|
Handbook For
SCHOOL DISTRICT TRUSTEES
IN FLORIDA
Florida Program
For Improvement of Schools
Bulletin No. 18
December, 1940
FLORIDA WORK-CONFERENCE ON
SCHOOL ADMINISTRATIVE PROBLEMS
Edgar L. Morphet, Director
Prepared at the
University of Florida, Gainesville
STATE DEPARTMENT OF EDUCATION
Colin English, State Superintendent
Tallahassee, Florida
ADVISORY STAFF
Edgar L. Morphet, Director of Administration & Finance,
State Department of Education
N. L. Engelhardt, Jr., Professor of Education, (Summer)
University of Florida
James L. Graham, Supervisor of School Plant Planning,
State Department of Education
T. George Walker, Manager, State Textbook Service, and
Supervisor of Transportation, State Department of
Education
HANDBOOK COMMITTEE
G. R. Benson, Principal, Hawthorne
Jerome Eastham, Principal, Lake City
Alma Johnston, Teacher, Jacksonville
Mrs. Buena Lee Meade, Principal, Ellenton
Raymond W. Miller, Teacher, Coral Gables
ADVISORY COMMITTEE
G. V. Fuguitt, Superintendent, Pinellas County
Don Mann, Superintendent, Marion County
T. V. Conway, Board Member, Highlands County
G. C. Herndon, Board Member, Leon County
Charles P. Helfenstein, Trustee, Suwannee County
William Hawkins, Trustee, Alachua County
William Kloeppell, Trustee, Brevard County
Frank D. Moor, Trustee, Leon County
J. Y. Clark, Trustee, Lake County
H. W. Ambrose, Trustee, Polk County
J. T. Kelley, Principal, Marianna
Roy Hope, Principal, Fort Lauderdale
Sponsored by
The Research Committee
of the
Florida Education Association
FOREWORD
At present there are approximately 830 special tax
school districts in Florida, ranging from districts having
very few pupils and practically no income from the dis-
trict tax to districts having more schools than some of the
smaller counties. For each of these districts there are
three trustees. Thus, there are about 2500 school district
trustees in the State.
Trustees throughout the State, both in small and large
districts, are interested in knowing how they can best serve
the needs of the schools. The present law assigns reason-
ably clearly most of the responsibilities of trustees, but does
not explain how these responsibilities can most effectively
be exercised for the best interest of the schools. Since coun-
ty boards, the county superintendents, principals, teachers,
and citizens in general all have responsibilities for schools,
it is necessary that there be a clear understanding of re-
sponsibilities and relationships to avoid confusion.
This handbook includes: (1) All significant laws relat-
ing to responsibilities and relationships of trustees, (2) A
discussion of desirable working relationships and pro-
cedures with principals, county superintendents, and other
groups of individuals connected with the schools, and (3)
suggestions regarding best practices and procedures to be
followed in the various areas of service.
The schools exist for the benefit of the children, not for
the benefit of trustees, teachers, school officials, or any
other group. Practices which are found to be for the best
interest of the children are the practices which should be
followed. The recommendations in this handbook are
based on experience throughout the United States and on
the best information available in the field. Patrons and
school officials have a right to expect their trustees to fol-
low such suggested practices and procedures until new
and better information becomes available.
It is recommended that trustees study this handbook
carefully and follow fully at all times the recommended
practices and procedures as well as the provisions of law,
as a basis for helping to bring about many needed improve-
ments in the school system.
COLIN ENGLISH,
State Superintendent.
CONTENTS
CHAPTER PAGE
I. THE POSITION OF TRUSTEE - - 7
Trustees Have General Lay Supervision
of schools -- - ----- 7
Schools Are to Be Administered by Prin-
cipals -- - ----- 7
;Trustees Are to Represent the People of
the District - - - - 8
II. DUTIES AND RESPONSIBILITIES - - 9
General Powers - - - - 9
Specific Duties and Responsibilities of
Trustees - - - - 9
Responsibility for Safety - - - 10
III. ORGANIZATION, MEETINGS, AND TERM
OF OFFICE 11
Election and Term of Trustees - - 11
Organization - - - - 11
Meetings of the Trustees - - - 12
Removal and Vacancies - - - 13
IV. RELATIONSHIPS TO COMMUNITY, COUN-
TY, AND STATE - - - 14
The Community- - - - - 14
The County - - ------15
The State - - ------15
V. RELATIONSHIPS TO THE COUNTY BOARD 17
Position of the County Board - - 17
Nominations and Recommendations to the
County Board - - - - 17
Matters Requiring Approval of the Trustees 19
Actions Must Conform to Regulations of
the County Board - - - 20
VI. RELATIONSHIPS TO COUNTY SUPERIN-
TENDENT - - - - 22
Position of County Superintendent - 22
County Superintendent Considers Sugges-
tions and Recommendations of Trus-
tees - - ------23
Trustees Consider Recommendations of
the County Superintendent - -24
VII. RELATIONSHIPS TO PRINCIPALS - 27
The Position of Principal - - - 27
Selection of Principals or Supervising Prin-
cipal- - - -----27
CHAPTER PAGE
Principal to Administer the School - 28
Principal to Recommend Teachers and
Other Personnel - - - 29
School Plant - - - - - 29
Budgets and Finance - - - 29
Requisition and Purchase of Supplies and
Equipment - - - - 29
Summary - - - - - 30
VIII. RELATIONSHIPS TO TEACHERS AND
OTHER PERSONNEL - - 31
The Position of Teacher - - - 31
Selection of Teachers - - - 31
Local Teachers - - - - 32
Beginning Teachers - - - 32
Relationships to Teachers - - - 32
Custodians and Other Personnel - - 33
IX. EMPLOYMENT OF PRINCIPALS, TEACH-
ERS AND OTHER PERSONNEL- 35
Selection of Principal or Supervising Prin-
cipal- - - -----35
Selection of Teachers and Other Personnel 38
Substitute and Temporary Teachers - 41
Transfer of Teachers - - - 42
Qualifications for Members of the Instruc-
tional Staff- - - - - 42
Salary Schedules - - - - 44
Form for Submitting Nominations of In-
structional Staff - - - 44
Contracts with Members of the Instruc-
tional Staff- - - - - 45
Trustee Resolution - - - - 46
County Board Resolution - - - 47
Dismissal of Members of the Instructional
Staff During the Period of Contract 48
Appointment and Qualifications of Other
Employees - - - - 49
Dismissal of Other Employees - -50
X. LOCATION AND ORGANIZATION OF THE
SCHOOLS - - - - 51
Location of School Centers - - 51
Elementary and High Schools - - 51
School Sites - - - - - 52
Attendance Areas - - - - 53
CHAPTER PAGE
Grades to Be Taught - - - 54
Elimination or Consolidation of Schools 54
XI. THE SCHOOL PLANT - - - - 56
Schools and School Centers - - 56
The School Site - - - - 57
Planning School Buildings - - 57
Constructing and Equipping School Build-
ings - - ------57
Financing School Building Construction 58
Operation of the School Plant - - 58
Custodians - - - - - 59
Alterations and Repair of School Buildings 60
Use of School Property - - - 60
Disposal of School Property - - 61
XII. FINANCE AND TAXATION - - - 63
Source and Types of School Funds- - 63
District Current Tax Levies - - 63
District Current Fund Budget - - 64
Apportioning State and County Funds for
Use in the Schools of the District 66
Expenditure of District Current Funds 66
Requisitions - - - - - 67
Manage Local School Funds - - 69
Bond Issues - - ------70
District Bond Interest and Sinking Funds 71
XIII. MISCELLANEOUS RESPONSIBILITIES - 72
Transportation - - - - 72
Contract for School Supplies and Equip-
ment - - ------73
School Records - - - - 73
Reports-- - - ------73
XIV. SCHOOL DISTRICT ELECTIONS - - 75
Types of Elections - - - - 75
Regular Biennial Tax and Trustee Elections 75
Elections for Organization of School Dis-
tricts - - ------80
Elections for Consolidation of Districts - 81
Election for Reorganization of Districts 82
District Bond Elections - - - 83
XV. SUGGESTED BEST ATTITUDES AND PRAC-
TICES FOR TRUSTEES - - 85
A Code of Ethics - - - - 85
Proposed Code of Ethics - - - 85
CHAPTER I
THE POSITION OF TRUSTEE
TRUSTEES HAVE GENERAL LAY SUPERVISION OF SCHOOLS
According to the Constitution of the State of Florida,
the trustees are to have the supervision of all public
schools in the district which are supported in part by dis-
trict funds. This responsibility for the supervision of
schools has been defined by law since 1899 to mean gen-
eral lay oversight and not control. All schools in the vari-
ous districts are under the direction and control of the
county boards and county superintendents. The present
law provides that:
All schools in any school district which are supported in part
from the school district funds shall be under the general super-
vision but not under the control of the trustees of that district,
who shall constitute an advisory and limited policy-forming body
for the district. (Section 403 (4).)
The general supervision of trustees has been further
interpreted to mean general lay supervision and not de-
tailed supervision of the work of the school. The principal
and county superintendent are responsible for the actual
supervision of the teaching in the school. Recent laws
have attempted to differentiate between the controlling
powers of the county board and the supervisory duties of
the trustees to prevent overlapping and confusion. While
trustees have certain specific responsibilities, their acts
must, of course, always be in harmony with the require-
ments of the law, and with regulations of the county
board. Only when trustees cooperate fully with the county
board can the school program reach its highest efficiency.
SCHOOLS ARE TO BE ADMINISTERED BY PRINCIPALS
The law provides that the principal of each school is to
be responsible for the proper operation and administra-
tion of the school. Trustees should expect and plan for
the principal to assume this responsibility and should not
interfere in any of the administrative or supervisory de-
tails. Trustees should advise with the principal concern-
ing the progress and needs of the school, and when deemed
necessary for the welfare of the schools of the district,
8 HANDBOOK FOR SCHOOL TRUSTEES
should adopt policies and regulations needed to supple-
ment those prescribed by the county board which are to
be observed in operating the schools of the district. This
action should be taken only after considering carefully
recommendations submitted by the principal and county
superintendent.
Actual administration of the school and supervision of
the instruction in the school in harmony with these policies
and regulations are technical matters which the principal
and his staff should be qualified and expected to carry out.
In districts where there is a supervising principal, the
supervising principal will, of course, be expected to work
with the trustees in determining policies and needs, and
will work with the County Superintendent and the princi-
pals of the individual schools in developing and carrying
out the supervisory and administrative program for the
schools. Trustees will, in such districts, work through the
supervising principal.
TRUSTEES ARE TO REPRESENT THE PEOPLE
OF THE DISTRICT
The trustees represent all of the people of the local
school district and should at all times work in harmony
and cooperation with them. Trustees should acquaint
themselves with the school needs, should see that the prin-
cipal and his staff are acquainted with these needs, and,
when necessary, should call the attention of the county
board and the county superintendent to such needs. The
needs of the schools in any district must be understood and
interpreted in proper relationship to the needs of the
schools in the county as the program of the district must
be a definite part of the county-wide program.
In determining policies for the welfare of the schools of
the district, the trustees must at all times consider the
wishes of the majority of the people in light of the needs
of the pupils and must avoid yielding to minority pressure
groups. Trustees should be elected for their interest and
leadership in the welfare of the schools. They have a
definite opportunity for rendering significant service if
they approach their problems with complete understand-
ing of the entire situation.
CHAPTER II
DUTIES AND RESPONSIBILITIES
GENERAL POWERS
The law states specifically that the powers of the trus-
tees are to be supervisory in nature and are not to be ad-
ministrative or controlling powers. Section 436 provides
that:
"Whenever a school district is created and trustees are elected,
they shall have the general supervision of all public schools in
the district for the support of which school district funds are
used. The powers of the trustees shall not be those of control
but of general supervision only, as hereinafter provided."
The general supervisory powers of trustees are stated
as follows:
1. Consult with Patrons, Teachers, and Principals. The trustees
of any school district shall consult with the patrons, teachers,
and principals regarding all matters relating to the welfare
of the schools of the district in order to determine the pro-
gress and needs of those schools. They shall, however, have
no authority over instructional matters except in an advisory
capacity. (Section 442 (1).)
2. Advise with County School Officials. The trustees shall ad-
vise with the county superintendent and county board and
make recommendations with respect to the general welfare
and needs of the schools of the district. (Section 442 (2).)
SPECIFIC DUTIES AND RESPONSIBILITIES OF TRUSTEES
The law provides that trustees may exercise their offi-
cial duties as trustees only when acting as a body. The
word of one trustee has no more legal significance than
the word of any individual in the community except when
the trustees officially authorize him to speak for the entire
group. Activities of trustees are official only when ap-
proved at a meeting of the entire group.
The specific duties and responsibilities of trustees, to-
gether with suggestions as to how these duties and respon-
sibilities may be best exercised, as given in Section 443
and related sections of the School Laws, are discussed
under appropriate headings on the following pages.
10 HANDBOOK FOR SCHOOL TRUSTEES
In view of the fact that the trustees are to have the gen-
eral lay supervision but not the control of the schools of the
district, and that the detailed administrative and supervis-
ory responsibilities are to be exercised by the County Sup-
erintendent and principals of the schools, there is no provi-
sion in the law for the trustees to have an office of their
own, or to use funds for legal advice or for clerical assist-
ance. Any legal advice which may be necessary for the dis-
trict is expected to be provided by the attorney for the
County Board and necessary clerical work is expected to
be performed in the office of the County Superintendent or
in the offices of the principals.
RESPONSIBILITY FOR SAFETY
The safety of pupils and personnel in the schools of the
district should be a matter of primary concern. Trustees
should use every precaution to see that all school premises
are as free from hazards as it is possible to make them.
Periodic inspections should be made by principals and
others to discover any hazards which exist. It is the re-
sponsibility of trustees to take all steps practicable to
bring about the correction or removal of all hazards.
Neglect to cooperate in carrying out this responsibility
may result in serious injury or loss of life-a prospect
which no trustee would want to face.
CHAPTER III
ORGANIZATION, MEETINGS, AND TERM
OF OFFICE
According to the School Law:
The trustees of any school district are to consist of three mem-
bers who are qualified electors in the district and who are elected
biennially for two-year terms by vote of the qualified electors.
(Section 437)
The questions and answers below give information re-
lating to organization, meetings, and term of office of
trustees. Election procedures are explained in Chapter
XIV, "School District Elections."
ELECTION AND TERM OF TRUSTEES
1. When are trustees elected? Trustees are elected at
school district elections held on the first Tuesday after the
first Monday in November of odd-numbered years, that is,
in 1941, 1943 etc. (Section 438.)
2. What is the length of term for which trustees are
elected? Trustees are elected for a term of two years.
(Section 437.)
3. When do new trustees take office? New trustees
take office on the first Tuesday after the first Monday in
January following their election. (Section 437.)
ORGANIZATION
1. When is the organization meeting held? The organ-
ization meeting is required to be held some time during
the month of January after the biennial election is held.
(Section 437.)
2. How do the trustees organize? They organize by
meeting and electing one member as chairman at the time
of the biennial organization meeting. (Section 437.)
3. Who should serve as secretary? A principal is ex-
pected to serve as secretary of the trustees although this
is not specifically set forth in the law. If there is more than
one school in the district, the supervising principal, if
HANDBOOK FOR SCHOOL TRUSTEES
there is a supervising principal, or if not, a principal of one
of the schools, is expected to serve as secretary. (See
Chapter VII, Relationships to Principals.)
MEETINGS OF THE TRUSTEES
1. Where should meetings be held? The law does not
specify any place of meeting, but ordinarily a centrally
located school building is a desirable place for meetings.
The trustees should have a designated meeting place so
that all trustees, the principal and the public will know
where the meetings are to be held.
2. Who should attend the meetings of trustees? All
members and the supervising principal or principals
should attend all meetings. The principal should be ex-
cused when his salary and position are being discussed.
Meetings, of course, should be open to the public except
when an executive session is found to be necessary.
3. When may trustees transact business? When a quo-
rum is present and at an official meeting. At least two
trustees must be present and the meeting must be recog-
nized as a meeting of trustees. No business may be trans-
acted outside of the regular or special meetings of the
trustees. (Section 443.)
4. May school matters ever be decided outside of meet-
ings? No question may be disposed of officially outside of
a meeting. No trustee on his own initiative can bind the
trustees or transact any business for the trustees. More-
over, actions of trustees are not official or binding when
trustees separately and individually while at their homes,
places of business or elsewhere, agree that the action is
satisfactory.
5. Minutes of Meetings. The principal who serves as
secretary should keep minutes of all meetings. These
should be kept in such form as to give the date of the
meeting, show the actions taken, and to provide other im-
portant information.
