Proposed Board Policy BBD Board-School Superintendent Relations

                                                                                  Board Policy Manual
                                                                          DeKalb County School District

 Board Policy BBD:                                                      Original Adopted Date: Pending
 Board-School Superintendent Relations                                     Last Reviewed Date: Pending

 Status: DRAFT                                                               Last Revised Date: Pending

This policy establishes the roles, responsibilities, and working relationship between the DeKalb County
Board of Education and the superintendent to ensure effective governance, accountability, and a shared
focus on improving student outcomes and organizational performance.

Roles and Responsibilities

   1. Board of Education
      The board serves as the legislative, judicial, and evaluative body responsible for setting policies,
      approving budgets, and ensuring the district’s strategic goals are met. The board will:
          o Operate in a transparent, collaborative, and ethical manner at all times.
          o Focus on policymaking, long-term planning, and oversight.
          o Approve budgets, set tax millage rate, review financial reports and audits, and monitor
             district financial health.
          o Support the superintendent in carrying out board policies while refraining from
             micromanaging operational matters.
          o Evaluate the superintendent’s performance annually in alignment with district’s
             strategic plan and established evaluation criteria.
          o Engage with the community, seek input, and maintain open communication about
             district matters.
          o See also Board Policy BH: Board Code of Ethics.

   2. Superintendent
      The superintendent serves as the chief executive officer of the district and is responsible for
      implementing board policies, overseeing daily operations, and managing staff. The
      superintendent will:
         o Operate in a transparent, collaborative, and ethical manner at all times.
         o Develop and recommend policies, budgets, and strategic plans to the board.
         o Develop administrative regulations and implement board policies in alignment with the
             district’s strategic plan.
         o Effectively manage district operations and promote a positive organizational culture.
         o Evaluate and develop staff to ensure instructional excellence and positive student
             outcomes.
         o Represent the district to the community, advocate for public education, and maintain
             positive relationships with stakeholders.
         o Serve as secretary to the board and be present at all meetings of the board, except
             when the superintendent’s contract, salary, or performance is under consideration.

Communication and Collaboration
To develop and maintain a productive and effective relationship between the board and the
superintendent, both the board and the superintendent will communicate in a manner that is honest
and transparent and builds upon mutual respect and trust.

   1. Communication Protocols
         o Board members and the superintendent will communicate with each other in a timely
           manner and make reasonable efforts to avoid surprises.
         o The superintendent will provide the board with accurate, relevant, and complete
           information on all matters of concern, including operational updates and educational
           trends.
         o Board members will seek to be well-informed and direct requests for information or
           clarification to the superintendent. See also Board Policy BBI: Board-Staff Relations.
         o Information requested by one board member that is related to pending board action
           will be shared with the entire board to ensure transparency.
         o The superintendent will provide a calendar of district events and activities to the board
           to facilitate participation and foster connections with the community.
         o The superintendent will notify the board promptly of any emergencies or incidents that
           may significantly impact the district, its schools, or its students.

   2. Communication Frequency
         o The superintendent and board chair will meet at least weekly, unless waived by both
           individuals.
         o The superintendent will meet with individual board members at least twice per month,
           unless waived by both individuals.
         o The board and superintendent will meet for teambuilding activities at least once per
           year.
         o The superintendent will attempt to balance communication equally between all board
           members, with the following exceptions:
               ▪ The superintendent will meet more frequently with the chair and vice chair
               ▪ The superintendent may choose to meet more frequently with new board
                   members

   3. Mutual Support
         o The board and superintendent will work collaboratively to achieve the district’s goals
             and improve student outcomes.
         o The board and superintendent will share credit and responsibility for district successes
             and failures.
         o Board members and the superintendent will make reasonable efforts to protect the
             integrity and positive image of the district by criticizing privately and praising publicly.
         o Board members will respect the superintendent’s role as the educational leader and
             decision-maker in operational matters.
         o The superintendent will respect the board’s role as the governing body and will
             implement its policies with fidelity.
         o Communication between the board and superintendent should be courteous and
             professional.

Evaluation and Accountability
1. Superintendent Evaluation
   The board will conduct an annual formal evaluation of the superintendent. This evaluation will
   include the following steps:
        o Collaborative goal setting
        o Superintendent self-evaluation
        o Midyear check-in and assessment
        o Direct-report leadership feedback
        o Final evaluation by the board
        o Contract and compensation review

    The board’s evaluation of the superintendent will be guided by the following principles:

        o   Goals will be clearly outlined and developed with input from both the board and the
            superintendent.
        o   Midyear check-in and final evaluation will allow opportunities for a dialog between
            board members and the superintendent.
        o   The superintendent will have an opportunity to respond to board feedback, including
            the final evaluation.
        o   The final evaluation will be provided in writing and will identify areas for continued
            professional growth and development.

2. Board Self-Evaluation
   The board will engage in an annual self-evaluation, guided by an independent facilitator. Based
   on the results of the self-evaluation, the board will develop an action plan, to ensure continuous
   improvement of district governance and board operations. The self-evaluation will include the
   following domain areas, which are outlined in the Georgia State Board of Education Standards
   for Effective Governance:
        o Governance structure
        o Strategic planning
        o Board and community relations
        o Policy development
        o Board meetings
        o Personnel
        o Financial governance
        o Ethics

3. Conflict Resolution and Dismissal of Superintendent
      o Disagreements or conflicts between the board and the superintendent will be addressed
           promptly and professionally.
      o The board chair and superintendent will work together to resolve issues or engage a
           neutral mediator to maintain a positive working relationship.
      o Dismissing the superintendent should be considered only as a last resort, following a
           thorough review of concerns and attempts to address issues collaboratively.