GarfieldSchoolDistrict

BoardHandbook

2013CurrentPractice

ThisBoardofEducationHandbookcontainsguidelinesforour Boardprocessesandrelationships.Itisa flexibledocument.We reviewitannuallytoreviseorreaffirmourprocessestoreflectthe personalityofthecurrentmembersoftheBoardofEducation.

TableofContents

1. / Mission,Vision,ValuesGoals / Pg.3
2. / AreasofFocusGraphic / Pg.4
3. / Mission,Vision,ValuesGoals(Continued...) / Pg.5
4. / CollaborativeGovernanceModel / Pg.6
5. / CollaborativeRelationships / Pg.7
6. / BoardCodeofConduct / Pg.8
7. / AbouttheBoard / Pgs.9-10
8. / RolesandResponsibilitiesforaCollaborativeGovernanceModel / Pg.11
9. / BoardProcessesProcedures / Pg. 15
10. / PublicRelationsGuidelines / Pg.16
11. / ElectionofBoardPresident/VicePresident / Pg.17
12. / EvaluationandCompensationProcedurefortheSuperintendentBusiness / Pg. 18
13. / OversightGuidelines / Pg.20
14. / PurposeoftheMeetingsoftheBoardofEducation / Pg.21
15. / CommitteeDescriptions / Pg.22
16. / ConductingBoardMeetings / Pg.23
17. / FeedbackandDecision-MakingProcessfortheBoard / Pg.24
18. / FeedbackProcesswithASDStakeholders / Pg.26
19. / BoardProcessChart / Pg.27
20. / BoardAssignments / Pg.28
21. / RepresentativeAssignments / Pg.29
22. / TimeCommitmentofASDBoardMembers / Pg.30
23. / AnnualPlanofBoardActivities,ActionItemsandRoutineReports / Pg.32
24. / TimelineforBoardAgendaItems / Pg.34
25. / BoardPresidentHandbookSection / Pg.36
26. / BoardPresidentRoleandResponsibilities / Pg.37
27. / President’sResponsibilitiesforProcessesandProcedures / Pg.38
28. / NewBoardMemberTraining / Pg.39
29. / UtahConstitutionUtahCode / Pg.40
30. / BoardPolicy / Pg.43
31. / SourcesforReference/EducationalTermsandAcronyms / Pg.45
32. / MiscellaneousTerms / Pg.46

GarfieldSchoolDistrict’sMission Statement andGoals

Mission Statement: Igniting Hearts and Minds to empower and motivate lifelong learners.

2013-2014 School Board Goals

The Garfield County School Board has developed seven strategic goals in conjunction with direction from representatives of all communities in the district to guide operations and the budget development process. These seven goals are integrated in all budget development activities to help ensure the district’s mission statement is accomplished and to help schools reach successful outcomes.

Strategic Goals:

Parent and Community Involvement

Individual Student Needs and Interests

Quality Teachers

Academic Excellence

Positive Learning Environment

Fiscal Responsibility and Transparency

Improve School Board Effectiveness

  1. Expand and enhance efforts to involve parents and community in the educational process.
  2. Board Meeting Involvement
  3. Include school board information including upcoming meetings – time and place in weekly superintendent report in the Insider or other sources to encourage community attendance at board meetings.
  4. Explore options for sharing of board meetings.
  5. Community Councils
  6. Maintain and expand importance and utilization of community councils.
  7. Include parents and community members on decision-making committees.
  8. Provide information about school community councils through school websites including council members, calendar of meeting dates, and meeting agendas and minutes.
  9. Community resources
  10. Utilize community resources in educating students.
  1. Accommodate individual student needs and interests.
  2. Increase course options for all students.
  3. Improve access and utilization of online course options.
  4. Identify resources that are needed to make online classes successful.
  5. Expand the opportunities for concurrent enrollment.
  6. Provide ongoing remediation for students needing additional time and support for learning.
  1. Provide quality teachers for all students.
  2. Hiring
  3. Utilize hiring committees which represent parents and the community.
  4. Provide a fair and extensive hiring process.
  5. Ongoing evaluation
  6. Support the implementation of the USOE Teacher / Administrator evaluation tool.
  7. Provide administrators with skills for making proper evaluations.
  8. Utilize multiple sources of information for classroom evaluation including parents, students, other educators, etc.
  9. Provide multiple visits to classrooms beyond evaluation.
  10. Provide evaluation of all supervisors of teachers.
  11. Professional development
  12. Utilize data to determine appropriate professional development needs.
  13. Explore implementation of Professional Learning Communities (PLC) in the District.
  1. Support academic excellence for all students.
  2. Utilize multiple sources of data for determining academic achievement of all students. (ex. CRT, DIBELS, DWA, SAGE etc)
  1. Provide a positive learning environment.
  2. Ensure that schools are well maintained.
  3. Provide for safe environment of school.
  4. Provide ongoing training for staff and students.
  1. Fiscal responsibility and transparency
  2. Determine a method for better oversight of individual school accounts.
  3. Update purchasing process including training
  4. Continued focus on multiple levels of oversight and expenditure of district funds.
  5. Continue to look for ways to increase revenue in the District.
  6. Improve School Board effectiveness
  7. Master Board Training
  8. Board Handbook
  9. Professional Development
  10. Ongoing review of District policies

Mission Statement Goals(Continued...)

ThougheachGCSD Schoolisuniqueandhassignificantlocalautonomy,theyallsharecommonprinciples.

WhatthismeanstotheBoard,administrators,facultyandstaffisthatweknow who weare,why weexist,what wearetodo andhow wearetodo it.Wecanwork on studentlearningandgrowth.We makedecisionsbasedon principlesandprocessesso wecanbestructuredbutflexible,justbutmerciful,and outstandingbutcontinuouslyimproving.Throughcollaborationweusedata,bestpractice,currentresearchand yearsof experiencetoimproveinstructionandenhancestudentlearning.