6. How frequently should meetings be held? Very fre-
quent meetings are as undesirable as no meetings. The
number of meetings which should be held will depend
ORGANIZATION AND MEETINGS OF TRUSTEES
largely upon the number of matters, other than executive
details that should be left to the principal, which need be
taken up for consideration.
An organization meeting is required by law during
January of each second year, that is, during January fol-
lowing the date of the election. At least three regular
meetings should probably be held each year, as follows:
one meeting should be held at least eight weeks before
the close of the school term to nominate principals. An-
other meeting will probably be needed at least six weeks
before the end of the school term to nominate the teaching
staff and other personnel, although this meeting may
sometimes be combined with the meeting indicated above.
A meeting is usually desirable before the beginning of the
new term in the fall or immediately following the open-
ing of school to discuss with the principal, or principals,
important matters relating to the plans for organization
and administration of the schools.
REMOVAL AND VACANCIES
1. When does a vacancy occur? A vacancy occurs
when a person holding the office of trustee removes his
residence from the district (moves out of the district), is
not able to perform his duties, or when a trustee is re-
moved from office. (Section 440.)
2. How may a trustee be removed from Office? A trus-
tee may be removed from office only by the State Board of
Education for incompetency, immorality, misconduct in
office, gross insubordination, or wilful neglect of duty.
The charges against any such trustee must be made known
to him in writing by the State Superintendent, and he must
be given at least ten days notice of the time and place of
hearing regarding his removal, and an opportunity to be
heard in his own defense. (Section 441; also Section 308
(15).)
3. How is a vacancy filled ? Any vacancy is filled by ap-
pointment by the county board after consulting with the
patrons of the school. The person appointed must meet
all requirements for a qualified elector of the district and
is to serve until the next biennial election. (423 (13) (b).)
CHAPTER IV
RELATIONSHIPS TO COMMUNITY, COUNTY,
AND STATE
THE COMMUNITY
The trustees are selected by the vote of all qualified
electors who are taxpayers in the district. The law pro-
vides that they are to consult with patrons, teachers, prin-
cipals, and others regarding all matters relating to the
welfare of schools in the district in order to determine the
progress and needs of those schools. (Section 442 (1).)
Trustees thus are responsible to all people in the district
for determining the needs of the schools and to the county
officials for making recommendations and taking other
desirable steps to see that those needs are met.
Best Practice
(1) Industrial, agricultural, and other leaders in the
various communities in the district should be con-
sulted from time to time to determine their con-
ception of school needs and problems.
(2) Trustees should seek in every way possible to de-
termine the real needs of the schools in the entire
district and to propose recommendations which
are for the benefit of all the schools. Trustees
should avoid being over-influenced by citizens in
some one community or representatives of some
one school in the district. They must keep in mind
the welfare and needs of the entire district.
(3) The cooperation of community groups should be
sought in promoting health services, lunch rooms,
safety, and other similar projects which are recom-
mended by the principal as being desirable for the
benefit of the pupils of the schools.
(4) Trustees should seek every opportunity to aid in
acquainting citizens of the district with the prog-
ress and needs of the schools and to secure their
support in improving the school program.
RELATIONSHIPS TO COMMUNITY, ETC.
THE COUNTY
In Florida the county is the unit for the organization
and administration of schools. The schools of each district
are, therefore, a part of the county school system and the
needs of the district schools must be related to the needs
of the schools in the entire county.
Best Practice
(1) Trustees should seek to understand the needs of
the schools of the entire county and to relate needs
of the district schools to the entire county school
program.
(2) Apparent needs and demands of the district
schools which are in conflict with the county pro-
gram or which are impractical from a county-wide
point of view should be harmonized and inter-
preted in terms of the entire county program.
THE STATE
While the county is the unit for organization and ad-
ministration of the schools, the state has certain basic re-
sponsibilities. The state, by law and by regulations of the
State Board, prescribes minimum standards which must
be met by all schools. The state and county now provide
an average of approximately 85 % of the funds used for
the support of the schools in the various districts. Thus,
most districts now provide only a relatively small per-
centage of the total funds needed for the operation of the
schools.
Best Practice
(1) Trustees should become familiar with require-
ments of state law and with State Board regula-
tions and should take steps to see that all schools in
the district meet all requirements. Such require-
ments are always prescribed for the benefit of the
schools and are intended to help keep the children
in any community from being handicapped.
(2) Trustees should seek sincerely to understand pro-
posals for legislation or minimum standards and
requirements which originate with the State and
should endeavor to interpret these proposals prop-
16 HANDBOOK FOR SCHOOL TRUSTEES
early to the people in their community. They should
seek ways of working harmoniously with state
leaders. Instead of taking any apparent differ-
ences of opinion to the public, trustees should seek
sincerely to find common ground and to cooperate
in solutions which can be agreed upon.
CHAPTER V
RELATIONSHIPS TO THE COUNTY BOARD
POSITION OF THE COUNTY BOARD
The county board is responsible for the organization
and control of the public schools of the county. (Section
403 (2).) The county board determines policies and
prescribes minimum standards that must be observed
throughout the county. All schools in the county must be
operated in keeping with these policies and must meet
the prescribed minimum standards.
In most instances trustees do not deal directly with the
county board but work with the county superintendent
and depend upon him to submit necessary recommenda-
tions, nominations and other matters to the county board.
The law provides that the county board is to act after
considering recommendations submitted by the county
superintendent. It does not prohibit the trustees from
dealing directly with the board but merely recognizes the
fact that it is better practice for trustees to discuss matters
with the county superintendent and attempt to agree with
him on recommendations to be submitted to the county
board.
NOMINATIONS AND REECOMMENDATIONS TO THE
COUNTY BOARD
The law specifies the following instances in which the
trustees are to submit nominations or recommendations
to the county board:
(1) To nominate principals, teachers and other em-
ployees in district schools, after considering recom-
mendations of county superintendent and principal.
(Section 443 (1) and (2).)
(2) To file written charges against any menber of the
instructional staff whom they may recommend for dis-
missal for cause. (Section 443 (3).)
(3) To recommend tax levies, provided the millage
recommended by the trustees is higher than that found
HANDBOOK FOR SCHOOL TRUSTEES
necessary by the county board. (Section 443 (6).)
(4) To recommend such expenditures as they consider
necessary from the district current funds. (Section 443
(8).)
(5) To recommend the disposition of the surplus from
bond issues after the purpose of the bond issue has been
carried out. (Section 443 (9).)
In those instances in which trustees are given by law the
right of initiating recommendations or nominations, the
county board would have no legal right to initiate a recom-
mendation or nomination of its own, as long as the trustees
exercise their initiative within the prescribed time.
Best Practice
(1) In all of these instances, the trustees should dis-
cuss the matters with the County Superintendent
and try to agree upon an acceptable solution be-
fore submitting their final recommendations for
the board.
(2) All recommendations and nominations should be
submitted in writing to the County Superintendent,
and he should be expected to submit to the county
board those which must come before the county
board for consideration. The county board meets
regularly only once a month and would not be in
position at that meeting to take time to consider all
matters to be presented and discussed by all
groups of trustees. If, however, the county super-
intendent desires the cooperation of the trustees
of any district in presenting any problem, they
should join with him in presenting the matter to
the county board.
(3) Only when the county superintendent refuses or
fails to submit a recommendation to the county
board and when the trustees are convinced that
such recommendation is for the best interest of the
schools of the district and is not inconsistent with
the best interest of the county program should they
request permission to appear before the board and
present the matter on their own initiative.
RELATIONSHIPS TO COUNTY BOARD 19
MATTERS REQUIRING APPROVAL OF THE TRUSTEES
There are a number of respects in which the county
board is required by law to have the approval of the trus-
tees before taking final action, or on which final action
may not be taken if the trustees object. In these instances,
the recommendation may be initiated and in some cases
are required to be initiated by the county superintendent.
The following cannot be done without the approval of the
trustees.
(1) An elementary school in which there was an aver-
age daily attendance during the previous year of 30 or
more pupils or a junior-senior or four year high school
in which there was an average daily attendance of 75
or more pupils cannot be discontinued or consolidated
without the approval of the trustees. (Section 443 (4).)
The county board, however, has the right to determine
the grade or grades to be taught in any school and the
area from which the pupils are to attend. (Section 423
(6) (a) and (e).)
(2) The county board cannot authorize the expendi-
ture of district current funds unless the trustees have
approved the budget for those funds for the district.
The trustees, however, do not initiate the preparation
of the budget unless requested to do so and can make
only limited changes in the budget submitted by the
county superintendent. This is necessary in order that
the schools in the district may be maintained for the
term prescribed by law or regulations of the county
board. (Section 443 (5).)
(3) The budget for the expenditure of district current
school funds cannot be amended without the approval
or consent of the trustees. (Section 1078.)
(4) The county board cannot prescribe a lower tax
levy to be included on the ballot for the biennial elec-
tion than that recommended by the trustees. On the
other hand, the trustees cannot recommend a lower tax
levy than that found necessary by the county board, but
can recommend a levy that is higher. (Section 443 (6).)
(5) While the county board purchases school sites, the
trustees have authority to refuse on the grounds of ex-
20 HANDBOOK FOR SCHOOL TRUSTEES
cessive cost or improper location to approve the pro-
posed purchase of any site, play-ground, or recreational
area for which district funds of that district are to be
used. (Section 423 (11) (b).)
Best Practice
When a recommendation is made by the county
superintendent or a policy is approved by the coun-
ty board which in turn must be approved by the
trustees, the entire matter should be studied very
carefully by the trustees, and decided in terms of
the best interests of the county school program.
If the recommendation is found to be desirable and
for the welfare of the schools, the trustees should
give their approval. If not, they should refuse to
give their approval and give, in writing, their rea-
son for rejecting the proposal.
ACTIONS MUST CONFORM TO REGULATIONS OF THE
COUNTY BOARD
The law requires that all actions of the county school offi-
cials shall be consistent and in harmony with state laws and
with rules and regulations and minimum standards of
the State Board. (Section 403 (1).) Similarly, all actions
of trustees must not only be consistent with state laws and
regulations but with supplementary regulations adopted
by the county board. In a number of instances the law
specifically requires the county board to adopt such regu-
lations and provides that the trustees must act in con-
formity with these. Among these are the following:
(1) All accounts regarding local school funds are to be
kept in accordance with regulations prescribed by the
county board supplementary to those prescribed by the
State Board, and are to be audited at least once each
year as prescribed by regulations of the county board.
(Section 443 (7).)
(2) Trustees are authorized to permit the use of school
buildings and grounds of the district, but the county
board is required to adopt such rules and regulations
as are necessary to protect the school plant and to pro-
vide for the proper use of school property. (Section
902.)
RELATIONSHIPS TO COUNTY BOARD 21
(3) When tentative district current fund budgets are
submitted to the trustees they cannot make charges in-
volving expenditures in excess of anticipated receipts
for the district, or any changes in conflict with state or
county board regulations. This applies just to the
budget based on the millage levy recommended by the
county board. If any higher millage has been voted the
trustees can determine the purpose for which the pro-
ceeds from the extra millage is to be expended. (Sec-
tion 1067 (3).)
(4) The county board is required to determine the num-
ber of positions to be filled and to prescribe minimum
qualifications for personnel for the various positions.
The trustees, therefore, would not be authorized to
recommend teachers of lower qualifications than those
prescribed by the county board or to recommend a num-
ber of teachers in excess of the number of positions
authorized by the county board. (Section 423 (7) (a).)
Best Practice
Trustees should become acquainted with all rules
and regulations, and minimum standards of the
county board and should be sure that all their
decisions are in harmony with these regulations
and standards.
CHAPTER VI
RELATIONSHIPS TO COUNTY
SUPERINTENDENT
POSITION OF COUNTY SUPERINTENDENT
Under the Florida School Law, the county superintend-
ent is responsible "for the administration of the schools
and for the supervision of instruction in the county." (Sec-
tion 403 (3).)
It is the duty of the county superintendent to exercise
general oversight over the county school system in order
to determine problems and needs and to recommend im-
provements. He recommends to the county board the
adoption of policies, rules and regulations, and minimum
standards which he considers necessary for the more effi-
cient operation of the school system. (Section 432.) The
county superintendent is the executive officer of the coun-
ty board and in that capacity is responsible for seeing that
such measures as are approved by the board are put into
operation. (Section 431.)
The county superintendent is expected to be the pro-
fessional educational leader as well as the business man-
ager (either directly or through a qualified assistant) for
the schools of the county. He should have training that at
least equals that of the best qualified principals in the
county or should have had sufficient experience in ad-
ministrative work that he will be prepared to meet all re-
quirements. Practically all Southern States now require
at least college graduation for county superintendents, and
some even require that they hold a Master's degree or the
equivalent. Such requirements have been adopted in
recognition of the responsibilities that county superin-
tendents are expected to meet.
The Constitution of Florida provides for the election of
the county superintendent by the qualified electors of the
county. So far no qualifications have been prescribed in
this state. Trustees should always seek to safeguard their
schools by helping the people in their respective districts
understand the responsibilities which must be met by
RELATIONSHIPS TO COUNTY SUPERINTENDENT 23
county superintendents so that the electors will be in
better position to select the person best qualified.
The trustees are expected to make recommendations to
the county superintendent regarding the schools of the
district and to cooperate with him in carrying out the poli-
cies and regulations of the county board. The law con-
templates, in fact, that the trustees will work with the
county superintendent and submit their recommendations
through him to the county board instead of submitting
recommendations directly to the county board.
It is the duty of the county superintendent to call such
conferences and meetings as are found desirable includ-
ing meetings for trustees as well as for other school groups.
(Section 433 (19).) Trustees, of course, are expected to
attend such conferences.
In order that trustees may be in position to cooperate
most effectively with the county superintendent in the
exercise of their duties and responsibilities, it is essential
that they understand fully their relationships as pre-
scribed or implied by law. Some of the most important of
these relationships are set forth below.
COUNTY SUPERINTENDENT CONSIDERS SUGGESTIONS AND
RECOMMENDATIONS OF TRUSTEES
The county superintendent is expected to consider
recommendations and suggestions on problems pertaining
to schools in the various districts which may be submitted
by the trustees.
In addition to this general advisory relationship the law
specifically provides that the county superintendent is to
consider the recommendations of trustees in the following
designated areas:
(1) Needed repairs and alterations to school buildings.
(Section 443 (10).)
(2) Any recommendations which may be submitted
relating to the school building program, sites, build-
ings and equipment, maintenance and upkeep of school
plant, insurance of property, or condemnation of build-
ings in the district. (Section 433 (11).)
24 HANDBOOK FOR SCHOOL TRUSTEES
(3) Plans and procedures for providing facilities for
the economical and safe transportation of pupils. (Sec-
tion 433 (10).)
(4) Courses of study for use in the schools which may
be needed to supplement those prescribed by the State.
(Section 433 (9) (a).)
(5) Requisitions against district current fund budgets.
(Section 1060 (4).)
Interpretation. While the law requires that the county
superintendent consider recommendations by trustees in
these areas, it does not require that he accept any recom-
mendations that may be submitted. He would be expected
to use his best judgment and to pass on to the county board
those recommendations which seem sound. If his recom-
mendations differ from those of the trustees it would be
expected, of course, that he should call the attention of the
county board to that fact.
Best Practice
If the recommendation of the trustees is not ac-
cepted by the county superintendent they should
seek to understand his point of view and to accept
his judgment if it seems reasonable. Only if they
are convinced that it is not reasonable or that the
welfare of the schools in the district is being neg-
lected should the trustees bring their recommen-
dation directly before the county board.
TRUSTEES CONSIDER RECOMMENDATIONS OF THE
COUNTY SUPERINTENDENT
There are a number of instances where the county su-
perintendent is required or expected to take the initiative
in preparing recommendations for the consideration of
the trustees. In none of these cases do the trustees have
to accept the recommendations of the county superin-
tendent although they would be expected to do so unless
they do not consider the recommendations proper. When
trustees do not accept the recommendation of the superin-
tendent any changes they make must be consistent with
regulations prescribed by the county board. The areas in
RELATIONSHIPS TO COUNTY SUPERINTENDENT
which the county superintendent is specifically respon-
sible for making recommendations are as follows:
(1) The county superintendent may recommend the
elimination of any school in the district, or consolida-
tion with another school, when he considers it to the
advantage of the county school program to do so. When
his recommendation pertains to an elementary school
having an average daily attendance of less than 30
pupils or a high school having an average daily at-
tendance of less than 75 pupils, the trustees either have
to give their consent to the recommendation or show
cause why the recommendation should not be carried
out. In that case, the matter is referred to the county
board. (Section 443 (4).)
