Board-Superintendent Relations

1. Board-Superintendent Relations The School Governance Team

2. Board-Superintendent Governance Goals “A resiliency relationship – demonstrates the ability to recover, learn from, and developmentally mature when confronted by chronic or crisis adversity.” -Rowman & Littlefield: Resilient Leadership for Turbulent Times A trusting relationship in which all parties exhibit competence, openness, reliability, and equity.-Reynolds, L: The Trust Effect

3. Strong Communication Strong communication ensures that board members and superintendents are never caught off guard, put on the defensive, or are embarrassed because they are not ‘in the know’ on big issues.” -Doug Eadie, Founder and President Strong communication leads to effective governance: Strong, ongoing communication Respect for diverse opinions Agreed upon operating procedures/agreements This is why questions ARE NOT taken at a Board meeting (While open to the Public, not an OPEN MEETING)

4. Role of the Board (Set Values and Beliefs, Mission, Vision, Goals) Answer the question What? Why? How Much? The Board Clarifies the District Purpose The Board Connects with the Community The Board Employs a Superintendent The Board Delegates Authority The Board Monitors Performance The Board Takes Responsibility for Itself

5. Role of the Superintendent(set objectives, action plans, regulations, procedures) Administer and manage the school district Answer the questions: How? When? Where? By Whom? Recommend and implement Lead the staff to improved district performance and compliance with board policy

6. School Board Code of Ethics Attend all meetings, making policy decisions after discussion at public Board meetings Make decisions on available facts refusing to surrender to special interest groups Encourage EQUAL and free expression by ALL Board members Establish effective Board policies and delegate authority for administration to superintendent Recognize and respect responsibilities delegated to the Superintendent Communicate to the Superintendent expression of public reaction Keep informed about current educational issues

7. Code of Ethics - Continued Support employment of persons best qualified to serve on school staff Avoid being placed in a position of conflict of interest Avoid compromising the Board/administration by inappropriate individual action or comments First and greatest concern is educational welfare of student attending Sheridan Public Schools Recognize that decisions are made by a majority vote and should be supported by all board members Recognize that the board must comply with the Montana Open Meetings lay and only has authority to made decisions at official board meetings Understand that the board makes decisions as a team. Individual board members may not commit the board to any action

8. Role of the Board Chair • Call the meeting to order on time • Repeating all motions in their entirety before taking a vote • Preserving order • Moving the meeting along by adhering to the agenda • Keeping discussion centered on the issue • Promoting discussion, allowing all sides of an issue to be heard • Bringing each issue on the agenda to conclusion in a clear way • Ensuring that all meetings comply with Montana’s Open Meeting Laws • Adjourning the meeting

9. Role of the Board Chair - Continued • Only the Chair allows/disallows public input (only during public comment or before decision) • Keep Board focused on agenda task • Respect confidentially • Closed session – Only Chairman can decide to recess to executive session • Public Relations – Chairman is primary point of contact • Setting the agenda- The chairman and superintendent set the agenda • Roberts rules of order – Not a required procedure (customary), can be ignored to move agenda item to conclusion • Board Workshops – no Board decision – Therefore NO public input until prior to Board adoption at regular Board meeting