1school board chair - osba/media/files/event materials/sbc/2014/workshop handouts... · •...

School Board ChairResponsibilities

Betsy Miller-Jones

Executive DirectorOregon School Boards Association

July 20, 2014

Agenda:• Legal and traditional duties of the

board chair

• Role of the board chair

• Conducting the Meeting

• What could possibly go wrong?

• Frequently asked questions

• Resources

Legal and traditional duties

• Statutes: • ORS 255.335

• ORS 332.040

• ORS 332.045

• ORS 332.057

• Policy• BCB – Board officers

• BDD – Board meeting procedures

• BDDC - Agendas

The ‘role’ of the board chair

• Herder of cats

• Presides at board meetings

• Liaison

• Superintendent – Board

• Board – Board

• Communicator to the board, intra-board

• Spokesperson/representative

• Facilitator

Conducting the Meeting

• Agendas

• Parliamentary Procedure

• Minutes

Ingredients of a Successful Meeting1) A focus on board work

2) Effective participation by individual members

3) Effective leadership by the presiding officer

4) Efficient procedures for transacting routine business

5) Well-understood rules of order

6) Legal compliance

7) Good record keeping, both minutes and policies, that enables the

board to speak with a clear and authoritative voice

8) A mutually supportive relationship with the superintendent

9) Procedures for policy making and other board functions

10) Public participation that is orderly, democratic and constructive

Symptoms of an Ineffective

Board Meeting

The Meeting RoomWhich seating arrangement is most

conducive to a successful meeting?

Efficiency Tip #1

It All Starts Here …

Setting the Agenda

Covey’s Time Management Matrixand the Board Agenda

I

Urgent/ImportantQuadrant of Urgency and Necessity

Items or activities that require immediate board discussion and action, and contribute in some way to mission, beliefs, and high-priority goals.

i.e., replacing a broken boiler.

II

Not Urgent/ImportantQuadrant of Leadership

Leadership activities that require thoughtful board dialogue and/or consideration. These activities contribute to mission, beliefs, and high-priority goals and often to relationship-building; but do not require immediate action.

i.e., discuss how new education research or emerging trends might affect the district.

III

Urgent/Not ImportantQuadrant of Deception

Items or activities that don’t require board discussion, but may require board action. They generally do not directly contribute to mission, beliefs and goals, but they are proximate so appear to demand board attention.

i.e., monthly principal discipline reports

IV

Not Urgent/Not ImportantQuadrant of Waste and Excess

Items that are staff work or a rehashing of staff work, or activities that have little or no relevance to mission, beliefs or goals, and can often be destructive rather than constructive.

i.e., fishing, golf and last week’s score(s)

•Vision

•Structure

•Accountability

•Advocacy

•Conduct and Ethics

How the Board Spends its Time

Agendas Reflect:

Your board’s ___________

by allocating time to each item of business.

How your board defines its _______.

priorities

work

The Agenda is a MapThe agenda is the map the board agrees to follow

throughout the meeting

• Developed by the superintendent & chair

• Not final until the full board agrees to it or until a time certain

• Once adopted, can only be changed in a regular meeting (requiring a 2/3 vote is a good idea)

• Handling board member general comments and concerns

The Agenda …

• Is limiting in what can be proposed that evening

• “Belongs” to the members – not the Chair or Superintendent

• Is meant to: • Inform members• Lock in business• Alert the public of issues to be discussed

• Be careful about indicating “action” items versus “information” items

The Agenda …• Asking members for agenda items should be

routine• Consent agendas

• Be careful of an agenda item called “board member comment”

A recommended alternative of approving the agenda. . . Consider the agenda as “final” once it is distributed to the board and the public instead of approving agenda at the meeting

Questions About Your AgendaAt your very next board meeting clarify:

• Who is responsible

• How to add items to agenda

• When is agenda final

• Meeting time limit (what happens if that hour arrives)

• How & when public participation allowed

• Discussion freedom of superintendent

Consent AgendaA consent agenda may consists of items that:

Are routine in natureAre tasks that the staff should handleHave been discussed previously

Action items that are candidates for the consent agenda

might include, but are not limited to, approval of:

Minutes of the previous meeting

Current bills for payment

Current payroll for payment

Contract for goods and services

Policy decisions that have been previously discussed

Efficiency Tip #2

Process Counts….

