How would you formulate a school's "Statement of Philosophy and
Objectives" if none existed?
What part should the Board play in the formulation of the "Statement
of Philosophy and Objectives"?
How should the "Statement of Philosophy and Objectives" affect
the school's admission policy?
How would you implement the Philosophy and Objectives throughout the
school?
How would you inform parents of the school's Philosophy and Objectives?
When and by whom should the "Statement of Philosophy and Objectives
be revised?
How would you orient all school personnel to the Philosophy and
Objectives of the school?
In what ways would you implement the school's Philosophy in the
instructional program?
How would you encourage teachers to develop a Christian Philosophy of
teaching and learning?
Discuss the numerical adequacy of the instructional staff.
Discuss the numerical adequacy of the clerical staff.
Discuss the numerical adequacy of the maintenance and custodial staff.
Describe your policy for choosing substitute teachers.
Define your policies and practices on supervision and evaluation of the
instructional staff.
How should the administrative staff be evaluated?
Explain your policies on supervision and evaluation of the
non-instructional staff.
What in-service opportunities would you provide for teachers to grow
spiritually?
What in-service opportunities would you initiate for teachers to grow
professionally?
What in-service growth opportunities for non-instructional personnel
would you recommend?
How would you use teacher evaluations in determining renewal or
termination of contract?
When performance is unsatisfactory, what warning do you give and how much
time do you recommend to show improvement prior to the decision to recommend that a
contract not be renewed?
Describe the ideal selection process for Board members.
List the spiritual qualifications for Board membership.
Describe your role in the orientation of new Board members
Apart from God, whom do you consider to be the head of the school?
What is expected of the chief administrator in the Board meeting?
How would you develop and maintain the Board/administrator relationship?
Describe the ways the administrator should be formally evaluated by the
Board?
Describe the role the Board should play in the daily administration of
the school?
What do you consider to be the function of the Board?
What is your philosophy on administrative salaries?
What should be the pastor's relationship to the Board and to the chief
administrator?
In a church-sponsored school, what should be the role of the pastor in
the decision-making process?
What role could the pastor play in the spiritual life of the school?
How and by whom should the annual budget constructed?
What is the recommended timetable for formulating the annual budget?
How should the Board be kept up-to-date on budgetary matters?
Describe the best system for ordering and for paying all bills.
How and by whom should the annual salary schedule determined?
How and by whom should fringe benefits determined?
How should financial matters be reported to the school constituents?
How would you design the curriculum to meet the individual needs of
students?
What procedures would you recommend for selecting textbooks and learning
materials?
How would you use community resources to facilitate the instructional
program?
Explain the roles of the school board, administrator, teachers, parents,
and students in curriculum development?
How would you continuously evaluate the curriculum?
What should the philosophy of early childhood education be at our school?
How would you determine readiness in assessing children for enrollment?
How should students’ progress be evaluated?
What varied teaching methods do you recommend?
How would you require teachers to teach from a distinctively Christian
viewpoint?
What would you require of teachers in lesson planning?
What is your philosophy of student activities?
How would you help the staff interpret and use standardized test data?
How would you integrate appropriate technology into the Christian
classrooms?