SPS Board Eval Deck Final.pdf

7/28/2019 SPS Board Eval Deck Final.pdf

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Board Evaluation Review Summary

June 10, 2013

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Contents

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Section Slide #

Process 3

Participants 4

Research Summary 5

Quantitative Highlights 6

Qualitative Highlights 13

Summary 23

Appendices 25

Appendix 1: Board Performance as Described by the Cabinet Members 26

Appendix 2: Board Performance as Described by Board Members 40

Appendix 3: How it Feels to be a Board Director 51

Appendix 4: Trust & Respect 54

Appendix 5: Detailed Quantitative Data Board Self Evaluation 63


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Process

Surveys

Quan&ta&veonlinesurvey 7Boardmembers

Interviews

Qualita&veinterviews 6Board7Cabinetmembers

Timing&Analysis

SurveysinterviewsconductedMay2013 Analysisthisreportincludedbothqualita&veandquan&ta&veinputs

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Participants

Name Title

JoseBanda Superintendent

BobBoesche DeputySuperintendent

RonEnglish GeneralCounsel

MichaelTolley AssistantSuperintendentTeachingLearning

DugganHarman AssistantSuperintendentBusinessFinancePegiMcEvoy AssistantSuperintendentOpera&ons

PaulApostle AssistantSuperintendentHumanResources

Name Title

SharonPeaslee Officer

Martha(Marty)McLarenDirector

BeyPatu VicePresident

MichaelDeBell Director

HariumMar&n-Morris Director

SherryCarr Director

KaySmith-Blum President

CabinetMembers

BoardMembers

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Research Summary

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Board Self Evaluation:

Quantitative Highlights

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Confidential online survey completed by 7 Board membersBoard members rated Board performance across 29 attributes

Given this scale, a midpoint score on average would be 2.55 In reporting results, we have color coded average resulting scores:

BoardSelfEvalua>onOnlineSurvey

7

Descrip>on Ra&ng

Outstanding 4

ExceedsExpecta>ons 3

MeetsExpecta>ons 2

NeedsImprovement 1

Key

NeedsImprovement MeetsExpecta>ons ExceedsExpecta>ons

1.0-1.4 1.51.9 2.02.4 2.52.9 3.03.4 3.54.0


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Category Aribute Average

Responsibility Upholdallapplicablefederalandstatelawsandregula&ons. 2.7

ResponsibilityMaintainastrategicplanforthedistrictthatclearlydefinessuccessandaccountabilityfortheBoard,thestaff,and

ourstudents.2.7

Responsibility Notuseourposi&onsforpersonalorpar&sangain. 2.4

Responsibi lity Maintaintheconfiden&alityofprivileged informa&onincludingthatsharedinexecu&vesessionsoftheBoard. 2.4

Communica&ons-GoalCommunica&onprotocolsareestablishedandfollowed.TheseincludeFridayUpdates,2x2mee&ngs,quarterly

reports,etc.2.4

ResponsibilityBaseourdecisionsuponavailablefacts,voteourconvic&ons,avoidbiasinanyform,andupholdandsupportthe

decisionsofthemajorityoftheBoardonceadecisionismade.2.3

PerformanceMeasures AreBoardcommieesworkingeffec&vely? 2.3

PerformanceMeasures AreBoardmee&ngsoperatedandstructuredeffec&vely? 2.3

Responsibility MaintainBoardfocusontheachievementofallstudents,regardlessof race,class,ethnicity,orgender. 2.1

Responsibility Modelcon&nuouslearninginourrolesasmembersofthegovernanceteam. 2.1

PerformanceMeasures IstheBoardappropriatelyassis&ngtheSuperintendentwithkeydistrictpriori&za&ondecisions? 2.1

Rela&onships-GoalTheBoardandSuperintendentunderstandandar&culatethesystemofgovernanceanddifferen&atebetweenpolicy

andadministra&veroles.2.1

Rela&onships-Goal PoliciesandproceduresareestablishedforBoardandsuperintendentinterpersonalandworkingrela&onships. 2.1

BoardSelfEvalua>on:HighestRa>ngsOf 29 total attributes, 18 had an average overall rating of Meets

Expectations or higher. No single attribute achieved an averagerating of Exceeds Expectations or Outstanding.


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PerformanceMeasures IstheBoardworkingtogethereffec&vely? 1.3

Rela&onships-GoalTheBoardmaintainsacloserela&onshipoftrustwiththeSuperintendentandstrivestofacilitate

districtsuccess.1.5

Responsibility WorktobuildtrustbetweenandamongBoardmembersandthesuperintendentbytrea&ngeveryonewithdignityandrespect,evenin&mesofdisagreement.

1.7

PerformanceMeasures HowistheBoardworkingwiththesuperintendentandstaff? 1.7

PerformanceMeasures DoestheBoardengageinappropriatecommunica&onwithstaffandthepublicregardingissues? 1.7

ResponsibilityFocusonthepolicyworkoftheBoardandmonitorprogressontheindicatorsofsuccessar&culatedin

ourstrategicplan,leavingtheday-to-dayopera&onofthedistricttothesuperintendentandstaff.1.8

PerformanceMeasures Isthegovernanceteam'spolicydevelopmentprocessefficient,effec&ve,andproduc&ve? 1.8

Responsibility Placetheinterestsofchildrenaboveallothersineverydecisionthatwemake. 1.9

ResponsibilityAbidebythepoliciesandbylawsoftheBoardandworkwithourfellowBoardmemberstochange

thosepoliciesasneededtoimprovestudentlearning.1.9

PerformanceMeasures DoestheBoardadheretoitsgroundrulesandOathofResponsibili&es? 1.9

Communica&ons-Goal Boardrequestsaremadethroughagreed-uponprotocols. 1.9

BoardSelfEvalua>on:LowestRa>ngs

Of 29 total attributes, 11 (38%) had an average overall rating ofbelow Meets Expectations.


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BoardSelfEvalua>on:Themes

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ResponsibilityMaintainastrategicplanforthedistrictthatclearlydefinessuccessandaccountability

fortheBoard,thestaff,andourstudents.2.7


ResponsibilityMaintaintheconfiden&alityofprivilegedinforma&onincludingthatsharedinexecu&ve

sessionsoftheBoard.2.4

Communica&ons

-Goal

Communica&onprotocolsareestablishedandfollowed.TheseincludeFridayUpdates,

2x2mee&ngs,quarterlyreports,etc.2.4

The highest Board performance ratings were for areas relating to: Responsibility Maintaining a strategic plan and upholding applicable laws,

regulations, & confidentiality

Communication protocols

Key

NeedsImprovement MeetsExpecta&ons ExceedsExpecta&ons

1.0-1.4 1.51.9 2.02.4 2.52.9 3.03.4 3.54.0


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BoardSelfEvalua>on:Themes

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Performance

MeasuresIstheBoardworkingtogethereffec&vely? 1.3

Rela&onships-

Goal

TheBoardmaintainsacloserela&onshipoftrustwiththeSuperintendentandstrives

tofacilitatedistrictsuccess.1.5

ResponsibilityWorktobuildtrustbetweenandamongBoardmembersandthesuperintendentby

trea&ngeveryonewithdignityandrespect,evenin&mesofdisagreement.1.7

Performance

MeasuresHowistheBoardworkingwiththesuperintendentandstaff? 1.7

Performance

Measures

DoestheBoardengageinappropriatecommunica&onwithstaffandthepublic

regardingissues?1.7

The lowest Board performance ratings were for areas relating to: Working effectively with each other Working effectively with the Superintendent & Staff Communications

Key


1.0-1.4 1.51.9 2.02.4 2.52.9 3.03.4 3.54.0


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BoardSelfEvalua>on:Policy

Responses in this area were unanimous, save for one abstention

Policy Yes/No

BudgetDevelopment-Implementedacomprehensivebudget

developmentprocessthatreflectsthestrategicplanpriori&es

andincludesbothinternalandexternalengagement

Yes

AuditResponse-Developedandimplementedaresponseplan

toaddresstheStateAuditorsOfficeaudits,usingaproject

managementteamstructurewithBoardDirectorsandChief

Financial/Opera&ngOfficerassponsors;Implementedquarterly

governanceworksessionstoprovidemanagementoversightof

thedistrictsbusinesssystems

Yes

PolicyReview-Developedgovernancepoliciesandagovernance

structuretoallowappropriatemanagementoversight;ensured

financepoliciesmeetbestprac&cestandards

Yes


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Board & Cabinet:

Qualitative Highlights

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TheCabinetiden>fiedthefollowing

strengthsoftheBoardasawhole:PassionateDedicatedCareAboutChildrenDotheirHomeworkComePreparedAreMakingEffortstoImproveBringIndividualStrengthsIn-TunewiththeCommunityRespeculApprecia&veTheCabinetrespectsthecommitmentoftheBoard,and

theyfeelstronglythattheBoardhasthepoten>alto

improve.

Irespectthemindividuallyaspeoplewhohave

donatedhundredsofhours.Youhavetorespectthe

factthattheyarewillingtodothat.Individuallythey

areverycompassionate,intellectualpeople.

Collec&vely,theystruggle.

CabinetViewoftheBoardTheCabinetiden>fiedthefollowing

opportuni>esoftheBoardasawhole:AddresstheDysfunc&onsDivisionsEngageinAppropriateLinesofCommunica&onAdhereto1620

ProvideaHolis&cViewPresentaUnifiedFront

AllowStaffCabinettodotheirWorkWorkConstruc&velywiththeCabinetFindaBalanceBetweenRegionalAdvocacyBigPictureFocus

Collec&velyDefineTheRoleoftheBoardWorktoImprovetheEnvironmentFosterHonestOpenCommunica&onFocusonProfessionalDevelopmentSkillImprovement

Whilemul>pleopportuni>eswereiden>fied,theCabinetwouldlike

theBoardtofocusonthefollowingoverthenext6months:

WorkTogetherFindCommonGroundFocusonBuildingTrustwithintheBoardwiththeCabinetAddresstheDivisionsAmongsttheBoard

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TheBoardiden>fiedthefollowingstrengths

oftheBoardasawhole:EachBringIndividualStrengthsAcknowledgeAreasWheretheyAimtoImproveDedicatedtoChildrentheWorkOp&mis&cAboutthePoten&alHavemadeProgressonGovernancePriori&esPolicyWork

KnowledgeableAbouttheCommunityProduc&vewhentheyWorkTogether

BoardViewoftheBoardTheBoardiden>fiedthefollowing

opportuni>esoftheBoardasawhole:AddressInconsistentDefini&onsoftheBoardsRole

AddressExis&ngIssuesofDivisionTrustEngageinAppropriateLinesofCommunica&onComeTogetherasaTeamFocusontheBiggerPictureFosterOpenRespeculCommunica&onFindaBalancebetweenRegionalAdvocacyaFocusontheDistrictasaWhole

Con&nueProfessionalDevelopmentClarifyAreasofConfusion

Whilemul>pleopportuni>eswereiden>fied,Boarddirectorswould

liketheBoardtofocusonthefollowingoverthenext6months:

FocusontheWorkIden&fyUnifiedPurposeFocusonBuildingTrustAimforFreshStart

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TheBoard&theCabinetiden>fiedthe

followingissuesoftrust:TheTrustLevelontheBoardisLessthanIdeal

Theresplentyofblametogoaround.Weallneedto

addressit,andimprovethewaywefunc&onby

improvingourprocessesaswellasourbehavior.Rightnowtrustislow.

