Sentences with phrase «school hiring personnel»

For school hiring personnel, the challenge of finding enough qualified educators for their vacancies is daunting.

The assumption undergirding the contemporary approach to teacher certification is that public school hiring personnel are either unable or unwilling to gauge the quality of applicants.

Not exact matches

Prairie Moon Waldorf School does not discriminate on the basis of age, race, sexual orientation, religion, or ethnic background in the admission of students or the hiring of personnel.

The Cincinnati Waldorf School will not discriminate on the basis of race, color, national or ethnic origin, religion, gender or sexual orientation in the hiring of its certified or non-certified personnel.

These simple summaries highlight the hiring requirements for School Nutrition and State Agency Directors and the continuing education / training for all school nutrition persSchool Nutrition and State Agency Directors and the continuing education / training for all school nutrition persschool nutrition personnel.

Considering that the Superintendent will be replaced by a permanent Superintendent in the proximate future and that the permanent Superintendent will want to put in place administrators, exempt and non-exempt, to operate the Buffalo Public Schools (BPS), I move that the Superintendent not hire or appoint any new administrators, extend the contracts of any present administrators or in any way make any representations or execute any MOUs, or conduct any negotiations with any of the various unions of the personnel of the BPS pending his departure from his position.

The typical urban school district's personnel and budgeting systems leave principals without much say in hiring teachers or allocating resources.

One recent study in Kansas found that school districts had to obtain express statutory authority to hire lobbyists; operate alternative schools; share guidance programs; enter into interdistrict agreements to share personnel or computer systems; pay dues to the Kansas Association of School Boards; educate military dependents; or obtain boiler, fire, auto, health, or student insuschool districts had to obtain express statutory authority to hire lobbyists; operate alternative schools; share guidance programs; enter into interdistrict agreements to share personnel or computer systems; pay dues to the Kansas Association of School Boards; educate military dependents; or obtain boiler, fire, auto, health, or student insuSchool Boards; educate military dependents; or obtain boiler, fire, auto, health, or student insurance.

Before hiring potential employees ~ principals should conduct a thorough background check and make personnel decisions based on what is best for the school and nothing else.

The most popular way of soaking up excess revenues is to increase salaries and to hire additional school personnel, especially in districts that have difficulty attracting and retaining qualified teachers.

School leaders who are not given the right to hire and fire teachers, reward and sanction personnel, or allocate resources can not be held fully responsible for the results.

When decision making about resources, chiefly personnel, is decentralized to the school level, the principal and other site - based leaders can further their improvement efforts by hiring teachers and staff with qualifications that match the school's needs.

Title IV is largely intended to provide schools in the process of desegregating with various forms of personnel advice or hiring specialists and to make grants to achieve that end, topics that are distinct from zero - tolerance policies.

Information technology can also give school - site personnel unprecedented control over budgets and hiring and can increase their flexibility regarding resource allocation.

Unlike charter management organizations or education management organizations (CMOs and EMOS), which have experience opening schools and have learned how to handle startup challenges from managing finances to hiring personnel, leaders trying to start independent schools are typically working without a playbook.

Whereas it might (absent intervention by a district's personnel director) be possible for the principal of a disadvantaged school to hire a «high - cost» teacher today, the principal would not be willing to do so if the extra cost were going to come out of the principal's own budget.

Job seekers will have the opportunity to meet with hiring officials and network with school personnel.

Whereas it might (absent intervention by a district's personnel director) be possible for the principal of a disadvantaged school to hire a... Read More

Instructional and noninstructional personnel who are hired or contracted to fill positions that require direct contact with students in an alternative school that operates under contract with a district school system must, upon employment or engagement to provide services, undergo background screening as required under s. 1012.465 or s. 1012.56, whichever is applicable, by filing with the district school board for the school district to which the alternative school is under contract a complete set of fingerprints taken by an authorized law enforcement agency or an employee of the school or school district who is trained to take fingerprints.

District school boards may hire certified and qualified personnel as provided in ss.

Beginning July 1, 2011, each individual newly hired as instructional personnel by the district school board shall be awarded a probationary contract.