Whatthismeanstoparentsisthatwearefocusedon studentlearningfor everysinglechild.Thechildisthe customerandwearen’tsatisfieduntiltheyaregettingwhattheyneed.Wecareabouteachchild:theirsafety, theiremotionalsecurity,theirintellectualdevelopment,theircharacter,competenceandcivicdevelopment.We areaboutstudentachievement.

Whatthismeanstothecommunityisthattheycantrustus withtheirchildrenandgrandchildren.Theycantrust us tobewisewiththeirtaxes.Theycantrusttheintegrityof thesystembecausewehavefoundedour processes on principlesthatarealignedwithour communityvaluesandthatreliablyservethechildren,theemployees andthepeopleof thisDistrict.

GCSDCollaborativeGovernanceModel

TheCollaborativeGovernanceModelisthecutting-edgeof governancefor schoolboards.TheSuperintendent andBoardwork aspartnersinmakinggoverningdecisionsandjudgments.TheSuperintendentdevotes significanttimeandattentiontoprocessesthatgetBoardmembersengagedearlyindecision-makingwhen inputcanreallymakeadifference.TheGCSD BoardandSuperintendentalsowork collaborativelywithall stakeholders.Wehaveanextensivefeedbacksysteminplacetogetinputearlyintheprocess.

Collaborativegovernancerequiresagood relationshipbetweenBoardMembersthemselvesandbetweentheSuperintendent,theBusinessAdministratorandtheBoard.Thismeans:

1. Trust,Trust,Trust

2. Truthandhonesty

3. Transparencythroughdefinedprocesses

4. Effectiveandconsistentcommunication

5. Confidenceineachother

6. Respectfor roleof each

7. Attitudeof continuousimprovement

Thishandbookisthecurrentpracticeof theBoardof EducationandtheAdministration.Wearecommittedto studentachievementandbelievethatthisgovernancemodelbestmeetstheneedsof our wholeeducation communityasitencouragesparticipationby alleducationstakeholders.

TheBoardprocessesandCodeof ConductprotecteachBoardmemberandtheirrepresentativevoiceaswellas supportpersonalandsystemintegrity.Thestructureisintendedtogivethegreatestfreedomof expressionwhileprotectingtherights,responsibilitiesandlegalrequirementsof theDistrictandBoard.Trustisessential.Itisthroughour integritytotheCodeof Conductthattrustisbuiltandstrengthened.Itisthistrustthatallowsfor thegreatestdiversityof opiniontobediscussedanddeliberatedfor thebestdecision-making.

CollaborativeRelationships

BoardRelationshipwiththeSuperintendent

As acollaborativeleadershipteamwehaveopencommunicationwiththeSuperintendent.Any BoardmembermaycalleithertheSuperintendentor theBoardPresidentwithanyissues,concernsor questions.TheBoard Presidentand Superintendentwillshareallinformationwitheachotherso theyknowtheneedsofindividual BoardMembersunlessyouaskus tokeepsomethingconfidential.TheBoardPresidentmayalsoconferwith theVicePresidenton issues.

BoardMember’sRelationshipwithBoardMembers

•FollowBoardCodeof Conduct—itisour Codeof Ethics

•Honor Boardprocesses

•Buildandstrengthentrust

•TheBoardworks withtheSuperintendentandBusinessAdministratorasateam.

•If you hearof issuesfrompatronsor staff,takethemdirectlytotheSuperintendent.Do not takethem to staff members.

•No surprisesinpublicmeetingsfor Superintendent,BoardPresident,fellowBoardMembers, andStaff. Gather information and improve communications to reduce surprises.

•Whatyou sayreflectson thewholeBoardandDistrict—beprudent.

•Bepreparedfor andattendyour meetings.Callifyou willbelateor unabletoattend.

•Ask questionsratherthanmakedemands—youhaveno authorityoverthestaffor Superintendent

•Encourageandfacilitatepatronsinresolvingissuesatthemostlocallevel,workingthroughthesystemtotheSuperintendentifneeded.Thengetoutof thewayandletthestaffhandleit.A Boardmemberthatcontinuallyinterferesinhibitsagood resolutiontotheproblemandunderminestrust.

•Don’tevertalknegativelytopatronsaboutstaffor personnel.

•Stayfocusedon theissueandtheprocesstogetitresolved.

•Boardmembershaveno authoritytoresolveissuesandarethecourtof lastappealasafullboard.Ifyou gettooinvolvedintheissueanditsresolutionyou couldbeaskedtorecuseyourselfifitcametotheBoardfor review.

•Readyour Boardemailregularly.

•HoldinconfidencepersonalconversationswiththeSuperintendent,fellowBoardmembers,staffand otherschoolpersonnel.

GarfieldSchoolDistrictBoardofEducationCodeofConduct

RepresenttheBoardofEducationwithdignityandintegrity.

•Displayethicalconductandmodelitatalltimes.

Beatmeetingsontimeandprepared.

•Understandtheissues.

•Takethetimetodoyourhomework.

Helpfocusmeetingsonimportantmatters,rememberingthatthestudentisalwaysourmostimportantmatter.

•Continuallyaskwhatisbestforchildrenwithintherealmofourbroaderstewardship.

Valuethediverseopinionsofothersandresolveconflictamicablywithcivilityandresponsibility.

•EveryBoardmemberhassomethingtooffer.

•ValueeachBoardmemberassomeonewithintegrityandintelligencetoservehonorably.

•Beopenandapproachableonanyissue.

Listencloselytoothers,beingcarefulaboutinterruptingordominatingdiscussions.

•Listentooneanotherevenifwedisagree.

•Listenforunderstanding.

Havethecouragetospeakyourperspectiveandthenwhenthedecisionismadesupporttheimplementation.