Conducting the Meeting

Public Participation During Board Meetings

• A public attendance law … not a public participation law – not required by law

• Have sign-up procedure and other “rules”• Consider limiting comments to agenda items• Time limit – stick to it• Comments limited to issues – not individuals • Don’t debate the public during the meeting• Establish follow-up procedures

Basic Principles of Robert’s Rules of Order

“Any presiding officer will do well to bear in mind that no rule can take the place of tact and common sense on the part of the chairman . . .”

Section 47, Robert’s Rules of Order (10th edition)

Basic Principles of Robert’s Rules of Order

• One thing at a time, one person at a time, one time per meeting

• All discussions should be germane to the pending question

• No interruptions

• Majority rules – usually

• Silence implies consent• No surprises• Right to know what will

be discussed• Everyone is equal

(including the chair)• Over and under

dedication to Robert’s Rules can be disastrous

Does Your Board Really Need To Follow Robert’s Rules of Order ?

In small boards (less than 12), most Parliamentary Rules apply, but certain modifications permitting greater flexibility and informality are commonly allowed.

Robert’s Rules of Order, 10th edition

, Line 21

• Not necessary to be recognized to speak

• No speaking limits

• Chair may make motions

• Motions to close debate not allowed

• Motions need not be seconded

• Limited discussion prior to the motion

• Liberal use of “unanimous consent” is allowed

• A motion to reconsider made by anyone

Allowed by RR for small boards … but not always good ideas

Chair’s Image

Often viewed as:

1. Orchestra Conductor

2. Official in athletic contest

3. Baby sitter

4. Facilitator

5. Cat herder

Page 9

The Chair is the Key Serves as spokesperson for board Responsible for setting tempo and tone for meetings Responsible to focus attention of members and public on agenda

issues Understands basic parliamentary procedure Treats members and public fairly and evenly Serves as enforcer of public meeting laws Mediates and seeks areas of compromise for differences of

opinion

Role of the Chair-Typical-

Assist Superintendent in establishing agenda Sign minutes and other official documents Preside at all meetings of the Board Enforce rules of order Represent Board at official functions Appoint committees Discuss issues, make motions and vote

• Understanding what the chair’s role is … and is NOT

• Allow surprises• Poor agenda planning• Forget that your school board is a corporate board• Forget to demand proper respect and protocol by all

board members• Forget that board member conduct sends messages to

your community

Most Common Protocol Mistakes School Boards Make

The board must NOT forget…

that someone is always watching!!

Efficiency Tip #3

Handling motions

and amendments

Adopting a MotionThere are six steps for adopting a motion.

Step 1 A member makes a motionStep 2 A member seconds a motionStep 3 The chair states the question Step 4 The members debateStep 5 The members vote ..

(The Quorum Exception to RR)Step 6 The chair announces the vote

Step 1

A Member Makes a Motion

• Motions in writing to avoid confusion (Resolution = Written motion)

• Member recognized by chair

• When motion poorly worded, chair has the option to assist in clarifying

• Chairs CAN make motions - cautiously

• No debating an issue unless motion is pending

Step 1

A Member Makes a Motion• Main motions out of order if:

• Not germane to the pending question• Conflicts with state or federal law• Presents same question dealt with earlier• Action outside the scope of the organization

• Be Precise• Avoid making negative motions• Never allow “SO MOVED”

Step 2

Second the Motion• Implies a member wishes to hear discussion

• If no second - what then?

