Agenda Item
b. Norms, Protocols & Best Practices in the Art of Leadership
Summary: Presented by: Dr. Donna Hinton, Senior Board Development Specialist, Georgia School Board Association (GSBA)
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GREAT BOARDS GET BETTER!
Donna Hinton, Ed.D., Senior Board Development Specialist, GSBA
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WELCOME
GOVERNANCE TEAM INTRODUCTIONS
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TRAINING NORMS
Let’s make today great!
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POINT #1 POINT #2 POINT #3
Turn off/mute cell Be respectful No sidebar
phone. of other ideas conversations
even if they so that others
are different can hear.
from yours.
POINT #4 POINT #5
Contribute to Enjoy your
the session learning journey!
and use your
Performance
Guide as a
work product.
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Excellence
in the
classroom
begins with
excellence
in the board
room.
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STANDARDS FOR EFFECTIVE 5
GOVERNANCE OF GEORGIA
SCHOOL SYSTEMS
Domain 1: Governance Structure
Domain II: Strategic Planning
Domain III: Board and Community Relations
Domain IV: Policy Development
Domain V: Board Meetings
Domain VI: Personnel
Domain VII: Financial Governance
Domain VIII: Ethics
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THIS is the purpose of your work!
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Evaluation
Strategic of Norms &
Plan Superintendent Protocols
Student
Outcomes
Board Self Conflict of
Evaluation Interest Policy
Roles & Responsibilities
Code of
- It’s ALL Connected! Conduct
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Domain I - Governance
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Roles & Responsibilities 9
BOARD SUPERINTENDENT
Legislative Duties: • Appointed by the Board to be their “chief executive officer”
• Adopt policies to govern the operation of the • Implements policy established by the board
schools • Secretary to the board; maintains all board meeting minutes
• Determine the amount of school taxes to be levied • Liaison with the State School Superintendent
Executive Duties: • Recommends all employment and assignments
• Employment and assignment of personnel on the • Signs all employment contracts
recommendation of the Superintendent • Responsible for money borrowed, signs notes with board chair
• Acquiring or disposing of real estate and other • Agent of the board in procuring school equipment and
property materials.
• Construction of facilities • Enforces all local, State, & Federal rules and regulations
Judicial Role: • Visits all schools
• Board serves as a tribunal. • Counsels with the faculty
• Law court to resolve local matters of school law • Files reports with the DOE
when specifically authorized or required by Georgia • Any other duties as required by the Board as part of the job
Law. description contained within superintendent’s contract.
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5 BASELINE CRITERIA OF 10
HIGH-PERFORMING TEAMS:
• Trust each other
• Deal constructively with conflict
• Committed to doing well
• Feel personally accountable for the
team’s success
• Focus on achieving results as a team,
not as individuals who happen to work
together
Source: Patrick Lenicioni, 5 Traits Exhibited by High Performing Teams,
Adapted from: The 5 Dysfunctions of a Team: A Leadership Fable, Jossey-Bass
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Constituents/Stakeholders
GOVERNANCE
GOVERNANCE
TEAM
MANAGEMENT
District Personnel/Operations
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The Dance Floor is
Not the Balcony…
~The Governance Core, Campbell & Fullan
• How does this story apply
to Governance Team work?
• What are the benefits of
spending most of your time
on the balcony?
• What are some drawbacks
to spending too much time
on the dance floor?
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NORMS AND PROTOCOLS
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BOARD NORMS &
PROTOCOLS
What Are Norms?
• Agreed-upon expectations for everyone on the
governance team, particularly in areas where
policy is unclear or there is some need for
additional guidance.
• They provide more details and procedures than
your Code of Conduct policy.
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BOARD NORMS &
PROTOCOLS
What Do Norms Do?
Norms demonstrate the kind of relationships
guideline that effective and successful teams adopt in
their interaction within the team and with the world
outside of the team. These group norms are essential
for a team to accomplish their mission and live the
values that members cherish.
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YOUR GOVERNANCE TEAM
NORMS AND PROTOCOLS
With each item, discuss:
• What does this mean to me?
• What will it mean to the community?
• Do we still believe this to be true and can we
all support this Norm?
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A Code of Ethics is comprised of statements of ethical
conduct for public officials in their official capacity and
defines how members of a given group should conduct
themselves as representatives of the group.
• Putting the needs of the organization before a personal
agenda
• Adhering to principles of ‘right’ conduct, high
standards, and honesty in dealing with members of the
group www.gsba.com
Domain II: 18
STRATEGIC
PLANNING
The governance leadership
team, in collaboration with the
community, adopts and enacts
a planning process that results
in an adopted system strategic
plan designed to improve
student achievement and
organizational effectiveness.