•Valueeveryvoiceinthecommunity.

•Keeptheprocesstransparent.

•BeaccountableforpoliciesanddecisionsmadebytheBoard.

•Support the Board and Staff once a decision is made.

•KeepConfidences

Avoidsurprises—communicateyourquestionsandconcernsinadvancesotheSuperintendentandStaffcanbeprepared.

•Understand your roleasBoardmember.

•Understanddifferencesinresponsibilities.

•HonorBoardprocesses.

Representtheneedsofallstudentswhilerecognizingtheuniqueneedsoftheindividual.

•Whatmaybegoodforoneareamaynotbegoodforthewhole.

Pursueaccountabilitybyappropriateevaluation,communicationandmeasurement.

•Monitorresults.

AchieveUnityandTrust.

•ShowunityasaBoard.

•RespectandincludeSuperintendent andBusinessaAministratorforinputaspartoftheBoard.

•RemembertheeffecttheBoardhasonthemoraleofthewholedistrictorganization.

•Showappreciation.

•Haveaccurateinformation.

•Havefaithintheadministrators.

•Havesafeatmospheretoexpressandaskquestions.

•Lookatnewthingswhileunderstanding theimportanceoftraditionalthings

Rememberweareheretoassistandsupportfamiliesineducatingchildren.

AbouttheBoard

TheBoardiscomposedof fivedifferentpeoplewithdifferentexperiences,differentperspectives,different personalities,anddifferentstrengths,eachelectedby our communitiestorepresenttheireducationalconcerns. As individualBoardmemberswehaveno poweror authority—ourauthoritycomesasabody, inanofficial vote.Wehavealotof discussion,sometimesitgetsheated,andoccasionallywehavetoapologizetoeach other,butoncethedecisionismade,thevotetaken,theexpectationisthatwespeakasone—wesupportthe decisionof theBoard.

TheBoardelectsoneof thefivetobetheirPresident.Thepresidenthasno morepoweror authoritythanthe othermembersof theBoard.ThePresidentfacilitatestheBoardprocessesandisthespokesmanfor theBoard afterthewillof theBoardisknown.

Sometimesour constituentscallandwantus tohelpthemwithanissue.Theythinkthatwecanstepinandfix things—butwecannot.Thatisnotour stewardshipandwehaveno individualauthoritytointervene.Weareto facilitatethemintheproblemsolvingprocess.Welistenandthenencouragethemtosolvetheproblematthe mostlocallevel—throughtheestablishedprocesses.ThenwelettheSuperintendentknow abouttheissue— forwardingemailsor othercorrespondencetohimso heknows whathasbeensaidanddone.Hewilldirectthe staffinreview,evaluationandfollow-up.Wehelpbestby stayingoutof theway.

TheBoardisthecourtof finalappealinmostdistrictissues,so weneedtoremainobjectiveandnotprejudice theprocesswithour interferenceor by hearingso muchof thedetailthatwearebiasedby theinformation.

TheBoardisresponsiblefor policyandoversight.WehireaSuperintendentandBusinessAdministratortorun thedailyoperationsof thedistrict.TherearemanyGovernanceModelsfromwhichtheBoardcouldchooseto operate.ThereisonethatkeepstheBoardandSuperintendentcompletelyseparate—theBoardwritingpolicy andthesuperintendentrunningtheDistrictwithlittleor no workingtogether.Wehavechosenacollaborative governancemodel.WeallhaveaccesstotheSuperintendent—anyoneof us cancallhimwheneverwewant. Wework togetherwiththeSuperintendentandstaff. We have to be careful we don’t overstep our responsibilities and get into micro management.

No singleBoardmemberhastherighttotelltheSuperintendentor staffwhattodo—he/shetakeshisdirectionfrom theBoardPresidentafterthewillof theBoardisknown. Thisprotectshim/herfrompoliticalandpersonalagendas anditprotectsthesystem—theBoardspeaksasone.TheSuperintendentdirectsthestaff—he/sheistheir‘boss’— wearenot.

TheBoardandSuperintendentareguidedinour decision-makingby principle, policyandprocesses. Decisionsarenotmadecapriciouslyandoftennotasquicklyassomewouldlike.Thereisaprocessof research,evaluation,discussion,questioningandcollaborationwiththeBoard,Superintendentandstaff.

As aBoard,wehaveaCodeof Conduct.Wedevelopeditourselvestofithow wewanttofunctionandtreat eachother.A quickwaytogetintroublewithfellowBoardmembersistoviolatetheCodeof Conduct.We haveallprobablyviolateditatimeor two,andweareforgiving,butcontinuous,unabashedviolationswill

causeonetolosethetrustof fellowBoardmembersandtheoffenderwillbecomeineffectiveasaBoard member.

WehaveBoardNormsandProtocolsfor how wecommunicatewiththeSuperintendentandBoardPresident, how wemakedecisionsandtheprocessfor Boardmemberstoaddresscurrentissuesandgiveinput.Wehavea descriptionof eachof themeetingsweattend,alongwiththepurposeandexpectationsfor each.

WeholdBoardtrainingstwiceayearwiththeBoard,theSuperintendentandtheBusinessAdministrator.We reviewour Codeof Conductandhow wearedoingwithit—wherewemightneedtoimprove.Wereviewour BoardManagementProcessesandrefinethem.Wehavetrustandrelationshipbuildingactivitieswherewe learnhow tobettercommunicateandwork togetherso wecanbemoreeffective.

WereviewtheBoardGoalsfromthepastyear,thesummaryof whathasbeenaccomplishedandtheirgoals for thecomingyear.Wereviewour BoardMeetingtimeline,whichismadeannually,becausetherearecertain thingsthathavetohappenatspecifictimes.Wefillintheagendathroughouttheyearwithotherissues.