• Some items do not require a second

• No need for recognition for seconds

• Misunderstandings about seconding

Step 3

Chair States the Motion

• Formally places motion before members

• Transfers ownership to the full board

• Chair should restate the motion during debate

• Chair reminds board if straying from question

• After this step, the board must do “something” with the motion

Step 4

Members Debate

• Maker of motion should speak first

• Debate focus on immediate pending question

• Debate alternated between pros & cons

• Members who have not yet spoken recognized

before members speaking a second time

Step 4

Members Debate

• Maker of motion cannot speak against own motion; however, can vote against own motion

• Speaker clearly declares comments - favor or opposed

• Don’t discuss personalities, question motive or make derogatory remarks

• Chair cannot close debate as long as any member desires to speak

Step 5

Members Vote

Legal Exception to Roberts

A majority of the membership required regardless of the number present

• Repeat motion before calling for vote

• Secret ballots should not be used

• The vote of each member on each item required in the minutes

Step 5

Members Vote

• Announce vote totals for the minutes

• Chair should vote on all matters

• Tie vote is a lost vote

• Absentee, plurality & proxy voting should not be allowed

• How to handle abstentions

Step 6

Announcing the Vote

• Announce outcome of vote - give number of those in favor and those opposed

• Announce “next steps”

Efficiency Tip #4

Trouble Spots for Boards

Amending Motions

• Chair must contain debate to immediately pending motion

• Amendment adopted, chair restates main motion as amended

• All amendments must be germane

• Amendments can be hostile and completely change the intent of the original motion

Handling Amendments

I move that we paint the boardroom green.

I would like to amend the motion by striking

the word green and inserting the word

yellow.

Primary Amendment

I move to amend the amendment by inserting the word bright in front of the word yellow.

Secondary Amendment

Close debateProcedural Motion

I wish to insert the word BRIGHT in front of green.

Out of Order

Main Motion

I move that we paint the boardroom green YELLOW.

Main Motion as amended

Primary Amendment

I move to amend the amendment by

inserting the word bright in front of the

word yellow. (Fails)

Secondary Amendment

Close debateProcedural Motion

I would like to amend the motion by striking the

word green and inserting the word yellow. (Passes)

The 10 “Must-Know” Motions for School Board Meetings1. Adjourn2. Recess3. Lay on the table4. Previous question5. Limit/extend limits of debate6. Postpone to a certain time7. Commit or refer8. Secondary amendment9. Primary amendment10. Main motion

You Must Know

if a Motion is

“IN ORDER”

Efficiency Tip #5

Finding the balance between

Efficiency and

Democracy

Parliamentary Tools that Support Democracy

• All decisions of the chair may be appealed

• Robert’s Rules and Board Policies establish rules to be followed

• Only the board as a whole has authority

• Board meetings must be held in public… they are not meetings of the public

For Reflection:

The Effective Meeting Checklist

Meeting Conduct

STOP

Minutes

“School boards are groups that

take hours to produce minutes.”

Mark Twain

Minutes…Who Needs ‘em

Efficiency Tip #7

Accurate minutes

of board meetings

are critical

A Word About Minutes

• date, time and place of meeting

• board members present as well as members of the public who speak

• all motions and their disposition

• each member’s vote must be recorded by name.

• members (including chair) must vote or abstain

• record of what was done, not what was said

What to Leave Out of Minutes

• opinion or interpretation of secretary

• judgmental phrases

• flowery language

• motions that are withdrawn

• name of person seconding the motion

• language of reports (use attachments)

• transcript-style writing

Minutes Are Critical• Minutes are legally binding once approved

• Minutes are recording of actions of the board and not of an individual

• Everyone’s job to ensure the minutes accurately reflect actions of the board

• The “I didn’t mean it” board member

In order to conduct successful meetings, the school boardshould consider having written operating processes agreedupon by the board and superintendent. Topics may include,but are not limited to:

1. Preparation of the board meeting agenda2. Preparation for meetings3. Questions about the agenda items4. Meeting processes5. Public participation during meetings6. Communication between board meetings7. Responses to community or employee complaints8. Communication with the media9. New member orientation

Board Operating Processes

For more information

• http://www.osba.org search for “Board Chair”