TrustIssuesAffecttheBoardTheBoard&theCabinetiden>fiedtheways

thelackoftrustimpactsthework:Nega&velyImpactstheMoraleRela&onshipsHindersOpenHonestCommunica&onCreatesDysfunc&onGetsintheWayofProgressProduc&vityIthinkallofthiscanbesynthesizeddownvery

simply.Un&lwecangetacertainleveloftrustgoing

wewillbetheposter-childforadysfunc&onalschoolBoard.Idontbelievewearefunc&oningonall

cylinders.Ithinkwecouldbeandweshouldbe.Ifwe

cangetontheroadtodoingthatitwillmakeahuge

difference.Itcreatesanxietyandstressforeverybodythe

community,theCabinet,thedistrictandtheBoard.Boarddirectors&Cabinetmembersfeelthatinordertobuildtrustthe

Boardshouldfocusonthefollowingefforts:

DemonstrateAccountabilityStartFreshIden&fyaUnifiedPurposeWorktoUnderstandRelatetoEachOther

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TheBoard&theCabinetiden>fiedthe

followingissuesoftrust:TheTrustLevelbetweentheCabinettheBoardisInconsistent

PastControversieshaveletheBoardHesitanttoTrusttheCabinet

BoththeCabinetandtheBoardhavetrustissues

internally.Theyfeelbecauseofpastindiscre&onsandscandal

thattheycanttruststaff.Itdoesntmakeitagreat

placetowork.

TrustIssuesAffecttheCabinetTheBoard&theCabinetiden>fiedtheways

thelackoftrustimpactsthework:MoraleisLowPeopleFeelThreatenedPolicyWorkSuffersTheCabinetFeelsTheirContribu&onsGoUnheard

TheRela&onshipisStrainedStafffeelsthreatenedbytheBoard.Theirjobsand

futurefeelthreatenedbytheBoard.TheBoard

memberswillnotgiveupiftheycareabout

somethingtheywillgettheirway.SoIaskmyself,doI

reallywanttoputmycareerinfrontofthat?Its

uncomfortable.Itputsusinaveryuncomfortable

posi&on.

Boarddirectors&Cabinetmembersfeelthatinordertobuildtrustthe

Boardshouldfocusonthefollowingefforts:

ShareInforma&onListentoFeedbackfromtheCabinetBeAccountableGoThroughProperCommunica&onChannelsSpeakwithOneVoice

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TheCabinetandtheBoardagreethattheBoardexhibitsthefollowingstrengths&

opportuni>es:

StrengthsPassionateDedicatedCareAboutChildrenIn-TunewiththeCommunityBringIndividualStrengthsOpportuni>esEngageinAppropriateLinesofCommunica&onAddressExis&ngIssuesofDivisionDefineTheRoleoftheBoardFindaBalanceBetweenRegionalAdvocacyBigPictureFocusFosterOpenCommunica&onCon&nueProfessionalDevelopment

Cabinet&BoardAgreements

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BoththeCabinetandtheBoardbelievetheseissuesarenega>vely

impac>ngtheworkoftheBoard,thestaffandthedistrict.

Impacts:

Exis>ngBoardIssuesImpacttheWork

Cabinet Views Board Views

Negatively Impacts the Morale& Relationships

Affects the Reputation &Stability of the District

Creates Additional WorkNarrows the Focus

Hinders the Work of theSuperintendent & the Staff

Negatively Impacts theReputation & Forward

Movement of the DistrictCreates Instability & HampersLeadership

Hurts the MoraleDistracts from the Purpose

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Mysenseisthatthepercep&onofmanyinthecommunityisthattheBoardisdysfunc&onal.Anditis

becauseofbehaviorthatisdoneinpublic.Havingconstruc&veconversa&onsarounddisagreementis

necessarybutitshouldnthappeninpublic.Inpublictheyshouldrepresentaunifiedfront.

Itsdifficulttowatchthisbehaviorifyoudontthinkitsgoingtochange.Youstarttofeellikeyouarejust

bidingyour&me.AndIthinkitmakesusfrustrated,becausepeoplefeelliketheycantwaititout.People

areleaving.

Itcreatesanxietyandstressforeverybodythecommunity,theCabinet,thedistrictandtheBoard.

PeopledotheirhomeworkandseeourBoardasonetheydontwanttoworkwith.

Theunnecessaryrequestsfordataormee&ngscalledbyBoardmembersthosethingsneedtostop.

Theycantbedoingthat.Itsnotappropriate.Itsnottheirrole.Theycantgetintomicro-managingor

dealingwithpersonnel.

Somanypeoplearejustfocusingontheirownagendas.Thatdoesntsendtherightmessagetothe

broadercommunity.

Certainmembershavespecificagendas.Andeverythingtheydogetsfunneledthroughthoseagendas.

Represen&ngindividualdistrictsvs.thedistrictasawholeisanissue.Itimpactstheirdecisions.Itcreates

aproblemandmakesthemworklikepoli&cians.TheyhavetothinkaboutwhatcanIgobacktomy

cons&tuentsandsay?

TheCabinetBelievestheBoardsOpportuni>esImpacttheWork

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Thedivisioncausesstressamongthestaff.TheycomebeforetheBoardafraidbecauseofthetypeand

styleofques&onstheyask.

Theeduca&oncommunityknowsaboutourBoard,andtheydontwanttoworkwithus.Andthatisabig

loss.Sealeshouldbeabletoaractsomeofthebestleadersinthecountry.Weareinthetop5%of

urbandistrictsinthecountry.

Itshardtokeepstrongrela&onshipswiththecommunity.Inordertoimproveourspendingprofilewith

grants,etc.peopleneedtohavefaithintheBoard.Thatfaithisnotthere.Weusedtohavemee&ngswith

theCityCouncil.NoonewantstoworkwithourBoard.Ourphilanthropicpartnersarestar&ngtoques&on

theirrela&onshipwithus.Thiskindofdynamickeepsusfromwinninggrants.

Wearenotgoingtoaractprofessionalstaffleadersandwearelosingthestrongleaderswehave.Thatis

aterriblething.Thatiswhatweneedmost.Weneedleadershipandstability.

Ifwecantgetalignedandweareleading,howcananybodyfollowus?Howcananyonebeeffec&veifwe

areallovertheplace?Theorganiza&onseesthis,theparentsseethis,theschoolsseethis.

Ihavebeentoldmul&ple&mesbystaffmembersthattheywerethreatened(animpliedthreat)thatthey

wouldlosetheirjobiftheydidntcomplywiththeschoolBoardswishes.TheCabinettalksaboutaList.

Wehavetoleavestaffalone.Theyareoverworkedalready.Andwearelosingthem.

Ithinkthegreatestsourceoffrustra&onisthatIdontfeellikeweareworkingoneduca&on.

TheBoardBelievestheBoardsOpportuni>esImpacttheWork

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TheBoardandtheCabinetofferedsimilarsetsofpriori>esfortheBoard

tofocusoninthenextsixmonths.

Cabinet&BoardPriori>es

Priorities per the Cabinet Priorities per the Board

Work Together & FindCommon Ground

Focus on Building TrustAddress the Divisions

Focus on the Work & IdentifyUnified Purpose

Focus on Building TrustAim for Fresh Start

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Summary

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The Board is a group of strong individuals who are committed toimproving Seattle Public Schools

The Boards self evaluation of its performance shows it NeedsImprovement or Meets Expectations

Board fissures are impacting the work and the level of trust, withinthe Board and with the Cabinet

Growth opportunities have been identified that can serve as thebasis for the Boards future focus

A group facilitation may give the Board an opportunity to addressexisting issues and be a more positive force moving forward

Summary

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Appendices

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Appendix 1:

The Boards PerformanceAs Described By Cabinet Members

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TheBoardsOverallPerformancepertheCabinet

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Highlights Strengths:

Committed to the Work and Public

Education

Passionate & Dedicated Care About Children Do Their Homework & Come PreparedStrong Individuals Make a Strong Team

Bring Individual Strengths Making Efforts to ImproveRelationships & the Community

In-Tune with the Community Respectful & Appreciative

Opportunities:

Divided

Address Dysfunctions & DivisionsWorking Relationships & Environment

Work Constructively with the Cabinet Allow Staff & Cabinet to do their Work Engage in Appropriate Lines of Communication &

Adhere to 1620

Work to Improve the Environment Foster Honest & Open Communication10,000 Foot View

Provide a Holistic View & Present Unified Front Find Balance Between Regional Advocacy & Big

Picture Focus

Define The Role of the BoardIndividual Training

Focus on Professional Development & SkillImprovement

Details See following slides


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Passionate&Dedicated

Theyallarepassionate.Theyarenotjustgoingthroughthemo&ons.Theyarealleachindividuallydeeplycommied.

Commitment.The&mecommitmentisadmirable.Theygiveupalotoftheirownlivesandfree&me.

Theyhavealotofpassionforthework.Icanonlyhavetrueapprecia&onforthemasindividualsandasagroup.Icant

imaginevolunteeringasmuch&meastheygive.Ireallyadmiretheirdedica&ontothiswork.

Iknowtheyarebombardedwithsomuchinforma&onandIdontknowhowtheyevenhavethe&metowadethrough

everything.

TheyareaveryhardworkingBoardandputanenormousamountof&mein.Theircommitmentisstrong.

IfeellikeeveryBoardmemberputsthe&mein,ifnotmorethanisrequired.

Eachonededicatesagreatdealof&metothisBoardanddistrict.

Theydowork.Theyputinlonghours.20hoursaweek.Andsomeofthemhavefull-&mejobs.

CareAboutChildren

Theydocaretheywanttodowhatisrightforkids.

Ifeelconfidentandhavetobelievethattheywillactonthebestinterestofthestudents.Ithinktheyalwayscareabout

suppor&ngchildren.Idothinktheygetdistracted,butul&matelytheycareaboutworkingforthekids.

Theyareallhereforkids.Allpersonali&esandpoli&csaside,theyareontheBoardtoservestudents.

