School Board RetreatFebruary 2, 2017

School Board RetreatFebruary 2, 2017

Agreements for Retreat

• Everyone participates and contributes

• Open, honest communication

• No votes

• We won’t cover everything (parking lot)

Growing to Performers

• Get to know each other less superficially• Learn about the job and expectations• Identify team norms• Establish team goals

Forming Storming Norming Performing Adjourning

Forming Storming

• Actively listen to one another• Tolerate and value differences• Support a non-judgmental environment• Focus on goals• Be willing to compromise

Growing to Performers

• Relinquish personal agendas• Share leadership opportunities• Ensure decisions are made by consensus• Discuss long term goals and work plans• Refine team roles and responsibilities• Engage in team building exercises• Discuss and develop processes

and working styles

Norming

Growing to Performers

• Delegate as much as is sensible• Recognize individual contributions• Keep the team moving toward new goals• Focus on new goals and areas of

board involvement• Be proactive and take initiative• Demonstrate loyalty to the team • Continue to build camaraderie• Celebrate milestones

Performers

To serve every student with excellence as the standard.

Defining Our Mission

Roles and Relationships• Powers and Duties of the Board (0122): As prescribed by

law, the general powers of the Board are the determination of educational policies; the adoption of such rules and regulations to supplement those prescribed by the State Board as will contribute to the more orderly and efficient operation of the school system; the determination of minimum standards; and the performance of any duties that are assigned to it by law or by State Board regulations and that are found by it to be necessary for the improvement of the school system in carrying out the purposes and objectives of the Florida Constitution and Florida statutes.

• Legislative vs. Executive

• Member Powers (0122.1): Board members as individuals do not separately possess the powers that reside in the Board. Board members shall have authority only when acting as a Board legally in session. The Board shall not be bound in any way by any statement or action on the part of any individual Board member, except when such statement or action is pursuant to specific official instructions of the Board.

Roles and Relationships

• Superintendent (1030): The Superintendent shall be directly responsible to the Board for the performance of the following duties and responsibilities:

• Keep the Board informed of school operation by preparing Board agendas, providing oral and written communication, scheduling management meetings, and requesting special Board meetings that become necessary to keep the Board properly informed

• Ensure that all aspects of District operation comply with State laws and regulations as well as Board contracts and policies

• Enforce the rules and regulations of the Board• Prepare and submit the annual budget to the Board for adoption

and to direct all expenditures within the appropriations adopted by the Board

• Submit the annual calendar for adoption to the Board

Roles and Relationships

• Superintendent (0130) - cont.:• Make continuous study of the development and needs of the schools• Prepare reports to the Board on the conditions and needs of the schools and to acquaint the

public with the said activities and needs• Assign teachers to their respective teaching duties and assist with the organization and internal

operation of the schools• Direct and supervise the work of all the schools, offices, and employees of the Board said

employees shall be subordinate to the Superintendent in all matters, including those specifically assigned by those rules and regulations to a particular department, division, or official.

• Assign the support staff to their respective duties• Delegate authority to staff in any matters, which are not by statute or by terms of resolution of

the Board to be the direct responsibility of the Superintendent, when it becomes expedient to do so, and assume full responsibility for the execution and satisfactory completion of the delegated activities

Roles and Relationships

Roles and RelationshipsRoles and Relationships• Board:

• Govern, Guide, Direct (request information, consider issues)

• Creates, Reviews, and Adopts Policies• Monitors progress • Designates positions and Approves Job Descriptions• Acts on Personnel Nominations• Approves Evaluation Criteria and Procedures for

Personnel• Reviews and Approves the Budget• Represents Public Interest

Roles and Relationships• Superintendent:

• Administers, Operates and Manages • Seeks and Provides Information• Provides Recommendations• Implements Plans, Reports Progress and Directs

Employees Work• Recommends Job Duties• Nominates Personnel for Positions (supervises and

evaluates)• Formulates the Budget• Acts in the Public Interest

Roles and Relationships• Board/Staff (1112)

• Board Communications to the Administrative Staff• All official policies and directives of the Board of

interest and concern to the administrative staff will be communicated through the Superintendent, who shall also keep administrators informed of the Board’s problems, concerns, and actions.

Distrust/Conflict

School Board Superintendent

Trying to be administrators, overstepping authority.Making promises as individual board members.Becoming involved in labor relations or budget minutia.Not doing “homework” or failing to prepare for meetings.Not following procedures for handling complaints.Not keeping confidential information confidential.

Distrust/Conflict

School Board Superintendent

Failing to act on sensitive issues.Failing to be open and honest with the superintendent.Making decisions on preconceived notions.Not supporting decisions of the board.Springing surprises at meetings.Having hidden agendas.

Distrust/ConflictDistrust/Conflict

Superintendent School Board

Failing to be open and honest with the board.Not providing alternatives in an objective manner.Not adjusting to the new reality of an involved board.Not supporting board decisions.Springing surprises at meetings.Having hidden agendas.

Distrust/Conflict

Not treating board members alike.

Not informing the board members of public concerns.

Not providing adequate financial data or adequate information.

Using poor public management practices.

Making public statements before informing the board.

Superintendent School Board

Communications Framework

Board Expectations Superintendent Expectations

Board Annual Evaluations

Let’s Do Lunch!