(2) The county superintendent is required to submit
recommendations to the trustees for employment of
principals, teachers, and other employees in district
schools. The trustees act only after considering the rec-
ommendations submitted by the county superintendent.
(Section 443 (1) and (2).)
(3) The county superintendent prepares, after con-
sulting with principals of the various schools and with
the trustees concerned, tentative annual budgets for the
expenditure of funds of each school district. The trus-
tees have a right to make changes in these budgets only
within the limits allowed by regulations of the county
board. (Section 433 (13) (c) and 443 (5).)
(4) The county superintendent is specifically author-
ized to make recommendations in all fields in which the
county board takes tentative action before submitting
the matter to trustees. This includes such matters as
district tax levies, amendment of the district budget,
purchasing of sites and the expenditure of district cur-
rent funds as explained in Chapter V, "Relationships to
the County Board."
Best Practice
(1) Trustees should give careful consideration to any
recommendations submitted by the county super-
intendent and should approve recommendations
26 HANDBOOK FOR SCHOOL TRUSTEES
without hesitation if they find them to be for the
benefit of the schools.
(2) If the trustees reject any recommendations of the
county superintendent, they should give their rea-
sons in writing and should ask him for a second
recommendation in cases where approval of the
trustees is required.
CHAPTER VII
RELATIONSHIPS TO PRINCIPALS
THE POSITION OF PRINCIPAL
According to Florida School Law, "A principal is the
head of any school or school center having more than one
teacher." The law also provides for a district supervising
principal who is "a supervising principal designated to
have supervision of instruction in all schools in a school
district or in a particular part of a school district." (Sec-
tion 118 (14) (a).)
There are many districts in the state in which there are
no district supervising principals. Other districts have
supervising principals. There is no provision in law for a
superintendent of a school or of the schools in a district.
The only superintendent recognized is the county super-
intendent.
In districts where there are no district supervising prin-
cipals, trustees will work through and with the principals
of the schools in the district. Where there is a district
supervising principal, the trustees will work with and
through him instead of the individual principals.
SELECTION OF PRINCIPALS OR SUPERVISING PRINCIPAL
One of the most important responsibilities of trustees is
the selection of the principal or supervising principal. If
there is a supervising principal he should be held respon-
sible for recommending principals, and he and the princi-
pals should be responsible for recommending members of
the instructional staff. If there is no supervising principal,
each principal should be held responsible for the selection
of his instructional staff.
It should be obvious, therefore, that the success of the
schools depends to a great extent upon the ability of the
supervising principal or principals. The best way to de-
velop good schools is to secure capable principals. One
certain way to weaken the schools is to select principals on
the basis of politics or personal favoritism.
HANDBOOK FOR SCHOOL TRUSTEES
The recommendations of the county superintendent
should always be carefully considered as provided by law.
At no time should the trustees endeavor to select a prin-
cipal on their own initiative without consulting the county
superintendent. (See Chapter IX, Employment of Princi-
pals, Teachers and Other Personnel.)
PRINCIPAL TO ADMINISTER THE SCHOOL
The School Law. The law provides that:
"Limited responsibility for the administration of any school
or schools at a given school center and for the supervision of
instruction therein shall be delegated to the principal or head of
the school or schools as hereinafter set forth." (Section 403 (6).)'
Interpretation. The trustees act in the capacity of an
advisory board and are given no detailed professional or
supervisory responsibility. In fact, such responsibilities
are distinctly reserved for the principal.
Best Practice
(1) Trustees should always endeavor to follow policies
which they believe to be for the best interest of the
schools and which are in harmony with law and
with policies of the county board.
(2) Trustees should expect to follow recommendations
of the principal (or supervising principal) when
the adoption of policies is being considered and
should reject such recommendations only for good
cause.
(3) The principal should be held responsible for carry-
ing into operation policies approved by the trus-
tees as well as those adopted by the county board.
Trustees should never attempt to tell the principal
how to carry out policies as he should be expected
to assume responsibility for all administrative de-
tails.
(4) Trustees should include the supervising principal,
or principal, in all meetings except the one in
which his nomination or salary is discussed. The
supervising principal or principal should act as
secretary to the trustees. (See Chapter III, Organ-
ization, Meetings and Terms of Office.)
RELATIONSHIPS TO PRINCIPALS
PRINCIPAL TO RECOMMEND TEACHERS AND
OTHER PERSONNEL
The principal should be in better position than any one
else to know what he needs in the way of teachers for suc-
cessful schools. This means that he should be in position
to determine which of the present teachers are satisfac-
tory and which are not, and also to select new teachers.
The trustees should always follow the recommendations
of the principal with reference to the nomination of teach-
ers unless the principal has proven himself to be un-
reliable. In that case, it is time for the trustees to consider
strengthening the principalship instead of trying to take
responsibilities away from the principal in an endeavor
to improve the situation. (See Chapter IX, Employment
of Principals, Teachers and Other Personnel.)
SCHOOL PLANT
The principal is in charge of the school buildings and
should be held responsible for all school property. Trus-
tees should adopt policies regulating the use of school
buildings in the district for other than school purposes and
should hold the principal responsible for the proper ex-
ecution of these policies. The principal is responsible for
the proper operation of all school buildings and for seeing
that janitors perform their work satisfactorily. Trustees
should give the principals all backing needed to see that
desirable services in this field are carried out efficiently.
For further discussion of problems in this field see Chap-
ter XI, "The School Plant."
BUDGETS AND FINANCE
The trustees should look to the principal for recom-
mendations and for execution of approved policies in this
field. Further problems and suggestions are discussed in
Chapter XII, "Finance and Taxation."
REQUISITION AND PURCHASE OF SUPPLIES AND EQUIPMENT
Requisition for needed supplies during the school term
should 'ordinarily be prepared by the principal or by
teachers and approved by the principal. The trustees
should expect to depend on the principal's judgment as
HANDBOOK FOR SCHOOL TRUSTEES
he is in better position than anyone else to know the real
needs. At no time during the school term should trustees
file a requisition for supplies for the school without con-
sulting with and having the approval of the principal.
Boards of trustees should always be on their guard against
salesmen who seek to use their expert salesmanship for
the purpose of disposing of supplies that may not actually
be needed for the school. If a principal shows a tendency
to be susceptible to the persuasions of the salesmen, the
trustees should adopt effective restrictive policies.
SUMMARY
The law provides that the principal of each school be
held responsible for the administration of the school and
for the supervision of instruction in his school. The prog-
ress of the school largely depends upon constant courtesy
and friendly cooperation between principal and trustees.
A word of praise and commendation from trustees given
for a job well done will encourage the principal to greater
endeavor and progress.
CHAPTER VIII
RELATIONSHIPS TO TEACHERS AND
OTHER PERSONNEL
THE POSITION OF TEACHER
According to Florida school law, "The teacher except
as otherwise designated shall be any person employed
primarily in an instructional capacity." (Section 118 (14)
(b).)
The position of teacher from an instructional point of
view is the most strategic position in the entire school
system. Unless there is good teaching the work of the
schools cannot be satisfactory. Every phase of the pro-
gram should be planned, therefore, to get and keep good
teachers in the schools. This means not only that teachers
must be carefully selected to insure employment only of
those who are able to do satisfactory work, but that their
working conditions must be satisfactory so that they will
want to continue in their positions.
A good teacher must be a person who is interested in
improving herself so that she may do better work with the
children. A teacher who stays on from year to year merely
because he holds a certificate is usually far from satisfac-
tory. Trustees should expect teachers not only to do their
regular school work and to take part in the life of the
community but also to give evidence of being interested
in improving themselves.
SELECTION OF TEACHERS
Trustees should always look to the principal for recom-
mendations relating to appointment or reappointment of
teachers. If practicable they should set qualifications
that are even higher than those prescribed by the county
board. At no time should they seek to select or to get the
principal to select teachers because they are residents of
the community or simply because they are friendly to
trustees. The only criterion for the selection of teachers
should be whether they are qualified to do satisfactory
work and capable of rendering efficient service. (See
32 HANDBOOK FOR SCHOOL TRUSTEES
Chapter IX, Employment of Principals, Teachers and Oth-
er Personnel.)
LOCAL TEACHERS
There is always pressure on trustees to select local
teachers regardless of their qualifications. If such a policy
were adopted it would in the long run prove disastrous.
Best Practice
The principal should at all times be encouraged to
recommend teachers on the basis of merit. Local
teachers without experience should seldom if ever
be used in their home schools because it is usually
more difficult for them to succeed where they have
been known and to some extent are still thought of
as children. When they have established them-
selves as successful teachers, they should be per-
mitted to apply for a position on the same basis
as other teachers and should be selected on the
basis of merit as recognized by the principal.
BEGINNING TEACHERS
It is not possible or desirable to employ only experi-
enced teachers. The fact that a teacher has had ex-
perience elsewhere may or may not be significant. The
experience may have been good or bad, depending on the
conditions under which he worked.
Best Practice
Principals should be encouraged to select and rec-
ommend a reasonable number of promising be-
ginning teachers each year. Plans should be
encouraged for giving advanced college students,
who are training to be teachers, opportunity to do
what is called "internship" work or to get prac-
tical experience in the schools under supervision.
RELATIONSHIPS TO TEACHERS
The relationships of trustees to teachers should be in-
direct rather than direct. Even when teachers are apply-
ing for a position the application should be filed with the
principal or county superintendent rather than with the
trustees. Trustees should never deal directly with teach-
RELATIONSHIPS TO SCHOOL PERSONNEL
ers in matters involving school work. They should never
attempt to tell teachers what to do but should work
through the principal or supervising principal.
Trustees should, of course, maintain a friendly relation-
ship with all teachers but should never take advantage of
that relationship by attempting to influence or persuade
teachers to do business with them rather than with other
persons or to encourage teachers to go to their church
rather than to other churches which teachers may prefer.
Teachers should be left free to choose their own social and
business life as long as they do not violate proper ethical
practices.
Best Practice
Teachers should always deal with the principal
and, if problems come up which need the attention
of the trustees, these should be carried to the trus-
tees by the principal rather than by the teachers. If
the trustees feel that the work of any teacher is un-
satisfactory they should acquaint the principal
with their opinion and encourage him to help the
teacher to solve her difficulties. Moreover, trustees
should never encourage or permit teachers to go
directly to them with problems concerning the
schools.
CUSTODIANS AND OTHER PERSONNEL
School custodians are of far more importance to a good
school system than seems to be recognized in practice.
Without efficient custodial service any school is likely to
be greatly handicapped. As in the case of teachers, the
trustees should always look to the principal for recom-
mendations regarding custodial and other personnel to
be employed in the school.
Best Practice
All school personnel should be accountable di-
rectly to the principal and he should be held re-
sponsible for the proper operation of the school.
That means that trustees should look to the prin-
cipal and county superintendent for recommenda-
tions regarding appointment or reappointment of
such personnel. That also means that the relation-
34 HANDBOOK FOR SCHOOL TRUSTEES
ship of the trustees to such personnel should be
through the principal as in the case of teachers.
(See Chapter IX, Employment of Principals, Teach-
ers and Other Personnel.)
CHAPTER IX
EMPLOYMENT OF PRINCIPALS, TEACHERS
AND OTHER PERSONNEL
Under present laws one of the most important responsi-
bilities of trustees is the nomination of principals, teach-
ers, and other personnel. All recommendations for such
personnel in district schools have to be approved by the
trustees. This means that trustees are in position to pro-
vide good schools for the children of the district or can,
through carelessness or indifference, seriously handicap
the schools.
Without capable principals, teachers, custodians, and
other employees, the school becomes meaningless. Money
spent on inefficient employees may be practically wasted.
Since at least four-fifths of all school funds are usually
spent for salaries of school employees, the best means of
using school money efficiently as well as of insuring good
schools is to secure the most capable persons possible.
In this chapter chief attention is centered on legal re-
quirements and on desirable procedures and practices in
the appointment and reappointment of school personnel.
Since the position of principal is the most strategic in the
school, attention will first be given to that problem.
SELECTION OF PRINCIPAL OR SUPERVISING PRINCIPAL
The School Law. The law provides that the trustees are-:
"To consider the recommendations of the County Superin-
tendent regarding all persons to be nominated by them for dis-
trict supervising principal or principals of all district schools and
to make nominations for such positions to the County Board:
Provided that all nominations for reappointment of district sup-
ervising principals or principals shall be submitted to the County
Board at least eight weeks before the close of school." (Section
443 (1).)
Interpretation. Nomination for reappointment of su-
pervising principals or principals must be submitted to the
county board at least eight weeks before the close of
school in order to allow time for the board to act and for
the appointment of principals to be made before teachers
have to be appointed. Moreover, according to a ruling of
36 HANDBOOK FOR SCHOOL TRUSTEES
the Attorney General (June 12, 1940) if there is a vacancy
before that time a nomination to fill the vacancy must be
submitted by that time. If the vacancy does not occur until
later than eight weeks before the close of school, the coun-
ty board has the right to set the date by which the nomina-
tion should be submitted. The county board has a right to
reject any nomination for good cause. (Section 423 (7)
(c).) Thus if the county board has prescribed standards
of training, experience or certification which are not met
by the principal who is nominated, the county board
would have the right to reject the nomination. In such
case the trustees would have to submit a second nomina-
tion. The law also provides that if nominations are not
submitted by the time designated, the county board may
proceed to fill the vacancy.
Best Practice
The following procedures in submitting nomina-
tions are essential for a satisfactory school pro-
gram:
(1) All nominations are to be submitted in writing,
through the county superintendent, by the time
specified. Oral nominations are subject to mis-
understanding and are of doubtful validity.
(2) If there is a supervising principal the trustees will
look to him and the County Superintendent for
recommendations concerning principals.
(3) The procedure in nominating a new principal or
supervising principal should be as follows:
(a) The trustees should look to the county super-
intendent to recommend a person qualified to
fill the position of supervising principal, and
to the county superintendent and supervising
principal to recommend persons qualified to
serve as principals. The county superintend-
ent, through his professional contacts, should
be in position to know who is available and
who is best qualified to fill the positions.
(b) The trustees may reject a recommendation
submitted by the county superintendent if the
person recommended does not meet the needs
of the school and community. If any recom-
EMPLOYMENT OF PERSONNEL
mendation is rejected, the reason for making
the rejection should be given the county super-
intendent within one week after the recom-
mendation has been received.
(c) In case any recommendation submitted by
the county superintendent is rejected, the
trustees should look to the county superin-
tendent for a second recommendation and, if
necessary, for further recommendations until
an acceptable person is recommended for the
position.
(d) Only when the county superintendent is ob-
viously not acting for the best interest of the
schools would the trustees be justified in seek-
ing on their own account someone to fill the
position.
(e) If a new principal is to be selected, the nom-
ination should be made as early in the spring
as possible (must be made eight weeks before
the close of school if the vacancy occurs prior
to that time), so that the principal will have
opportunity to prepare plans, recommend
teachers, and to make recommendations for
the school program for the coming year.
(4) The procedure for reappointment of a principal or
supervising principal on annual contract should be
as follows:
(a) The trustees should honestly seek to deter-
mine whether the work of the principal is sat-
isfactory in the community. This should be
done during the course of the year's work so
that the trustees will have reached a definite
conclusion before time for the nomination to
be made.
(b) Insofar as possible, trustees should follow rec-
ommendations of the county superintendent.
If, however, the county superintendent recom-
mends the principal for reappointment and
the trustees have definite reasons for believ-
ing that he is not meeting the needs of the
community, they should talk over the entire
matter with the superintendent in order to
arrive at a solution. If the trustees do not
concur with the county superintendent they
should file with him in writing their reasons
38 HANDBOOK FOR SCHOOL TRUSTEES
for failure to renominate. Principals should
be rejected for reappointment only for good
cause.
(c) If the county superintendent fails to recom-
mend the principal for reappointment and the
trustees feel that he should be reappointed,
they should evaluate honestly the reasons of
the county superintendent, then act in accord-
ance with what they consider to the best in-
terest of the schools.
(d) Principals who have served successfully two
or more years should be given the assurance
of continuance in their positions from year to
year until they resign or they are dismissed
for cause. See form of resolution under topic
"Contracts with Members of the Instructional
Staff."
SELECTION OF TEACHERS AND OTHER PERSONNEL
The School Law. The law provides that trustees are:
"To consider recommendations of the district supervising prin-
cipal or the principals of the schools in the district and the county
superintendent regarding the nomination of teachers and other
members of the instructional staff and other personnel to serve
in the district schools and to make nominations for such positions
to the county board: Providing that all nominations for reappoint-
ment of members of the instructional staff shall be submitted to
the County Board at least six weeks before the close of school.
If any nomination is rejected for good cause as herein prescribed,
the trustees shall, after considering recommendations of the dis-
trict supervising principal or the principals of the schools in the
district and the county superintendent, submit a second nomina-
tion for such position to the county board." (Section 443 (2).)