Ireallydobelievetheyarefocusedinonthekidsinthisdistrict.Theyallcareverymuchaboutpubliceduca&on.

Whenwehavemee&ngsaboutdoingworkforthedistrictthingsgetdone.

TheBoardsStrengthspertheCabinet

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DoTheirHomeworkComePrepared

Theytakethe&metodotheirhomework.Theyaempttounderstandit.

Ithinkthattheyarereallywellversedonwhatisgoingon.Theyareintunewiththecommuni&esthattheyserve.Iam

alwaysimpressedwiththedepthofknowledgetheyhaveoncertainitems.Theyaskgoodques&ons.

Theyclearlyexpressthedesiretounderstandandlearntheinforma&onthatwillinformdecision-making.

Ifsomethingiscomingup,theBoardwillfeelcomfortableenoughtocallaCabinetmembertogetasmuchinforma&on

aspossible.Theywanttounderstandthingsandtheytrustustoinformthem.

TheyreallydoseemtobeawareofStatetrends,na&onaltrendsforthemostpart.Theydotheirhomework.Ifeellike

mostofthemdotheirhomeworkbeforetheytalkaboutsomething.

SomeotherschoolBoardmembersinotherdistrictsjustgoalongwithwhateverthesuperintendenttellsthemthatisntgoingtohappenhere.Theyaskques&ons.Andtheyshould.

MakingEffortstoImprove

TheyhavetriedtogetBoardmee&ngsundercontrol.

Whentheywerecalledoutinthepastforlackofoversightitwasajumpstartforthem.

Iamgladthattheyaredoingthis(evalua&on).Ithinkthisisahealthyprocessforthem.

SomeBoardmembersarewillingtoacceptfeedbackandsomearewillingtolisten.

SomeofthenewerBoardmembersares&lljusttryingtofindtheirway.Idothinkithasgoenbeerthanitwasbefore.

IthinkitsagoodthingfortheBoardtoevaluatetheirworkcon&nuetobemoreeffec&ve.Wearealltryingtodo

that.


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BringIndividualStrengthsThereareseveralmembersthathavebeeninplaceforawhileandtheybringalotofknowledge,intermsofins&tu&onal

knowledge.

Eachoneisbrightintheirindividualway.

In-TunewiththeCommunity

Ithinkthattheyarereallywellversedonwhatisgoingon.Theyarein-tunewiththecommuni&esthattheyserve.Iam

alwaysimpressedwiththedepthofknowledgetheyhaveoncertainitems.Theyaskgoodques&ons.

Theywillaskques&onsinpublictoallowstaffmemberstoclarifythingsforthebroadercommunity.Theyhaveapulseofthecommunity.Theyhaveasenseofthesystem.Manyofthemhaveorhavehadtheirchildrenin

thesystem.Theyareabletobringthatinputtothework.

Periodicallytheywillgivemeacalltofollowuponacalltheyvereceivedfromaparentorcommunitymemberor

teacher.Theywillaskforclarifica&onanditwillalwaysbeanamiableconversa&on.

Icantelltheyspendalotof&meawayfromheredoingtheworkofaschoolBoardmember.Andtheyseempreyaware

ofissues.

Theyreallyfeelpassionatelyabouttheirregion.Theytakeitveryseriouslythattheyrepresenttheirindividualregions.

Theywanttohearfromtheircons&tuents.Theyencouragethatconversa&onbysengupopportuni&es,aendingevents,makingappointmentstheyreallyfocusoncommunityoutreach.

Theylistenwelltotheirpar&cularcommunityandmakesuretheybringthoseissuesforward.

Theywilllistentotheparentsintheirdistrictandareadvocates.


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Respec_ul&Apprecia>veIfeelrespectedandtreatedwithdignity.

Iknowthatitismyjobtoeducatethemaroundallmaterialsregardingmyareaoffocusandinmostsitua&onstheyare

veryapprecia&veoftheworkIdo.

Ithinktheyappreciateourcommitmenttogengthemtheinforma&ontheyneed.

MyexperienceisthatIhavefeltsupported.Theylistentomyperspec&ve


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AddresstheDysfunc>ons&DivisionsInmyopinionitisaverydysfunc&onalBoard.ThatbeingsaidIcanworkwithanybody.

Rightnow,thereareopenhos&li&es.TheyhavebeenflaringupsinceDecember.

Ithinkyoucanmakeapreygoodcase,thatdecisionshavebeencalculated.Goingbacktocommieeassignments.

Itsnotahighlyfunc&oningBoard.

Theyhavetospeakwithonevoice.Itcantbethis4-3.Ithinkitisadividedgroup.

Theyneedtohaveargumenta&veconversa&onsinprivate,notatpublicmee&ngs.

IthinkitsbeertotrytoaddresstheissuesontheBoardthanitistonot,evenifitisinpublic.

Ihear,butdontsee,thattherearecertainBoardmembersthatdontgetalongwitheachother.Ivejusthearditaround.Ithinkthereareconversa&onsamongsttheCabinetandevenexecu&vedirectors.Themostobviousindicatorisa

splitvoteinpublic.

Wehavecommunica&onissues.Iftheydiscusstheirindividualinten&onsandagreetomoveforward,itcouldbe

beneficial.

TheschoolBoardissplit.Theyarentalwayssplitwiththevotes.Theyaresplitwiththedynamicsof1620andwhatthat

lookslikehowitshouldbeimplemented.

Whentheydisagree,findingconsensusisverydifficult.

Idontthinkthepublicwouldbesurprisedtohearthattheyaredivided.

Somedisagreewitheachotherjustforthesakeofdisagreement.

TheBoardsOpportuni>espertheCabinet

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WorkConstruc>velywiththeCabinet

Insteadofspendingallour&mecatchingeachotherinmomentswherewedontagreeorwhenpolicyisbeingsteppedon,ifwewereworkingtogetherwecouldgetsomuchdone.

Wehaveallmademistakesandsinned.Butwhatcanwedotomakeafreshstartandmoveforward?Ifwecangetthe

CabinettheBoardworkingtogetherwell,everythingwillchange.

Oenwegetques&onsthenightbefore(apresenta&on).Arewebeingsetup?Thatdoesnthelpstaffberesponsive.

Whenwesendthedeckoutweaskthattheysendtheirques&onsassoonaspossible.

AllowStaff&theCabinettoDotheirWork

Theymicro-manage.Theyaredownintheweedsoneveryissue.Andtheyalldoit,buttheywontacknowledgeit.Theyseeitineachother,buttheydontseeitinthemselves.

Ihavepointedoutmomentsinthepastwhentheyhavebeenmicro-managingandwhenIgivefeedbacksomeBoard

memberswillbackoff.Otherswillexplainthatthatisnotthecase.Theywillra&onalizethebehavior.

IthinktheyfeelpreyfreetocallanyoneonCabinet.

IthinktheBoardwasaccusedinthepastoflackofoversight.AndsoIthinktheyaretryingtomakesurethatdoesnt

happen.

Theyareen&tledtosaytellmewhyyouaredoingwhatyouaredoingbecauseIamattheAsstSuperintendentlevel

butthentheyneedtotrustmetodomyjob.

Thereisoenaques&onofwhetherornotthestaffhasthestomachtomakethedecisionsthattheBoardwillfightus

on.WewillaskourselvesDowereallywanttogothere?orWilltheBoardreallygothere?ButpeopleintheCabinet

willfighttodotherightthing.

TheyareadisasterwhenitcomestoleavingtheSuperintendentaloneandallowingthestafftodoitsjob


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EngageinAppropriateLinesofCommunica>onAdhereto1620BoardmembershavebeensharingthingswithstaffmembersaboutotherBoardmembersanddecisions.

IdothinktherearesomeCabinetmembersthatareverycozywithBoardmembers.

WehavesomeseniorstaffthatwillgodirectlytotheBoardmemberswhichisjustinvi&ngmicro-management.The

BoardneedstoredirectthosefolksbacktotheSuperintendent.

Ifwetalkaboutfavori&smanddirec&on,Ithinkthereissomeofthat.

Ihadamee&ngwhereaschoolBoardmemberwasinaendance.He/Shewasveryvocalinpushingtheiropinions.That

isadvocacywork,notgovernance.IdontknowifthatistheroleoftheBoard.His/Heraendancewasnotaproblemfor

mepersonally.Butitdrivestheques&on,isthatappropriatebehaviorforaschoolBoardmember?Shouldhe/shebethere,shouldhe/shebevocal,shouldhe/shebecallingthemee&ng?Thismee&ngdidntpar&cularlyhavetohappen.And

ithappenedforthisschoolBoarddirector,aroundhis/herscheduletomeethis/herneeds.Isthatappropriate?

Ineedtopullpolicy1620outmore.

Ithinktheyareawareof1620.Somejustdontfollowit.

TheBoardchairandthesuperintendentshouldholdtheBoardmembersaccountabletofollow1620.

TheculturehereisthattheBoardwillgodirectlytothesource.Itfeelsdifferentforme.IhavealwaysfeltasCabinet

membersthatweshouldlettheSuperintendentknowwhenaBoardmembercontactsus.Iwanttogivehimaheadsup.

EspeciallyifaBoardmemberwantstocomemeetwithme.

Thedifficultyformeisthatsome&mestheygetinvolvedinpersonnelissues.

TheyshouldworkthroughtheSuperintendentandasst.Superintendentstoaddressconcernsratherthangoingstraight

tothestafforschools.Ifwereceivedques&onsina&melymanner,ifwedidntgetblindsidedatBoardmee&ngsallof

thatwouldbehelpful.Iamlookingforbehavioralchange.


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EngageinAppropriateLinesofCommunica>onAdhereto1620(cont.)

Therehastobeadis&nctsepara&onbetweenthesuperintendentrolesandBoardroles.Thenumberoneno-noisgenginvolvedwithpersonnel.Itsnotthattheywanttomakethedecisions,butsomeBoardmembersmightgetinthe

way.Wehaveaprocess.IdontthinkthereisanythingwrongaBoardmemberhavinganopinion.Butthatopinionshould

notgetinthewayoftheworkandprocess.ThatishowBoardsnormallyfunc&on.

Committothepolicyandgovernancestructure.S&cktoit.

Ithinkitsimportantforpoliciestobeclear.

Some&mestheydoverywellandsome&mestheyslipintobeingmoreopera&onalregarding1620.Some&meswhen

thathappenswelltrytopushitbackwithfindingoutwhattheirconcernsareratherthanencouragethemtotelluswhat

todo.Theygototheirowncommunitymee&ngsandhearthingsandtheywanttomakesurewearehearingthosethings.

Some&mestheywillgoaroundthemoreseniorleadershipandgotothestaffandthenwehearthatfromthepeople

weworkwith.Wetrytoencouragethemnottodothatbutitsdifficult.