• http://www.osba.org/Resources/Article/Ask_Betsy.aspx

• OSBA Public Meetings Law, Board Meetings and Executive Sessions

• NSBA Becoming A Better Board Member, available from OSBA

255.335 Regular district election; terms of board members; organizational meeting. (1) The regular district election shall be held by each district for the purpose of electing members of the district board to succeed a member whose term expires the following June 30 and to elect members to fill any vacancy which then may exist. The election shall be held in each such district in each odd-numbered year on the third Tuesday in May. (2) A district shall not conduct more than one election of board members in any year. (3) The first regular district election in a district shall be held on the regular district election date next following the year in which the first members of the district board were elected or appointed. (4) The term of a board member elected at the regular district election shall commence on the first day of July next following the election and shall expire June 30 next following the regular district election at which a successor is elected. (5) Each district board shall hold a regular organizational meeting following the regular district election and not later than the last day of July of that year. [Formerly 259.240; 1981 c.639 §8; 1983 c.350 §80; 1983 c.379 §4; 1989 c.923 §16; 1995 c.258 §1; 1995 c.712 §115a; 2001 c.73 §1]

BOARD ORGANIZATION AND MEETINGS 332.040 Officers; term. No later than at the next regular meeting following July 1, the district school board shall meet and organize by electing a chairperson and a vice chairperson from its members. No member shall serve as chairperson for more than four years in succession. [Amended by 1957 c.634 §2; 1961 c.281 §3; 1965 c.100 §134; 1993 c.45 §38; 2001 c.226 §1] 332.045 Board meetings. The district school board must provide for the time and place of its regular meetings, at any of which it may adjourn to the next succeeding regular meeting or to some specified time prior thereto. Regular and special meetings may be convened upon notice in the manner required by ORS 192.640 by order of the chairperson, upon the request of three members of the board at least 24 hours before such meeting is to be held or by common consent of the board members. [Formerly 332.410; 1965 c.100 §135; 1975 c.770 §19] 332.050 [Amended by 1953 c.299 §2; 1957 c.634 §3; 1961 c.281 §4; renumbered 332.105] 332.055 Quorum; transaction of business. A majority of the members of the district school board shall constitute a quorum. A less number may meet and adjourn from time to time and compel the presence of absent members. The affirmative vote of the majority of members of the board is required to transact any business. [Formerly 332.420; 1965 c.100 §136; 1973 c.725 §1; 1975 c.770 §20] 332.057 Duties to be performed at meetings on record. Any duty imposed upon the district school board as a body must be performed at a regular or special meeting and must be made a matter of record. [Formerly 332.060 and then 332.108; 1993 c.45 §39]

Oregon School Boards AssociationSelected Sample Policy

Code: BCBAdopted:

Board Officers

At its first scheduled meeting after July 1, the Board will elect one of its members to serve as chair and oneto serve as vice chair. No member of the Board may serve as chair more than four years in succession. If aBoard member is unable to continue to serve as an officer, a replacement will be elected immediately. Thereplacement officer will serve the remainder of the officer’s term until the following July.

The Board chair will:

1. [Work with the superintendent to] [Direct the superintendent to] establish the agenda for regularBoard meetings;

2. Call special meetings when required;

3. Preside at all meetings of the Board and enforce the rules of order;

4. Sign the minutes and other official documents that require the signature of the chair;

5. Represent the district and the Board at official functions, unless this duty is delegated by the Boardchair to another Board member;

6. Appoint all committees [and will be an ex-officio member of all such committees] unless otherwiseordered by the Board;

7. Have the right to discuss issues and vote.

In the absence, incapacitation or death of the chair, the vice chair will perform the duties of chair and,when so acting, will have the chair’s powers. The vice chair will perform other functions as designated bythe Board.

