Each section gives a plain-language explanation, then the original proposed wording, quoted exactly from the PDF.
A.Leadership recruitment
Plain-language explanation
The superintendent search would follow a written process approved by the full Board, with clear job criteria, fair and consistent scoring, credential and reference checks, and appropriate public input.
View original proposed language
For the superintendent, recommend a documented search process approved by the full Board. Use clear job criteria, legally appropriate public engagement, consistent scoring, credential verification, references and a conflict-of-interest disclosure process. Board members must comply with open-meeting rules and personnel confidentiality.
Define the leadership profile: instructional results, ethics, fiscal stewardship, special education competence, culture and family engagement.
Use structured interviews, job-related assessment criteria, and consistent documentation; apply equal employment opportunity requirements.
B.Administrative hiring — who decides what
Plain-language explanation
The Board as a whole hires and evaluates the superintendent. For other leaders (assistant superintendent, HR director, special education director), Michigan law lets the Board employ certain administrators by contract, but who recommends, selects and supervises depends on law, labor agreements, current Board policy and lawful delegation to the superintendent. No single trustee can hire or direct staff.
View original proposed language
Superintendent: The full Board is responsible for employing and evaluating the superintendent under applicable Michigan law. A trustee acting alone cannot appoint or direct a superintendent.
Other administrators: Michigan law authorizes the board to employ specified administrators by written contract; actual recommendations, selection procedures, approvals and supervisory authority must follow applicable law, bargaining obligations, current board policy and delegated administrative responsibilities. The proposal does not assume every personnel decision belongs exclusively to either the superintendent or an individual trustee.
C.Employee retention
Plain-language explanation
Compare pay and benefits with similar Michigan districts, give new leaders a structured first 180 days, provide training and support, and learn from confidential stay and exit interviews.
View original proposed language
Conduct a documented compensation and benefits review using comparable Michigan districts and approved budget assumptions.
Implement onboarding milestones at 30, 90 and 180 days, with position-specific success criteria and leadership mentoring where applicable.
Offer lawful professional development, meaningful feedback, adequate support staff and clearly defined authority.
Conduct confidential stay interviews and departure analysis; report trends to the Board without exposing protected employee information.
D.Superintendent accountability
Plain-language explanation
Use evaluation tools and schedules that comply with Michigan law. The Board evaluates the superintendent; other administrators are evaluated by their legally designated evaluator. Targets would be set only after a baseline review. See also Policy 0100.20.
View original proposed language
Use legally compliant evaluation tools and schedules. The Board evaluates the superintendent; eligible administrators are evaluated by the legally designated evaluator.
Completion rates for assigned corrective actions and board directives.
E.Special education leadership
Plain-language explanation
Treat the special education director as a continuity-critical role so a staffing gap never interrupts legally required services, IEP timelines or family communication. Oversight uses aggregate numbers only — never student identifiers.
View original proposed language
Treat the special education leadership role as a continuity-critical position. Establish qualifications appropriate to the role, experience with IDEA and Michigan requirements, student-centered service delivery, staff support, family communication and response to complaints. A gap in executive staffing must not interrupt legally required services.
Maintain a written continuity plan for IEP administration, timelines, transportation coordination, evaluations and required notices.
Create accessible family communication channels and timely escalation routes that protect confidentiality and due-process rights.
F.Succession and continuity
Plain-language explanation
Plan ahead for vacancies in mission-critical functions and identify interim coverage before a departure where practicable. Superintendent succession itself is already covered by Policy 0100.11, which this proposal does not repeat or change.
View original proposed language
Build succession and knowledge-transfer plans for mission-critical functions, including HR, special education, finance and operations.
Identify interim coverage before departure where practicable, without bypassing legitimate hiring and contracting requirements.
H.Financial and legal considerations
Plain-language explanation
Compensation review, search costs, professional development and legal review all carry costs. None has been estimated yet. Contracts, labor agreements and available funding may limit what is possible.
Estimated cost: Not yet determined.
View original proposed language
Review contracts, fiscal feasibility, procurement/search costs, applicable labor agreements and equal opportunity obligations before adoption.