Thereshouldbeaconstantcheck-inwith1620.

Reallyunderstand1620totrainnewmembersonitandmakesuretheyallunderstandit.Itwillbuildmoretrustinthe

Board.Itwillhelptheminhowtheyphrasetheirsugges&onsorthoughts.HaveyouthoughtaboutthisorHaveyou

heardthisvs.IreallywantyoutodothisorIreallywantyoutodoitthisway

Weneedtoclarifywhatkindofcommunica&onisappropriateandwithwhom.ThereisaconsistentpaernofBoardmicro-management.Itmanifestsitselfonadailybasis.Itisaveryhands-on

Board.

Thereisapercep&onofhowmuchpowertheyhave.Theyfeelempoweredtocallaprincipalandtellthemwhattodo.

ThereisntaprincipalalivethatisgoingtoreportontheBoardmember.

IvehadtotellBoardmemberstonotcallprincipals.Theyactedsurprised.Therewassilence.

IthinkalltheBoardmembers,withoneexcep&on,tellstaffwhattodo.Anditisgengworsebythemonth.


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ProvideaHolis>cView&PresentaUnifiedFront

Theyneedtosetthedirec&onofthedistrict.

WhentheBoardismakingrequestsorweighinginonsomethingtheyallhavedifferentpriori&es.Some&mesIdlike

themtojustgointoaroomandhavetostayinthereun&ltheyagreeonsomething.

Weneedtogetpeopletofocusonthebigpicture.

IamgoingtoassumethatschoolBoardmembersaregoingtopushtomakesurethattheiragendasorpassionsareput

intoplacebeforetheyleaveleavealegacy,ifyouwill.

Theyfeeltheyhavetorepresenttheircons&tuentsandtheyrespondtothebloggers,aswell.

Theyjustallneedtogetonthesamepageastowhattheywouldliketoseehappen.Ithinkthattheygetintotheminu&asome&mes.Idontknowifitslegacybuildingorcominginandtryingtounderstand

thepolicy-making.

FindaBalanceBetweenRegionalAdvocacy&BigPictureFocus

Theyrefertotheirregionofthecityonly.Yes,theyrepresentaregionbuttheyaresupposedtobeac&nginthebest

interestofeverychildinthecity.

Somereallylovetheareathattheyrepresentandwilldowhatevertheycantoberepresenta&veoftheirregion.I

personallythinkthatitsbeertobearepresenta&veofjusttheen&redistrict.Whenyouarearepresenta&veofacertainregionyoutendtofocusonit.ButIthinkthecommunityreallyappreciates

havingdifferentregionrepresenta&ves.


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Collec>velyDefineTheRoleoftheBoard

Thereisanongoingconversa&onofwhattheinterac&onsshouldlooklike.Ideallyitshouldbeagovernancepolicywheretheycreatepolicy,guidepolicyandencouragethesuperintendenttoengagethatpolicy.

Therealques&onisdotheyagreewiththegovernancestructure?Myguessisthattheydont.

Theydontunderstandtheirrolesotheyneedclarity.Ithinktheytrulywanttodotherightwork,therightway.They

justdontknowwhatthatis.

Wehadanepicbaleintheretreatsayearago.Thenotesareincrediblylong.Wegotthatpolicyapproved.Butthere

weredebatesbackandforthaboutwhattheroleoftheBoardis.Idontthinktheywanttogobackandreaditbecauseit

wouldmeantheywouldhavetostopwhattheyaredoing.

WorktoImprovetheEnvironment

IfIendupleavingitwillbebecauseoftheenvironment.

Ihearthatsomepeopleprofessionallywanttoadvancethemselves.Butwhenyougetunderneathit,youfindthatsome

people(notall)feelwiththeexpecta&onsofthejobcombinedwiththedysfunc&onsoftheBoardthatthisisnotagood

environment.Wewanttogivepeoplereasonstostay,notreasonstoleave.

Theteachers,theadministratorstheyfeelliketheyhavetodotheirworkinspiteofwhatisgoingoninthecentral

office.

Ithinkpeoplehavebeenaroundawhile,andsomejustdontfeellikethingsaregengbeer.Thereisnostandardizedexitinterviewprocessbutweareworkingonit.

IthinktheBoardfunc&oningisacontribu&ngfactortoturnovernotthesolefactor.


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FocusonProfessionalDevelopment&SkillImprovement

GiventhattheBoardiselectedhowitiselectedIdontthinkweshouldexpectittobeaprofessionalBoardandits

not.Thereisawiderangeofskilllevelthere.

Everyoneneedstomakestrongcommitmentstoeffec&vemanagementandeffec&verela&onshipskills.

Wemighthavesomeconcernsabouttheirinterpersonalskillsandapproachtoworkingwithothers.

FosterHonest&OpenCommunica>on

Forthem,itappearstobefrustra&ngbecausetheyarenotcommunica&ngwell.GiventhecurrentassignmentswiththecommieessomeBoardmembersfeeldisenfranchisedsonotallmembersfeel

liketheyhaveaseatatthetable.Thera&onalethatIheardwasbasedon&mecommitmentbecausepeoplewere

complainingabout&mecommitments.Ithinkhavingagroupconversa&onaboutthiswouldhavebeenhelpful.Ithas

beenapreydivisiveissue.

Some&mestheywontcheck-inwitheachother.Perhapsthatisbecausetheydontwanttoseemliketheyare

manipula&ngvotes.ButIthinkitsbecausetheyalsodontcommunicateanddontfeeltheycantalktoeachother.

Theyneedtobehonestandrespecultoeachother.Inretreatsyoucanseeitintheirbodylanguage.Theyare

posturing.

TheBoardmembersneedtobehonestwitheachother.Theyhavewalkedawayfromtheconflict.Theyneedtolook

eachotherintheeye.


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WorkTogether&FindCommonGround

Whathappensinthenextsixmonthswillul&matelyaffecthowthenewBoardworks.IftheyworktogetherinthesenextsixmonthsitcouldsetthenewBoardmembersupforsuccess.

IntheCabinet,whenpushcomestoshoveeveryoneiswillingtocometogetherforthebeermentofthework.Iwould

lovetoseetheBoardpresident(anyBoardpresident)leadtheteamtoconsensusoragreement.

Ithinktheen&reBoardwouldagreethatbeingabletoworktogetherasateamisasimportantashavingtrustinthe

Superintendent.

Learningtoworkinamorecollabora&vefashion.Learningtoworkthroughdisagreements.Learningtobecomemore

ac&velistenersandmakeeffortstocometocommonsolu&ons.Bewillingtocometoanagreement.Worktowardstrying

toget7-0.Ithinksomeofthemselefor4-3.Bewillingtoworktogethertogettheworkdone.TheystayedoutofthefrayattheMAPcontroversy.Onceitwasdealtwithittheyallsupportedit.Iftheyhadbeensplit

onthatitwouldhavekeptitgoing.Butwhentheywentonrecordtosupportit,itputittorest.Whentheyareunitedin

supportofchildrennoonecanpushbackonthat.

FocusonBuildingTrust

Inorderforforwardmovement,theBoardneedstrustintheCabinetandtheCabinetneedstrustintheBoard.

Otherwise,therealfalloutiseffec&veness,cohesivenessandpeoplewalkingaway.

Theyhavetobuildtrustamongthemselves.AndtheyhavetoworkonthetrustwiththeSuperintendentandsenior

staff.

Iwouldlikeustofocusonmovingforward.Thinkaboutthatandcomeupwithaplantomoveforward.

AddresstheDivisions

Ifwepretendthatthedysfunc&onsdontexistandhaventhappened,howcanwebuildforthefuture?

Whatiscri&calhereistryingtoferretoutwhattherealissuesare.

TheBoardsFuturepertheCabinet

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Appendix 2:

The Boards PerformanceAs Described By Board Directors

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TheBoardsOverallPerformancepertheBoard

41

Highlights Strengths:

Committed to the Work and Public

Education

Dedicated to Children & the Work Optimistic About the PotentialStrong Individuals Make a Strong Team

Each Bring Individual StrengthsProgress

Progress on Governance Priorities & PolicyWork

Productive when they Work TogetherCommunity

Knowledgeable About the Community

Opportunities:

Divided

Come Together as a Team Address Existing Issues of Division & TrustWorking Relationships & Environment

Foster Open & Respectful Communication Engage in Appropriate Lines of Communication10,000 Foot View

Clearly Define The Role of the Board Focus on the Bigger Picture Find a Balance between Regional Advocacy & a

Focus on the District as a Whole

Individual Training

Continue Professional Development & ClarifyAreas of Confusion

Details See following slides


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BringIndividualStrengths

Ithinkeachofusbringsomethingposi&vetothisBoard.

IthinkthatsomeBoarddirectorshavebeenpivotalinstrengtheningourinternalauditcontrols.TheirleadershipinAF

hasbeenanasset.

SomeBoarddirectorsareveryfocusedonwhatarewedoingforthesekidsandtheemo&onsbehind.Theyarevery

focusedonequitableaccessandgreatoutcomes.

SomeBoarddirectorshavegreatpolicyfocus.Theydefinitelygetengagedregardingpolicyprocess.Theyarevery

enthusias&caboutitandpassionate.SomeBoarddirectorsloveandunderstandtheimportanceofconnec&ngwiththecitycouncilandthestatelegislator.

Theyunderstandtheimportanceofenlis&ngourlegisla&vepartnerstogetworkdone.Theyunderstandhowthose

connec&onswork.

IthinkeveryBoardmemberhasapar&cularsetofskillsandinterests.

Greatrangeofexperience,exper&seindisciplinesandsectorswhicharerelevanttodistrictsystemsandsuccess.

Ithinkthereissomegoodknowledge.

TheBoardsStrengthspertheBoard

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DedicatedtoChildren&theWork

Wearehereforthekids.Imnothereforonlymydistrict.Myfocusisoneverychildhavingtheequitytogetagood

educa&on.

Commitmenttoworkingonbehalfofstudentsandimprovingthesystem.

Thereissomecompassionforchildren.EveryonethatisontheBoarddoeshavecompassion.Theydowantkidstodo

beer.Idobelievethat.

Op>mis>cAboutthePoten>al

Ibelievechangescantakeplace.

IthinkthisBoardhasvisionforwhatcanbe.ManyBoardmembersseemanyamazingthingsthatwecanimplement.

ProgressonGovernancePriori>es&PolicyWork

Wearedoingapreygoodjob.

PolicyandGovernanceisoneofourstrengthsIthink.AndIthinkwehaveaverygoodsysteminplaceiniden&fyingthe

departmentsweneedaregularoversightworksessionon.

PolicyworkIthinkwehavedoneagoodjobwiththat,butcoulddoabeerjob.