Thenwereviewour goalsfromthelast6 months—whereweare,whathasbeendoneandweprioritizenew issues.Wecalltheseour BasketItems.EveryBoardmembercanbringanyissuetheywouldlike,explainit andwhy theythinkweshouldconsiderit.Afteralltheitemsareon theboard,weeach,individuallyrateeach issueastothelevelof importancetous. Thenwetakeanoverallrankingandthoseissuesthatrankhighestis whattheSuperintendentandstaffwork on for thenext6 months.TheSuperintendentandBusiness Administratorwork collaborativelyinthisprocess,astheyhavetoallocateandprotectthedistrictresourcesof time,personnel,andfinances.

Our DistrictMissionandGoalsguideour decision–makingandprioritizing. ThisisthenseenintheBoardGoals,andthen intheSchool ImprovementPlans.WereviewtheseannuallyinBoardTraining,aswell.Wealsotakethemtoour public periodicallytobesurewearealignedwithour communityvalues.

Wewantacollaborativerelationshipwithour community.Wehaveanextensivefeedbackanddecision- makingprocessinplacefor this.Wewantanopen,collaborative,transparentprocess.Thisrequiresagreat dealof trustateverylevelof thedistrict.Itrequiresacultureof continuousimprovementwithoutfinger pointingandblaming.Respect,support,integrity,capacitybuildingandpersonalgrowthareallimportantto trustbuilding.Ittakescharacteraswellascompetence.

Wecannottaketrustfor granted.Itdoesn’tjustexistor endureon itsown. Wemustalwaysbeworkingon andprotectingit,bothindividuallyandcollectively.

RolesandResponsibilitiesforaCollaborativeGovernanceModel

Roleand Responsibilitiesof theSuperintendent(ReferencePolicy#####)

•Responsiblefor thedailyoperationsof theDistrict—includingallocationof Districtresources—

includingstafftime,talent,andenergyaswellasdollars.

•Promote,endorse,and implementthepoliciesanddirectionof theBoard

•AttendsallBoard meetings

•MakesrecommendationstotheBoard

•Hiresanddirectsthework of theStaff

•PreparesagendasinconsultationwiththeBoardPresident

•WorkscloselywiththeBoardPresident

•UnitedfrontwiththeBoardof Education

Roleand Responsibilitiesof theBoardPresident

•RepresentstheBoardof Education

•FacilitatesandprotectsBoardprocesses

•Responsiblefor Boardprofessionaldevelopment

•Understand,support,promoteandteachthe goals of theDistrict

Roleof theBusinessAdministrator

•Responsiblefor allBusinessServicesintheDistrict

•Worksunderthedirectionof theSuperintendent

•ParticipatesinBoardplanninganddiscussionatWork Meetings,BoardMeetings,BoardTrainings,etc.

Roleand Responsibilitiesof theBoardMember(ReferencePolicy#####)

AllBoardMembersareequalinauthorityandpower.ThePresidentandVicePresidenthaveno greatervoicethananyotherBoardmemberindecision-making.Theauthorityof theBoardisinthemajorityvoteof theBoard.

•HiretheSuperintendentandBusinessAdministrator

•PolicyandOversight

•Cultureof theDistrict

•BuildRelationshipof TrustandTransparencywithBoard,Superintendentandallstakeholders

•Representtheconcernsof thewholedistrict

•Promoteandsupportthe goals of theDistrict—theyareour guidingprinciples

•Advocatefor theDistrictandfor publiceducation

ParticipateinBoardProfessionalDevelopment

• BoardTraining

• USBA Convention

• NSBA Convention

• BoardIn-service

• USBA Board Power-up and Master Boards Award Program

BoardProcessesandProcedures

Agenda—Howto getan issueon theAgenda

•SuperintendentMeeting

•EmailtoPresident/Superintendent

•BoardReports—letBoardPresident/Suptknow beforehand—NosurprisesatBoardMeeting!

•StudySession

•BoardTraining

•BasketItems

•BoardMeeting—duringDiscussionItemsdiscussion

•Throughinputanddiscussioninanymeeting.

•Issuesmaybesentfirstto acommitteefor review,thenreportandrecommendationtothefullBoard.

BasketItemPurposeand Process

TheBoardBasketItemsaretheissuesthattheBoardmemberswanttohaveaddressedor implemented.

•EachBoardmember,Superintendent,andBusinessAdministratorcomespreparedtoshareup to3 of his or herpriorityissuesandexplainwhy theythinktheyareimportant.

•Thesearepostedon theboard.BoardMembers,SuperintendentandBusinessAdministratorthenrate eachitemon ascaleof 1-5, 5 beingthehighestpriority.

•Theissuesarethenrankedaccordingtohighestscore.

•Thetopscoring5-6 issuesbecomethedrivingprioritiesfor thenextyear.

•TheSuperintendenttakestheprioritiesandmakesassignmentstotheappropriatestaffmembers—these thenenterthecommitteeprocess,ifappropriate.Thegoalsreflecttheimplementationof these priorities.

BoardMemberReports

If you havehadameetingsincethelastBoardMeeting,pleasebepreparedtoreport.ThiskeepstheotherBoard Membersinformedaboutwhatisevolving.CommitteemeetingsarenotPublicMeetingsso thereportshouldbe theGeneralinformation—notpersonalities,varyingopinions,variousoptions,or details,etc.

CommitteeMeetings

Committeemeetingsaretheinternalworkingsof thestaff—educating,brainstorming,discussing—membersareopenandfrankintheiropinions.Remember,opinionsanddirectionsmaychange.Usegood judgmentin reportingthesemeetings.Informationfromthesemeetingsisconsideredconfidentialuntilallmembersof theBoardhavebeeninformed throughBoardReportsattheBoardMeetingor work meeting.

