Ten Steps toGood Governance

Presented by:Dr. Greg Gibson, Superintendent of SchoolsRobert Westbrook, School Board President

David Pevoto, School Board Trustee

Board/SuperintendentTeam of Eight

• A highly functioning “Team of Eight” is essential in achieving and sustaining high student performance. Having a clear understanding of the essential roles and responsibilities of the Board and Superintendent will help foster more effective relationships and increase the likelihood for all students to realize their individual potential and become responsible and productive members of society.

Schertz-Cibolo-Universal City ISD Team of Eight

Robert Westbrook Board President

Amy DriesbachBoard Vice President

Jerry PerkinsBoard Secretary

Ed FinleyBoard Assistant

Secretary

Gary InmonTrustee

Letticia SeverTrustee

David PevotoTrustee

Dr. Greg GibsonSuperintendent

• Share a successful Governance Model• Introduce/Explain TASB Good

Governance Inventory• Demonstrate relationship between Good

Governance and High Performance

Objectives of Session

1. Start with a clear definition of Governance.2. Start with a clean slate based on “Board Shall”

in BAA- Legal.3. Clearly separate board processes and staff

processes.4. Develop and maintain a clear, dynamic,

transparent board master calendar.5. Develop and maintain a clear, dynamic,

transparent set of board operating procedures.

10 Steps to Good Governance

10 Steps to Good Governance

6. Be clear and deliberate regarding complaint management procedures.

7. Annually conduct TASB “Good Governance” Inventory.

8. Expand other appropriate means of board communication (ie. weekly written updates).

9. Hold Superintendent and Senior Leaders accountable to measurable results.

10. Celebrate Results.

Good Governance Model

• TASB Effective Board Practices: An Inventory for School Boards:

o “The primary way a school board governs a district is by setting direction for the district – articulating the culture it wants the district to embody, establishing the outcomes the board would like the district to achieve, and expressing and supporting the aspirations of the community for the future of its children.”

#1 – Start with a Clear Definition of Governance

• Baldrige Performance Excellence Framework - Baldrige Excellence Builder:

o “The system of management and controls exercised in the stewardship of your organization.”

Definitions:

https://www.tasb.org/services/leadership-team-services/resources/effective-board-practices-inventory.aspx

http://www.nist.gov/baldrige/publications/builder.cfm

#2 – Start with a clean slate based on “Board shall” in BAA-Legal

http://pol.tasb.org/Policy/Code/551?filter=BAA

The Board shall.../The Board may...

• The Board of Trustees and Superintendent should review BAA-Legal annually.

• Ask...”Why is this item on the agenda?”• This item cuts both ways...Board micromanaging and staff

members justifying their position through public discussion.

• Does anyone really like a long meeting?• Are long meetings really effective?• The purpose is results...not hours of talking.

#3 – Clearly Separate Board Processes and Staff Processes

•What is a key process?

•What is the difference between being a process owner and a process participant?

•Critical to be disciplined in process execution so as to avoid confusion.

•SCUC ISD Governance Model - Strategic Role, Tactical Role, Operational Role.

#4 - Board Master Calendar and Board Service/Involvement

On District Website

Board Planning Calendar – Monthly Remindershttps://www.scuc.txed.net/Page/26662

Board Calendar of Eventshttps://www.scuc.txed.net/Page/26309#calendar41591/20180613/month

#4 - Board Master Calendar and Board Service/Involvement

Trustee involvement in district events, community/civic events and

local/state governmental events.

#5 Board Operating Procedures

• It is easy to create them...the tough part is to follow them.

• Trustees must hold themselves and others accountable to Board Operating Procedures.

• Reviewed (formally) on an annual basis, but should be dynamic and changed when needed.

Board Operating Procedures – What to include…

Board processes pertaining to:

• Board Governanceo Duties/responsibilitieso Duties of the Board: Govern the Districto Board Policy/Regulatory Organization Alignment

• Evaluation of the Board and Superintendent• Duties of the Superintendent: Manage the District• Board Meetings• Board Officers• Board Training• Board Member Travel/Reimbursement• Addressing Public Concerns Outside of the Board Room• Request(s) from Individual Board Members• Board Member Visits to Campuses and District Facilities• Review/Revision of Board Operating Procedures

https://www.scuc.txed.net/Page/26225

#6 Complaint Management Process

• Policy FNG (LOCAL) – Process for Student/Parent Complaints/ Grievances… Guiding Principles:

https://pol.tasb.org/Policy/Code/551?filter=FNG

#6 Complaint Management Process...cont.