The superintendent will designate a staff member to serve as Board secretary and will directly superviseand evaluate the secretary. The secretary to the Board will take notes at Board meetings, compile minutesand perform related work as assigned by the superintendent or requested by the Board chair. These dutieswill include, but not be limited to, the following:

1. Record the disposition of all matters on which the Board considered action;

2. Prepare and distribute minutes in advance for approval at the next Board meeting;

3. Maintain properly authenticated official copies of the minutes;

Board Officers - BCB 1-2

4. Maintain the official record of Board policies;

5. Properly post all Board meetings.

Board or District Spokesperson

The Board may appoint one of its members, usually the chair, or another person to make authorizedstatements to the public or the media when the Board deems that, under the circumstances, the district’sposition should be articulated by a single voice. The spokesperson serves at the Board’s direction and maybe removed or replaced at any time by action of the Board.

END OF POLICY

Legal Reference(s):

ORS 255.335

ORS 332.040

ORS 332.045

ORS 332.057

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Board Officers - BCB 2-2

http://landru.leg.state.or.us/ors/255.html





Code: BDDAdopted:

Board Meeting Procedures

1. Quorum

A quorum will consist of the majority of the Board members.

2. Vote Needed for Exercise of Powers

The affirmative vote of a majority of Board members will be necessary for exercising any of theBoard’s powers.

3. Board Member Voting

Each member’s vote on all motions will be recorded in the minutes.

4. Abstaining from Vote

If a Board member chooses to abstain from voting, and the abstention is due to a conflict of interest,the Board member will state the reason for the abstention and such abstention will be recorded.

5. Parliamentary Procedure

Official Board business will be transacted by motion or resolution at duly called regular or specialmeetings.

Except as otherwise provided by state law and/or Board policy, the rules of parliamentary procedurecomprised in Robert’s Rules of Order Newly Revised, “Procedure in Small Boards” as modified bythe Board will govern the Board in its deliberation. Modifications will include the following:Motions will all be seconded prior to consideration for discussion by the Board and motions to closeor limit debate will be acceptable.

The chair will decide all questions relative to points of order, subject to an appeal to the Board.

END OF POLICY

Legal Reference(s):

ORS 192.650ORS 332.045

ORS 332.055ORS 332.057

ORS 332.107

38 OR. ATTY . GEN . OP. 1995 (1978)41 OR. ATTY . GEN . OP. 28 (1980)

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Board Meeting Procedures - BDD 1-1





http://www.leg.state.or.us/ors/332.html


Code: BDDCAdopted:

Board Meeting Agenda

The Board chair, with the assistance of the superintendent will prepare an agenda for all regular meetingsof the Board. Items of business may be suggested by any Board member, staff member, student or citizenof the district by notifying the superintendent at least [five] working days prior to the meeting.

[A consent agenda may be used by the Board for noncontroversial business. The consent agenda willconsist of routine business that requires action but not necessarily discussion. These items may all beapproved at the same time. A Board member may ask that any item be removed from the consent agenda. The removed item will then be placed on the regular agenda.]

The agenda will follow a general order established by the Board. Opportunities for the audience to beheard will be included. The Board will follow the order of business set up by the agenda unless the orderis altered by a consensus of the Board.

Items of business not on the agenda may be discussed and acted upon if the majority of the Board agrees toconsider them.

The agenda, together with supporting materials, will be distributed by the district office or superintendentto Board members at least [three] full working days prior to the meeting. The agenda will be available tothe press and to interested patrons through the superintendent’s office at the same time it is available to theBoard members. Copies of the agenda for the press and public will not contain any confidentialinformation included in the Board members’ packets.

A copy of the agenda will be posted in each district facility on the day of the meeting. [Members of thepublic may request a copy of the agenda at the superintendent’s office.]

The district will ensure equally effective communications are provided to qualified persons withdisabilities upon request as required by the Americans with Disabilities Act.

Appropriate auxiliary aids and services may include large print, Braille, audio recordings and readers. Primary consideration will be given to the requests of the person with a disability in the selection ofappropriate auxiliary aids and services.