Under the new act, schools will need to «hire personnel who are adequately prepared to help homeless students achieve.»

School board policies and procedures must include standards for screening, hiring, and terminating instructional personnel and school administrators, as defined in s. 1012.01; standards of ethical conduct for instructional personnel and school administrators; the duties of instructional personnel and school administrators for upholding the standards; detailed procedures for reporting alleged misconduct by instructional personnel and school administrators which affects the health, safety, or welfare of a student; requirements for the reassignment of instructional personnel or school administrators pending the outcome of a misconduct investigation; and penalties for failing to comply with s. 1001.51 or s. 101School board policies and procedures must include standards for screening, hiring, and terminating instructional personnel and school administrators, as defined in s. 1012.01; standards of ethical conduct for instructional personnel and school administrators; the duties of instructional personnel and school administrators for upholding the standards; detailed procedures for reporting alleged misconduct by instructional personnel and school administrators which affects the health, safety, or welfare of a student; requirements for the reassignment of instructional personnel or school administrators pending the outcome of a misconduct investigation; and penalties for failing to comply with s. 1001.51 or s. 101school administrators, as defined in s. 1012.01; standards of ethical conduct for instructional personnel and school administrators; the duties of instructional personnel and school administrators for upholding the standards; detailed procedures for reporting alleged misconduct by instructional personnel and school administrators which affects the health, safety, or welfare of a student; requirements for the reassignment of instructional personnel or school administrators pending the outcome of a misconduct investigation; and penalties for failing to comply with s. 1001.51 or s. 101school administrators; the duties of instructional personnel and school administrators for upholding the standards; detailed procedures for reporting alleged misconduct by instructional personnel and school administrators which affects the health, safety, or welfare of a student; requirements for the reassignment of instructional personnel or school administrators pending the outcome of a misconduct investigation; and penalties for failing to comply with s. 1001.51 or s. 101school administrators for upholding the standards; detailed procedures for reporting alleged misconduct by instructional personnel and school administrators which affects the health, safety, or welfare of a student; requirements for the reassignment of instructional personnel or school administrators pending the outcome of a misconduct investigation; and penalties for failing to comply with s. 1001.51 or s. 101school administrators which affects the health, safety, or welfare of a student; requirements for the reassignment of instructional personnel or school administrators pending the outcome of a misconduct investigation; and penalties for failing to comply with s. 1001.51 or s. 101school administrators pending the outcome of a misconduct investigation; and penalties for failing to comply with s. 1001.51 or s. 1012.795.

Instructional and noninstructional personnel who are hired or contracted to fill positions in any charter school and members of the governing board of any charter school, in compliance with s. 1002.33 (12)(g), must, upon employment, engagement of services, or appointment, undergo background screening as required under s. 1012.465 or s. 1012.56, whichever is applicable, by filing with the district school board for the school district in which the charter school is located a complete set of fingerprints taken by an authorized law enforcement agency or an employee of the school or school district who is trained to take fingerprints.

The school also will continue to serve the existing students and currently is communicating with families and hiring new school personnel.

The state would have saved nearly $ 17,000 per classroom of 25 students if schools had not disproportionally hired non-teaching personnel.

It is the responsibility of the school system to recruit, hire, and retain the best personnel available, and to provide all staff with high quality, job - embedded professional development.

The information that is gathered could be shared with human resources personnel so that the attributes of principals that relate directly to retention and student success can be applied when designing the principal hiring process and matching principals with schools.

Many large urban school districts are rethinking their personnel management strategies, often giving increased control to schools in the hiring of teachers, reducing, for example, the importance of seniority.

By explicitly incorporating language around assessment audits, training for teachers and school leaders that develops sound assessment practices, hiring of personnel with assessment certifications, and parental engagement through assessment literacy into state ESSA applications, states can enhance student learning by leveraging funds to develop assessment policies and systems that reflect balanced and quality practices.

They dump Connecticut teachers and school personnel, while hiring more and more out - of - state consultants and directing contracts to out - of - state businesses.