Interpretation. A definite time limit (six weeks before
the close of school) is set for submitting nominations for
reappointment of teachers or for appointment of teachers
to fill vacancies which occur before that time. Vacancies
which occur after this time should be filled as soon as
persons can be found to fill them and must be filled by the
time designated by the county board. The law provides
that if recommendations relating to reappointment are
not submitted by the time specified, the county board may
then proceed to make the appointment. (Section 423 (7)
EMPLOYMENT OF PERSONNEL
Best Practice
(1) Trustees should submit all nominations in writing
signed by at least two members of the county board
through the county superintendent. These recom-
mendations are to include persons to be appointed
as well as names of persons not to be reappointed.
The mere omission of a name from the list is not
sufficient to cover the situation.
(2) If trustees fail to nominate any member of the in-
structional staff at the end of the annual contract,
the reasons for failure to renominate should be
sent in writing to the county board through the
county superintendent at the same time as the
nominations.
(3) If there is a supervising principal, all recommenda-
tions will be expected to come through him rather
than directly from the individual principals.
(4) Nominations of teachers to fill vacancies or new
positions.
(a) When a position becomes vacant the trustees
should expect the principal or supervising
principal, if there is one, to submit a recom-
mendation after conferring with and securing
the concurrence of the county superintendent.
(b) If the trustees are convinced that any person
who is recommended will not be suitable for
the community or school, they may reject the
recommendation for good cause which should
be stated in writing.
(c) In case any recommendation of the principal
or supervising principal is rejected the trus-
tees should expect the principal to submit,
after conferring with the county superintend-
ent, another recommendation and so on until
a person is recommended who is acceptable.
(d) All applicants and applications should be re-
ferred to the principal or county superintend-
ent. Trustees should never initiate of their
own accord a recommendation to fill a teach-
ing position.
(e) All positions including the position of janitor
or custodian should be filled by persons best
qualified to render the service needed. Every
40 HANDBOOK FOR SCHOOL TRUSTEES
effort should be made by trustees and prin-
cipal to secure persons who can do the best
work.
(f) All positions should be filled as promptly as
possible after the existence of a vacancy is
known.
(g) No one should be nominated for any position
unless he meets in every respect all qualifica-
tions which may have been prescribed by the
county board.
(5) Reappointment of teachers.
(a) The trustees should expect the principal or
supervising principal to confer with the coun-
ty superintendent or an assistant designated
by the county superintendent, to arrive at con-
clusions regarding reappointment of teach-
ers. They should never encourage the prin-
cipal to act without consulting the county
superintendent or in violation of the judgment
of the county superintendent unless the coun-
ty superintendent is apparently not acting for
the best interest of the school. Cooperation
and harmony are essential for any satisfac-
tory county school program.
(b) Since the principal is responsible for the suc-
cess of the school his recommendation should
be accepted by the trustees unless they have
good reason to reject it. Trustees should hesi-
tate to reject the recommendation of the prin-
cipal if he is to be retained as principal. The
principal is trained in educational matters
and should be expected to know the reasons
why a teacher is or is not suitable for a given
position.
(c) Trustees should consider all recommenda-
tions of the principal on the basis of merit. No
other consideration should enter at any time.
(d) Teachers who have served satisfactorily for
two or more years should be given the assur-
ance of a continuous appointment until they
resign or are dismissed for good cause. They
should have the equivalent of a continuing
contract. (See topic Contracts with Members
EMPLOYMENT OF PERSONNEL 41
of the Instructional Staff for form of resolu-
tion.)
SUBSTITUTE AND TEMPORARY TEACHERS
The School Law. The law provides that:
"When any member of the instructional staff of any county
shall be absent for any reason for more than five days the tempo-
rary absence shall be filled by the county superintendent or
the principal by a properly qualified and certificated person until
the next meeting of the county board, at which time the vacancy
shall be filled in the same manner in which the regular positions
are filled." (Section 547 (2).)
Interpretation. If any teacher is absent for any reason
for five days or less a properly qualified person to act as
substitute is to be secured by the county superintendent
or by the principal. If the teacher is absent for any reason
for more than five days the temporary absence is to be
filled by the county superintendent or principal with a
properly qualified and certificated person until the next
meeting of the county board, at which time the board is ex-
pected to make the appointment to fill the temporary
vacancy. If the vacancy becomes permanent the county
board acts on the nomination submitted by the trustees,
as for any other vacancy. (Section 546 (1).)
Due to increased school enrollment in some areas of
Florida during the winter season, it is necessary to employ
additional teachers on a temporary basis. To keep the
school system operating efficiently these teachers must
be promptly assigned. Moreover, substitute teachers as
indicated above must frequently be employed on a tem-
porary basis.
The Attorney General held in an opinion dated Janu-
ary 30, 1940, that the county board, in exercising its gen-
eral authority to see that adequate educational facilities
are provided in the public schools for all children of school
age in the county, can provide for the appointment of
temporary and substitute teachers without first obtaining
nominations from trustees. Recommendations of the prin-
cipal and county superintendent are expected to be fol-
lowed by the county board except for good cause.
HANDBOOK FOR SCHOOL TRUSTEES
Best Practice
To avoid confusion and delay, a list of substitute
teachers should be appointed by the county board
in the fall and the principal should have complete
freedom to select substitute teachers from the list
as needed. In nominating a teacher to fill a va-
cancy during the year trustees should, except for
good cause, accept the recommendation of the
principal. If a substitute has begun to teach in a
position on a temporary basis and the work unex-
pectedly becomes permanent the substitute will
usually be recommended and should be nominated,
if recommended, to prevent interrupting further
the work of the pupils. The principal is in the posi-
tion to know the needs to be met by substitute
teachers and to determine who can meet those
needs.
TRANSFER OF TEACHERS
The School Law. It is the duty of the County Superin-
tendent:
"To recommend employees for transfer and to transfer any
employee during any emergency and report the transfer to the
County Board at its next regular meeting: Provided that, if the
school to which the transfer is to be made is a district school and
is located in another district from the one in which the employee
was previously serving, the consent of the trustees shall be ob-
tained, as provided herein, before the transfer is made; and to
recommend capable employees for promotion and advancement."
(Section 433 (7) (h).)
Best Practice
Trustees should cooperate with the county super-
intendent and county board in making desirable
transfers from a school in one district to a school in
another district. Frequently such transfers are
desirable and necessary. Moreover, capable prin-
cipals, teachers and others should be encouraged
by being given promotions within the county school
system when practicable. Transfers within the
district are not required to be approved by the trus-
tees.
QUALIFICATIONS FOR MEMBERS OF THE
INSTRUCTIONAL STAFF
The School Law. It is the duty of the county superin-
tendent:
EMPLOYMENT OF PERSONNEL
". to recommend to the county board duties and responsi-
bilities which need be performed and positions which need be
filled to make possible the development of an adequate school
program in the county and to recommend minimum qualifica-
tions for personnel for these various positions." (Section 433
(7) (a).)
It is the duty of the county board:
". . to designate positions to be filled, to prescribe qualifica-
tions for these positions and to provide for the appointment,
compensation, promotion, suspension and dismissal, of employees
..." (Section 423 (7).)
Interpretation. While the trustees have the right to
nominate personnel for the various positions, all persons
nominated must meet the qualifications prescribed by the
county board. Moreover, the nominations can be made
only for positions authorized by the county board. The
county board must reject nominations for positions which
have not been authorized by the board. Standards and
qualifications for members of the teaching staff are year
by year becoming higher, because it is recognized that
better trained teachers are necessary for satisfactory
schools. Several counties already require that all teachers
must be at least college graduates.
Best Practice
(1) No person should be recommended for an elemen-
tary school position in any county unless that per-
son has had at least two years of training with
preparation for teaching and holds a certificate
based on this training, or is a successful teacher
and is making definite effort to raise his standing
to at least the two year level.
(2) No person should be nominated for any position
unless he holds a certificate to teach subjects which
will be required for that position. Moreover, a
person should not be nominated for a high school
position unless he has been trained and holds a
certificate in the high school field, nor should a
person be nominated for an elementary position
unless he has been trained and holds a certificate in
the elementary field.
(3) No principal should be nominated for a school of
six or more teachers unless he holds at least a
Master's degree and has training in administration
44 HANDBOOK FOR SCHOOL TRUSTEES
and supervision. No principal should be nomin-
ated for any position unless he is at least a college
graduate and holds a certificate in administration
and supervision.
SALARY SCHEDULES
The School Law. It is the duty of the county board:
"To adopt a salary schedule or salary schedules to be used as
a basis for paying members of the instructional staff and other
school employees, such schedules to be arranged, insofar as
practicable, so as to furnish incentive for improvement in train-
ing and for continued and efficient service; to fix and authorize
the compensation of members of the instructional staff and other
school employees on the basis of such schedules. (Section 423
(7) (f).)
Interpretation. Salaries for school employees are thus
fixed by the county board rather than by the trustees. Per-
sons recommended by the principal should understand
that they will be paid in accordance with this salary sched-
ule and the trustees cannot promise a deviation from the
salary schedule. Only in a few districts in the State where
a higher millage has been voted than that found necessary
by the county board for the minimum term, can district
funds be used on recommendation of the trustees to pay
salaries in accordance with a special salary schedule for
the district. Where the millage voted in the district is only
the same as that recommended by the county board, all
teachers must be paid in accordance with a salary sched-
ule fixed by the county board. There can be no deviation.
FORM FOR SUBMITTING NOMINATIONS OF
INSTRUCTIONAL STAFF
Since the law places the responsibility on the trustees
for submitting to the county board through the county su-
perintendent nominations of the instructional staff, it is
desirable that all nominations be submitted on a form
which is uniform and that these nominations always be in
writing. The form on page 45 should be used by trustees
in submitting nominations:
CONTRACTS WITH MEMBERS OF THE INSTRUCTIONAL STAFF
The school law at present provides only for annual
contracts with principals and teachers. However, it is
EMPLOYMENT OF PERSONNEL
NOMINATION OF MEMBERS OF THE INSTRUCTIONAL STAFF
TO COUNTY BOARD BY TRUSTEES
(For Use of Trustees in Submitting Nominations to County Boards)
-....-...............-------..-... Florida
......................................, 194......
To the County Board of Public Instruction
(Through the County Superintendent as Secretary)
........-.......... --.... ---... ---. .... County
We the trustees of School District No .-............... have carefully con-
sidered the recommendations submitted as authorized by law by the
County Superintendent for the position of Principal (or by the Coun-
ty Superintendent and the Principal of the School for members of the
instructional staff) to serve in .---.........--................ .. School in this dis-
trict. We approve the following recommendations and herewith nom-
inate the person or persons listed below for appointment by the County
Board to the positions as indicated.
Name of Person Position Name of Person Position
1...-...-.........-...-....---....-.................. ..............-..------.... .......--.....
3.......... .......... ...... ... ................. .. ............................. ... .................
2....--.... .- ..... .. .. .. ... ...... ....... ... .........................
3----------------------------------- ---------- ----------
4----------------- ----------------- ------- --------------
Chairman of Trustees
Trustee
Trustee
generally recognized that principals and teachers who
have been successful will be better satisfied and will be
in position to do more satisfactory work if they have some
assurance that their services will be continued from year
to year as long as they continue to do good work. Trus-
tees and county board members, therefore, should take
every step possible to give principals and teachers such
assurance.
Best Practice
(1) All members of the instructional staff are entitled
to written contracts providing for definite salaries
with a definite schedule of payments. The county
board is required to issue such contracts. Contracts
providing for payment "if funds are available" do
not meet the requirements. (Section 423 (7) (g).)
(2) Teachers should be expected to observe the terms
of their contracts. Any teacher who accepts an-
other position without first being released from his
contract should be reported to the state superin-
tendent as unethical. However, the principal
should be authorized to release any deserving
46 HANDBOOK FOR SCHOOL TRUSTEES
teacher who has an opportunity for a promotion,
provided, the teacher can be released without seri-
ously handicapping the school.
(3) While annual contracts will probably have to be
issued under present law, trustees and county board
members can take action which will give principals
and teachers much greater assurance regarding
their positions. The trustees of every district should
adopt and make public a resolution which, in
effect, will say to teachers and principals that their
services are going to be continued as long as they
do efficient work. The form of that resolution
should be somewhat as follows:
TRUSTEE RESOLUTION
RELATING TO CONTINUITY OF SERVICE FOR TEACHERS
BE IT RESOLVED by the Trustees of special tax school district
No ............... of ..... ----........................ County, Florida, that the
officially adopted and publicly stated policy of the Trustees of this
tax district relating to employment of instructional personnel
(teachers, principals, etc.) in the tax district is as follows:
1. All members of the instructional staff who have rendered sat-
isfactory service in the schools of the district and have made
adequate progress in improving their training during the
period of employment are to be given every possible encour-
agement and incentive to continue in service in the district.
2. The County Superintendent and the principals of the schools
are expected to give every possible assistance to members of
the instructional staff to improve in service. Those persons
whose work continues unsatisfactory and those who do not
make desirable progress in improving their training within
the customary time limits set by the Board, are to be re-
placed with adequately prepared and competent teachers.
BE IT FURTHER RESOLVED that, as a means of carrying out
this policy the following procedures shall be strictly observed at
all times and, with the concurrence of the County Board, shall be
a part of every contract:
1. Each member of the instructional staff who has served satis-
factorily for more than two years in the schools of the dis-
trict is to have an annual and continual recommendation and
nomination for re-employment as long as his services are
satisfactory, and is to be considered by the County Board as
having been recommended for reappointment, unless the
Trustees file with the Board by the date specified by law a
written statement recommending that the teacher be dis-
missed and giving the reasons for such recommendation. No
member of the instructional staff who has served satisfac-
torily in the schools of the district for more than two years
will be recommended for dismissal at the end of any year ex-
cept for good reasons.
2. The County Board and County Superintendent are expected
to ascertain all the facts in the case when any member of the
EMPLOYMENT OF PERSONNEL
instructional staff has been recommended for dismissal and
at any time the Board is convinced that the reasons given
by the Trustees are not sufficient for the dismissal of the
teacher, the Trustees will voluntarily review their decision
and will not consider the recommendation as final until such
review has been completed and a new decision has been
reached or the original decision has been confirmed.
---.---------------..-----------------------------------
Chairman of Trustees
Trustee
Trustee
--------..------------------.--------------------------
(4) The trustees would, of course, expect the county
board to act in equally good faith with all teach-
ers and principals. As evidence of that good faith
the trustees should expect the county board to
adopt a resolution relating to continuing appoint-
ment which should read somewhat as follows:
COUNTY BOARD RESOLUTION
RELATING TO CONTINUITY OF SERVICE FOR TEACHERS
BE IT RESOLVED by the County Board of ....-.......--......-- County,
Florida, that the officially adopted and publicly stated policy of
the County Board of this county relating to employment of in-
structional personnel (teachers, principals, etc.) in the county is
as follows:
1. All members of the instructional staff who have rendered
satisfactory service in the schools of the county and have
made adequate progress in improving their training during
the period of employment are to be given every possible en-
couragement and incentive to continue in service in the
county.
2. The County Superintendent and the principals of the schools
are expected to give every possible assistance to members of
the instructional staff to improve in service. Those persons
whose work continues unsatisfactory and those who do not
make desirable progress in improving their training within
the customary time limits set by the Board, are to be re-
placed with adequately prepared and competent teachers.
BE IT FURTHER RESOLVED that, as a means of carrying out
this policy the following procedures shall be strictly observed at
all times and shall be a part of every contract with members of
the instructional staff in all county schools and likewise in all
schools in districts in which Trustees adopt this policy:
1. Each member of the instructional staff who has served satis-
factorily for more than two years in the schools of the county
is to be considered as having an annual and continuing re-
commendation and nomination for reemployment until the
Trustees of the district in which the teacher is serving or, if
the teacher is in a county school, until the County Superin-
tendent shall file with the County Board before the time
designated by law for filing annual nominations for reap-
HANDBOOK FOR SCHOOL TRUSTEES
pointment, a recommendation that such teacher be dismissed
for good reason, and shall give in writing the reasons for the
recommendation.
2. When any teacher is recommended for dismissal for good
reasons the County Board will make a careful effort to ascer-
tain the facts in the case and to determine the action which
would result in greatest value to the school and to the pupils
involved. If the Board is convinced that the reasons for dis-
missal are inadequate, an effort will be made to bring about
an adjustment so that the teacher may continue to serve in
the county.
Chairman of County Board
Board Member
Board Member
If at any time a continuing contract should be author-
ized or prescribed by law, the adoption of these resolu-
tions would not be necessary. In the meantime, however,
the adoption of such resolutions will aid greatly in giving
principals and teachers needed assurance regarding their
positions.
