“Superintendent/Board Relations - The Role of the Board Member” Presented by Oscar O. Garcia - Board Member Ben Bolt-Palito Blanco CISD HBLI Workshop October 11, 2003 San Antonio, Texas

Introduction Studies show the role of the superintendent and of the school board is critical to a school’s success. Studies also show that the common factor found in excellent schools throughout the nation is neither wealth, good facilities, or even a good staff; instead, the common factor is good leadership. –Others factors mentioned notwithstanding. As a board member you are part of the top leadership of your school district. –It is an enormous responsibility. –By virtue of being a board member, you have accepted that responsibility. –You must demonstrate good leadership qualities to be successful.

Introduction The superintendent and the board team have the responsibility of creating the learning and working environment of the district. The roles are different in that mission, but you must always act as a complete unit and team. – You must recognize how they complement each other. The superintendent is the CEO who handles the daily operations of the district. The board oversees the management of the district. –The roles and the lines must be clear. Each must do their own job and not overlap into the other’s. The team can breakdown when the roles get violated. The district management can become unstable and the instability can work its way down the district and out into the public. It can become a nightmare if it spills out into the public.

The Board Member’s Role You have been entrusted by your voting constituency to do what’s best for your schools and your students, for as long as you are on the board. Therefore, you must: –Honor that responsibility by attending all meetings if, possible. –Learn your role by becoming a good board member. –Learn the issues, state your opinions, cast your votes, and contribute. –Stay informed, stay involved, and know the pulse of our community. –Always do what’s best for the students and the district. –Demonstrate good leadership and professionalism in your conduct.

Code of Ethics for Board Members As a member of the board, I shall promote the best interests of the district as a whole and, to that end, shall adhere to the following ethical standards: Equity in attitude I will be fair, just, and impartial in all my decisions and actions. I will accord others the respect I wish for myself. I will encourage expressions of different opinions and listen with an open mind to others’ ideas. Trustworthiness in stewardship I will be accountable to the public by representing District policies, programs, priorities, and progress accurately. I will be responsive to the community by seeking its involvement in district affairs and by communicating its priorities and concerns. I will work to ensure prudent and accountable use of district resources. I will make no personal promise or take private action that may compromise my performance or my responsibilities.

Code of Ethics for Board Members Honor in conduct I will tell the truth. I will share my views while working for consensus. I will respect the majority decision as the decision of the Board. I will base my decisions on fact rather than supposition, opinion, or public favor. Integrity of character I will refuse to surrender judgment to any individual or group at the expense of the district as a whole. I will consistently uphold all applicable laws, rules, policies, and governance procedures. I will not disclose information that is confidential by law, or that will needlessly harm the district if disclosed.

Code of Ethics for Board Members Commitment to service I will focus my attention on fulfilling the Board’s responsibilities of goal setting, policymaking, and evaluation. I will diligently prepare for and attend Board meetings. I will avoid personal involvement in activities the Board has delegated to the Superintendent. I will seek continuing education that will enhance my ability to fulfill my duties effectively. Student-centered focus. I will be continuously guided by what is best for all students of the district.

The Four Most Important Functions of a School Board 1. Select a competent and established educational leader as Superintendent of Schools. 2. Approve a yearly school budget. 3. Adopt a tax rate to support the school budget. 4. Evaluate the Superintendent.

Once your superintendent is selected, the following must work to maintain a good working relationship*. 1. Open lines of communication. 2. Mutual trust. 3. An understanding between the two of you on what you are trying to accomplish. * Also applies if the superintendent is in place when you join the board. Relationship with Your Superintendent

1. Encroaching on administrative duties, i.e. micromanaging. 2. Not following board policy and the district’s chain of command. 3. Surprising the superintendent with new information at board meetings. 4. Not following local policy when visiting schools. Board members should not be considered any different than school patrons or parents when visiting school campuses. 5. Bringing personal matters into school board meetings. Trouble spots that school board members should avoid* * By A. N. Vallado The Dirty 32

6. Failing to keep executive sessions confidential (a violation of the Texas Open Meetings Act). 7. Harboring hidden agendas and then springing them on the superintendent and the rest of the board. 8. Coming to board meetings unprepared and wasting precious time. 9. Not willing to make the tough decisions and abstaining from voting on critical issues or sidestepping discussion on crucial matters. 10. Circumventing the administration with improper communication with the staff. 11. Taking private action that compromises the school system, the board, and the administration. The Dirty 32 (cont’d)

12. Placing oneself in a position that presents a conflict of interest. 13. Not listening to or ignoring constructive criticism; being insensitive to public concerns and often feeling offended when fairly criticized. 14. Not willing to compromise. 15. Not participating in the team and being a “team of one.” 16. Getting involved in the daily operations of the district; going beyond policy setting and actually managing the district, rather than “overseeing the management of it.” 17. Taking action on administrative matters without the recommendation of the superintendent. The Dirty 32 (cont’d)

18. Violating the Texas Open Meetings Act and discussing matters not on the agenda, and not observing proper executive session procedures. 19. Observing the classrooms and “evaluating” teachers. 20. Reassigning personnel without the recommendation of the superintendent. 21. Making decisions (voting) in executive sessions and/or illegal meetings that are not properly posted or not in compliance with posted requirements. 22. Taking official action individually or taking action outside the realm of a member of the board. The Dirty 32 (cont’d)

23. Providing directions to the superintendent to make certain decisions and/or reprimanding personnel outside a duly called meeting. 24. Assuming power to take certain action on behalf of the board without formal authorization. 25. Conducting an investigation (particularly the board president) on one’s own despite the fact that the administration has already investigated the matter in question. 26. Conducting business in board meetings that crosses over into administrative areas. The Dirty 32 (cont’d)

27. Requesting things/personal favors of the superintendent. 28. Exerting pressure to influence decisions of the administrative staff; contacting school employees to influence them in certain recommendations or decisions. 29. Communicating with administrators, principals, and/or teachers to acquire information and take concerns to the superintendent; initiating a request for information rather than waiting for the information through proper channels. 30. Conducting interviews of prospective employees. 31. Voting against the superintendent’s recommendation and then substituting one’s own proposal. 32. Using executive sessions for purposes other than those authorized by law. The Dirty 32 (cont’d)

Conclusion Recognizing your role as a board member and accepting its responsibilities and duties is essential to your success, the success of your board, the success of your superintendent, and the success of your schools!

Final Advices Make all meetings. Be prompt and prepared. Ask questions and get informed. Make your vote, accept the outcome, and move on. Respect your fellow board team and superintendent. Be positive. Be professional. Be proud of yourself and your school district. Always do what’s best for the students.