● Oversee the implementation of the educational vision across all campuses, and ensure schools are producing amazing outcomes for students ● Ensure all schools meet their academic and cultural goals ● Build a strong, collaborative team of principals ● Ensure schools are operationally strong, aesthetically beautiful and clean, within budget, and well - organized ● Oversee performance management systems and the hiring process across the schools ● Manage the college teams in supporting students as they prepare for college ● Provide individual development and management to school principals through one - on - one meetings, coaching, modeling, planning, and feedback ● Lead regular professional learning for school leaders (topics such as instructional leadership, personnel management, school operations, data analysis, school culture, and family investment) ● Study and analyze data on an ongoing basis ● Work with school principals to develop and implement action plans based on academic results

The TALIS data show that U.S. schools generally hire many fewer teachers and many other non-teaching personnel than schools in other countries.

Human Resources Employment Policies and Practices (hiring, firing, evaluations, and wage and hour issues); Collective Bargaining and Working with Unions; Workplace Policies Regarding Email Internet Privacy and Teacher / Student Interactions; Personnel Responsibility Particular to Public Schools and Teachers (FERPA, mandated reporter status, 4th and 5th amendment student rights, etc.); Workers» Compensation; Workplace Wellness; Avoiding Burnout; Best Practices for Employee Leaves; Appropriate Handling of Sexual Misconduct Allegations

Doug Thomas, Walter Enloe, and Ron Newell explore the Minnesota New Country School, where teachers have control of the learning program, the hiring and retention of personnel, and are responsible for the success of the sSchool, where teachers have control of the learning program, the hiring and retention of personnel, and are responsible for the success of the schoolschool.

School personnel, leaders and I - Zone staff are identified and hired to operate the schools.

The Schilling School for Gifted Children, Inc. will not discriminate on the basis of race, color, sex, age, religion or national or ethnic origin in the hiring of its certified or non-certified personnel.

Have you ever heard of a school where teachers have control of the learning program, the hiring and retention of personnel, and are responsible for the success of the school?

Hire additional specialized instructional support personnel (SISP)-- school counselors, school social workers, and school psychologists — to ensure that all students have access to academic, career, mental health and social - emotional support.

Public districts governing boards are elected by the local community and must approve all aspects of school management — curriculum, expenditures, hiring and firing of personnel, etc..

These councils will work with principals and other school administrators to make recommendations on hiring personnel, developing school budgets, offering suggestions on instruction and curriculum, and developing school improvement plans.

Find resources here to assist your charter school with the hiring process, workplace environment issues, personnel handbooks, and more.

Implemented new scheduling rotation to accommodate staff members» school and recreation schedules, resulting in hire of 12 personnel with stronger work ethics

• Write an original targeted cover letter for the kindergarten teacher aide position • State why you are writing to the school in the first sentence • Make it obvious that your career goals align with the job and the school • Proofread for any typos — if possible, have another set of eyes review your letter • End your letter with a positive note, saying that you will contact the hiring personnel for a follow up soon

PA Reps for staff development and growth opportunities * Plan, assign, and direct work, appraise performance, reward and discipline employees, address complaints and resolve problems within the team * Assist in the hiring process * Assist in the preparation of performance reviews * Deliver performance reviews in conjunction with the Prior Auth Manager * Meet monthly with each staff member to go over performance status * Assist with training as needed * Lead weekly Team meetings with staff to keep them informed of changes to policy and procedures and corporate communications * Meet with the Prior Authorization Management team weekly to report on clinical call center performance and personnel issues Required Qualifications: * High School Diploma or equivalent * Current and unrestricted Pharmacy Technician license * 2 years» experience supervising Pharmacy Technicians in a Call Center environment * Prior Authorization experience * Knowledge of the Pharmacy Benefit Management and / or Health Insurance * Knowledge of Call Center industry through work experience and as obtained through related courses * Proficient in Microsoft Word and Excel Preferred Qualifications: * Bachelors» Degree * PBM experience * National Pharmacy Technician Certification Required Competencies: * Must have strong leadership and problem solving skills * Strong written and verbal communication skills * Strong interpersonal skills * Ability to effectively present information and respond to questions from groups of associates, managers and clients * Ability to comprehend ACD statistical reporting and apply it to the operation of the department * Ability to interpret a variety of instructions furnished in written, oral, diagram or schedule form * Ability to maintain a high level of consistency while working with team members * Ability to recognize the needs of the staff, heighten morale, and decrease stress and burnout * Ability to understand what style of conflict resolution is best suited for a particular situation * Ability to determine the needs of each individual team member and assist them in achieving set goals * Demonstrate a clear understanding of company and client confidentiality * Excellent organizational skills * Exemplary coaching / motivational skills at both an individual and team level * Adaptable and able to move with change while maintaining a positive attitude and strong role model for the Team.