DISMISSAL OF MEMBERS OF THE INSTRUCTIONAL STAFF
DURING THE PERIOD OF CONTRACT
The School Law. It is the responsibility of trustees:
"To file with the County Board written charges against any
member of the instructional staff whom they may recommend
for dismissal for cause." (Section 443 (3).)
Interpretation. A member of the instructional staff may
be suspended or dismissed during the term for which he is
employed only for immorality, misconduct in office, in-
competency, gross insubordination, willful neglect of
duty, drunkenness, or conviction of any crime involving
moral turpitude. Trustees cannot suspend or dismiss any
member of the instructional staff. This can be done only
by the county board except that during an emergency
employees may be suspended for a limited time by the
county superintendent. Before any member of the in-
structional staff is dismissed by the county board, he must
be given opportunity for a public hearing after at least
ten days written notice of the charges against him. (Sec-
tion 423 (7) (i).)
EMPLOYMENT OF PERSONNEL
APPOINTMENT AND QUALIFICATIONS OF OTHER EMPLOYEES
The School Law. It is the duty of the county board:
"To act on the nomination by the trustees of each school dis-
trict of other employees than members of the instructional staff.
The County Board shall have the right to reject, but only for
good cause, any employee other than a member of the instruc-
tional staff nominated, and in case the second nomination of the
trustees for any such position be rejected the said County
Board shall then proceed on its own motion to fill such position:
Provided that, in the event the trustees of any district do not
make nominations by a reasonable date as prescribed by regu-
lations of the County Board, the County Board shall have the
right, upon its own motion, to appoint such other employees than
the instructional staff as are needed in that district." (Section
423 (7) (d).)
Interpretation. There is no time set by law for nomina-
tions of employees other than teachers; however, the
county board should prescribe a reasonable date and if
the trustees do not make nominations by that date the
county board has the right to appoint employees needed
in the district. Should the county board reject a nomina-
tion for good cause the trustees may submit a second nom-
ination. The county board, under the law, has the right
to prescribe qualifications for janitors and other school
employees, and such qualifications should be prescribed
as a means of improving custodial service.
Best Practice
(1) The trustees should look to the supervising prin-
cipal for recommendations regarding appointment
or reappointment of all other employees as well
as members of the instructional staff. In fact, this
is required by law. (Section 443 (2).) Such recom-
mendations should be rejected only for good cause.
(2) All employees should be nominated on the basis
of qualifications to perform the work required. At
no time should any person be nominated merely
because he is deserving or needs a position.
(3) The custodian holds a responsible position. His
work affects the health, learning, and moral con-
duct of the children. Therefore, trustees must ex-
ercise the greatest care in their choice of cus-
todians.
(4) The trustees and principal should establish desir-
50 HANDBOOK FOR SCHOOL TRUSTEES
able standards for cleanliness, sanitation, and
housekeeping and choose a janitor or custodian
who is physically, morally, and educationally well
qualified to maintain those standards.
DISMISSAL OF OTHER EMPLOYEES
The law is not as definite regarding the dismissal of other
employees as it is relating to dismissal of teachers. How-
ever, the same general principles should be observed.
Other employees should not be dismissed during the year
except for cause. They should feel secure in their positions
as long as they render satisfactory service.
CHAPTER X
LOCATION AND ORGANIZATION OF
THE SCHOOLS
LOCATION OF SCHOOL CENTERS
The location of the places or centers where elementary,
junior, or senior high schools are to be operated is a very
important responsibility. If schools are improperly lo-
cated, the cost is likely to be excessive because of small
enrollments or expensive transportation. Each county
is expected to have a plan which can be followed to assure
the proper location of school centers.
The School Law. The following provisions are im-
portant:
"A school center is the place of location of any school or schools
on the same or adjacent sites." (Section 118 (9).) .. "As soon
as practicable . each county board shall arrange for a survey
of the county school system to aid in formulating a long-time
program for the schools of the county. A report based on the
survey shall show the location and condition of all school build-
ings, the location of pupils and the transportation routes, and
places where schools for the various grades should be main-
tained temporarily or permanently and shall include such other
information as may be required under regulations of the State
Board." (Section 915).
Interpretation. The location of school centers is often
very difficult and involves consideration of many factors.
That is the reason a survey is prescribed as a means of
determining such locations. Unless locations are properly
determined in advance, many costly mistakes are likely
to occur in developing a county school program.
Best Practice
Trustees should expect the county board to locate
school centers on the basis of a careful study as
required by law. If the proposed locations for
school centers are reasonable trustees should co-
operate in carrying out the recommendations.
ELEMENTARY AND HIGH SCHOOLS
The School Law. The law provides that:
"A school is an organization of pupils for instructional pur-
poses into classes or grades at any school center on an elemen-
52 HANDBOOK FOR SCHOOL TRUSTEES
tary, high or secondary school or other public school level ap-
proved by and under regulations of the State Board." (Section
118 (8).)
". . Only under exceptional circumstances as defined under
regulations of the State Board may an elementary school be lo-
cated within four miles of another elementary school and a high
school within ten miles of another high school in rural areas
for children of the same race." (Section 423 (6) (a).)
Interpretation. At any school center there may be just
an elementary school, just a high school, or both an ele-
mentary and a high school. The program adopted by the
county board should, therefore, indicate which centers
are to be used for elementary schools, which centers are
to be used for high school and which are to include both
elementary and high schools.
Best Practice
Trustees should know which school centers are
designated for elementary school and which for
high school purposes and should cooperate fully
with the county board in carrying out the program.
They should encourage the prompt elimination of
work in grades above the sixth at centers desig-
nated only for elementary school work.
SCHOOL SITES
The School Law. According to the law:
".. The trustees of any district shall have authority to refuse
on the grounds of excessive cost or improper location, to approve
the proposed purchase of any site, playground or recreational
area for which district funds of that district are to be used."
(Section 423 (11) (b).)
Interpretation. The selection of school sites is a tech-
nical matter which should come only after the location of
school centers has been determined and after a decision
has been made as to whether a school center is to serve for
elementary, high school, or both elementary and high
school purposes. Trustees do not have the right of initia-
tive in selecting a school site but they can refuse to ap-
prove the school site when they have proper grounds for
doing so. Trustees are not entitled to pass on the location
for a school site unless district funds are being used for
the purchase.
LOCATION AND ORGANIZATION OF SCHOOLS
Best Practice
(1) The county superintendent should be expected to
take the initiative in determining the tentative lo-
cations for a school site at the place designated for
a permanent school center. He would then be ex-
pected to go over these locations with trustees and
try to reach agreement as to the most economical
and desirable location from every point of view.
(2) Trustees should consider only the interests of the
children in making a decision regarding the best
location for a proposed school site. If the county
board acting on recommendation of the county su-
perintendent has determined upon a location
which the trustees think is not the most desirable
they should state their objections in writing so that
the reasons can become a part of the record.
ATTENDANCE AREAS
The School Law. According to the law:
"An attendance area is the area from which pupils are desig-
nated to attend a given school; that is, the territory served by
any given school." (Section 118 (10).)
It is the duty of the county board to:
". approve the area from which children are to attend each
such school, such area to be known as the attendance area for
that school . ." (Section 423 (6) (a).)
". . Insofar as possible, arrangements are to be made for
children to attend, without tuition charges for such children on
account of district or county lines, those schools offering the
facilities needed by the children which are most readily accessible
and which would involve the least cost, regardless of whether
those schools are located in another district than that in which
the children reside or are located in another county . ." (Sec-
tion 423 (6) (b).)
Interpretation. While a county board cannot discon-
tinue or consolidate a school except as indicated below,
it does have the responsibility for determining what
children are to attend the school. Obviously if district
lines were fixed as rigid boundaries, the problems of oper-
ating a county school system would in many cases be
greatly increased.
The Attorney General has ruled that neither the prin-
cipal nor the trustees has the authority to accept children
HANDBOOK FOR SCHOOL TRUSTEES
from attendance areas in the county other than the at-
tendance areas designated by the county board for the
various schools. (Opinion of November 28, 1939.) The
Attorney General has also held that trustees could pre-
vent a pupil from attending school outside of the district
in which he resides only when the pupil is within the at-
tendance area designated for a school in his own district
and when authorization has not been given for him to at-
tend another school because the facilities there offered
are more suited to his needs.
Best Practice
Trustees should cooperate with the county super-
intendent and county board in determining what
arrangement is best for the needs of pupils and is
most economical for the county program. Trustees
should aid the people in their district to under-
stand the necessity of adjustments regarding the
schools and attendance areas which are found to
be advantageous.
GRADES TO BE TAUGHT
The School Law. The County Board shall:
"Adopt plans and regulations for determining those school
centers at which work is to be restricted to elementary grades,
school centers at which work is to be offered only in high school
grades, and school centers at which work is to be offered in any
or all grades and in accordance with such plans and regulations
to determine the grade or grades in which work is to be offered
at each school center." (Section 423 (6) (e).)
Interpretation. After a school has been designated as
a center at which only the first four grades are to be
taught, for example, the trustees would have no right to
authorize the principal to teach pupils in the fifth or sixth
grades. Similarly when a school has been designated as a
center at which only elementary work is offered, the trus-
tees would not have a right to authorize the principal to
teach pupils in grades above the elementary level.
ELIMINATION OR CONSOLIDATION OF SCHOOLS
The School Law. It is the duty of the trustees:
"To advise with the County Board and County Superinten-
dent regarding school centers within the district which should be
LOCATION AND ORGANIZATION OF SCHOOLS 55
eliminated and schools which should be consolidated. No school
center in a school district shall be eliminated and no school shall
be consolidated with another school in the same or in any other
district unless the recommendation shall have originated with the
trustees or shall have been submitted to them by the County
Superintendent for consideration and approved by them; except
that when any elementary school in which the average daily at-
tendance during the previous year was less than thirty pupils,
or any junior, senior, or four-year high school in which the aver-
age daily attendance during the preceding year was less than
seventy-five pupils, and which can conveniently and economical-
ly be combined with another school, is recommended by the
County Superintendent for elimination, the trustees of the dis-
trict shall either give their consent to the elimination of the
school or show cause why the elimination should not be effected,
and the matter shall then be referred by the County Superin-
tendent to the County Board for final decision." (Section 443
(4).)
Interpretation. The location of elementary and high
school centers is thus determined by the county board, but
after a school has once been established it cannot be dis-
continued by the county board without approval of the
trustees unless it is an elementary school and the average
daily attendance falls below 30 or it is a high school and
the average daily attendance falls below 75.
Best Practice
Trustees should recommend or approve the plan
best suited to the needs of the children, regardless
of the effect on the continuation of a school. They
should cooperate with the county board in elim-
inating small schools when as good, or better, facil-
ities can be provided for the pupils at some other
center on an economical basis.
CHAPTER XI
THE SCHOOL PLANT
According to the law "the school plant includes all
physical facilities incident to or necessary to accommo-
date pupils, teachers, and the activities of the educa-
tional program at each school center." The school plant
thus includes the grounds, buildings, and equipment in-
volved in carrying out the school program.
A good school plant is necessary for a satisfactory
school program. However, since the school plant is always
expensive, the school authorities should use every pre-
caution to avoid over-building, to avoid construction of
school buildings which are not economical, and to keep
from handicapping the instructional program by setting
aside too large a proportion of current revenues for use in
connection with school buildings. However, prompt and
adequate attention to maintenance needs is essential to
protect the investment and to aid in avoiding more seri-
ous problems.
The School Law. Trustees are:
"To have general supervision of the buildings, grounds, and
equipment and other property of the schools in the district ..."
(Section 443 (10).)
Interpretation. According to law the title of all school
property is to be vested in the county board. According
to a 1933 Act (Chapter 16,170, Section 7) the trustees who
held title to any school property at that time were re-
required to convey title to the county board, and since that
time the county board has been construed as holding title
to all school property. The trustees, however, are to have
general supervision of the property and are to have cer-
tain responsibilities relating to operation and repairs as
indicated below.
SCHOOLS AND SCHOOL CENTERS
The procedure for locating schools and school centers
is explained in the previous chapter.
THE SCHOOL PLANT 57
THE SCHOOL SITE
The procedure for selecting the school site is explained
in the previous chapter. After sites are selected, trustees
have general supervisory responsibility for the operation
and maintenance of the property. The responsibilities for
contracting expenditures are limited as explained in the
chapter on finance.
Best Practice
Trustees should be interested in having school
grounds that are attractive, and should use every
effort to help select the best possible school site
and, after the site is selected, should take every
possible step to see that it is properly landscaped
and improved and is maintained as one of the out-
standing beauty spots of the community.
PLANNING SCHOOL BUILDINGS
The school buildings should be very carefully planned.
The first step is to plan the educational program and,
after that step has been taken, the architect should pre-
pare plans that will meet the educational needs. The
responsibility for planning the educational program rests
largely with the principal and county superintendent,
who, of course, should confer with the trustees and inso-
far as practicable see that the program meets their ap-
proval.
The architect should be selected because he knows
something about preparing school plans. Many architects
would not know how to begin to draw plans for a good
school building. All plans must be approved by the State
Department to make sure that they are adapted to the
needs. The matter of selecting the architect is a responsi-
bility of the county board and county superintendent.
CONSTRUCTING AND EQUIPPING SCHOOL BUILDINGS
The School Law. It is the duty of the County Board:
"To erect or contract for the erection of buildings and pro-
vide for the proper supervision of construction; to make or con-
tract for additions, alterations, and repairs on buildings and
other school properties; to insure that all plans and specifica-
tions for buildings provide adequately for the safety and well-
being of pupils, as well as for economy of construction by having
58 HANDBOOK FOR SCHOOL TRUSTEES
such plans and specifications submitted to the State Department
for approval; to provide furniture, books, apparatus, and other
equipment necessary for the proper conduct of the work of the
schools." (Section 423 (11) (b).)
Interpretation. The law provides definite procedures
that must be followed by the county board for securing
bids and letting contracts for construction or equipment
of school buildings. Moreover, the law prescribes a num-
ber of standards that must be met by all school buildings.
(Section 926.)
Best Practice
(1) While trustees do not have the responsibility for
securing the bids or letting the contract, they
should be interested and should keep in close touch
with developments. They should be alert at all
times to safeguard the needs and interests of their
district.
(2) Trustees should consult frequently with the prin-
cipal to determine building and equipment needs
and to see that recommendations are made to the
county board through the county superintendent
so that needs can be given proper consideration.
FINANCING SCHOOL BUILDING CONSTRUCTION
School building construction can be financed in either
one of two ways. (a) Bonds may be issued against the dis-
trict, or (b) district or county current funds may be used.
Usually county or district current funds are so limited that
they cannot be used for school building construction or
only small sums can be used for this purpose. Buildings
are usually financed by bond issues. There is always dan-
ger that bond issues may be proposed to finance a larger
building than is needed or that bonds which are voted
may be sold at too high a rate of interest or at too much
of a discount. On the other hand, when there is a real
need for a bond issue for school buildings, the matter
of voting a bond issue often presents many difficulties.
This problem is further discussed in Chapter XII,
"Finance and Taxation."
OPERATION OF THE SCHOOL PLANT
Operation of the school plant is a responsibility that
THE SCHOOL PLANT
necessarily comes under the direction of the principal. He
should see that the building is kept clean and sanitary,
that it is properly heated and ventilated, and that every-
thing is kept in such condition that there will be no inter-
ference with the school program. This will usually require
the services of a janitor or custodian and frequently of
several janitors or custodians, the number depending
somewhat on the size of building involved.
Best Practice
Trustees should see that the principal assumes
full responsibility for supervising the operation of
the school plant. When any needs are not properly
provided for these should be called to the atten-
tion of the county superintendent or county board.
CUSTODIANS
The School Law. The trustees are:
"To consider recommendations of the district supervising
principal or principals of the schools in the district and the
county superintendent regarding nominations . of other per-
sonnel to serve in the district schools and to make nominations
for such positions to the county board." (Section 443 (2).)
Interpretation. The county board clearly has the re-
sponsibility for prescribing qualifications for custodians
and other employees. Since the custodian is to be respon-
sible to the principal, trustees should look to the principal
to recommend qualified persons for the position. They
should also expect the principal to see that the custodians
know what they are expected to do and that they perform
their work satisfactorily.
Best Practice
(1) Trustees should hold the principal responsible for
the efficiency of the custodial staff and for the
proper care of the school buildings.
(2) Custodians should be nominated and appointed
because they are properly qualified for their posi-
tions and not because of any political affiliation.
(3) Trustees should insist on high standards of cleanli-
ness, sanitation and other phases of operation and
should see that they are observed by the principal.