Conventions,Conferencesand Workshops

TheBoardretainstheoversightfor boardmemberattendanceatanyConvention,ConferenceandWorkshoppaidfor by thedistrict or by theinvitingagencyor organization.Conventions,Conferencesand WorkshopsareProfessionalDevelopmentfor boardmembers.Theyarenotfor boardmemberstopursuestaff responsibilities.

In State

AttendanceatIn-State Conferencesisnotlimited.BoardMembersmayattendasdesiredaccordingtotheguidelinesabove.Generallytheseinclude:

USBA Convention

USBA LeadershipAcademy(everyotheryear)

Otheragencies

Othersasrecommendedby theSuperintendentinconsultationwiththeBoard

Outof State

Out of state travel is very limited due to funding; attendance is subject to board approval.

Board members invited to attend at the expense of an inviting agency would still need board approval.

Representativesto OtherBoards

Whenservingon acommunityboardasarepresentativeof theBoardof Educationyou needtorepresentthe positionof thewholeBoardratherthanyour own. A reportisgiveninBoardMeetingunderBoardReports.

ClosedSessionand PersonnelConfidentiality

Thereisadangerof litigationfor thedistrictandapersonalliabilityfor theBoardmemberifclosedsession informationisdisclosedoutsideof themeeting.BoardMembersmustbeespeciallycarefulaboutwhattheysay aboutpersonnel.ClosedSessionandPersonnelMattersareConfidential.

Codeof ConductViolation Accountability

1. Self-correctandapology

2. BoardPresidentandVicePresidentbringtoattentionof BoardMemberandvisitaboutit

3. FullBoardreviewandevaluationinClosedSession

4. Possiblereassignmentof responsibilitiesandcommittees

CollectiveBargainingProcess

1. AdministrativeTeamrepresentsBoard

2. WeencourageacollaborativerelationshipbetweentheDistrictandtheAssociations.

Communicationto Boardof EmergencysituationsintheDistrict

TheSuperintendentwillcommunicate emergencies toBoardMembersassoon aspossible—sowedon’theariton thenews.TheBoardPresident/VicePresidentand/or Superintendentwillcallwithmoredetailslater.

CommunityCommentsFormat

The followingistheformatfor thosewho wishtoaddresstheBoard in Board meeting.

1. Thereisanagendatimelimitof 30 minutes,maximum,for publiccomment.

2.Patronswho wishtoaddresstheBoardareaskedtosign-uppriortothemeetingon asheetprovidedat the door.

3.ThoseaddressingtheBoardareeachgiven3 minutes.

4.Thereisno sharingof the3-minuteperiods.

5.Speakersareaskedtousethemicrophonethatisprovidedso commentsmayberecorded.

6.Speakersshouldintroducethemselvesso thatfollow-upcanoccur.

7.If severalpatronswishtoaddresstheBoardon relatedissues,aspokespersonshouldbeappointedto makeonepresentationratherthanseveral.Therepresentativeof agroup aregiven5 minutes.

8.TheBoardmayaskfor thegroup toraisetheirhandstoseehow manyareinattendancefor aspecific issue.

9.If alargegroup needsmoretime,theBoardmayarrangeatimefor themtomeetwithdistrictofficials andacoupleof BoardMembers.

10.TheBoardwilllistentopatrons’concerns,butmaynotrespondor takeactionduringthemeeting.

As withotherlegislativebodies,wehavealegalandethicalresponsibilitytoaccomplishthegreatestgood for thegreatestnumberof people.ThismeansthattheBoardmustalwaysbaseitsdecisionson whatisbest for thedistrictasawhole,whiletryingtoaccommodatethespecialinterestsof localgroups.

Computersand Email

GCSD realizes computers are an integral part of daily living, therefore, weallowpersonaluseof districtissuedcomputers. However,remembertheyarepubliccomputersso anythingon themcouldbemadepublic.Do notsend Personnelissuesor otherClosedSessionissuesthroughemail.Wedo notuseemailfor decision-making purposes but primarily forinformationandmanagementissuesthatdo notviolatetheOpenMeetingLaws.

Conflictof InterestProcedure

1. Discloseanypossibleconflictof interesttotheBoardPresident/Boardatthebeginningof discussionof anissue.

2. Recuseoneselffromthediscussionandvote,atsuggestionof theBoardthroughtheBoardPresident

DiscussionTimewithoutaction:

•Board Work Meetings

•BoardReports

•Conventionsandconferences

•SuperintendentMeeting

•CommitteeMeetings

•ClosedSession—onlyclosedsessiontopics

GraduationResponsibility

1. AttendassignedGraduation(s)

2. Principalwillcertifygraduates,BoardMemberacceptsthegraduateson behalfof theBoardof Education.

3. Speakbriefly (3-5minutes). Focuson thegraduatesandcelebratetheirsuccess if requested by principal.

4. Handoutdiplomasandcongratulateeachgraduateunlessyou deferthistotheprincipal.

5. CommunityandLegislativeofficialsarerecognizedbutdo notsiton thestand.

6. Workwithschoolprincipalrespectfully—theyhavetorun thefullgraduationinacertainamountof time.

7. Asidefromtheabove,thelocalschoolmakesthedeterminationsabouttheagendaof thegraduation, includingwho sitswhereandwho shakeshandswiththegraduates.

SocialMedia

WhilethereareexcitingpossibilitiesassociatedwithSocialMedia,keepinmindtheissueof trustinourBoard/Superintendentrelationshipinanythingyou post.

Issuesof Concern:

1. TrustandeffectiveBoard/Staffrelations

2. Theappearanceof representingtheBoardor District

3. Theeffecton thedistrictorganizationasawhole

4. StirringanissuethatwouldunderminetheBoard’sabilitytomakethebestdecision

5. Gettingrumorscirculatingbeforeadraftplanisreadytopresentfor feedback

6. Misrepresentingtheissueor concern

7. Sharingprivilegedor confidentialinformation

8. SharinginformationbeforeallBoardmembersknow aboutit.

9. Publicizing Closed Session content (property, personnel, litigation, collective bargaining) is off limits and illegal.

