Board-Superintendent Relations

The School Governance Team

Board-Superintendent Governance Goals

“A resiliency relationship – demonstrates the ability to recover, learn from, and developmentally mature when confronted by chronic or crisis adversity.”

-Rowman & Littlefield: Resilient Leadership for Turbulent Times

A trusting relationship in which all parties exhibit competence, openness, reliability, and equity.

-Reynolds, L: The Trust Effect

Strong Communication

Strong communication ensures that board members and superintendents are never caught off guard, put on the defensive, or are embarrassed because they are not ‘in the know’ on big issues.”

-Doug Eadie, Founder and President

Strong communication leads to effective governance:Strong, ongoing communicationRespect for diverse opinionsAgreed upon operating procedures/agreements

This is why questions ARE NOT taken at a Board meeting(While open to the Public, not an OPEN MEETING)

Role of the Board (Set Values and Beliefs, Mission, Vision, Goals)

Answer the question What? Why? How Much?

The Board Clarifies the District PurposeThe Board Connects with the CommunityThe Board Employs a SuperintendentThe Board Delegates AuthorityThe Board Monitors PerformanceThe Board Takes Responsibility for Itself

Role of the Superintendent(set objectives, action plans, regulations,

procedures)

Administer and manage the school districtAnswer the questions:

How? When? Where? By Whom?Recommend and implementLead the staff to improved district

performance and compliance withboard policy

School Board Code of Ethics

Attend all meetings, making policy decisions after discussion at public Board meetings

Make decisions on available facts refusing to surrender to special interest groups

Encourage EQUAL and free expression by ALL Board members

Establish effective Board policies and delegate authority for administration to superintendent

Recognize and respect responsibilities delegated to the Superintendent

Communicate to the Superintendent expression of public reaction

Keep informed about current educational issues

Code of Ethics - Continued

Support employment of persons best qualified to serve on school staffAvoid being placed in a position of conflict of interest

Avoid compromising the Board/administration by inappropriate individual action or comments

First and greatest concern is educational welfare of student attending Sheridan Public Schools

Recognize that decisions are made by a majority vote and should be supported by all board members

Recognize that the board must comply with the Montana Open Meetings lay and only has authority to made decisions at official board meetings

Understand that the board makes decisions as a team. Individual board members may not commit the board to any action

Role of the Board Chair

• Call the meeting to order on time• Repeating all motions in their entirety before taking a vote• Preserving order• Moving the meeting along by adhering to the agenda• Keeping discussion centered on the issue• Promoting discussion, allowing all sides of an issue to be

heard• Bringing each issue on the agenda to conclusion in a clear way• Ensuring that all meetings comply with Montana’s Open

Meeting Laws• Adjourning the meeting

Role of the Board Chair - Continued• Only the Chair allows/disallows public input (only during public

comment or before decision)• Keep Board focused on agenda task• Respect confidentially• Closed session – Only Chairman can decide to recess to executive

session• Public Relations – Chairman is primary point of contact• Setting the agenda- The chairman and superintendent set the

agenda• Roberts rules of order – Not a required procedure (customary), can

be ignored to move agenda item to conclusion• Board Workshops – no Board decision – Therefore NO public input

until prior to Board adoption at regular Board meeting