HANDBOOK FOR SCHOOL TRUSTEES
ALTERATIONS AND REPAIR OF SCHOOL BUILDINGS
The School Law. The trustees are:
"To recommend to the county superintendent or to the county
board at an official meeting such repairs and alterations as may
be considered necessary, Provided that trustees, subject to
regulations of the county board, may be authorized to make
minor emergency repairs .. ." (Section 443 (10).)
Best Practice
(1) Trustees should expect the principal and custo-
dian to make a continuous check on needed re-
pairs and improvements.
(2) The principal should be authorized to have the
custodian make such repairs as can be made by
him and to make requisition for other repairs.
(3) Each spring the trustees should go over the entire
situation with the principal to determine what is
needed in the way of repairs and improvements
during the summer. Proper requisitions can then
be submitted to the county board.
(4) Trustees should ascertain regulations of the coun-
ty board relating to minor emergency repairs and
should act strictly in accordance with these regu-
lations in having such repairs made.
(5) Steps should be taken to have minor repairs, such
as roof leaks, made as promptly as possible and
before major damage and expense are involved.
USE OF SCHOOL PROPERTY
The School Law. The trustees are authorized:
"To permit the use of the school buildings and grounds of the
district for civic, social, recreational and community purposes,
Provided, however, that such use does not interfere with the
school program or materially increase the maintenance cost of
the school property." (Section 443 (11).)
Use of School Buildings and Grounds. "Subject to law, the
trustees of any district may provide for or permit the use of
school buildings and grounds within the.district, out of school
hours during the school term, or during vacation, for any legal
assembly, or as community play centers, or may permit the same
to be used as voting places in any primary, regular, or special
election. The County Board shall adopt rules and regulations
necessary to protect school plants when used for such purposes,
and shall provide for the use of school property other than that
under the supervision of trustees." (Section 902).
Persons Using School Property. "It shall be the duty of any
THE SCHOOL PLANT
person, persons, or organization making use of the school pro-
perty for any such purposes to see that the buildings and grounds
are left in as good condition as existed before, and, in case of
failure upon the part of all such person or persons to do this or
to pay for any damage to the property, the ordinary wear and
tear excepted, all further applications for the use of the pro-
perty by such person or persons shall be refused." (Section 903).
Best Practice
(1) Insofar as practicable, trustees should encourage
use of the school as a community center.
(2) School property should not be rented to persons or
groups who expect to use it for personal gain.
(3) Provision should be made for having the principal
or some school representative present whenever
school property is used for other than school pur-
poses so that abuses may be promptly detected.
(4) Any individual or organization abusing the priv-
ilege of using the school plant shall be denied the
use of the plant in the future and required to pay
for any damage.
(5) When organizations other than school organiza-
tions apply for use of school property they should
ordinarily be expected to pay for the cost of lights,
heat, and custodial services.
(6) The principal should be held responsible for seeing
that policies of the trustees and regulations of the
county board are carried out in connection with
the use of school buildings.
DISPOSAL OF SCHOOL PROPERTY
The School Law. The school law provides that:
"The County Board shall have the authority to dispose as it
sees best of any school land or property which has not been used
for school purposes for one year or more and which is not likely
to be used for school purposes and to credit the proceeds derived
from the disposal of the property to the district or districts in
which the school building is located. Upon request of the trus-
tees, the County Board may at any time arrange to dispose of
unused school land or property and shall diligently attempt to
do so on advantageous terms." (Section 904).
Best Practice
(1) Property that is not likely to be used for school
purposes should be sold if a reasonable offer can
62 HANDBOOK FOR SCHOOL TRUSTEES
be secured. Unused property deteriorates rapidly
and funds from the sale of such property can
usually be used advantageously in connection with
the current program or with the development of
other improvements.
(2) Trustees should cooperate with the county board
in disposing of such property so as to be sure that
the best possible price is received from the sale.
CHAPTER XII
FINANCE AND TAXATION
SOURCE AND TYPES OF SCHOOL FUNDS
In Florida there are two general types or classes of
school funds: (1) those set aside particularly for the sup-
port and maintenance of schools and (2) those derived
from bond sales or that are set aside for the purpose of re-
tiring bonds, the proceeds of which are usually used for
school building construction.
The funds for support and maintenance of schools come
from three sources as follows: (1) The State, which pro-
vides about 63 per cent of the total in the average county
(2) the county, which provides about 21 per cent of the
total and (3) the district, which provides about 15 per
cent of the total. Small percentages are received from the
Federal Government and other miscellaneous sources.
The trustees have no control over the expenditure of
State or county funds and have only limited control over
the expenditure of district funds as explained below.
About half of the districts in the State are so small that
the amounts received from district funds under present
conditions are almost negligible. In a number of cases the
district tax does not yield enough to pay the cost of the
district election, the tax assessor and collector, and other
similar costs. In very few districts in the state do district
funds amount to enough even to pay the cost of fuel, lights,
janitor's salary, and repairs.
DISTRICT CURRENT TAX LEVIES
The School Law. The trustees of each district are:
"To recommend to the county board for inclusion on the bal-
lot at each biennial election, the tax rate approved by the trus-
tees for carrying on the school program in the district; Provided
that such rate is higher than the rate certified by the county
board as necessary to aid in maintaining the term which was
adopted for the county by the County Board." (Section 443 (6).)
Interpretation. According to the Constitution, the maxi-
mum millage that may be voted for the support and main-
tenance of the schools is ten mills. The county board is
HANDBOOK FOR SCHOOL TRUSTEES
required to determine the rate in each district necessary
to aid in maintaining the minimum term adopted for the
county, which cannot be less than eight months. In most
districts, the entire ten mills is needed for this purpose.
The trustees cannot recommend a millage levy lower than
the amount of the levy approved by the county board but
if that is less than ten mills the trustees may recommend a
higher levy.
Best Practice
(1) If the county board does not find that a ten mill
levy is necessary the trustees should study the
situation carefully and if a higher levy than that
found necessary by the county board is desirable,
should make such recommendation to the county
board.
(2) Whether or not the trustees have recommended a
higher levy they should support the levy which
goes on the ballot and endeavor to get that levy ap-
proved by the voters in the district. If it is not
approved, the schools in the district will be handi-
capped as indicated below.
DISTRICT CURRENT FUND BUDGET
The county board is required by law to adopt for the
county and for each district in the county a budget which
must be submitted to the State Superintendent for ap-
proval on or before August 1 of each year. The trustees
may of course make recommendations regarding the ex-
penditure of funds from various sources for the schools
of the district, but by law have authority only with refer-
ence to the district current school budget.
The School Law. According to the law:
"The estimates of expenditures, reserves, balances, and in-
come of the district current school fund of each school district
prepared shall constitute the tentative budget for that district.
This tentative budget shall be submitted to the trustees by the
County Superintendent for review, amendment if necessary,
and approval before it is submitted to the County Board: Pro-
vided that changes involving expenditures in excess of the
anticipated receipts for the district, or those in conflict with
State Board or County Board regulations, may not be made;
and Provided, further, that the trustees shall have the responsi-
FINANCE AND TAXATION
ability of specifying in the budget for what purposes any funds
raised from district tax levies, over and above the minimum
certified by the County Board as necessary to support the mini-
mum term which has been adopted for the county, shall be spent."
(Section 1067 (3).)
Interpretation. The county superintendent is expected
to prepare the tentative budget after consulting with prin-
cipals and trustees. This must be prepared as a part of the
budget for the entire county. Obviously trustees could not
make more than limited changes in the district budget be-
cause of the danger of interfering with the term adopted
for the schools of the county. Since district funds consti-
tute such a small proportion of the total needed to main-
tain the eight months term in many counties, trustees
could not be permitted to decide that they would use all
district funds, for example, for a new building or make
any other similar decisions. Any changes they may make
in the budget must not interfere with the use of the funds to
aid in maintaining the term set for the schools in the coun-
ty. Moreover, trustees must approve the budget of the
district within a reasonable time set by the county board
or they lose their right to do so because of the time limit
for submitting the entire budget to the State Superin-
tendent.
Best Practice
(1) Trustees should examine the district budget care-
fully and be familiar with the provisions to de-
termine whether district funds are being used for
the benefit of the schools of the district and to de-
termine the extent to which district needs are cared
for from district current funds.
(2) Unless there is valid reason for making changes,
trustees should accept the budget which is pre-
pared by the county superintendent so that a uni-
form program of education can be assured for all
the schools in the county.
(3) If a higher millage levy has been voted for the dis-
trict than that found necessary by the county
board, the trustees should recommend that the
proceeds from that levy be budgeted and expended
so as to provide what is most needed by the schools
of the district.
66 HANDBOOK FOR SCHOOL TRUSTEES
APPORTIONING STATE AND COUNTY FUNDS FOR USE IN THE
SCHOOLS OF THE DISTRICT
Schools in the district are not entitled to any fixed
amount of State or county funds. For example, trustees
have sometimes felt that county funds should be appor-
tioned to the district in the same proportion in which
county school taxes are paid in the district. Such a pro-
cedure would be contrary to the provisions of law.
The School Law. The procedure is as follows:
"The county superintendent shall calculate for the county
board the cost of maintaining each school in the county for a
minimum term of eight months or for such longer term as shall
be established by the county board as the minimum term for
that county. This cost shall be determined on a uniform basis
for all schools and for all school districts in the county . The
county board shall then determine the amounts that will need be
raised from district taxes throughout the county in addition to
the amount that will be available from State funds and from
other county current school funds . The proceeds from this
(the district) tax levy as approved by the voters of each dis-
trict shall be used to aid in maintaining the minimum term for
that district as prescribed by the county board and shall be used
in no other manner." Section 1058 (1), (2), and (3).)
Interpretation. County and State funds are obviously
intended by law to be used as equalizing funds, that is,
if the ten mill district tax is found to be necessary in all dis-
tricts to maintain the term prescribed by the county board
and if in any district the proceeds of that tax alone are
sufficient to provide the full term, the schools in that dis-
trict would not be entitled to any county or State funds.
These funds would be used in the districts in which they
are needed to aid in maintaining the term prescribed by
the County Board.
The law further provides that if the voters in any dis-
trict fail to approve the district tax levy found necessary
by the county board, the schools in that district will have
a shorter term by the amount of district tax they failed
to vote than the schools in the other districts in the county.
EXPENDITURES OF DISTRICT CURRENT FUNDS
The School Law. The law provides that:
"Expenditures from district current school funds within the
amount authorized in the budget shall be made by authority of
the county board." (Section 1060 (4).)
FINANCE AND TAXATION
Trustees have authority:
"To recommend to the county board such expenditures from
the district current school funds as they may consider necessary:
Provided that trustees or principals, subject to regulations of
the county board and as prescribed . may requisition such
equipment, supplies, and services as may be needed for schools
in the district and as may be authorized by the county board to
make emergency purchases." (Section 443 (8).)
Interpretation. No expenditure may be made for any
purpose unless the proposed expenditure is first included
in the budget. Trustees may be authorized by the county
board to make emergency purchases, but regular pur-
chases are expected to be made on the basis of requisi-
tions. The county board may allow the principal of a
school not to exceed $25.00 as a petty cash fund from
which needed expenditures are to be made for school pur-
poses during emergencies. A statement and receipts for
all expenditures must be filed with the county board
periodically. (Section 1062.)
Best Practice
(1) Trustees should expect the principal or supervis-
ing principal to make the emergency purchases. It
would be impractical for him to go to the trustees
every time some minor item is to be purchased.
They should, however, see that he meets all re-
quirements of law and regulations of the county
board in making these purchases.
(2) All requests for purchases whether of an emer-
gency or other nature should be kept within the
limits of the budget. There are severe penalties
for violating or exceeding the budget.
(3) If any item in the budget needs to be overexpended
because of an emergency some other item will have
to be reduced proportionately. Application should
then be made to the county superintendent for
amending the budget in that respect.
REQUISITIONS
The School Law. The law specifies that:
"Requisitions for expenditures against these (district cur-
rent school) funds may be filed by the trustees of the district or
when authorized by the trustees by the district supervising prin-
cipal if there be such or in case there be no district supervising
68 HANDBOOK FOR SCHOOL TRUSTEES
principal, then by the principal of the school concerned. These
requisitions may be approved by the county superintendent sub-
ject to regulations of the county board when district current
school funds to cover the expenditures are authorized in the
budget and have not been incumbered: Provided that the county
superintendent shall not have authority to reject valid requisi-
tions for necessary school purposes against unincumbered funds
derived from an authorized district millage levy higher than the
levy found by the county board to be necessary to support the
minimum term adopted for the county: and Provided further
that the county board may, within limits set by the budget
authorize the trustees of any district to make purchases from
the district current school funds of that district." (Section 1060
(4).)
Interpretation. The law presumes that purchases in all
except emergency cases will be based on requisitions.
That enables purchases to be made for large quantities so
that bids may be secured and the benefit of low prices
obtained. However, it is within the discretion of the coun-
ty board to authorize the trustees to make purchases di-
rectly when that procedure is advantageous. Such
purchases must be limited by the budget and subject to
regulations of the county board.
Best Practice
(1) Trustees should depend upon the principal to
make requisitions as he is in position to know the
needs of the school.
(2) Trustees should not expect to approve requisitions
for small amounts. Any item exceeding the
amount to be fixed by the trustees, such as $25.00
or more depending somewhat upon the size of the
school, should have the approval of the trustees.
The only time trustees should file requisitions with-
out the approval of the principal is during summer
months when the principal is not present. Then
trustees should use every precaution to be sure
that the item is actually needed. It is easy to be
persuaded to purchase some item that may not be
seriously needed and later to find that funds are
not available for purchasing other items actually
needed.
(3) If authority is given trustees to make purchases
against district funds, bills or statements must
always be obtained and submitted promptly to the
county superintendent so that they can be charged
FINANCE AND TAXATION 69
against the appropriate fund and item. All state-
ments must be submitted within the fiscal year in
which the obligation is incurred (that is before
July 1).
(4) Trustees should cooperate with the county board
and county superintendent in purchasing supplies
and materials needed for the schools of the dis-
trict; they should insist that every possible
economy that will not interfere with the efficiency
of the school program be practiced.
(5) Trustees are entitled to a copy of the monthly
statement for the district current school funds
showing receipts, and expenditures against the
budget upon request.
MANAGE LOCAL SCHOOL FUNDS
School Law. Trustees are:
"To be responsible for the management, handling, and proper
expenditure of local school funds derived from school enter-
tainments, school athletic contests, school cafeterias, and from
similar local school sources when conducted as school projects
under the direction of the school trustees: Provided that all
such accounts shall be kept in accordance with regulations pre-
scribed by the State Board and by the County Board and shall
be audited at least once each year as prescribed by regulations
of the County Board." (Section 443 (7).)
Best Practice
(1) The actual handling and expenditure of local
school funds should be left to each individual
school under the direct supervision of the prin-
cipal.
(2) The trustees should take steps to see that such
funds are kept strictly in accordance with state
and county board regulations and that a periodic
accounting is made.
(3) The trustees should be familiar with the uses of
such funds and should be in position to explain
these funds and their uses to the patrons of the
schools.
(4) Principals should be expected to cooperate with
the Parent Teachers Association on deserving pro-
jects which are for the benefit of the school. This
provision of the law, however, does not give the
HANDBOOK FOR SCHOOL TRUSTEES
trustees any responsibility for control or manage-
ment of funds that belong to the Parent Teachers
Association.
BOND ISSUES
The School Law. Trustees are authorized to recom-
mend to the County Board the disposition of any surplus
remaining from the sale of school district bonds after the
purpose and object for which said bonds were issued shall
have been carried out, and, in school districts located
wholly or partially in cities of 25,000 population or more
according to the last Federal census, to initiate, when
deemed by them desirable, the proposition of issuing
school bonds as prescribed in Chapter X of the School
Code. (Section 443 (9).)
Interpretation. Trustees may initiate the petition for a
bond issue in any district, although in districts which do
not lie partly in cities having a population of 25,000 or
more, the recommendation of the trustees has no weight
unless it is accompanied by a petition. In a district having
25,000 or more, the county board may act directly on the
recommendation of the trustees. The trustees in all dis-
tricts are to recommend to the county board the disposi-
tion of any surplus remaining in the bond issue, after its
purposes have been met.
Best Practice
(1) The request for a bond issue should be made only
after a careful study of the entire situation which
shows the actual need. It is easy to overestimate
needs and to recommend bonds which would con-
stitute a burden on the district for many years.
(2) When a bond issue is found to be necessary, the
trustees should cooperate fully with the county
board in helping to secure the approval of the
voters.
(3) In general, bonds should be issued only for the
purpose of constructing school buildings or other
similar capital outlay projects. It is bad practice
to issue bonds to meet operating expenses or for
any similar purpose.
