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Transcript of SPS Board Eval Deck Final.pdf
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Board Evaluation Review Summary
June 10, 2013
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Contents
2
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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8
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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Category Aribute Average
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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Category Aribute Average
Responsibility Upholdallapplicablefederalandstatelawsandregula&ons. 2.7
ResponsibilityMaintainastrategicplanforthedistrictthatclearlydefinessuccessandaccountability
fortheBoard,thestaff,andourstudents.2.7
Responsibility Notuseourposi&onsforpersonalorpar&sangain. 2.4
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
11
Category Aribute Average
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
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: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.
TheBoardsStrengthspertheCabinet
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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.
TheBoardsStrengthspertheCabinet
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Respec_ul&Apprecia>veIfeelrespectedandtreatedwithdignity.
Iknowthatitismyjobtoeducatethemaroundallmaterialsregardingmyareaoffocusandinmostsitua&onstheyare
veryapprecia&veoftheworkIdo.
Ithinktheyappreciateourcommitmenttogengthemtheinforma&ontheyneed.
MyexperienceisthatIhavefeltsupported.Theylistentomyperspec&ve
TheBoardsStrengthspertheCabinet
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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<heyagreeonsomething.
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.
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Appendix 2:
The Boards PerformanceAs Described By Board Directors
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TheBoardsOverallPerformancepertheBoard
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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
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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.
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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.
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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.
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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.
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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<hreemonthsinandIdidntfindoutdirectlyat
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
ImpactstheWork
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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.
TheTrustLevelontheBoardisLessthanIdeal
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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.
TheCabinetRespectstheBoard
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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
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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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
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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AributesbyAverageHightoLow
66
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
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.
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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AributesbyAverageLowtoHigh
67
Category Aribute Average
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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68
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
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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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
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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7/28/2019 SPS Board Eval Deck Final.pdf
70/70
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
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