10. Information and decisions from staff or committee meetings should be reported to the full board before being shared with the public.

11. GenerallyspeakingBoardMembers,StaffandAdministratorsconsiderpersonalconversationsbetween eachothertobeprivate.Postingoneof thesewouldbreachtrustandinhibiteffectiveBoardrelations.

Cautions

1. Becarefulinyour titlesof blogsor postingsthatyou do notrepresentyour postas“GCSD”unlessitisanofficialstatementfromtheDistrictor Board.

2. Pleaserememberthatyou areno longeraprivatecitizen.Whenyou speakor writeyou areviewedas a BoardMemberof Garfield SchoolDistrict,andlikelyasrepresentingtheBoard.You havetobemore discreteandprudentinyour publicexpressions.If you choosetoattendapublicmeeting,you shouldbe theretolisten,notmakecomment.

PublicRelationsGuidelines

Promisesa BoardMemberShouldNeverMake

1. Neverpromiseyour voteon anupcomingissuebeforethemeetingwherethevotewillbetaken.You neverknow whatnewinformationyou mightreceive.

2. Nevermakeapromiseof employmenttoanyone.

3. Neverpromisetohaveanemployeedismissed.

4. Neverpromiseparentsaspecificresultor circumstancefor theirchildattheirschool.

5. Neverpromisevendorsacontract.

6. Neverpromisetosharewhatyou hearandknow inyour roleasaBoardmember.

Talkingto Media—TheBoardPresidentisthespokespersonfor theBoard

•Coordinatewiththe Superintendent any PR issues.

•Whatisthepurposeof theinterviewor article,etc?

•Ask for questionsinadvance

•Ask for timetoprepare

•Alwayshaveinmindthemessageyou wantgivenandrepeatitseveraltimes.

•Don’tgetchatty—stayon message

•Neverlie

•Neverbenegative

Answeringcalls/emails/visitsfrompatrons

You mightwanttoclarify:

•Whatisthepurposeof your call?

•Whatisyour expectationof me?

You should:

•Listenfor understanding

•Acknowledge and appreciate contact

•Facilitatethemintheprocesstoresolveissueatthemostlocallevelpossible.

•ReporttoSuperintendentandlethimmanagetheissuetoconclusion.Hewillreportbacktoyou.

•Superintendent/StaffrespondtoallemailsaddressedtothewholeBoard,ifyou respond,sendacopyto theSuperintendent.

•WhenanemailcomestoasingleBoardmemberbesureyou sendyour responsealongwiththeemailon totheSuperintendentfor reviewandfollow-up.ItistheSuperintendent’sresponsibilitytodealwith daily operationsissues.If you havequestionsaboutwhetheror nottorespond,calltheSuperintendent.

ElectionofBoardPresident/VicePresident(OddYear in January)

TheGCSD BoardselectstheBoardPresidentbasedon LeadershipAbilityandTrust;

•trustintheirjudgmenton behalfof theBoard;

•trustintheirabilitytounitetheBoard;

•trustintheirleadershipqualitiestofairlyandconscientiouslyprotect,follow,andfacilitateestablishedBoardProcesses;and,

•trustintheirabilitytocommunicatetheBoardvisionanddirection.

TheGCSD BoardVicePresidentshouldbeabletostepup andfillinfor theBoardPresidentifnecessary,so similarabilitiesarerequiredfor thisposition.

Thereisno extracompensation,poweror authorityfor theBoardPresidentandVicePresidentthanfor otherBoardmembers.Serviceisanactof loyalty,dedicationandsacrifice.

In January of OddYear,Electionof BoardPresidentandVicePresidentison the agenda

at regularly scheduled board meeting

•PresidentPro TemexplainsneedtoelectBoardPresident

•PresidentreviewstheRoleandResponsibilitiesof theBoardPresident

•Asks for thosewho mightbeinterestedinserving. AnyBoardmembermaysuggestsomeone,ifso inclined.

•Each board member interested in serving as board president/vice president will be allowed a brief comment period.

•Discussion

•Callfor theVote

•Declaresoutcome

NewlyelectedBoardPresidentconductstherestofthemeeting.

•ExplainstheneedtoelectVicePresident

•Follow same process as above.

Ifonlyonememberisnominated,theBusinessAdministratorisinstructedtocastaunanimousballotforthatmember, whoisthereupondeclaredelected. Ifmorethanonepersonisnominated,typically,votingcontinuesuntilonemember receivesamajorityofthevotescast.

EvaluationandCompensationProcedurefortheSuperintendentand

BusinessAdministrator

SuperintendentEvaluation

  1. BoardPresidentinitiates the process for theSuperintendent’sEvaluationinMarchof eachyear. TheBoardmayuseanoutsidefacilitatorfor theEvaluationProcess (i.e. USBA Executive Director.)
  2. Atleastby May in a closedSession,the board will meet with theSuperintendentto discuss the results of the evaluation.

SuperintendentCompensation

1. Boarddeterminescompensationpackageaccordingtorubric.

2. BoardPresidentandVicePresidentmeetwithSuperintendentanddiscusscompensation packagefor Superintendent.

3. June—BoardMeeting,AppointsSuperintendentto2-yeartermandapprovescompensationpackagefor Superintendent.

BusinessAdministratorEvaluation

1. TheBoardaskstheSuperintendenttoconducttheBusinessAdministratorevaluationandmake recommendationstotheBoard.

2. BoardPresidentasksSuperintendenttocompleteevaluationbyJulyof each year.TheSuperintendent choosestheevaluationinstrument,butgenerallyincludesthefollowingfeedbackaswell.

a. SuperintendentgetsfeedbackfromBoard.

b. SuperintendentgetsfeedbackfromDistrict personnel

c. Superintendentfillsouttheevaluationinstrument

3. SuperintendentreportstoBoardandmakesrecommendationinaClosedSessionwithoutBusinessAdministratorpresent.

Business AdministratorCompensation

1. BoardappointsBusinessAdministratorto2-yearterminthefirstBusinessMeetingof July.

2. BusinessAdministrator’scompensationpackageisevaluatedandapprovedaccordingtothesametimeframeandrubricastheSuperintendent’s.