Iseepolicydevelopmentasarisingorganicallyfromthework;policydevelopmenthappenseffec&velyandcoopera&vely

betweenBoardCommieesandstaff,withindividualBoardDirectorspitchinginastheyseetheneed.IhavegreatrespectforourAuditandFinanceCommiee'swork.TheAuditResponsehasbeenextremelyeffec&ve,

despitemediamagnifica&onofoneareaofcon&nuingconcern.

Weares&llmakingprogressonbasicpolicy.Thatissomethingthat,byandlarge,allmembersrespect.

Weareworkingonastrategicplanandthatprocessismovingforward.Onceyouputaprocesstogetheranditispublic

itdampensdownanybackroommeddling.


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KnowledgeableabouttheCommunity

Eachoneofusknowourdistrictsandwecanreallyputourknowledgetogethertohelpthedistrictasawhole.

WetrytobethevoiceoftheschoolsandbringittotheBoardlengeveryoneknowwhatisgoingon.

Produc>veWhenWorkingTogether

IthinktheBoardhasdonealotofgoodworkandIthinkthedistricthasdonealotofgoodwork.

Whenwecometogethertogetthingsdone,weareproduc&ve.


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AddresstheInconsistentDefini>onsoftheBoardsRole

OurfundamentaldisagreementsarebasedaroundwhatroletheBoardplays.

TheoverallresponsibilityistoreallysupporttheworkthatwewantdonebytheSuperintendent.Wearenotsupposed

totellhimwhattodo,butwearesupposedtocollaboratewithhim.Wearenotmeanttodictatetohim.Wehiredhim

forareason.Wearenotmeanttooverrunhim.Butitisourjobtooverseehimandtokeephimheldaccountabletomake

sureeverythingisrunningsmoothly.

WeneedtokeeptheSuperintendentapprisedofwhatisbubblingup,keepinghiminformedwithwhatisgoingon.

Tome,itisbeingaconduitofinforma&onthatIhavereceived,bringingittostaffmembersandhavingthat

conversa&on.

Iwouldsaywehavethreedis&nctroles.Thefirstisaroundpolicyandgovernance.ThatisoneofourstrengthsIthink.Wearealsoambassadorsatlarge.Lengpeopleknowthereisafacetothedistrictandsharingthechangesweare

making.Hiring,FiringandEvalua&ngtheSuperintendent.Also,beingthebestpossibleadvisortothesuperintendent

withoutdirec&nghimorher.

Governanceisourresponsibility.Governanceshouldonlybethreethings:Makingpolicy,performingoversight(thatis

notlookingoverthestaffsshoulderallthe&meitsonceayearlookingattheperformance),andbudget(weapprove

thebudgetsoweneedaformalprocessforpriori&zingwhatiscutandwhatnewspendinggoesto).Theotherthing

whichisalilemoreabstractisadvoca&ngforSealePublicSchools.Butthatisnotaprimaryresponsibility.Itsan

op&onalareathatsomeBoardmemberspursue.Policygovernanceandfiduciaryoversight-thoseareourtwocorebusinesses,asitwere.

GoingbacktotheroleoftheBoard,theworkonthestrategicplanIamworriedthatpeoplearegoingtogetdowninto

theweeds,again.

Itakemydefini&onrightoutofstatestatute.Weareheretohirethesuperintendent,followpolicyframework,and

ensurethestrategicplan,toevaluatethebudgetin-linewiththestrategicplan,toputmeasuresinfrontofvoters.

Weareheretoprovideparametersandcreatetheframeworkandnotmakedecisions.

TheBoardsOpportuni>espertheBoard

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ComeTogetherasaTeam

Weneedtomoveforwardandworktogetherasateam.WeneedtosupporttheSuperintendentandweneedto

supporttheschoolsasateam.Weneedmoreopportuni&estoactuallyworktogether:Ourworksessions,eitherasaBoardaloneorworkingtogether

withstaff,areusuallyveryproduc&ve,andIwouldliketoseemorechancetoworktogetherinthatvenue.

Wearesupposedtobeworkingtogether.Itsaysthatinourbylaws.Wearenotjustpurelyalegisla&vebodywearea

governancebody.Wearesupposedtobeinacoopera&verela&onship.Wedonthaveadistribu&onofpowertheBoard

issupposedtoprovidelong-termguidance.

Ifeelgoodthatwhenwefocusonthework,wecangetthereandmakedecisionsevenwhenwehaveadifferenceof

opinion.

Weneedtodroptheanimosityandfocusonworkingtogether.Wearentallgoingtoagreeoneverything,butwecanconcentrateonthingstogether.

AddressExis>ngIssuesofDivision&Trust

Ithinkimprovementscanbemade,butonlyifwearehonest.TheBoardmembersthatareleavingtheyhavenothing

tolosebybeinghonest.

Whatmakesitgoodnotgreatiswhensomecolleaguesarenotworkingforthegoodoftheprocess.

Italmosthasapar&sanfeelsome&mes.Whichisridiculousbecausetherearenopar&es.

Thisisthefirst&meIhaveseenanactualdispropor&onaldivisionintermsofcommieeassignments.Wehavehadclosevotessowehavepublicdisagreement.Thatsome&meshasnotgonewell.Peoplehavebecome

veryupset.

IntermsofhowwedisagreeonprocessitslikeKabukiTheater.Wetalkaboutthesamethingsoverandoveragainand

nothingchanges.

Eachpersondoesntknowwhoisdoingwhat,whatdirec&ontheyaregoing.Thatisnotagoodthing.Thereisasplit.

Haveatrulycandidconversa&on.Partofitisbeingveryupfrontwithpeople.Wehavenotdonethatyet

Ithinkwehavetofaceourworkingtogetherissues.


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FosterOpen&Respec_ulCommunica>on

Weneedtofocusonhowwecommunicatewitheachother.Weneedtobemindfulofhowwesaythingstoeachotherandrespecteachother.Weneedtoappreciatethecolleaguesthatagreewithus,butmoreimportantlynotinten&onally

discredithowothersarefeeling.

Itwouldprobablybeusefultomakeaprac&ceofframingconversa&ons,forexample,incommiees,intermsofthe

governance/administra&onimplica&ons.

SomeBoarddirectorsstoppedcommunica&ngwiththeothersonverybasicthingslikeImgoingtopullthisoffthe

agendaorbasicfunc&onality.Soitmadeusfeellikewewerenotapartoftheprocess.

InourguidingprinciplesasaBoarditiswrieninthatwedontsurprisetheBoard.

FocusontheBiggerPicture

Wehavetodecidewhoseagendawearepushing.Arewehereforthekidsorourownagenda.Someofushaveourown

privateagendas,andsomeofusaresostubborn.

Wespendagreatamountof&meontheindividualpriori&esofBoardmembers,onbadprocessthathastobefixed

becausewegoofftherails,badcommunica&onbecausewearenotsharinginforma&onuniversally.

Thesinglemostimportantimpactisthatinsideofurbaneduca&oninWashingtonState,aBoardlikethiswillrepelall

peopleofquality.

Wejusttalkaboutsingleissues.Theyareimportantissuesbutweneedtobeaddressingtheseissuesastheyrelateto

everyone.Theyarealllinked.Wecantchangedisciplinaryrulestheycomefromthestate.

Peopleworkfortheirownpassions.

Itcouldbethatpeopleareworryingabouttheirlegacy,sotheywontbeworryingaboutthekidsandjustworkingtoget

theirlegacyset.


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EngageinAppropriateLinesofCommunica>onIdotalktotheSuperintendentButifItalktohimanddontseechanges,thenIwillmovetotheEdDirectors.Some

wouldsayitsinappropriatecontact.Itis.Butwhennothinghappens,someonehastodosomething.Andifsomethingis

goingoninaschoolandnothingisbeingdoneaboutitthenIfeellikeitsmyjob.

Yes,Iknowitisnotmyjobtomeetwithprincipals.Butsome&mesyouhavetodothingstomakechange.Weneedthe

principalstoknowthatwesupportthemandthatwewillhelpthem.

Iknowithappenedonseveraloccasionsthattherehavebeensequen&alconversa&onsaboutvo&ngbecauseitwas

broughttome.Iaskedthatwewereallremindedbyemailthatthisisnotappropriate.Therearesupposedtobeasetof

rulesintermsofengagementbetweentheBoardandtheCabinet.

WhenBoardmembersgetverypushyandthestaffisfedupItrytointerveneandhelp,tomaintainsomemodicumof

process.

IhaveheardsomeBoardmembers,insomeoftheirmorehonestmoments,sayYouhavetogetridofthispersonto

theSuperintendent.Thatisadirectconversa&onwiththeSuperintendent,whichisntcompletelyoutofbounds.Buthe

worksforussoitstricky.

IthinktheCabinet,at&mes,wisheswewerentasaunedtotheissuesasweareIthinkweareintheirhairabit.ButI

thinkthereisalilebitofunderstandingthatourfocusisstudentfocused.

AsaBoardmemberyouhavetoresistthetempta&ontojumpintothemiddle.Thisisanotherwaythatthetrustgets

lost.Theremightbethingsyoudontknowabouthappeninginthebackground.IfaschoolBoardmemberasksastaffmembertodosomethingtheydontunderstandwhatkindofposi&onthatputs

thatstaffmemberin.Thatstaffmemberlooksatthatconversa&onasacommandgodothis.

Thestaffneedstobeabletopushbacktous.Noonefeelsempoweredtosayno.Peoplefeeltheirjobsarethreatened.

Theyaredrivenoutbythepoortreatment.


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FindaBalanceBetweenRegionalAdvocacy&aFocusontheDistrictasaWholeWewereallelectedcitywide.Weallhavecons&tuents.Andourcons&tuentshavedifferentpriori&es.Thehotbuon

issuesineachregionaredifferent.

ItsimportanttobeabletorespectthefactthatasBoardmemberswearegoingtoadvocatefortheissuesthataffect

ourcons&tuents.

WhenpeopledothatinmydistrictthingIwincebecausemydistrictistheen&recityofSeale.Soallofthekidsin

thecityofSealeareinneedofrepresenta&on.Ifwewereonlyvotedonbyourdistrict,thatwouldbeafairstatement.

Iamanadvocateforanyfamilyinthedistrictnotjustthefamiliesinmyindividualdistrict.Iknowmoreaboutthe

schoolsinmydistrict.Idoseemyroleasanadvocateforvoicesfromalloverthecity.Idontseemyselfasadistrictx

representa&ve.

Con>nueProfessionalDevelopment&ClarifyAreasofConfusion

Is&llhavesomeconfusionabouthowtobemosteffec&veandhowtounderstandwhatisgoingonmoreclearly.

IwouldlikemoreclarityaboutExecteamwork;forexample,wouldliketoknowmorecompletelyhowagendasareset

forworksessions,retreats,etc.