FINANCE AND TAXATION 71
DISTRICT BOND INTEREST AND SINKING FUNDS
These are funds required by law to be set aside for re-
tirement of bonds when any bonds have been issued. The
county board is required to levy a tax in sufficient amount
to pay the principal and interest of the bonds. The trus-
tees have no responsibility in connection with the levying
of this tax or the expenditure of the funds.
CHAPTER XIII
MISCELLANEOUS RESPONSIBILITIES
In addition to the relationships and responsibilities of
trustees discussed on previous pages, there are miscel-
laneous relationships and responsibilities with which all
trustees should be familiar. Some of these are discussed
below.
TRANSPORTATION
Transportation is considered as a county rather than a
district problem. Most buses cross district lines and the
planning of bus routes must be considered on a county-
wide basis. The law recognizes that trustees may have
suggestions to submit with reference to various phases of
transportation and provides that the county board is to act:
". .. after considering recommendations of the county super-
intendent and any suggestions which may have been submitted
by trustees of the districts concerned." (Section 801).
Best Practice
Since transportation is a county-wide problem
trustees should make suggestions only when the in-
terest and welfare of pupils in the district are di-
rectly concerned. All suggestions made by trus-
tees should be consistent with and should recognize
the necessity of planning on other than a district
basis.
Contractor and Driver.
School Law. The law provides that:
"No school board member or school district trustee shall be
a contractor for transporting school children or shall be a school
bus driver in the county in which he holds office." (Section 820).
Interpretation. Obviously it would not be possible for a
trustee to continue to hold office and hold a contract for
transporting children. He would either have to give up his
contract for transporting children or resign his poistion as
trustee.
MISCELLANEOUS RESPONSIBILITIES
CONTRACTS FOR SCHOOL SUPPLIES AND EQUIPMENT
The School Law. It is the duty of the county board:
"To contract for materials, supplies, and services needed for
the county school system: Provided that no contract for supply-
ing these needs shall be made with any member of the county
board, with the county superintendent or with any trustee in
the county or with any business organization in which any county
board member, the county superintendent, or any trustee has
any financial interest whatsoever, except that any trustee may
submit sealed competitive bids and be awarded the contract as
prescribed by law for the lowest and best bid." (Section 423
(12) (i).)
Interpretation. Trustees are not excluded from selling
school supplies or equipment to the county board. How-
ever, they cannot make such sales merely on order or
requisition. They must submit bids as would any other
person or firm and can sell materials to the schools only
when their bid is the lowest and best bid submitted.
Best Practice
Trustees as individuals or as members of business
firms should not in any manner seek to use their
positions as trustees to influence school agencies
to purchase supplies, materials, or services from
organizations in which they have a financial in-
terest.
SCHOOL RECORDS
The law requires every school officer including trus-
tees to turn over to his successor all books, papers, docu-
ments, funds, money, property of whatever kind he may
have acquired or received by virtue of his office and to
take receipts for them from his successor. A severe pen-
alty is provided for failure to observe this requirement.
(Section 207.)
Trustees do not have many records to keep but should
be sure that all school records of any nature are turned
over to their successors. Copies of school laws, school
bulletins, and handbooks, copies of reports which they
have received, duplicates of requisitions, and other similar
school records must be turned over to their successors.
REPORTS
Trustees are entitled to receive certain reports. They
74 HANDBOOK FOR SCHOOL TRUSTEES
may, for example, receive a copy of the monthly financial
statement showing receipts, expenditures, and budget bal-
ances from district current funds if they desire such a
statement and request that it be provided. (Section 433
(12) (g).)
Trustees are entitled to a copy of the principal's month-
ly and annual reports on attendance if they desire such a
report. However, such detailed monthly reports would
ordinarily have little significance for trustees. Trustees
would usually be interested in knowing what the enroll-
,ment is, but would not be concerned with technical details
concerning original entries, re-entries, and other similar
matters.
Trustees themselves are not required to make any re-
ports but should assume responsibility for seeing that
principals and teachers make all reports required by law
or by regulation of the county board.
CHAPTER XIV
SCHOOL DISTRICT ELECTIONS
TYPES OF ELECTIONS
Trustees are concerned to some extent at least with
certain phases of all types of district elections. They
should be familiar with all procedures involving district
elections in order that they may be in position to serve
most effectively in connection with the election or to aid
in answering questions which may arise.
The following pages explain the provisions of the law
relating to the various types of school district elections by
giving questions most likely to arise under the various
headings and providing answers to those questions.
The law provides for the following types of school dis-
trict elections:
(1) Regular biennial, district tax and trustee election.
(Section 1032 (2).)
(2) Election for organization of a district.
(Section 1032 (1).)
(3) Election for consolidation of districts.
(Section 1032 (3).)
(4) Election for reorganization of districts.
(Section 1032 (4).)
(5) District bond elections.
(Sections 1035 to 1051.)
REGULAR BIENNIAL TAX AND TRUSTEE ELECTIONS
The Constitution of Florida provides that in each tax
district an election is to be held biennially to determine the
tax rate to be levied and to elect the trustees to serve for
the next two years. The law prescribes that this election
is to be held at the regular election date in November of
odd-numbered years, that is 1939, 1941, etc. (Section
438.) The law also provides that the biennial election for
trustees is to be held at the same time as the biennial elec-
tion for the voting of taxes.
HANDBOOK FOR SCHOOL TRUSTEES
Time of Election
1. When are the elections to be held ? The law provides
that:
The biennial election for trustees of any school dis-
trict shall be held on the first Tuesday after the
first Monday in November of odd-numbered years
at which time the school district tax levy is to be
voted. (Section 438.)
2. What is the procedure if another election is sched-
uled by law to be held on that date? The county board
may prescribe another date on which the biennial school
district election shall be held, such date to be within six
weeks of the date prescribed for the regular election.
(Section 438.)
3. What happens if for some unavoidable cause the
biennial election is not held on the prescribed date? The
millage last approved by the district is to remain in effect
and the trustees of the district are to continue in office
until the next election is held. (Section 1031.)
Procedure in Preparing for Elections
1. Who is responsible for making the preparations for
the election? The county board is responsible for planning
and supervising all procedures connected with the elec-
tion. (Section 423 (13) (b).)
2. How is the list of qualified electors prepared? The
Supervisor of Registration is required to furnish this list
on demand of the county board. Such a list then becomes
the official list for determining who is eligible to vote in
the election. (Section 1032 (2) (b).)
3. What notice of the election is required,? The law
provides that the county board is to publish a notice of the
election in a newspaper of the county or if no newspaper
is published to post notices in public places in the district.
The Attorney General has ruled that such notices must be
published at least once a week beginning sixty days prior
to the election. (Opinion dated September 26, 1939.) The
Attorney General has also ruled that one notice is suffi-
cient for all districts in the county and that a separate
notice for each district is unnecessary.
SCHOOL DISTRICT ELECTIONS
4. How are the inspectors and clerks appointed? The
law provides that the county board appoint inspectors and
clerks whose duties are the same as those of similar
officers in general elections. Two inspectors and one clerk
are required at each polling place. (Section 1032 (1).)
Publication or posting of the names of clerks and inspec-
tors is required at least fifteen days prior to the election.
5. What form of ballot is used? The law prescribes the
form of ballot and provides that this ballot is to be divided
into two parts, one devoted to the trustee election, the
other to the tax district millage election. (Section 1032
(2) (c).)
6. What procedure is used in getting names of candi-
dates for trustees on the ballot? The names of all persons
who have been nominated by petition of five or more per-
sons qualified to vote in the election and filed with the
county board at least thirty days prior to the holding of
the election are to be placed on the ballot. (Section 1032
(2) (c).) Any qualified elector may write in the name of
the person or persons of his choice after the position of
trustee on the ballot and mark an X thereafter.
7. What millage is to be printed on the ballot for the
tax district millage levy election? The millage levy found
necessary by the county board for the term adopted for
the county is to be printed on the ballot unless the trus-
tees have recommended a higher millage levy in which
case the higher levy is to be used. (Section 1032 (2) (c).)
Qualifications of Electors
(Based on provisions of law and opinion of Attorney
General dated October 9, 1939.)
1. Are the qualifications for electors eligible to vote for
trustees the same as those eligible to vote on the millage
levy? Yes.
2. What are the requirements for a qualified elector?
He must:
(1) be qualified as an elector to vote in the general
State and county elections under the laws of Flor-
ida,
78 HANDBOOK FOR SCHOOL TRUSTEES
(2) have his voting registration in the district in which
the election is being held,
(3) pay a tax on real or personal property in the dis-
trict,
(4) have paid a tax on real or personal property for
the year next preceding such an election. (Section
1032 (1) (e).) (Opinion of Attorney General of
October 3, 1939.)
3. Must a person possess all the above qualifications in
order to vote in the election ? Yes.
4. Must a person be on the registered list of qualified
electors of the district in order to vote in the election ? Yes.
5. When must the name of a person be placed on the
registered list for him to be eligible to vote in the election?
He may be qualified at any time his name can be placed on
the list of certified electors by the Supervisor of Registra-
tion. He has an opportunity to register as long as the coun-
ty registration books are kept open.
6. Must an elector have voted in the last preceding gen-
eral election? There is no requirement to this effect.
7. Is the wife of a qualified elector eligible to vote in
the election? Not unless she meets all the qualifications
prescribed for a qualified elector including the paying of
taxes.
8. What are the residence requirements to vote in this
district? A person must have been residing in the district
a sufficient length of time to enable him to become a qual-
ified elector for the general election and to have his name
included in the list of qualified electors. In the counties
where books are kept open the year round a person may
register on the registration books of the county up to the
second Saturday of the month preceding the date of the
election. A person who is not actually in the district at the
time of the election may vote an absentee ballot. If a per-
son has been convicted of a felony and his right to citizen-
ship has not been restored he is not eligible to vote.
9. What are the tax requirements for an elector? He
must have paid ad valorem taxes on some of his real or
SCHOOL DISTRICT ELECTIONS
personal property, but not necessarily on all of it. The
payment of an automobile license tax would not entitle
him to vote. If a person is exempt from payment of taxes
on all of his property he is not eligible to vote. A person
must own either real or personal property within the dis-
trict and must have paid a tax on the property even though
the tax may have been paid as late as the date of the elec-
tion, provided his name can still be placed on the certified
list. He must also have paid a tax on real or personal prop-
erty for the year next preceding any such election, al-
though he need not have paid for other years. Poll taxes
are no longer necessary as a prerequisite for voting in this
election.
Qualifications for Candidates for Trustee
1. What qualifications are prescribed by law for candi-
dates for trustee? A candidate for trustee must possess
the same qualifications as a person eligible to vote in the
election. In other words, he must be in all respects an
elector qualified to vote in the district election in order to
be eligible to become a trustee.
2. Are there any other requirements prescribed by
law? No other requirements are prescribed by law, but
the following are considered desirable: (a) willingness to
give time and attention to the solution of school problems,
(b) a desire to know educational needs and to help bring
about improvements, (c) a vital interest in the welfare of
the community and of the schools as a part of the com-
munity, and (d) a proper conception of the duties and
responsibilities of trustees and of the functions they should
perform.
Conducting Elections and Determining Results
1. How are the regular biennial district elections con-
ducted ? They are held and conducted in the manner pre-
scribed by law for holding general elections.
2. Who canvasses the returns? The county board is re-
quired to canvass the returns of the election as made to it
by the inspectors and clerks, and to declare the results at
the next regular meeting of the board or at a special meet-
ing called for that purpose. (Section 1032 (2) (e).)
80 HANDBOOK FOR SCHOOL TRUSTEES
3. How is the tax levy approved at the election de-
termined? The tax levy which receives a majority of all
votes cast for tax levies or in case no one levy receives a
majority, that levy for which together with the votes cast
for higher levies a majority of the votes are cast, is to be-
come the levy of the district for the next ensuing two years.
4. How are the trustees elected determined? The three
persons receiving the highest number of votes cast on the
ballots for the election of trustees are to serve for the en-
suing two years.
5. How are the expenses of the election paid? The ex-
penses of the election are paid out of the district current
school funds. (Section 1032 (2) (g).)
ELECTIONS FOR ORGANIZATION OF SCHOOL DISTRICTS
There is now relatively little territory in the State of
Florida which has not been organized in school districts.
The procedure for conducting an election for organizing
school districts will, therefore, be of interest only in those
cases where such elections are necessary. The following
information will be helpful.
Proposals for Election
1. Who makes the proposal for organization elections?
The law provides that whenever thirty-five per cent of the
qualified electors who are taxpayers and residents of the
territory, petition for an election to be held to determine
whether the territory is to become a school district, the
county board is to arrange for an election. (Section 1032
(1) (a).)
2. If such an election is held and the establishment of
the district is not authorized, how soon may another elec-
tion be held ? No other election for the creation of a school
district out of any territory included in that proposed in
the election is to be held within a period of one year.
3. What matters are to be determined at the election?
Whether the territory is to become a district, who are to
be the trustees of the district, and the number of mills
of district tax to be levied.
SCHOOL DISTRICT ELECTIONS 81
4. How are the boundaries to be determined? The
petition presented to the county board is to indicate the
boundaries. However, the county board may inspect the
petition and make any adjustments in boundaries which
seem to be necessary.
Holding and Conducting the Election
1. How are elections for the organization of districts
conducted? They are conducted under the direction of
the county board as are other district elections. Publica-
tion of notice of the election is required at least once a
week for four successive weeks. (Section 1032 (1) (d).)
2. Are the qualifications of electors the same as those
for the regular biennial election? Yes.
3. Do the other procedures for holding and conducting
elections differ from those for the regular biennial elec-
tion? No, except that if the formation of the district is not
approved, the expenses are to be paid out of the county
current school funds.
ELECTIONS FOR CONSOLIDATION OF DISTRICTS
1. What districts may be consolidated? Any two or
more contiguous districts may be consolidated, or any dis-
tricts may be divided and merged with any one or more
contiguous districts. (Section 1032 (3).)
2. When is an election called? The county board may
call a consolidation election at any time provided that if
the results of such an election are adverse, no further
election involving the same districts is to be held for at
least a year thereafter.
When thirty-five per cent of the qualified electors who
pay a tax on real or personal property and reside in each
of two or more contiguous districts, file a petition asking
for such an election, the county board is required to call
the election. (Section 1032 (3) (b).)
3. What matters are voted on and determined? In such
an election it is voted and determined whether the districts
are to be consolidated, who shall be trustees of the con-
HANDBOOK FOR SCHOOL TRUSTEES
solidated districts, and the number of mills of district tax
to be levied and collected for the next two years.
4. When is the consolidation effective? When the re-
sult of any election held in any county is in favor of con-
solidation, the districts voting in favor of such consolida-
tion are to become one district in thirty days after the
entry of the results of such an election in the minutes of
the county board. (Section 1032 (3) (e).)
5. What happens to the obligations of the merged dis-
tricts? The entire consolidated district becomes liable for
the payment of bonds and other indebtedness and is en-
titled to all of the funds and property of the districts con-
solidated. (Section 1032 (3) (f).)
6. Are the qualifications of electors in this election the
same as for regular biennial elections? Yes.
7. Are other procedures for holding and conducting the
election similar to those for holding and conducting bi-
ennial elections? Yes.
ELECTION FOR REORGANIZATION OF DISTRICTS
1. When is such an election to be held? The law makes
it the duty of the county superintendent to propose an
election for any districts whose boundaries afford handi-
caps to the proper development of the school program.
Such a proposal is to be made by July 1 preceding the
date of the regular biennial election. The county board
is to act on the proposal not later than October 1 and is to
approve a plan for holding the election.
2. What is the date of the election? The date is the
same as the regular biennial school tax and trustee elec-
tion.
3. When is the notice of the election published? The
notice of the election is to be published at least twice not
less than fifteen days and not more than thirty days be-
fore the time set for the election.
4. What are the qualifications for electors? The quali-
fications of the electors are the same as those for the reg-
ular biennial election.
SCHOOL DISTRICT ELECTIONS
5. What questions are to be voted on? Whether the dis-
trict is to be reorganized as proposed, the trustees to serve
the ensuing two years, the district millage to be levied and,
if the county board considers it desirable, the question of
whether all bonded indebtedness of the uniting districts
is to be assumed by the proposed district.
6. When are the changes to become effective? All dis-
tricts in the territory proposed as the new school district
which vote in favor of the organization of the district, are
to become one entire district from and after January 1
following the date of the election. (Section 1032 (4).)