Your resume needs to be long enough to provide hiring personnel and school principal with all your vital information necessary to get your foot in the door for an interview.

Forward Motion, Inc. (Goshen, KY) 06/2001 — Date Equine Assisted Psychotherapy / Founder / Director • Founder and director of a nonprofit focused on providing therapy to PTSD (Post Traumatic Stress Disorder) patients • Provide equine psychotherapy sessions to individuals, families, groups, schools, and corporate clients • Administer psychotherapy and support to a large population with child trauma and family attachment issues • Recruit, hire, and manage a staff of occupational therapists, equine specialists, and administrative personnel • Design and implement marketing strategies, community awareness programs, and special events • Responsible for P&L, budgeting, marketing, and developing a referral network • Develop collaborative and referral partnerships with Wounded Warriors, Gilda's Club, House of Ruth, Many Hurst, Boys Haven, Home of the Innocence, and Sun Rise Boys Youth Ranch • Serve as a Practicum Supervisor for University of Louisville graduate program in Equine Assisted Psychotherapy • Special Topics Instructor at University of Louisville Kent School of Social Work (Summer 2011)

Principal — Duties & Responsibilities Serve as principal of a Blue Ribbon School of Excellence and State of California Distinguished School Direct curriculum selection and student services for 1,000 + students and 100 + faculty Supervise and administer school budgets, attendance, activities, student discipline, and community events Hire, train, supervise and review teachers, administrative staff, and building support services personnel Responsible for maintenance and guardianship of multimillion dollar school supplies and facilities Design and implement multicultural and bilingual students services and educational opportunities Serve as liaison between school and community agencies, governmental bodies, and parent associations Teach a variety of subjects utilizing varied instruction styles to reach students of all abilities and backgSchool of Excellence and State of California Distinguished School Direct curriculum selection and student services for 1,000 + students and 100 + faculty Supervise and administer school budgets, attendance, activities, student discipline, and community events Hire, train, supervise and review teachers, administrative staff, and building support services personnel Responsible for maintenance and guardianship of multimillion dollar school supplies and facilities Design and implement multicultural and bilingual students services and educational opportunities Serve as liaison between school and community agencies, governmental bodies, and parent associations Teach a variety of subjects utilizing varied instruction styles to reach students of all abilities and backgSchool Direct curriculum selection and student services for 1,000 + students and 100 + faculty Supervise and administer school budgets, attendance, activities, student discipline, and community events Hire, train, supervise and review teachers, administrative staff, and building support services personnel Responsible for maintenance and guardianship of multimillion dollar school supplies and facilities Design and implement multicultural and bilingual students services and educational opportunities Serve as liaison between school and community agencies, governmental bodies, and parent associations Teach a variety of subjects utilizing varied instruction styles to reach students of all abilities and backgschool budgets, attendance, activities, student discipline, and community events Hire, train, supervise and review teachers, administrative staff, and building support services personnel Responsible for maintenance and guardianship of multimillion dollar school supplies and facilities Design and implement multicultural and bilingual students services and educational opportunities Serve as liaison between school and community agencies, governmental bodies, and parent associations Teach a variety of subjects utilizing varied instruction styles to reach students of all abilities and backgschool supplies and facilities Design and implement multicultural and bilingual students services and educational opportunities Serve as liaison between school and community agencies, governmental bodies, and parent associations Teach a variety of subjects utilizing varied instruction styles to reach students of all abilities and backgschool and community agencies, governmental bodies, and parent associations Teach a variety of subjects utilizing varied instruction styles to reach students of all abilities and backgrounds