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DOMAIN II: STRATEGIC PLANNING 19
Board Members vs Superintendent
Board Superintendent
Participates in the development Plans and participates in the
of the Strategic Plan development of the Strategic Plan
Adopts the Strategic Plan based on Recommends the Strategic Plan
the recommendation of the to the board
Superintendent
Annually the board reviews the Implements, monitors, provides data
performance measures to improve reports on the progress of the plan
student achievement and makes recommendations for
improvement
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STRUCTURES FOR SUPPORTING THE WHOLE CHILD 20
Accountability
Community, District, State,
Measures Federal
Data Practices
Plan Data Achievement, Instructional,
s Operational, Sociological
Action Planning
School and District Improvement
Plans
Funds
Educational Funding
Local, State, and Federal Funds
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ESSENTIAL QUESTION 21
How does the Governance
Team monitor and report
progress on the system’s
Strategic Plan?
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What is YOUR Governance Team’s 22
Moral Imperative? Discuss.
If there is not a clear moral imperative; if there is not a
specific means of implementing it in practice; and if there
are not measurable outcomes that mark progress and
attainment and if the governance team cannot articulate
the state of play about the moral imperative as a system of
action, then it does not exist in reality.
Michael Fullan
The Governance
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The Greatest Enemy of Strategic Thinking
The linear, incremental-based board agenda. Governance
requires that they control their agenda not that the agenda
controls them. The most common complaint is that board
agendas are not focused on children’s issues but rather on
administrative work.
Davis Campbell and Michael Fullan
The Governance Core
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Domain III –
Board &
Community
Relations
This Photo by Unknown Author is licensed under CC BY-SA-NC
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ESSENTIAL QUESTIONS
• What is the governance team’s
process for creating a culture
where input is sought, heard, and
valued?
• What evidence does the
governance team have that
indicates effectiveness in board
and community relations?
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What does a strong community 26
connection look like?
What indicators should we see as evidence?
✓ Close connection to the community
✓ Community involvement in district functions
✓ District responsive to community needs
✓ Shared responsibility for district success (it takes a village…)
✓ Frequent acknowledgement of community support
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A Governance Team Self-Assessment Focused on 27
Community – How does your team measure up?
We treat each other, We view our
We take time to reflect
We understand that the superintendent, communication with
on and improve our
collaboration begins staff, students, parents, staff and the
own internal and
with us. and community with community as a two-
external relationships.
respect. way process.
We encourage parents
We have policies and We provide Our priorities and
to share responsibility
practices in place to opportunities for student performance
for the success of
encourage parents to be community input into standards reflect
schools and students in
active partners in their key actions for the community needs and
pursuit of the common
children’s education. board. interests.
good.
We build partnerships We support staff efforts to We recognize, as a board, We communicate
with the business build collaborative that our leadership regularly with elected
relationships with other
community and others responsibilities extend officials to ensure that
agencies (e.g., social
that promote high services, police, juvenile beyond the district to public schools are and
student achievement as justice) to provide child and include state and national continue to be a top
the top priority. www.gsba.com
family centered services. issues. priority. 27
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“The purpose of
community engagement is
to ensure that school
improvement is done with
the community, not to the
community.” Source: The Reform Support Network: Strategies for
Community Engagement in School Turnaround, March 2014.
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GOOD COMMUNICATION
IS NOT AN AFTER THOUGHT
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POLICY DEVELOPMENT
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DOMAIN IV
ESSENTIAL QUESTION:
How does the board implement
effective procedures for adopting,
revising, and following written
policies that are clear, up-to-date,
and in compliance with the school
system’s strategic plan, state
constitution, state and federal laws,
and state board rules?
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DOMAIN IV: POLICY DEVELOPMENT 32
Roles and Responsibilities
BOARD SUPERINTENDENT
• Adopts policies that carry the force • Recommends policy actions to the
of the law of school systems board for adoptions
(revised/rescinded)
• Policies and principles and goal • Issues regulations that comply with
statements adopted define the the policy without board approval
parameters within which the unless it is required by law or by
superintendent and staff carry out board direction that the board
assigned duties approve certain types of regulations
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DOMAIN V 33
BOARD MEETINGS
ESSENTIAL QUESTION:
What procedures are
established by the Governance
Team to ensure that meetings
are in accordance with local
board policy and the Open
Meetings Act?
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DOMAIN V: BOARD MEETINGS 34
Roles and Responsibilities
BOARD SUPERINTENDENT
• Conducts the meeting • Assists the board in conducting
the meeting
• Approves the agenda in
accordance with state laws and • Maintains the “official”
local board policies record of the meeting
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DOMAIN VI - PERSONNEL 35
ESSENTIAL QUESTIONS:
How does the board hold itself accountable
for effective practice in hiring a
superintendent and appropriately delegating
authority to ensure that the superintendent
functions as the organization's chief executive
officer?
How does the board guarantee appropriate
adoption of personnel policy and hold the
superintendent accountable for the
implementation of personnel policy?
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DOMAIN VI: PERSONNEL 36
Roles and Responsibilities
BOARD SUPERINTENDENT
• Evaluates the Superintendent • Recommends policies to the board
• Prepares a professional development for adoption and implements
plan for Superintendent if needed adopted policies
• Reviews and updates personnel • Recommends personnel actions to
policies the board
• Practices code of ethics policy and • Provides personnel data reports
maintains confidentially pertaining
to personnel
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DOMAIN VII 37
FINANCIAL GOVERNANCE
ESSENTIAL QUESTIONS:
What procedure is implemented by the
governance team to ensure that the
superintendent recommends and the board
adopts a budget that adheres to State law
provisions and is aligned with the strategic plan?