DISTRICT BOND ELECTIONS (Sections 1035-51)
1. When are district bond elections authorized? A dis-
trict bond election is to be called whenever the residents
of a district present to the county board a petition signed
by not less than twenty-five per cent of the duly qualified
electors proposing that such an election be held. In school
districts which are located wholly or partly in cities of
twenty-five thousand or more population, an election may
be initiated by the county board, or by the county board
and trustees.
2. When is the election to be held? The date is pre-
scribed by the county board and must be set at least four
weeks after the petition has been received in order to pro-
vide time for the proper advertising.
3. What notice of the election is required? An ad-
vertisement giving the proposal for the election and the
purpose of the election, is to be published in a newspaper
published in the district or, if there is no newspaper, in a
newspaper of general circulation in the district, once each
week for at least four weeks preceding the date of election.
4. What are the qualifications of electors who can vote
in this district? An elector, to vote in this election, must
possess all the qualifications of an elector who can vote in
a regular district election and in addition must be a free-
holder, that is, he must own real property located within
the district. He may be exempt from all taxes and still be
eligible to vote if he is a freeholder and a qualified elector.
(Opinion of Attorney General, October 9, 1939.)
84 HANDBOOK FOR SCHOOL TRUSTEES
5. What happens if the election fails? The bonds pro-
posed may not be issued and no other election may be
called for at least a year.
CHAPTER XV
SUGGESTED BEST ATTITUDES AND
PRACTICES FOR TRUSTEES
A CODE OF ETHICS
A trustee, like a principal, teacher, doctor, or lawyer
needs a standard to measure his attitude toward his work
and his conduct in his position.
There are numerous best practices for trustees, not cov-
ered by law, that should be set forth in a form for ready
reference. Likewise there are numerous bad practices
harmful to the schools that should be considered un-
ethical. Avoidance of these bad practices is necessary for
the welfare of the entire school.
The trustees of each county should develop and observe
a code of ethics and best practices to be applied through-
out the county. It is probably desirable for the trustees
of each county to select a small group of three or five
members to investigate and call attention to undesirable
practices which may develop from time to time.
The following is a suggested code of ethics or best prac-
tices which may be used for general guidance by the trus-
tees of each county in developing their own code of ethics:
PROPOSED CODE OF ETHICS
Trustee's Creed:
I believe in the public schools and in public education in a Democracy.
I am convinced that one of the best means of improving our civilization
and our democratic form of government is through an adequate system
of education properly adjusted to the demands of modern civilization.
I believe in the democratic development of an educational program
planned to meet the needs of all and supported by the resources of the
entire county, State, and Nation. I believe in the possibility of attaining
these objectives through intelligent, continuing, cooperative endeavor,
and am resolved to dedicate my efforts to that end.
As a school district trustee of this county, I shall dedicate my efforts
to the improvement of schools in the district, county and State. I be-
86 HANDBOOK FOR SCHOOL TRUSTEES
lieve in, subscribe to, and shall observe the following:
1. Relationships of the Trustees to the Public.
(a) The trustees should at all times serve as elected
representatives responsible to the citizens of a
Democracy for promoting the democratic develop-
ment of an adequate system of schools.
(b) The trustees of the district should represent the
entire district rather than individual electors, or
patrons.
(c) Trustees should serve in such a manner as to com-
mand the respect of all groups and persons with
whom they work.
(d) Each trustee should regard his position as one of
trust and responsibility to be used for the welfare
of the schools and the community.
(e) Each trustee should observe all requirements of
the law regarding the school and should seek to
follow best practices in its observance.
(f) Each trustee should inform himself fully on all
rules and regulations regarding his work in rela-
tion to the county school program.
(g) Each trustee should endeavor to keep informed on
all educational developments of significance in the
county and the state.
(h) Trustees should endeavor to relate the school more
closely to the community through civic, social, in-
dustrial and religious activities.
It is unethical for any trustee or group of trustees to:
(a) Seek to administer or control the schools of the
district contrary to the intent of the law or of coun-
ty board regulations.
(b) Seek to use the schools or part of the school pro-
gram for their own personal advantage or for the
advantage of their friends or supporters.
(c) Seek to develop the school program in the district
in such a way as to interfere with the proper de-
velopment of the county school program.
(d) Regard the schools as their own private property
instead of the property of the people of the dis-
trict and of the county.
BEST ATTITUDES AND PRACTICES 87
2. Relationships of the Trustees to Other School Officials.
(a) Each trustee should seek to find the most effective
means of working with his colleagues and other
individuals or groups in the county in order to pro-
mote effectively the welfare of the children.
(b) Trustees should cooperate wholeheartedly with
the county superintendent, county board, and trus-
tees of other districts.
(c) Trustees should recognize the county superin-
tendent as the executive head of the county school
system.
(d) Trustees should recognize that the responsibility
for the organization and control of the public
schools of the county is vested in the county board.
It is unethical for any trustee or group of trustees to:
(a) Find fault with or criticize to the public, other
trustees or school officials for decisions properly
and conscientiously made but concerning which
there may be an honest difference of opinion.
(b) Nominate to county boards, supervising principals,
principals, or teachers who are already under con-
tract in another district.
(c) Nominate supervising principals or principals
without securing the recommendation of the coun-
ty superintendent.
(d) Expect or ask more of the county school funds than
should equitably be used for the schools, of the
district.
(e) Expect pupils from their district to be educated in
another district without paying for that service.
3. Relationships of the Trustees to Principals and Teachers.
(a) Trustees should cooperate wholeheartedly with the
principal or supervising principal in carrying out
the whole school program.
(b) Trustees should recognize the principal as the
head of the school and should support him in his
work.
(c) The trustees should at all times strive to build up
and maintain public confidence in the principal, in
the teachers, and in the work being done by the
school.
88 HANDBOOK FOR SCHOOL TRUSTEES
(d) Trustees should nominate teachers only on the rec-
ommendation of the principal.
(e) Trustees should consider the principal the legiti-
mate medium between teachers and trustees.
(f) Trustees should work with the principals and inso-
far as possible follow their recommendations in
proposing educational matters to the county board.
(g) Trustees should nominate teachers on the basis of
merit rather than on personal interest or feelings
and should act only on recommendations sub-
mitted by the principal.
(h) It is the duty of the trustees to aid the teaching
personnel to harmonize the sentiment of the com-
munity behind a well organized comprehensive
school program.
(i) Trustees should write honest and fair recommenda-
tions directly to interested persons when requested.
(j) Trustees should help provide the best possible
school environment, plant, personnel, and program
for the children of the community.
(k) Trustees should hold confidential all matters per-
taining to the schools, which if disclosed would
needlessly injure individuals and the school.
It is unethical for any trustee or group of trustees to:
(a) Interfere with the instructional program which is
in charge of the principal.
(b) Recommend any transfers, dismissals or nomina-
tions without first consulting with the principal.
(c) Ask or expect of the principal any privilege or
favors for their children or the children of their
employees which would not be granted under the
same circumstances to other patrons of the school.
(d) Fail to recommend teachers at the end of any year
unless they have good cause.
(e) Abolish a teaching position merely to get rid of a
teacher having continuity of service.
(f) Nominate more teachers than there are positions
to fill.
(g) Promise positions to teachers who have not been
recommended by the principal.
BEST ATTITUDES AND PRACTICES 89
(h) Nominate poorly equipped local teachers when
well qualified teachers are available.
(i) Write open testimonials.
(j) Encourage teachers or other school employees to
make complaints or take problems directly to them.
(k) Nominate a teacher or principal who is under con-
tract to teach in another county.
INDEX OF RESPONSIBILITIES
AND RELATIONSHIPS OF TRUSTEES
The Index below lists all responsibilities and relationship
of trustees as given in the handbook. The reference to the
school law is given under the column "school code section
number" and the reference to the page in the handbook is
found under the heading "page in handbook".
SCHOOL CODE PAGE IN
RESPONSIBILITIES AND RELATIONSHIPS SECTION NO. HANDBOOK
A
Attendance Areas, Duty of County Board
to Approve - - - 423(6-a,b) - 53
Approval of Trustees, Matters Requiring 443(4,5,6),
423(11-b), 1078 - 19
B
Biennial Tax and Trustee Elections, Regular
Determining Results - - - 1032 (2-e) - - 75
Procedure in Preparing for - - 423 (13-b), 1032(1),
1032 (2-b,c) - 76
Qualifications of Electors - - 1032(1) - - 73
Time of - - - - - 438, 1031 - - 76
Bond Elections, District - - - 1035-51 - - 83
Bond Issues- - - - - 443(9) - - 70
Budget, District Current Fund
County Superintendent to Prepare - - - - 65
Submitted to Trustees - - 1067(3) - -- 64
Buildings, School (see also School Plant)
Alterations and Repair of - - 443(10) - - 60
Constructing and Equipping - 423(11-b); 926 - 57
Disposal of- - - - - 904 - - - 61
Financing Construction of - - - - - 58
General Supervision of - - 443(10) - - 56
Planning - - - - - - - - 57
Use of - - - - - 443(11); 902, 903 60
C
Centers (See School Centers)
Consolidation of Districts, Elections for (See
Elections for Consolidation of Districts)
Continuing Contract, County Board Resolution - - 47
Trustees Resolution - - - - - - 46
Contracts,
With Members of Instructional Staff 423(7-g) - - 45
With Trustees Limited - - 423(12-i) - - 73
INDEX
RESPONSIBILITIES AND RELATIONSHIPS
SCHOOL CODE PAGE IN
SECTION NO. HANDBOOK
County Board
Nominations and Recommendations to 443(1,2,3,6,8,9) - 17
Position of - - - 403(2) - - 17
Right to Determine Grades to Be
Taught - - - 423(6-a,e) -19
Relationships to- - - - - - 17
Consolidation of Schools - - - - - 54
Elementary Schools - - 443(4) - - 54
High Schools - - - 443(4) - - 54
To Recommend - - 443(4) - 54
County Superintendent
Considers Suggestions and Recom- 443(10);
mendations of Trustees - 433(9-a,10,11);
1060(4) - 24
Position of - - - 403(3) - 22
To Consider Recommendations of 443 (1,2,4,5);
Trustees - - - 433(13-c) - 23
Creed for Trustees - - - - - - - 85
Custodians
County Board Prescribes Qualifica-
tions for - - - 443(2)- - 33
D
District Elections, School - - 1032(1,2,3,4);
1035 to 1051 -
District Bond Interest and Sinking Funds -
-- 75
- 71
Election and Terms of Trustees
Length of Term - - -
When Elected -- - ----
When Trustees Take Office - -
Elections (See also District Elections)
Biennial Tax & Trustee - - -
For Consolidation of Districts - -
For Organization of Districts - -
For Reorganization of Districts -
Elementary and High Schools -
Employees, other than Instructional Staff
Appointment and Qualifications of -
437 - - - 11
438 - - - 11
437 - - - 11
1032(2) - - 75
1032(3) - - 75
434, 1032(1) - 75
1032(4) - - 75
118(8), 423 (6-a) 51
423 (7-d), 443(2) 49
Dismissal of- - - - -- -------
Employment
Of Principals, Teachers and Other
Personnel - - - - 423(7), 443(1,2)
-
INDEX
SCHOOL CODE
RESPONSIBILITIES AND RELATIONSHIPS SECTION NO.
Ethics, Code of- - - - ------
Electors, Qualifications of - - 118(6,7) -
PAGE IN
HANDBOOK
- 85
- 77
Funds, District Current, Expenditures of
Made by Authority of County Board 1060(4) - - 66
Trustees Have Authority to Recom-
mend - - - - 443(8)- - - 67
Funds, State and County (See State and County Funds)
General Powers of Trustees - - 436 -
To Advise with County School Officials 442(2) -
To Consult with Patrons, Teachers
and Principals - - - 442(1) -
Grades to Be Taught
County Board Shall Determine - 423 (6-e)
H
High Schools (See Elementary and High Schools)
I
9
9
9
- - 54
- - 54
Instructional Staff
Contracts with Members of 423 (7-g) - 45
Dismissal of - - - 443(3), 423(7-i) - 48
Form for Submitting Nominations of - - 45
Qualifications for Members of 443(7-a), 423(7) 42
Interest and Sinking Funds, District Bond - - - 71
J
Janitors (see Custodians)
Meetings of Trustees - - - 443 -
0
O
Office and Secretarial Assistants not Authorized -
Organization of Trustees
Secretary, Who Should Serve - - -
Time of Organization Meeting - 437 -
- 12
- - 10
- - 11
- 11
INDEX
SCHOOL CODE PAGE IN
RESPONSIBILITIES AND RELATIONSHIPS SECTION NO. HANDBOOK
P
People of the District, to Represent - - - - 8
Personnel, other than Instructional Staff
Selection of - - - - 443(2) - .- 38
Plant (see School Plant)
Principals
In Charge of School Plant - - - - - - 29
New, Procedure in Nominating - - - - - 36
Position of - - - - 118(14-a) - - 27
Procedure for Reappointment - - - - 37
Responsible for Supervision of Teach-
ing in the School - - - 403(6) - - 28
Schools to Be Administered by- - 403(6) - - 28
Selection of - - - - 443(1) - - 35
To Administer the School - 403(6) - - 7,28
To Recommend Teachers and Other
Personnel - - - - 443(2) - - 29
Property, School
Disposal of- - - - - 904 - - 61
To Permit Use of - - - 443(11) - - 60
Q
Qualifications for Candidates for Trustee - - - - 85
R
Regulations of County Board
Actions Must Conform to - - 403(1);443(7);902;
1067(3); 423(7-a) 20
Relationships
To Community - - - 442(1) - - 14
To County - - - - - - - 15
To State - - - - - - - - 15
Removal of Trustee from Office - 441; 308(15) - 13
Reorganization of Districts (see Elections
for Reorganization of Districts)
Reports, to Receive Certain - - 433(12-g) - - 73
Requisition and Purchase of Supplies and
Equipment - - - 1060(4) - 29,67
Requisitions
May Be Filed by Trustees - 1060(4) - - 67
Resolution for Continuing Contract (see
Continuing Contract)
INDEX
RESPONSIBILITIES AND RELATIONSHIPS
SCHOOL CODE PAGE IN
SECTION NO. HANDBOOK
Safety, Responsibility for - - - - - -
Salary Schedules - - - - 423 (7-f)
School Centers
When Approval of Trustees Necessary
to Discontinue - - - 443(4) -
Definition of - - - - 118(9) -
Location of, Determined by County
Board - - - - 915 --
School Districts (see Elections, School District)
School Funds
Local, Trustees to Manage- - 443(7) -
Sources and Types of - - - - --
School Plant
General Supervision of Buildings 443(10)
Operation of - - - ------
Principal in Charge of - - - - --
School Records - - - - 207 -
School Supplies and Equipment
Duty of County Board to Contract for 423 (12-i)
Schools, to Be Administered by Principals 403(6) - -
Secretary, Who Should Serve as - - - --
Sites, School
General Supervising Responsibility for - - -
When Trustees Have Authority to Re-
fuse Purchase - - - 423(11-b) -
Selection of -- - - -------
Specific Duties of Trustees - - 443 - -
State and County Funds, Apportioning of 1058(1,2,3)
Supervising Principal
Selection of - - - - 443(1) - -
To Give Recommendations Concerning Principals -
Supervision of Schools, Trustees Have
General Lay - - - 403(4) - -
Supervision of Teaching
Principal and County Superintendent
Responsible for - - - 403(3,6) -
Supplies and Equipment
Requisition and Purchase of - 1060(4) -
Tax Levies, District Current - - 443(6) -
Teachers
Beginning -----
Local- - - - -------
- 63
- 32
- 32
- 10
- 44
55
- 51
51
- 69
- 63
- 59
-58
- 59
-- 73
- 73
7
- 11
- 57
- 52
52
9
-- 66
-27,35
-- 36
7
- 7
- 29,67
INDEX
RESPONSIBILITIES AND RELATIONSHIPS
SCHOOL CODE PAGE IN
SECTION NO. HANDBOOK
Nominations of, to Fill Vacancies or
New Positions - - - 443(2) - -
Definition of - - - - 118(14-b) -
Qualifications for - - - 433(7-a), 423(7)
Reappointment of - - - 443(2) -
Relationships to - - - - - - -
Selection of - - - 443(2) - -
Substitute and Temporary- - 547(2),546(1) -
Transfer of- - - - 433 (7-h) -
Transportation
No Trustee Shall Be a Contractor for
Transporting School Children -
To Submit Suggestions - - -
Trustee Elections (see Biennial Tax and
Trustee Elections, Regular)
Trustees (see Specific Topics)
V
Vacancies of Trustees
How Filled - - - - -
When Occurring - - - -
820 -
801 -
- 39
- 31
- 43
- 40
- 32
31, 38
- 41
- 42
- 72
- 72
423(13-b) - - 13
440 - - - 13
-
-
|
RSS
HIDE