• Special vs. Regular• Entertainment• Presentations• Public Comment placement

• Public comment guidelines, time limits, policy review• (0169.1)The portion of the meeting during which the

participation of the public is invited shall be limited to thirty (30) minutes, unless extended by a vote of the Board, except that all speakers who signed up to speak and who were outside of the thirty (30) minutes time limit may address the Board at the end of the meeting. In addition, up to thirty (30) minutes of public discussion shall be allowed for each agenda action item.

Agenda Function

Agenda Order

• Consent: Routine items without controversy –minutes, financials, recurring reports etc.

• (0165.1)The Board shall use a consent agenda to keep routine matters within a reasonable time frame.

• Action: Everything else

• Information: What do you expect to see here?• Discussion?

• All items? Contracts?

Agenda Function

Consent vs. Action

• The Superintendent shall establish the agenda for Board meetings in consultation with the Board Chairman. Individual members of the Board may place items for discussion on an agenda by advising the Superintendent of their desire to do so.

• After the agenda has been made available, change shall be only for good cause, as determined by the person designated to preside, and stated in the record.

Agenda Function

Who Develops the Agenda?

• (0161) The parliamentary authority governing the Board shall be the most recent edition of Robert’s Rules of Order, Newly Revised, except as otherwise provided by special Board rules and regulations and/or statutes. The Board attorney shall serve as parliamentarian at all Board meetings.

• Robert’s Rules Discussion• Motions / Amendments• Discussion

Agenda Function

Parliamentary Procedures

• Votes• After the vote

• Meeting Preparation

• During the Meeting

• After the Meeting

• Site Visits

Board Agreements

• The Board Chairman shall function as the official spokesperson for the Board.

• From time-to-time, however, individual Board members may make public statements on school matters to local media and/or to local or State officials.

• Board members should, when writing or speaking on school matters to the media, legislators, and other officials, make it clear that their views do not necessarily reflect the views of the Board or of their colleagues on the Board.

Board and Community Communication

0149.1 - Public Expressions of Members

Board and Community Communication

• Social Media

• Interviews

• OpEds

• Keynote speaker

• Forum participant

How Do We Communicate?

Time For A Break!

Workshops

• Format

• Scheduling

• Policy Workshops

• Security Briefings

• Board Retreats

Review of Policy

Pursuant to State law, the Board will evaluate how policies have been implemented and their general effectiveness. It will rely on the school staff, students, and community to provide evidence of the effect of the rules and policies it has adopted.

The Superintendent shall continually call to the Board's attention all rules and policies that need revision. All such revisions shall be in accordance with the Administrative Procedures Act, F.S. Chapter 120.

The Board directs the Superintendent to recall all rules and policy manuals and administrative procedures manuals periodically for purposes of updating and Board review.

Board policies and procedures must include standards for screening, hiring, and terminating instructional personnel and school administrators as defined in F.S. 1012.01; standards of ethical conduct for instructional personnel and school administrators; the duties of instructional personnel and school administrators for upholding the standards; detailed procedures for reporting alleged misconduct by instructional personnel and school administrators which affects the health, safety, or welfare of a student; requirements for the reassignment of instructional personnel or school administrators pending the outcome of a misconduct investigation; and penalties for failing to comply with F.S. 1001.51 or 1012.795. The Board policies and procedures shall include appropriate penalties for all personnel of the Board for nonreporting and procedures for promptly informing the District of each legally sufficient complaint.

Revised 7/22/14

0170 - Bylaws: Duties

• Sample Board Operating Protocols

• Standard Signatures

• Media Inquiries

• Board Expenditures• Budget for Board

Operating Protocols

Current School Board Budget

Operating Protocols

• Sample Board Operating Protocols

• Standard Signatures

• Media Inquiries

• Board Expenditures• Budget for Board• Travel Procedures Trip Report Checks and balances

6550 - AUTHORIZED TRAVEL REIMBURSEMENTS

Legal

• (0156)The Board may employ or retain an attorney to render legal services as are needed by the Board or Superintendent for school matters.

• Parliamentarian

• Legal agreement (Board/Superintendent share)

• Mandatory legal reviews before Board meetings?

Legal Requirement

Strategic Planning

2015-16

2016-17

2017-18

2018-19

PEOPLE

PROCESS(development)

PROCESS(implementation)

PERFORMANCE(refinement)

• Listening and Learning Tour• Strategic Organizational Alignment• Strategic Plan Development

• Strategic Plan Objectives focus on new processes/programs for future implementation

• Phased and prioritized implementation of new processes/programs

• Refine initiatives/programs based on feedback

• Leading measures monitored

GOAL = Build a Reserve of Time and Money!

YEAR PRIORITY ACTIONSGreatest Threats

• RESOURCE Constraints (MONEY and TIME)

• NEW Initiatives• DAILY Issues

Actions/Responses

• Organizational Re-Alignment• Prudent Business Practices• Division Re-Alignment

Priorities

Things to Do

Things to Stop Doing

Next Steps

• Follow up on discussion today• Scheduling workshops, retreats, etc. • Evaluating policies that need attention• Editing Protocols, Agreements,

Framework, etc. and distributing to board

• Bring issues to the board for vote

• Determine topics for next retreat

• Cabinet retreat next week