What are the board’s policies for budget
adoption and governance team procedures for
monitoring budget implementation?
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DOMAIN VII: FINANCE 38
Roles and Responsibilities
BOARD SUPERINTENDENT
• Approves annual budget • Recommends annual budget to the
recommended by the Superintendent board for adoption
• Reviews and approves budget each • Presents recommendations for
month for adjustments budget adjustments at each monthly
board meeting
• Shares significant changes and
• Prepares board member in
direction of the district with the
advance for any significant budget
community
changes
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DOMAIN VIII - ETHICS 39
ESSENTIAL QUESTIONS:
• How does the governance team
commit to accountability and
capture evidence of adherence to,
adoption, and practice of the Code
of Ethics to ensure organizational
effectiveness?
• How does the governance team
ensure your Norms & Protocols are
being appropriately reviewed and
followed?
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DOMAIN VIII: ETHICS 40
Roles and Responsibilities
BOARD SUPERINTENDENT
• Adopts and follows Code of
Ethics
• Practices Code of Ethics for
• Adheres to Conflict of Interest Professional Educators
• Adopts and annually
reviews Norms & Protocols
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Board members, especially in the school setting, often live in a fishbowl. 41
Even if your intentions are only honorable, the perception that gets created
can be very important. Adhering to the Code of Ethics. Norms & Protocols,
and Chain of Command can prevent both legal and public relations
problems within the district and enhance your role within the community.
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The New Role of the Board
As Lead Learner
TRADITIONAL
SCHOOL BOARD ROLES
& RESPONSIBILITIES
➢Hire the superintendent
➢Approve the budget
➢Approves the hire of employees
on recommendation of the
superintendent
➢Sets policy
➢Advocacy
➢Engages the community
SCHOOL BOARDS TODAY
➢ Hire the superintendent
➢ Approve the budget
➢ Set the district vision
➢ Develop a strategic plan (with input from
superintendent & stakeholders)
➢ Establish professional development
➢ Educate the community
➢ Engage the business community (Rotary, business
& faith groups, chambers)
➢ Approve the hire of employees on
recommendation of the superintendent
➢ Set policy
➢ Advocate locally, statewide & nationally
➢ Are part of the team that is held accountable for
school/student achievement
TABLETOP DISCUSSION
Discuss how these added
responsibilities have changed the
role of the Board and the
Governance Team
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Whose Responsibility Is It?
1. Recommend personnel for employment 7. Study achievement of individual students
Superintendent or teachers
2. Set goals for the school system Superintendent
Board & Superintendent 8. Identify procedures for selecting student
3. Evaluate principals body president
Superintendent Superintendent
4. Adopt policies for the school system 9. Approve system calendar
Board Board
5. Inspect school buildings/campuses 10. Approve field trips
Superintendent & Board Superintendent & Board
6. Investigate citizens’ complaints 11. Interview football-coaching applicants
Superintendent Superintendent
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Each local board of education must have adopted a
local code of ethics policy which includes the model
provided by the State Board of Education.
TRUE
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49
If I hear by the grapevine that a teacher in our
system is having an affair with another teacher, I
should reprimand them both.
FALSE
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50
It is OK to discuss personnel items while in
executive session.
TRUE
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51
The superintendent refuses to employ a person I consider
best qualified to fill a vacancy in our district. If I can
convince the rest of the board to go along, we can legally
require the superintendent to employ the individual.
FALSE
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52
My spouse is a bus driver in my school district and is up
for promotion to a supervisory position. I must recuse
myself when the vote is taken on this action.
TRUE
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53
After the board meeting has started, I want to
add another item to the agenda. To do so, I
need the support of a majority of the board
members.
TRUE
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54
I am a veteran board member with many years of
experience. As a result, I do not have to participate in
any training sessions designed for local school board
members.
FALSE
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A vendor that sells products to the school district wants
to take me to the Masters Tournament. I don’t consider
this a conflict because the vendor is not related to me.
FALSE
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I was elected by the people to run the school
district and I don’t care about following rules and
regulations.
FALSE
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A good
school
board does
not run the
schools; it
ensures
they are
well run.
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THANK YOU!
Please complete the evaluation and fill out your
credit form.
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Contact Us
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Board Development
Toll-Free (877) 404 -7707
Main (770) 962 - 2985
Samuel King, Ed.D.
Director of Board Development &
Superintendent Search Services
CONTACT US
sking@gsba.com
(770) 822 - 3628
Donna Hinton, Ed.D.
Senior Board Development
www.GSBA.com Specialist
dhinton@gsba.com
(770) 822 - 3642
Julia Bernath
Board Development Specialist
jbernath@gsba.com
(770) 682 -1188
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