• Include in Board Operating Procedures: Addressing Public Concerns Outside of the Board Room

Board Members are often confronted with individuals who wish to voicetheir concerns or complaints outside of the board room. Trustees shouldlisten to the individual’s concerns but politely explain the chain ofcommand for addressing complaints and direct the individual tocommunicate concerns to the superintendent. The superintendent willthen re-direct the individual to the appropriate district employee. Mostoften when the individual understands who to request information from,he or she is able to resolve the issue without entering into the formalprocess. A Trustee should not get overly involved in a matter that maycome before the Board as a complaint in order to preserve the Trusteesunbiased judgment. An overly biased Trustee may need to recuse himselfor herself from hearing the Level III grievance.

#7 TASB – Good Governance Inventory

Good governance produces Trustees and boards who not only know what to do, but know what’s right...who take extras steps to be as effective as possible by networking, mentoring, and embodying the principles of effective board service.

The TASB Good Governance Inventory examines board effectiveness in four areas:

1. Planning and Governance2. Oversight of Management3. Board-Superintendent Team Operations4. Advocacy

https://www.tasb.org/Services/Leadership-Team-Services/Resources/documents/Effective_Board_Practices_Oct2014.pdf

#7 TASB – Good Governance Inventory...cont.

Planning and Governance:1. A vision statement is in place for the district.2. A comprehensive statement of goals for the district is in place.3. Board actions reinforce the central importance of the goals to the

work of the district.4. The board monitors plan implementation and district success in

a formal, scheduled manner.

Oversight of Management:5. Goals, standards, and/or benchmarks have been established for

major aspects of district operations.6. The board is familiar with the broad outlines of the systems the

superintendent has put in place to manage district operations.

#7 TASB – Good Governance Inventory...cont.

Board-Superintendent Team Operations7. The board and superintendent team regularly checks

expectations and assesses board-superintendent operations.8. Written operating procedures for the board and

superintendent are in place.

Advocacy:9. The board is an active advocate for the district within the

community.

#7 TASB – Good Governance Inventory...cont.- Good Governance Inventory placed online for electronic submission.

#7 TASB – Good Governance Inventory...cont.Result Sample – Section 3 of Good Governance Inventory:

#8 Expand other appropriate means of board communication (ie. weekly written updates)

• Weekly written updates.

• When one Trustee asks a question, the response goes to all in the weekly update.

• Background reading and follow up reports.

• Monitoring student enrollment and attendance.

• Links to pertinent items on district website:o Board Master Calendaro Quarterly Housing Data Reportso Bond/Non-Bond Construction Updateso Staff and Community Blogo Board Briefs

#9 Hold Superintendent Accountable

• District Priorities and Goals – all work must align to that work.

• If everything matters, then nothing matters.

SCUC ISD 2018-2022 STRATEGIC PLAN

#9 Hold Superintendent Accountable, cont.

• Strategic Plan Priority Updates are presented to the Board of Trustees monthly throughout the year.

• Update on status of incremental goals (District Scorecard) is reviewed with Board of Trustees on an annual basis.

• Scorecard is placed on district website - transparency to stakeholders

#9 Hold Superintendent Accountable, cont.• Strategic Plan Scorecard – Priority 1 and Priority 2 Results

#9 Hold Superintendent Accountable, cont.• Strategic Plan Scorecard – Priority 3 and Priority 4 Results

#10 Results Matter

RESULTS MATTER but how you get there can be even more important. Did you lead the way, and did people follow you?

~Lisa Bisaccia

#11 Celebrate Results

The practice of good governance will help produce and maintain student-focused and process results which have the aim of demonstrating educational program

and service quality and value that lead to student learning and to student and stakeholder satisfaction

and engagement.