Therearesuchdifferinglevelsaboutunderstandingoftheworkandcontradictorylevelsofwhattheroleisandthat

makesitdifficult.

SomeBoardmembersjustdontknowwhatmanagementvs.governancelookslike.Weneedcon&nuedprofessionaldevelopment.Weneedtoaskourselvesifwearecommiedtogoodgovernance

training.


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FocusontheWork&Iden>fyUnifiedPurpose

Weneedtofocusonmovingtheschoolsforward.WeallneedtosearchourselvesandfigureoutwhatourpurposeisonthisBoard.Whatdowewanttodoforthefuture

ofSealePublicSchools.Weneedtofocusontheplanthatwehave.

WeneedtobringtheBoardtogetherandsupporttheSuperintendent.

Iwouldreallylikeitifwewouldallconcentrateontheworkandstopconcentra&ngontheswirl.Frommyframe,inour

nextworksessionsweneedtoconcentrateonthework.

ThisBoardneedstoallowtheworkloadthatwealreadyhaveonourplatestogetdonewell.Dontkeeprunningitoff

therails.Wehaveveryimportantworktodo.Ifwejuststayedfocusedonthatwork,wecouldgetimportantthings

done.

FocusonBuildingTrust

Therehavebeensomeeffortstoworktodevelopbeerworkingrela&onships.Wehavehadprofessionaldevelopment

withsomegreatfacilitators.Butwehavenothadanactualfacilitatedworksession.

Regainingtrustisreallyhard.Theac&onshavetobethereandtheyhavetobedeliberate.

Ifyoulookatahighlyfunc&oningBoard,trustisakeyelement.Thatdoesntmeanlockandstopagreement.Itjust

meansthatthereistrustbehindthedecisions.

Wehavetofigureouthowtogettrust.Ithinkmostmembers,notall,oftheBoardwouldgenuinelyliketoseeusbehighfunc&oning.IamnotwillingtowritemostBoardmembersoff.

AimforFreshStart

IfwecanallcometogetherandputourcardsoutonthetablewecanmovetheBoardforward.

Weallneedtogiveeachotherabreak.Weallneedtojustbackoff.Andrealizethatthesamevoterselectedeverysingle

oneofus.

Ijustwantittobefixed.AsaBoardwearefailing,andthereisnoreasonforustobefailing.

TheBoardsFuturepertheBoard

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Appendix 3:

How it Feels to be a BoardDirector

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SomeBoardmembersfeelfrustrated,unhappy,andembarrassed.WhileotherBoardmembersacknowledgemomentsof

disagreementbutfeeltherela>onshipsarestrong.

IthinkIhavegreatrela&onshipswithalltheBoardmembers.Wehavehadgoodworkingrela&onshipsandwehavehad

disagreements.

Notsogood,Illbehonest.

Thereareafewofusthatcomplain,andafewofusjustwantthingstogetbacktonormal.

IthinkIhaveagoodworkingrela&onshipwithsomeBoardmembers.OneBoardmemberdoesnttalktomeatall.

Thiswouldbereallyhardstufftotalkaboutinpublic.

Iamembarrassed.EverydayIamembarrassed.WearenotdoingworkImproudof.Wearenotsengthebarhigh.We

arenotdoingworktohelpthesekids.Mostofthe&meIamembarrassed.Iamnotproudofwhereweare.

TheFeelingoftheBoard

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SomeBoardMembersfeeltheyarebeingmarginalizedwhileothersdontseemarginaliza>onasapressingissue.

SomeBoardMembersFeelMarginalizedCommieedistribu&onsarenotevenlydistributed.SoitskindofmarginalizedIdontthinkthatthedistribu&onswere

fairorright.Idontthinkitshouldhavebeendonethatway.

Ifeelquitefrustrated.Marginalized.

At&mesIwillviewsomethingrightbeforeitgoestointroduc&on.Ratherthanknowingorpar&cipa&nginimportant

decisionsearlyon.

Therehasbeenacultureamongstsometryingtoreallydominate.

SomeBoardmembersgengonecommieeassignmentapieceandanotherpersongengthree?Areyouserious?It

sentmeintoorbitthatsomeBoardmembersweresomarginalized.Ivoicedmyopinionandtheac&onwasra&onalized.

SomeBoardMembersdontseeMarginaliza>onasaProblem

Today,themarginaliza&onisntreallyhappening.

TheBoardPresidentcalledupeveryoneregardingthecommieesandthefolksthatcalledbacktoldherwhatthey

wantedtodoIdidntfindoutthatotherpeoplewereunhappyun&lthreemonthsinandIdidntfindoutdirectlyat

first.Whoknewtheywouldallfeelmarginalizedbecausetheywerentonmorecommiees?

Ididntaskforanything.AndIamquitehappywithit.IhavealotofthingsonmyplatethatotherBoardmembersdont,

soIdontmindbeingononlyonecommiee.Ihadmorethanenoughstuff.

SomeBoardMembersFeelMarginalized

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Appendix 4:

Trust & Respect

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ThetrustlevelbetweentheCabinetandtheBoardisinconsistent.SomebelievethatpastcontroversieshaveletheBoard

hesitanttotrusttheCabinet.

TheTrustLevelisInconsistent

Ithinkthetrustispersonspecific.IknowwhichBoardmemberstrustme.Therearesomethatdonthaveawholelotof

loveforme.IknowthatBoardmembersdonttrustsomeofmypeers.Theyhavetoldme.Thatmakesmewonderwhat

theyaresayingaboutmetoothers.

BoththeCabinetandtheBoardhavetrustissuesinternally.

IwanttoseeSealemakingacommitmenttotrust.Iwantastrategicplanthatisaimedatbuildingtrust.Ithinkthis

Boardcandoit.Itwontbewithoutconsiderabledifficulty.

Wemadesomeadjustmentstoacertainpolicy.Ididntthinkitwasreadytogoforward,butwebroughtittotheBoardandpresentedit.Theysaidtogoaheadandmoveitforward.Atapublicmee&ngaschoolBoardmemberbasically

aackedthepolicyandtoreit(andus)apartbringinguppublicconcerns.Thatmembertoreaparthis/herownpolicy

fromacommieehe/shehadbeensingon.He/Shehadvotedforitatcommiee.We,asstaff,wereembarrassed.We

feltsetup.Wecouldhavepulleditifhe/shehadcometous.Orhe/shecouldhaveprepareduswithques&ons.Those

thingscausestafftonottrustBoardmembers.

IhaveseenthetrustlevelbetweentheCabinetandtheBoardimprove.Ithinkthat,yes,thereistrust.

IdliketothinkIamtrusted.

IamsurprisedwhensomeBoardmembersdotherightthing.Iamsurprisedwhentheytrustme.Whatdoesthatsay?

PastControversieshaveletheBoardHesitanttoTrusttheCabinet

Theyfeelbecauseofpastindiscre&onsandscandalthattheycanttruststaff.Itdoesntmakeitagreatplacetowork.

TrustBetweentheCabinet&BoardisInconsistent

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TheinconsistentleveloftrustbetweentheCabinet&theBoardimpactstheworkinthefollowingways:

TheRela>onshipisStrained

Intheend,weasstaffjustreallywanttosupporttheBoard.ButwhentheBoardismanipula&ngusitstrainsthe

rela&onship.

PolicyWorkSuffers

Wehelpthemworkpolicy,workondecisionsbutwedontknowwhatwewillget.

Wecouldbealotmoreeffec&veiftheys&cktopolicy.TheexamplesIcanthinkof,theyonlyhavehalfthestoryandpush

forwhattheydecideisbestorwant.

MoraleisLow&PeopleFeelThreatened

IwouldsaythatsomeoftheExecu&veDirectorshavefeltBoardDirectorsthreatenedtheirjob.Ihaveheardthatsecond-

hand.Ihaveheardifyoudontdoitthisway,thatBoardmemberwontsupportyouandwilldoeverythingintheir

powerto

Iwouldsaytherehavebeenthreatsofareputa&onbeingmarredifyoudontalwayssupportacertainpolicyordont

doittheirwaythenyouareconsideredaracist.

StafffeelsthreatenedbytheBoard.TheirjobsandfuturefeelthreatenedbytheBoard.TheBoardmemberswillnotgive

upiftheycareaboutsomethingtheywillgettheirway.SoIaskmyself,doIreallywanttoputmycareerinfrontofthat?

Itsuncomfortable.Itputsusinaveryuncomfortableposi&on.Peopleinthedistrict,especiallyemployees,feelbeerandmoretrus&ngiftheyknowthatthereisntsomeonelooking

overtheirshoulder.

TheCabinetFeelsTheirContribu>onsGoUnheard

Ifweremindthemthattheyareoversteppingtheymightreplywithoh,thatsnotwhatImeanttodoorwedidnt

knowthatwasovertheline.

Theydohaveindividualagendasthatruncountertowhatwe,asastaff,mightbesugges&ng.Thatcanruninconflictto

whattheyarehearingfromtheircons&tuents.

TheTrustLevelbetweentheBoard&theCabinet

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BothCabinetandBoardmembersfeelthatinordertorebuildthetrustwiththeCabinet,theBoardneedstofocusonthe

following:

BeAccountable

Thefirststepinbuildingtrustisdefiningroles:whatistheBoardsrole,whatisstaffsrole,whatlinesarenottobe

crossed.Orbeeryet,weneedtodefinetheaccountabilitybecausewedohave1620.

Webroughtuptheinappropriatecommunica&onorworkoftheBoardataretreat.Wewereaskedtogiveexamplesand

noonefeltcomfortablespeakingup,especiallyinasenglikethat.Andthoseexampleswerenegatedorapologizedfor

butitkeepshappening.

Whenwegivefeedbacktheyra&onalizetheirbehavior.Theyseethemselvesashelpfulandtryingtomovethedistrict

forward.Theyneedtoacknowledgethattheydontagreewitheachotherandthattheymicro-manage.

OnlyoneBoarddirectorsteppedforwardandownedtheirmicro-managing.Othersdontwanttostepforward.

SomeBoarddirectorsaremastersatredirec&ngaen&onandblame...Othersatleastownuptomicro-managing.

Weneedtoself-monitorandself-control.Thestaffneedsaninvita&onfromustosayno.IreallythinkthattheBoard

membersthataskforexamplesreallyneedsomehelpunderstandingthatwhattheyaredoingisoutofline.

GoThroughProperCommunica>onChannels

Iwouldliketothink,astheybuildmoretrustfortheSuperintendentandtheCabinet,therewillbemoretrustintheSuperintendenttoresolveanyconcernstheyhavesotheydonthavetoseekanswersoutthemselves.Thatisatrust

issue.RightnowtheythinkthisisthebestwaytodotheirworkIdontthinktheydoittogoaroundthe

Superintendent.

