Four Key Functions of a School Board: Putting the Pieces Together School Board Directors: Stanley Holland, Tyson Bryant, Clementina Perez, Carrie Thibodeaux, and Jennifer Lloyd Student Board Representatives : Jia Lin Garcera and Ashley Castro Superintendent: Dr. Marci Shepard Executive Assistant and School Board Support : Bonnie Christian
Session Outcomes 1. Align the Board’s role to other roles in the system, and align the Board’s work to other strategic work in the system to meaningfully leverage the Board’s leadership and governance 2. Make connections between the Board’s Four Key Functions (often disjointed from each other) so they are integrated and embedded throughout the year 3. Replicate systems and structures for Board/Superintendent teams’ own districts
Simon Sinek’s Golden Circle Start with the Why “Great leaders inspire others by putting the Why (the purpose) before the How (the process), or the What (the product).”
Four Key Functions of a Board Direction Policy Budget Evaluation
Four Key Functions of a Board Direction Policy Focused Cohesive Authentic Embedded Ongoing Budget Evaluation
An overview of our strategic plan on one page
What gets calendared gets done!
Annual priorities, new long-range Dates plans, progress reports on ends and locations BWS and goals… RBM: Items are coded to Recognitions, policies and connected action & reports to ends and goals; driven by 4 key functions Assigned to staff
“Our visions are the world we imagine, the tangible results of what the world would look like if we spent every day in pursuit of our WHY.” Sinek
WHY (Direction): A ll students ready for college, careers, and Artifacts life • Define our mission: READY for college, careers, and life • Student Learning • Measure READY Ends and Measures
Measuring our Mission: Student Learning Ends and Measures for College, Career, and Life Ready
WHY (Direction): A ll students ready for college, careers, and Artifacts life • Define our mission: READY for college, careers, and life • Student Learning • Measure READY Ends and Measures • Monitoring progress on Ends and Goals • Strategic plan progress monitoring
Strategic Plan
WHY: Monitoring Progress of Student Learning END Results Primary school CCL Community report at OPS; Newsletter ABC report Strategic plan update; SIPs; Assessment Data Assessment data Grad rates; HSBP; Long-Range Tech High school CCL Plan report at OHS End of Year Progress Middle school CCL Report on Ends and Goals; report at OMS; ABC report ABC report Mid-Year Progress Report on Ends and Goals Technology: Digital Citizenship and Tech Literacy
WHY (Direction): A ll students ready for college, careers, and life Artifacts • • Define our mission: READY for college, careers, and life Student Learning • Measure READY Ends and Measures • • Progress monitoring of Ends and Goals throughout the year Strategic plan progress monitoring • Board memo Focus on our mission/direction during board meetings by: o Making time: Shift board reports/memos to “prepared by” or “presented by” that connect to Ends and goals, and outline progress, policy, and budget implications
Memo to the Board
WHY (Direction): A ll students ready for college, careers, and life Artifacts • • Define our mission: READY for college, careers, and life Student Learning • Measure READY Ends and Measures • • Progress monitoring of Ends and Goals throughout the year Strategic plan progress monitoring • Board memo Focus on our mission/direction during board meetings by: o Making time: Shift board reports/memos to “prepared by” or “presented by” that connect to Ends and goals, and outline progress, policy, and budget implications o Focus on our purpose: Code agenda items to Ends and Goals o Attach policies to each agenda item
Report showing Board meeting agenda items connected to student ends and strategic goals
When we have a big enough WHY, we will always find the HOW.
Artifacts HOW we align the people in our system to engage in continuous improvement to support student learning • Strategic planning is bottom up – driven by student • Theory of action, needs – and cohesive values, norms, collective commitments, decision- making model and filters, inquiry, culture
Artifacts HOW we align the people in our system to engage in continuous improvement to support student learning • Strategic planning is bottom up – driven by student needs • Theory of action, – and cohesive values, norms, collective • Staff evaluations and school continuous improvement commitments, decision- plans are aligned and inform annual district priorities making model and filters, inquiry, culture • School improvement plan
School Improvement Plan Excerpt – Alignment of goals to mission of college, careers, and life
Artifacts HOW we align the people in our system to engage in continuous improvement to support student learning • Strategic planning is bottom up – driven by student needs • Theory of action, – and cohesive values, norms, collective • Staff evaluations and School Improvement Plans (SIP) are commitments, decision- aligned and inform annual district priorities making model and • Each school created a one-page overview of their SIP filters, inquiry, culture • School improvement that aligns with our district one-page overview of our Strategic Plan plan • School anchor docs
Aligned District and School One-Page Overviews of Improvement Plans (“Anchor Documents”)
HOW: Strategic Plan and SIP Updates Elementary school report at PTR Strategic plan update SIPs Primary school High school report report at OPS at OHS End of Year Progress Report on Ends Middle school report End of Year Progress Report on Goals at OMS Mid-Year Progress Report on Ends and Goals Strategic plan updates SIP updates
“What you do is proof of what you believe.” Sinek
WHAT we focus on to accomplish our mission – Strategic Goals Artifacts • District strategic goals are consistent • Goals • District annual priorities change each year; these are the • Annual priorities superintendent’s annual goals
Strategic Goals and Annual Priorities
WHAT we focus on to accomplish our mission – Strategic Goals Artifacts • District strategic goals are consistent • Goals • District annual priorities change each year; these are the • Annual priorities superintendent’s annual goals • District annual priorities become topics for Board Work Sessions (lenses of monitoring progress, policy and budget implications, and evaluation feedback)
WHAT we focus on to accomplish our mission – Strategic Goals Artifacts • District strategic goals are consistent • Goals • District annual priorities change each year; these are the • Annual priorities superintendent’s annual goals • District annual priorities become topics for Board Work Sessions (lenses of monitoring progress, policy and budget implications, and evaluation feedback) • New long-range plans are topics of Board Work Sessions; Updates on long-range plans are topics of Regular Board Meetings
WHAT we focus on to accomplish our mission – Strategic Goals Artifacts • District strategic goals are consistent • Goals • District annual priorities change each year; these are the • Annual priorities • Strategic/Budget/HR superintendent’s annual goals • District annual priorities become topics for Board Work Sessions timeline (lenses of monitoring progress, policy and budget implications, and evaluation feedback) • New long-range plans are topics of Board Work Sessions; Updates on long-range plans are topics of Regular Board Meetings • Strategic/Budget/HR timeline is aligned to goals/priorities
WHAT we focus on to accomplish our mission – Strategic Goals Artifacts • District strategic goals are consistent • Goals • District annual priorities change each year; these are the • Annual priorities • Strategic/Budget/HR superintendent’s annual goals • District annual priorities become topics for Board Work Sessions timeline • Superintendent (lenses of monitoring progress, policy and budget implications, and evaluation feedback) evaluation • New long-range plans are topics of Board Work Sessions; Updates on long-range plans are topics of Regular Board Meetings • Strategic/Budget/HR timeline is aligned to goals/priorities • Comprehensive updates at the beginning, middle, and end of the year on strategic goals coincide with superintendent evaluation conversations
Superintendent Evaluation: Evidence is aligned to our strategic plan and connected to WSSDA’s rubrics Criterion connected to goal 3
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