, in conjunction with the Board’s Finance Committee, in an efficient, honest, open and prudent manner as per the Financial Planning, Financial Condition and Professional Expenses Policies;
17. Preserve assets (financial and property) as per Asset Protection Policy;
18. Communicate with the community on operational matters where appropriate;
19. Limit public statements about the official position of the Board on controversial social, political, and/or educational issues to what the Board has formally adopted as positions of record;
20. Keep the Board informed of information important to its role;
21. Report to the board on the compliance or lack of with their policies as per Reporting to the Board policy;
22. Organise operations within the boundaries of prudence and ethics established in Board policies on operations and the Charter;
23. Act as Protected Disclosures Officer and ensure procedures are in place to meet the requirements of the Protected Disclosures Act 2000.” [see STA Link 2001/01] as per Protected Disclosures Procedure;
24. Appoint, on behalf of the board, the Privacy Officer and EEO Officer and ensure that all the school’s legal responsibilities are met as per the Legal Responsibilities policy.
Note: Only decisions made by the Board acting as a Board are binding on the principal. Decisions or instructions by individual Board members, committee chairs, or committees are not binding on the principal except in rare circumstances when the Board has specifically authorised it.
The relationship is one of trust and support with expectations documented in the Relationship between the Board and the Principal policy. Both parties work to ensure “no-surprises”.
The principal is not restricted from using the expert knowledge of individual Board members acting as volunteers.
Review schedule: Triennially by the Board of Trustees
2. DISCIPLINARY PROCESS in RELATION to the PRINCIPAL POLICY