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ShareInforma>on&ListentoFeedbackFromtheCabinet

Last&mestaffwasaskedforinputontheBoarditwasbyandlargeignored.

Iwonderifthemistrustandfalloutthatcamefromtheundisclosedpreviousreview(bytheAlliance)wasworsethantheactualsharingofthatreview.

Ithinkthatthisisgood.Ithinksharingtheposi&vesaswellasconstruc&vecri&cismisveryhealthy.

Theyhavehadopportuni&estoworkthroughtheirdivisionswhenthepublicwasntthere.ThetopicofBoard

governancecameup.Itwasaddressed,butnothingchanged.Iftheyaddresstheirissuesinprivateagain,Idontknow

thatanythingwouldevercomeofit.

Ifeelgoodthatweareactuallyhavingthisconversa&on.Inpreviousretreats,itfeelslikeourpreviousinputhasnotbeen

validated.Sothefactwearebeingaskedtheseques&onsisimportant.

Ithinkitisimportantforustobuildtrusttohearbackabouttheinputandfindings.Itmightnotbesomethingthateveryonewantstohearandtalkabout.Itsasensi&veissueandhardtomakefolksfeelsafetoairit.

Last&meweweretoldtheinforma&onwouldbepublicizedanditgothidden.Ifwedontshareitthis&me,thatcouldbe

detrimental.

Wehavetofacethefeedbackfromthestaff.Weneedtomakeadjustmentstomakeourworksuccessful.Andweneed

toempowertheSuperintendentinordertomakehimsuccessful.

Weshouldhavepublicexitinterviews.Weneedtobewillingtohearwhatpeoplehavetosay.

SpeakWithOneVoiceTheyneedtobuildtrustwiththeCabinet,aswell.Wellgetconflic&nginforma&onfromdifferentBoardgroups.The

FinanceCommieewillsayonethingandthentheOpera&onsCommieewillsaysomethingcontradictory.Andweare

lenotknowingwheretogo.Thishappenedevenbeforethecurrentcommieeassignments.Thecurrentcommiee

assignmentshavedefinitelychangedthewaytheopera&onsfunc&on.

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ThetrustlevelontheBoardislessthanideal.

Theresplentyofblametogoaround.Weallneedtoaddressit,andimprovethewaywefunc&onbyimprovingour

processesaswellasourbehavior.Ithinkthetrustlevelisverylow.

At&mesIques&onothersmo&ves.Whenwevoteonpolicies,Idontalwaysknowwhypeoplevotethewaytheydo.I

dontknowiftheyarevo&ngtopushapolicytheybelieveinoriftheyareworkingforsomethingelse.

Somepeopledobad-moutheachotherbehindpeoplesbacks.Itsnosecretthattherehasbeenanimositybetween

someoftheBoarddirectors.

WhodoBoardmemberslistentoforadviceandinsight?ThisisaproblemwehaveasaBoard.ThemajorityoftheBoard

feelsinclinedtolistentooutsideen&&esratherthantrusttheotherBoardmembersandthestaff.

Itishardforanorganiza&onthissizefortheBoardmembersandthesuperintendenttonothavealotoftrust.Weusetrustascurrency.

Ithinkalotofthelackoftrusthastodowiththepercep&onthatwhilewehaverulesabouthowwearegoingto

engage,theyarenotfollowed.Weevenhaveprotocols.

Itrytowalkinasanopenslate.Iusedtowalkinopenlytrus&ngeveryoneevery&me.Idontfeelthatwayanymore.The

wayfolkshavetreatedthestaff.Idontfeelcomfortablewiththat.Theycomeofftomeasapproachingthestaffinanon-

trus&ngway.Andthatdisturbsme.Idontlikepeoplebeingtreatedbadly.Iwouldsaythathasshownmoreinthelast

severalmonths.

Rightnowtrustislow.

Theyneedtogetpasttheirtrustissues.

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ThelackoftrustontheBoardimpactsthework.

Nega>velyImpactstheMorale&Rela>onshipsThecommieeassignmentswerepreydivisive.Iveneverseenthemthatunbalanced.Whetheritwasinten&onalor

uninten&onal,itwasnotgoodforthemoraleortherela&onships.Whatdoesthatdotothetrust?

Itcreatesanxietyandstressforeverybodythecommunity,theCabinet,thedistrictandtheBoard.

IdontfeelsupportedonthisBoard.

HindersOpen&HonestCommunica>on

Thereisalackoftrustandrespectresul&ngindifficul&esinlisteningopenlytoinputfromalldirectors.

Weshouldntthinklessofeachotherbecausewedontvotethesameway.Weneedtoappreciatethecolleaguesthatagreewithus,butmoreimportantlynotinten&onallydiscredithowothers

arefeeling.

CreatesDysfunc>on

Ithinkallofthiscanbesynthesizeddownverysimply.Un&lwecangetacertainleveloftrustgoingwewillbethe

poster-childforadysfunc&onalschoolBoard.Idontbelievewearefunc&oningonallcylinders.Ithinkwecouldbeand

weshouldbe.Ifwecangetontheroadtodoingthatitwillmakeahugedifference.

Pretendingthateverythingisallrightisdishonest.

GetsintheWayofProgress&Produc>vity

Wehavesevencooksinthekitchenanditstoughgengamealout.

Insteadofworkingonimportanteduca&onalissuesweendupfocusingondamagecontrol.

Goingbacktotheworkonthestrategicplanwedonthave&metocon&nuetorevise.Idontwantalistof20things

becausethatisnotclearandwillbeatargetthatwewillnevermeetPeoplekeepaddingstuffbecausetheywantto

leavetheirlilefingerprintsinthere.

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CabinetandBoardmembersfeelthatinordertorebuildthetrustontheBoard,Boardmembersneedtofocusonthe

following:

DemonstrateAccountability

Iwouldhavetoseedirectevidencethattherearenohiddenagendas,thatthereisaclearcommunica&onaboutwhat

youaredoing.Ihearalotofprotesta&onsabouttransparencyandopenness,andsomanythingsarebeingdonethatare

thean&thesisofthat.

Wearepublicofficials.Sowhenyousaysomethingyouhavetoownit.Ifyouaremanorwomanenoughtositinaroom

andsaysomething,thenyouneedtoownandstandbyit.

Weneedtofigureoutawaytoholdourselvesaccountable.Weneedtobeabletohavehonestandopenconversa&ons.

Weneedanincreasedlevelofself-awareness.

Iden>fyaUnifiedPurpose

Ithinkthatifwereallycometoaconsensusastowhywearehereifwereallylookinsideourselvesastowhatour

reasonsare

Idontcareaboutminorityvs.majority.Idontcareaboutoldguardvs.newguard.Icareaboutthekids.

StartFresh

Everyoneneedstoburytheirhatchetsandworktowardrespecul,collegialengagement.Thiswillgofartoimproving

ourfunc&oning.

Iwishwecouldjustmoveforwardandstartfresh.Rebuildingtrustispossible.Butitwouldhavetobeanhonest,openandvisiblething.Thechallengeis,whenthe

conversa&onstartstherewillmostlikelybeaninstantaneousresponseofdefense.

WorktoUnderstand&RelatetoEachOther

TheBoardmembersneedtobeerunderstandeachother.Thatwillhelpthembeerunderstandwhereeachpersonis

comingfrom,whichwillenablethemtoworkwelltogether.

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TheCabinetrespectsthecommitmentoftheBoard,andtheyfeelstronglythattheBoardhasthepoten>altoimprove.

Irespectthemindividuallyaspeoplewhohavedonatedhundredsofhours.Youhavetorespectthefactthattheyare

willingtodothat.Individuallytheyareverycompassionate,intellectualpeople.Collec&vely,theystruggle.

TheCabinetislearningtorespectthemmore.

IthinkallCabinetmembersareawedbyandrespectthefactthattheseBoardmembersarewillingtocommitthe&me

andeffortthattheydo.Wearewillingtoworkwiththeminspiteofanypersonalagendasorpersonalityissueswemight

runinto.Ihopeweallhaveanapprecia&onforthem.

IthinktheCabinetrespectssomeBoardmembers,butitdependsonwhomyouareasking.Ithinktheyrespectthe

ins&tu&on.IwouldsayyestheCabinetdoesrespecttheBoardbecausetheBoardhastheposi&on.ButIdontfeelthefeelingis

reciprocated.Byandlarge,thefeelingisthattheyknowbeerthanwedohowtodoourjob.Theyhiredprofessionals;let

theprofessionalsdotheirjob.Iftheydontrespectus,theydontdeservethegiofourrespect.

Ithinktheytreatstaffwithdignityandrespectforthemostpart.Ihaveheardthatsomewillpubliclyadmonishothers.I

haventexperiencedthatbutIhavecringedat&mes.

Op>mis>cIamherebecauseIwantittobebeer.

Ienvisionitgengbeer,notworse.Therewasabad&meontheBoardnottoolongago.Itwasapreybadstorm.Its

s&llstormy,butgengbeer.Lastspringitwassobadthatitwasaffec&ngtheabilityforstafftofocusontheirwork.

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Appendix 5:

Detailed Data

63

The Board


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DetailedQuan>ta>veRa>ngScaleAvg.

64

Responsibility AveragePlacetheinterestsofchildrenaboveallothersineverydecisionthatwemake. 1.9

Upholdallapplicablefederalandstatelawsandregula&ons. 2.7AbidebythepoliciesandbylawsoftheBoardandworkwithourfellowBoardmemberstochangethosepoliciesasneededtoimprovestudentlearning. 1.9

MaintainBoardfocusontheachievementofallstudents,regardlessofrace,class,ethnicity,orgender. 2.1

Notuseourposi&onsforpersonalorpar&sangain. 2.4

Modelcon&nuouslearninginourrolesasmembersofthegovernanceteam. 2.1

Maintainastrategicplanforthedistrictthatclearlydefinessuccessandaccountabil ityfortheBoard,thestaff,andourstudents. 2.7

FocusonthepolicyworkoftheBoardandmonitorprogressontheindicatorsofsuccessar&culatedinourstrategicplan,leavingtheday-to-day

opera&onofthedistricttothesuperintendentandstaff. 1.8

Baseourdecisionsuponavailablefacts,voteourconvic&ons,avoidbiasinanyform,andupholdandsupportthedecisionsofthemajorityoftheBoard

onceadecisionismade. 2.3

WorktobuildtrustbetweenandamongBoardmembersandthesuperintendentbytrea&ngeveryonewithdignityandrespect,evenin&mesof

disagreement. 1.7Maintaintheconfiden&alityofprivilegedinforma&onincludingthatsharedinexecu&vesessionsoftheBoard. 2.4

RecognizethatauthorityrestsonlywithmajoritydecisionsoftheBoardandmakenoindependentcommitmentsortakeanyindependentac&onsthat

maycompromisetheBoardasawhole. 2.0

Refercons&tuentcomplaintsandconcernstotheappropriatepersonwithinthedistrictchainofcommand. 2.0

RespecttheleadershiprolesoftheBoardpresidentandsuperintendent. 2.0

PerformanceMeasuresIstheBoardworkingtogethereffec&vely? 1.3

HowistheBoardworkingwiththesuperintendentandstaff? 1.7

AreBoardcommieesworkingeffec&vely? 2.3

AreBoardmee&ngsoperatedandstructuredeffec&vely? 2.3

DoBoardmemberspar&cipateinprofessionaldevelopment?Arethereareasofcontenttrainingneeded? 2.0

DoestheBoardadheretoitsgroundrulesandOathofResponsibili&es? 1.9

DoestheBoardengageinappropriatecommunica&onwithstaffandthepublicregardingissues? 1.7

Isthegovernanceteam'spolicydevelopmentprocessefficient,effec&ve,andproduc&ve? 1.8

IstheBoardappropriatelyassis&ngtheSuperintendentwithkeydistrictpriori&za&ondecisions? 2.1

Continued

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DetailedQuan>ta>veRa>ngScaleAvg.