CompensationPackageforSuperintendentand BusinessAdministrator—SalaryRangeFormula

TheBoardof Education,Garfield CountySchoolDistrict,recognizesthattheSuperintendentandBusinessAdministratorsalariesarecompetitiveandmarketdriven.Thesalaryrangefor eachpositionwillbeat the discretion of the board.

CompensationRubric

TheGCSD Boardwillconsiderthefollowingindeterminingthesalaryandcompensationpackagefor the

SuperintendentandBusinessAdministrator:

1. PerformanceEvaluation

2. Longevity

3. SalaryRangeFormula

4. RetentionandRecruitingClimate

5. InputfromSuperintendent and Business Administrator

6. SpecialCircumstances

TheBoardwillgivetheSuperintendentandtheBusinessAdministrator notice by January board meetingifthereis no intenttorenewtheircontract.

OversightGuidelines

ClaimsReport

Theclaimsreportisamonthlylistingof expenditures,madeby schoolsanddepartments,withinthe guidelinessetby theBoardof Educationduringthebudgetprocessasrequiredby UtahCode53A-3-303. Theauthorizingandcontrollingdocumentfor claimsisthebudget,whichisapprovedinJuneof eachcalendaryear.

Claimsareapprovedby administrationpriortopaymentandreportingtotheboard.Garfield CountySchool Districtemploysacomprehensivesetof internalcontrolsandfinancialprocedures(availableon the website)toensurethechanceof fraud,waste,andabuseisminimized.Thebusinessofficeprovides continualtraining,support,andauditingof schoolsanddepartmentsinconjunctionwiththeinternal controlsandprocedures.

A fewitemstolookfor whenreviewingtheclaims:

1. Largeor infrequentclaims

2. Credit card purchases

3. The following account numbers:

StudentExcursions—PolicyandProcedures5051

Requestshavebeenthroughaprocessinvolvingtheschooladministration,theparents,the

SupervisorsandthentotheBoard.Criteriamustbemetfor thetriptogetpastlocaladministration. Thesearesomeof thethings(criteria)welookat:

•AcademicPurpose

•AdulttoStudentRatios

•Daysof schoolmissed

•Parentmeetings

•Parentvoteby secretballot

•Expense

•Transportation

•AdministrationSupport

Personnel,Hiring,EmployeeIssues(PolicySeries4000)

•Are community members involved in the hiring process?

•Have new hires have passed background checks?

StudentDisciplineIssues

•Beawareof issues.

•Havepoliciesandproceduresbeenfollowedappropriately?

PurposeoftheMeetingsoftheBoardofEducation

BoardMeeting

AgendapreparedbySuperintendentinconsultationwithBoardPresident

•OfficialactionbytheBoardondistrictpolicyandoversightissues

•DiscussionofissuesthatwillcomebeforetheBoardforofficialaction

•Receivereportsfromthestaffondistrictimplementationandmanagementofpolicies.

•Receivepublicinput

•Recognizestudents,employees,volunteers,andotherpatronsfortheircontributionsinfurtheringdistrict

goals.

•ReceiveSchoolReportsfromindividualschool’scollaborativegroups

•ReceiveBoardmember’sreportoncommitteeassignmentsandissues

BoardStudy/Work Sessions

AgendapreparedbySuperintendentinconsultationwithBoardPresident

•StudycurrentBoardissues

•InformandeducateonSuperintendent/Staff‘working’recommendationsonevolvingissues

•ProfessionalDevelopment

•Update goals, mission statement, policy manuals

•Prepare for upcoming meetings

•Board/Superintendent Evaluations

ClosedSession

AgendapreparedbySuperintendentinconsultationwithBoardPresident

1. Discussionofthecharacter,professionalcompetence,orphysicalormentalhealthofanindividual

2. Strategysessionswithrespecttocollectivebargainingorpendingorimminentlitigation

3. Strategysessionswithrespecttothepurchase,exchange,orleaseofrealproperty

4. Strategysessionswithrespecttothesaleofrealproperty,etc.

5. Discussionregardingdeploymentofsecuritypersonnel,devices,orsystems

6. Investigativeproceedingsregardingallegationsofcriminalmisconduct

Communicationsto theBoard

CurrentissuesforBoardinformationandeducation—Thisisconfidentialinformation

Staff/BoardCommittees

WorkwithstaffonevolvingissuesandprojectsoftheDistrict.ThisensuresthatBoardMembersareinvolvedwith issuesearlyenoughsotheirinputactuallyhelpsshapethedecisionstheBoardwillultimatelymake.Reportonthese tofullBoardinBoardMeetingBoardReports.Theyareconsideredconfidentialuntilareporttothefullboardis giveninBoardReportsorStudySession.Thenbewiseinwhatinformationyoushare.

CommitteeDescriptions

BudgetCommittee

TheBudgetCommitteeis

Textbook Committee

TheTextbook Committee

CurriculumReviewCommittee

TheCurriculumReviewCommittee

TechnologyCommittee

TheTechnologyCommittee

PublicRelationsCommittee

ThePublicRelationsCommitteeconsistsofthreeboardmembers,theSuperintendent,theAssistantSuperintendent ofEducationalServicesandSchools,andtheDistrictSpokesperson.ThePRcommitteereviewsASDpublications suchastheannualStakeholders’ReportaswellastheBacktoSchoolMailer.Thecommitteealsoreviewsthe districtwebsite,aswellasotherwaysthatwe,asadistrict,canbeproactiveabout“tellingourstory.”

