Vermont School Boards Association Webinar

April 10, 2012

We’ll control your computer screen Listen through computer Written question responses

During presentation and afterward Polling Archive on VSBA web site

Online evaluation following the webinar

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Kerri Lamb klamb@vtvsba.org

Steve Dale sdale@vtvsba.orgHarry Frank hfrank@vtvsba.orgNicole Mace nmace@vtvsba.org

800-244-8722

Introduce the staff of VSBA Present the Essential Work

of School Boards Address Common Challenges

of Board Members Explain the services of VSBA

To assure that the education of our children remains a high priority in each community--LOCAL OWNERSHIP.

To be certain that children are educated in a way that reflects the values of local communities (within parameters).

To be certain that our local education systems are effective.

To build strong support for education among the general public

The school board acts as trustees on behalf of the community to provide strong oversight of public education, assuring: high quality education for students the public gets good return on its investment the system operates effectively and ethically

-Board goes “first” and “last”-Board members are not administrators

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Overseer of education for the region through the Supervisory Union, assuring mutual accountability with superintendent, and seeking greater student opportunity and operating efficiency.

Engage the community in support of the education of students.

Create a vision for education in the community. Establish policies. Hire a superintendent to provide leadership

and manage the district. Develop and adopt a budget and oversee

finances. Monitor progress toward the vision. Assure

accountability for results. Meet key legal roles—quasi-judicial; collective

bargaining

Board members are liaisons with the community

Board needs to be strong advocates

Educate the public around the future—need their assent to move into the “new world”

Community Engagement

If our kids had an ideal education, how would we know it? what would be happening?

What do you want children to know? What do you want them to be able to

do? What kinds of experiences do you

want them to have? What kinds of citizens are you

encouraging?13

Are we committed to addressing the achievement gap?

How important are the arts? How fast and fully will we integrate

technology? Do we want all 6th graders to be able to speak

a foreign language? Do we want all parents to be fully engaged in

the education of their children? Can we achieve more for our children seriously

exploring connections with neighboring districts?

Vision

Be clear on what you want accomplished Set parameters—areas where you don’t want

the administration going Based on informed values of the community Assure major legal obligations are met Assure sound risk management

Don’t micromanageDon’t tie the hands of administrators to make

reasonable decisions based on the facts- preserve flexibility

Be clear about the Role of the Local Board and the Role of the SU Board

Policies

Hire a superintendent to serve as CEO of all districts and of the SU itself.

Assure mutual accountability. Create a true board—sense of common

mission, able to articulate priorities for superintendent, invested in the interests of all member boards.

Board/Supt Relationship is key to success Good communication, clear priority setting,

regular evaluation.

Superintendent

Establish a plan for regular monitoring of resultsAchievement of Student Outcomes

• Trends over time• Reasonable Progress• Multiple Measures

Compliance with Policies• If in policy must be monitored• Set regular schedule• Focused on the past• Minimum information needed to satisfy Board• Can always go deeper

Financial Compliance/Performance

Monitoring

Establish priorities. What is the vision? What is most important?

Establish parameters. $ limits? Absolutes?

Expect administrators to be creative in developing a budget to achieve the vision within the parameters. Connections with other districts? Use of technology?

“Own” the SU Budget Assure sound oversight—internal controls, regular

financial reports

Budget

Serve as a quasi-judicial board to resolve disputes

Negotiate employment contracts

No legal powers outside of the board. Follow Vermont Open Meeting Law. Board members assure that schools are

well run, but don’t run them. Avoid conflict of interest or perception. Recognize validity of Board decisions,

even if don’t agree with them

(Picture of town meeting)

You have been on the school board for the past 3 months. You are in the grocery store and a person in town with whom you are acquainted comes up to you and begins to complain about her child’s teacher. She feels that the teacher is not responsive to her child’s needs, but also that she is not attentive to a high-needs child in the classroom. She wants the school board to do something.

How do you react? What do you say? How do you leave it with her? What do you do next?

Receive complaint

Follow complaint policy and procedures—Have one!

Direct through chain of command

Inform chair and administrator

Follow up later with complainant, if appropriate

Board final level of complaint appeal - not first 28

You are on one of 8 boards in your supervisory union. Your Superintendent has been on the job for five years. You do not sense that the Superintendent is invested heavily in the success of your district. You do not like some of her hiring decisions and are not totally pleased with some of the services provided by the SU central office.

What do you do? How do you get things on track in a productive way? When and how do you address performance issues?

Assure mutual accountability Superintendent is CEO

Implement the education program of the board

Board sets priorities and parameters Clear, on-going communication and evaluation

annual goal setting, regular evaluation

  A community member has come to you expressing concern about a board member who works for the bus company with whom the district has a contract. This board member has served on the board for two years and this is the first time the potential conflict of interest has come up. The board member has never voted on a contract with the bus company that employs her but you know the contract is up for renewal this year.

Do you have an obligation to do something about this apparent conflict?

What should the bus driver do? What should you say to the concerned

community member?

Conflict of interest policy is a required policy.

Policy includes the procedures that board members themselves should undertake in order to avoid a conflict of interest or the appearance of a conflict.

According to 16 V.S.A. §557(a), no school board member shall solicit or receive anything directly or indirectly any compensation for recommending or voting to procure any service, thing, or supply purchased with public funds.

To serve as the collective voice for 280 boards and 1500 elected school board members.

To support boards in successfully achieving their work.

Advocacy Board Development and Support Communications Legal and Policy Services Consultation Services

On-Line Information for Board Members

VSBA WebsiteDVD Lending LibraryWeb Stream Videos

VSBA Essential Work of School Boards Phone consultation/problem-solving Member-to-member support Vermont Education Law Book

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Kerri Lamb klamb@vtvsba.org

Steve Dale sdale@vtvsba.orgHarry Frank hfrank@vtvsba.orgNicole Mace nmace@vtvsba.org

800-244-8722

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New Board Member and Board Chair Trainings April, May and June - 2012

Details on VSBA website

VSBA Regional Meetings September 2012

Time and Place to be Announced

VSBA Annual Conference October 25 & 26, 2012

at Lake Morey Resort in Fairlee