65

Rela>onships-GoalTheBoardandSuperintendentunderstandandar&culatethesystemofgovernanceanddifferen&atebetweenpolicyand

administra&veroles. 2.1

PoliciesandproceduresareestablishedforBoardandsuperintendentinterpersonalandworkingrela&onships. 2.1

TheBoardmaintainsacloserela&onshipoftrustwiththeSuperintendentandstrivestofacilitatedistrictsuccess. 1.5

Communica>ons-GoalCommunica&onprotocolsareestablishedandfollowed.TheseincludeFridayUpdates,2x2mee&ngs,quarterlyreports,etc. 2.4

Boardrequestsaremadethroughagreed-uponprotocols. 1.9TheBoardrespectstheroleoftheBoardPresidentasspokesperson. 2.0

PolicyBudgetDevelopment-Implementedacomprehensivebudgetdevelopmentprocessthatreflectsthestrategicplanpriori&es

andincludesbothinternalandexternalengagement Yes*

AuditResponse-DevelopedandimplementedaresponseplantoaddresstheStateAuditorsOfficeaudits,usingaproject

managementteamstructurewithBoardDirectorsandChiefFinancial/Opera&ngOfficerassponsors;Implementedquarterly

governanceworksessionstoprovidemanagementoversightofthedistrictsbusinesssystems Yes

PolicyReview-Developedgovernancepoliciesandagovernancestructuretoallowappropriatemanagementoversight;

ensuredfinancepoliciesmeetbestprac&cestandards Yes

*Responses were unanimously Yes, except for one abstention, for all three questions in this section

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AributesbyAverageHightoLow

66



ResponsibilityMaintainastrategicplanforthedistrictthatclearlydefinessuccessandaccountabilityfortheBoard,thestaff,and

ourstudents.2.7


Responsibi lity Maintaintheconfiden&alityofprivileged informa&onincludingthatsharedinexecu&vesessionsoftheBoard. 2.4

Communica&ons-GoalCommunica&onprotocolsareestablishedandfollowed.TheseincludeFridayUpdates,2x2mee&ngs,quarterly

reports,etc.2.4

Responsibility Baseourdecisionsuponavailablefacts,voteourconvic&ons,avoidbiasinanyform,andupholdandsupportthedecisionsofthemajorityoftheBoardonceadecisionismade.

2.3

PerformanceMeasures AreBoardcommieesworkingeffec&vely? 2.3

PerformanceMeasures AreBoardmee&ngsoperatedandstructuredeffec&vely? 2.3

Responsibility MaintainBoardfocusontheachievementofallstudents,regardlessof race,class,ethnicity,orgender. 2.1

Responsibility Modelcon&nuouslearninginourrolesasmembersofthegovernanceteam. 2.1

PerformanceMeasures IstheBoardappropriatelyassis&ngtheSuperintendentwithkeydistrictpriori&za&ondecisions? 2.1

Rela&onships-GoalTheBoardandSuperintendentunderstandandar&culatethesystemofgovernanceanddifferen&atebetweenpolicy

andadministra&veroles.2.1

Rela&onships-Goal PoliciesandproceduresareestablishedforBoardandsuperintendentinterpersonalandworkingrela&onships. 2.1

No attributes had average ratings in the Outstanding or Exceeds Expectations range.

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AributesbyAverageLowtoHigh

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PerformanceMeasures IstheBoardworkingtogethereffec&vely? 1.3

Rela&onships-Goal TheBoardmaintainsacloserela&onshipoftrustwiththeSuperintendentandstrivestofacilitatedistrictsuccess. 1.5

ResponsibilityWorktobuildtrustbetweenandamongBoardmembersandthesuperintendentbytrea&ngeveryonewithdignity

andrespect,evenin&mesofdisagreement.1.7

PerformanceMeasures HowistheBoardworkingwiththesuperintendentandstaff? 1.7

PerformanceMeasures DoestheBoardengageinappropriatecommunica&onwithstaffandthepublic regardingissues? 1.7

ResponsibilityFocusonthepolicyworkoftheBoardandmonitorprogressontheindicatorsofsuccessar&culatedinourstrategic

plan,leavingtheday-to-dayopera&onofthedistricttothesuperintendentandstaff.1.8

PerformanceMeasures Isthegovernanceteam'spolicydevelopmentprocessefficient,effec&ve,andproduc&ve? 1.8

Responsibility Placetheinterestsofchildrenaboveallothersineverydecisionthatwemake. 1.9

ResponsibilityAbidebythepoliciesandbylawsoftheBoardandworkwithourfellowBoardmemberstochangethosepoliciesas

neededtoimprovestudentlearning.1.9

PerformanceMeasures DoestheBoardadheretoitsgroundrulesandOathofResponsibili&es? 1.9

Communica&ons-Goal Boardrequestsaremadethroughagreed-uponprotocols. 1.9

Responsibility RecognizethatauthorityrestsonlywithmajoritydecisionsoftheBoardandmakenoindependentcommitmentsortakeanyindependentac&onsthatmaycompromisetheBoardasawhole.

2.0

Responsibi lity Refercons&tuentcomplaintsandconcernstotheappropriatepersonwithinthedistrictchainofcommand. 2.0

Responsibility RespecttheleadershiprolesoftheBoardpresidentandsuperintendent. 2.0

PerformanceMeasures DoBoardmemberspar&cipateinprofessionaldevelopment?Arethereareasofcontenttrainingneeded? 2.0

Communica&ons-Goal TheBoardrespectstheroleoftheBoardPresidentasspokesperson. 2.0


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BoardSelfEvalua>on:ResponsibilityThe two highest-rated attributes (2.7) were in the Responsibility area

Responsibility AverageUpholdallapplicablefederalandstatelawsandregula&ons. 2.7

MaintainastrategicplanforthedistrictthatclearlydefinessuccessandaccountabilityfortheBoard,thestaff,

andourstudents.2.7

Notuseourposi&onsforpersonalorpar&sangain. 2.4

Maintaintheconfiden&alityofprivilegedinforma&onincludingthatsharedinexecu&vesessionsoftheBoard. 2.4

Baseourdecisionsuponavailablefacts,voteourconvic&ons,avoidbiasinanyform,andupholdandsupport

thedecisionsofthemajorityoftheBoardonceadecisionismade.2.3

MaintainBoardfocusontheachievementofallstudents,regardlessofrace,class,ethnicity,orgender. 2.1

Modelcon&nuouslearninginourrolesasmembersofthegovernanceteam. 2.1

RecognizethatauthorityrestsonlywithmajoritydecisionsoftheBoardandmakenoindependent

commitmentsortakeanyindependentac&onsthatmaycompromisetheBoardasawhole.2.0

Refercons&tuentcomplaintsandconcernstotheappropriatepersonwithinthedistrictchainofcommand. 2.0

RespecttheleadershiprolesoftheBoardpresidentandsuperintendent. 2.0

Placetheinterestsofchildrenaboveallothersineverydecisionthatwemake. 1.9

AbidebythepoliciesandbylawsoftheBoardandworkwithourfellowBoardmemberstochangethose

policiesasneededtoimprovestudentlearning.1.9

FocusonthepolicyworkoftheBoardandmonitorprogressontheindicatorsofsuccessar&culatedinour

strategicplan,leavingtheday-to-dayopera&onofthedistricttothesuperintendentandstaff.1.8

WorktobuildtrustbetweenandamongBoardmembersandthesuperintendentbytrea&ngeveryonewith

dignityandrespect,evenin&mesofdisagreement.1.7

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BoardSelfEval.:PerformanceMeasures

PerformanceMeasures Average

IstheBoardworkingtogethereffec&vely? 1.3

HowistheBoardworkingwiththesuperintendentandstaff? 1.7

DoestheBoardengageinappropriatecommunica&onwithstaffandthepublicregardingissues? 1.7

Isthegovernanceteam'spolicydevelopmentprocessefficient,effec&ve,andproduc&ve? 1.8

DoestheBoardadheretoitsgroundrulesandOathofResponsibili&es? 1.9

DoBoardmemberspar&cipateinprofessionaldevelopment?Arethereareasofcontenttrainingneeded? 2.0

IstheBoardappropriatelyassis&ngtheSuperintendentwithkeydistrictpriori&za&ondecisions? 2.1

AreBoardcommieesworkingeffec&vely? 2.3

AreBoardmee&ngsoperatedandstructuredeffec&vely? 2.3

The lowest average rating (1.3) for an attribute was in the Performance Measures

area, and highlights the alignment issues the Board currently faces

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BoardSelfEval.:Rela>onships&Communica>ons

Rela>onships-Goal Average

TheBoardandSuperintendentunderstandandar&culatethesystemofgovernanceanddifferen&ate

betweenpolicyandadministra&veroles. 2.1

PoliciesandproceduresareestablishedforBoardandsuperintendentinterpersonalandworking

rela&onships. 2.1

TheBoardmaintainsacloserela&onshipoftrustwiththeSuperintendentandstrivestofacilitate

districtsuccess. 1.5

Communica>ons-Goal Average

Communica&onprotocolsareestablishedandfollowed.TheseincludeFridayUpdates,2x2mee&ngs,

quarterlyreports,etc. 2.4

Boardrequestsaremadethroughagreed-uponprotocols. 1.9

TheBoardrespectstheroleoftheBoardPresidentasspokesperson. 2.0

Most average ratings in the Relationships & Communications areas fell in or around

Needs Improvement and Meets Expectations

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SPS Board Eval Deck Final.pdf

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