PolicyReviewCommittee

ThePolicyReviewCommittee

HumanSexualityCommittee

TheHumanSexualityCommittee.

ConductingBoardMeetings

BoardPresidentconductsWork/StudySessions,BoardMeetings, ClosedSession,andBoardTrainingandpresidesatallmeetingsoftheBoardofEducation.Theoneconductinghas theresponsibilityforkeepingorder,ensuringBoardMemberopportunitiesforinputanddiscussion,maintaininga respectfulprocess,andmovingtheagendaalong,buttheBoardPresidenthasthefinalresponsibility.

ConductingStudySession—sampleagenda—thesevaryandareflexible.

•Callmeetingtoorder

•Welcome—mightneedtointroduceguests

•ReviewandfollowAgenda

•TurntimetoSuperintendent

•BoardBusinessorIn-service

•CloseMeeting

ConductingBoardMeeting

•CallmeetingtoOrder

•WelcomeBoardMembers

•Recognizeandwelcomeguests

•AnnounceAgendaItemsaslisted

•CallonBoardMemberstospeakastheyexpressdesiretodoso.

•Generally,ActionItems,RoutineBusinessItems,Minutes,Claims,requireamotion,asecond,Discussionand thenavote.Thepersonconductingmustdeclarewhetherornotthemotioncarried.

•TomovetoClosedSessionrequiresstatingthepurposefortheClosedSession,amotion,asecondandavote.

Two-thirdsrequiredforapproval.

•Themeetingmustbeofficially‘Adjourned’bythepersonconducting.

CommunityCommentsRulesinBoardMeeting

•Patronshavetheopportunitytosignuppriortothemeetingfortheopportunitytoaddresstheboard.

•Aperiodofthirtyminutesmaximumisreservedforpublicinput.

•Remarksshouldbeconfinedtothreeminutesandhandoutstotheboardarewelcomed

•Nosharingofthe3minuteperiods.

•Ifseveralpatronswishtoaddresstheboardonrelatedissues,aspokespersonshouldbeappointedtomakeone presentationratherthanseveral.

•Wemayaskforthegrouptoraisetheirhandssoweknowhowmanyarethereforthatissue.

•Theboardwilllistentopatrons’concerns,butmaynotrespondortakeactionduringthemeeting.

•Follow-upwithstaffmember/Superintendenthasoversight.

•Ifalargegroupneedsmoretime,wemayarrangeatimeforthemtomeetwithdistrictofficialsandacoupleofBoardMembers.

ConductingClosedSession

•Calltoorder

•Superintendent—Agendaitems

•BoardPresident—AgendaItems

•Motionand2ndtoclosemeeting

•PresidentensuresthatnothingbutClosedSessionitemsarediscussed.

Parliamentarian—Kevin Orton,BusinessAdministrator

FeedbackandDecision-MakingProcessfortheBoard

ProcessincludesInput,Information,Education,Discussion,DeliberationandVote

Definitions

Input—acontributionof work, ideas,opinions

Information—facts provided or learnedaboutsomething

Education—informationaboutor traininginaspecificfieldor areaof study

Discussion—theactionor processof talkingaboutsomethingtoexchangeideas—detailedtreatmentof a particularsubjectfor understanding.

Deliberation—carefulconsiderationof aparticularcourseof action

Vote– collectiveactionof theschoolboardinapublicmeeting

•Individualexpressionandrecordingof choiceby eachboardmember

•Policy9070 1.3 Votesshallbetakenby voiceunlessarollcallisrequestedby anymemberor required by law.Thepresidentshallannouncetheresultof thevoteandhow eachmembervoted,ifitisnot unanimous.If thevotewasnotunanimous,theminutesshallshow how eachmembervoted

MeetinginrelationstoBoardbusinessandOpenMeetingLaw

•TheschoolBoardhasconvened

•A quorumof theBoardispresent(three of fivemembers).

•Theboardmembershaveassembledinpersonor areparticipatingelectronically(ifpolicyadopted).

•TheBoardhasassembledtodiscuss,receivepubliccomment,or actupon matterswhichtheboardhas jurisdictionor advisorypower.

•A chancemeetingisnotameeting(athleticevent,grocerystore,etc.)

•A socialmeetingisnotameeting(no Boardbusinessshouldbediscussed).

•A gatheringfor administrativeor operationaldiscussionsisnotameetingifno formalactionistaken,no funds wereappropriated,anditemswouldnotcomebeforetheBoardfor discussionor action.

MeetingPurposeofMeetinginDecision-Making

BoardMeetingInput, Information,Education,Discussion,Deliberation,Vote

BoardReports Input,Information,Education,Discussion,Deliberation

BoardTraining Input,Information,Education,Discussion,Deliberation

CityOfficialsLunches Input,Information,Education,Discussion,Deliberation ClosedSession Input,Information,Education,Discussion,Deliberation CommitteeMeetings Input,Information,Education,Discussion,Deliberation CommunityMeetings Input,Information,Education,Discussion,Deliberation CTBCommunicationtotheBoard Information,Education

EmployeeFeedbackMeetingsInput,Information,Education,Discussion,Deliberation LegislativeLunches Input,Information,Education,Discussion,Deliberation SCC/PTAvisits Input,Information,Education,Discussion,Deliberation

StudySessionInput,Information,Education,Discussion,Deliberation SuperintendentMeeting Information,Education,Discussion,Deliberation SuperintendentMeetingNotes Information,Education

SiteVisits-FieldTripsInformation,Education,Discussion,Deliberation