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the primary ethical test is the teacher’s capacity to put students’ interests first .

- Donald Kennedy, 1997

Publicly Funded and Professionaly Supervised Schools have well documented policy and procedures available to all staff in manual form.

Most of these schools evaluate these policies and evaluate the actual performance of both policy and procedures. Most professional schools have development committees to review and create procedures to improve the school's performance.

Usually all staff, teachers, administrators, deans and directors are evaluated and asked to develop better practices as teachers, researchers and administrators.

Many schools will hire outside consultants to provide input, work with accreditation organizations, and collaborate with peer schools to maintain and if possible raise standards for academics.

This is an example of a professional school manual index for teaching staff.

1. ROLES AND RESPONSIBILITIES OF THE ACADEMIC DIRECTOR

A. The Responsibilities of the Director

1. Curriculum
2. Quality of Instruction
3. Faculty
4. Administration and Management
5. Intellectual and Academic Leadership
6. Working with the Dean of the Faculty

B. Programs vs. Departments

C. Initiation to the Role of Director

II. ORGANIZATION AND CALENDAR

A. The Office of the Dean of the Faculty

1. Organization
2. Channels of Responsibility and Communications

B. Governing Documents

1. Faculty Handbook
2. By-Laws of the Faculty
3. Faculty Manual
4. Constitution and By-Laws of the Faculty Assembly
5. Other Important Publications and Documents

C. Calendar

1. Planning Calendar
2. Academic Calendar
3. Summer Session Calendar
4. Faculty Elections

D. Committees

1. Faculty Affairs Committee
2. Dean’s Advisory Council
3. Educational Policy Committee
4. Committee on Graduate Studies
5. Committee on Degrees
6. Committee on Academic Status
7. Advisory Committee on Retention, Promotion, and Tenure
8. Dean’s Administrative Group
9. Other Standing Committees
10. Ad Hoc Committees

E. Non-School Committees

1. College-wide Committees

III. POLICIES, PRACTICES, AND PROCEDURES

A. Faculty Personnel Procedures

1. Faculty Searches

B. Faculty Evaluation and Review
1. Personnel Files
2. Probationary Reviews
3. Promotion to Associate Professor with Tenure
4. Promotion to Full Professor
5. Post-Tenure Review
6. Merit Evaluation for Salary Increase
7. Selection for and Continuance of Eminent Scholars and Named Chairs
8. Joint Appointments
9. Retirement
10. Permanent Medical Disability
11. Outside Offers of Employment

C. Other Matters Relating to the Faculty

1. Obligations of Faculty Members
2. Paid Faculty Leaves
3. Leaves without Pay and Buy-Outs
4. Faculty Exchanges
5. Teaching Evaluations
6. Faculty Travel
7. Overloads
8. External Activity for Pay (Consulting)
9. Academic/Professional Misconduct
10. Consensual Amorous Relationships between Students and Faculty
11. Grievances
12. Difficult Faculty

D. Specified-Term and Part-Time Faculty Personnel Procedures

1. Definitions and Terms of Appointments
2. Authorization for Replacement Hiring
3. Search Procedures
4. Evaluation Procedures for Merit and Re-appointment
5. Leave Policies
6. Obligations of and to Specified-Term and Part-Time Appointees
7. Grievances
8. Voting Rights

E. Budget Issues

1. Fiscal Responsibility
2. Budgets
3. One-Time Allocations
4. Overhead and Other Non-State Funds under Unit Control
5. Start-Up Funds for New Faculty
6. Eminent Scholars Funds

F. Faculty & Staff Computers

G. Summer School

H. Program Assessment

I. Development

1. Role of Department Chairs and Program Directors
2. Role of Faculty in Development
3. Relationship to A&S Development Officer
4. Unit Solicitation and Stewardship
5. Newsletters

J. Reporting and Accountability
1. Unit Reports
2. Audits
3. Faculty Vitae
4. Grants

K. Professional Conduct and Legal Issues

1. Seeking Legal Advice
2. Legal issues
3. Alcohol Use Policies
4. Academic/Professional Misconduct
5. Private Use of State Property and Facilities

L. Supervision of Office Staff

There are tremendous differences between the public and private sector schools.

The public schools realize the world is constantly changing and have created huge procedures to constantly monitor amd include these changes into their subjects. Most public schools pay 40% for logistics, 40% for staff and 20% for research, testing, evaluations, community outreach, community services and lose money every year.

Most private schools (99% of the ones I have been in) spend no money on research, testing, evaluations, community outreach or community services. Most of them spend 20 to 30% on logistics, 10% (or less) on teachers, 20 to 40% on marketing and sales and try to earn 20% profits every year. I would love to hear from any private schools that break this mold.

Say what you will about the big universities and colleges - they still offer the best options and best education value for money spent for students.

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Labels: Understanding Professional Teaching