Should the Board demonstrate such requests would result in a fundamental alteration in the service,program or activity or in undue financial and administrative burdens, alternate, equally effectivecommunications will be used.

Board Meeting Agenda - BDDC1-2

Auxiliary aids and services for persons with disabilities will be available at no charge to the individual.

END OF POLICY

Legal Reference(s):

ORS 192.640

Americans with Disabilities Act of 1990, 42 U.S.C. §§ 12101-12213; 29 C.F.R. Part 1630 (2006); 28 C.F.R. Part 35 (2006).Americans with Disabilities Act Amendments Act of 2008.

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Board Meeting Agenda - BDDC2-2

http://policy.osba.org/orsredir.asp?ors=ors-192


Code: BDDHAdopted:

Public Participation in Board Meetings

All Board meetings, with the exception of executive sessions, will be open to the public. The Boardinvites district citizens to attend Board meetings to become acquainted with the program and operation ofthe district. Members of the public also are encouraged to share their ideas and opinions with the Boardwhen appropriate.

It is the intent of the Board to ensure communications with individuals with disabilities are as effective ascommunications with others. Individuals with hearing, vision or speech impairments will be given anequal opportunity to participate in Board meetings. Primary consideration will be given to requests ofqualified individuals with disabilities in selecting appropriate auxiliary aids and services.1

Auxiliary aids and services for persons with disabilities will be available at no charge to the individual.

All auxiliary aids and/or service requests must be made with appropriate advance notice. Should the Boarddemonstrate such requests would result in a fundamental alteration in the service, program or activity or inundue financial and administrative burdens, alternative, equally effective means of communication will beused.

Audience

During an open session of a Board meeting, members of the public are specifically invited to presentconcerns during the designated portion of the agenda. At the discretion of the chair, further publicparticipation may be allowed.

Request for an Item on the Agenda

A member of the public may request the superintendent place an item of concern on the agenda of a regularBoard meeting. This request should be made in writing and presented to the [superintendent] [Board chair]for consideration at least [five working days] prior to the scheduled meeting.

Procedures for Public Participation in Meetings

The Board will establish procedures for public participation in open meetings. The purpose of theseprocedures will be to inform the public how to effectively participate in Board meetings for the bestinterests of the individual, the district and the patrons. The information will be easily accessible andavailable to all patrons attending a public Board meeting.

Auxiliary aids include, but are not limited to, such services and devices as qualified interpreters, assistive listening systems, note1

takers, readers, taped texts, Brailled materials and large print.

Public Participation in Board Meetings - BDDH 1-2

Discussion or presentation concerning a published agenda item is limited to its designated place on theagenda, unless otherwise authorized by the chair.

A visitor speaking during the meeting may introduce a topic not on the published agenda. The Board, at itsdiscretion, may require that a proposal, inquiry or request be submitted in writing, and reserves the right torefer the matter to the administration for action or study.

Any person who is invited by the chair to speak to the Board during a meeting should state his/her nameand address and, if speaking for an organization, the name and identity of the organization. A spokesmanshould be designated to represent a group with a common purpose.

Statements by members of the public should be brief and concise. The chair may use discretion toestablish a time limit on discussion or oral presentation by visitors.

Questions asked by the public, when possible, will be answered immediately by the chair or referred tostaff members for reply. Questions requiring investigation may, at the discretion of the chair, be referred tothe superintendent for response at a later time.

At the discretion of the Board chair, anyone wishing to speak before the Board, either as an individual or asa member of a group, on any agenda item or other topic, may do so by providing the Board secretary with acompleted registration card prior to the Board meeting in order to allow the chair to provide adequate timefor each agenda item.

The Board chair should be alert to see that all visitors have been acknowledged and thanked for theirpresence and especially for any contributed comments on agenda issues. Similar courtesy should beextended to members of staff who have been in attendance. Their return for future meetings should bewelcomed.

Petitions

Petitions may be accepted at any Board meeting. No action will be taken in response to a petition beforethe next regular meeting. Petitions will be referred to the superintendent for consideration andrecommendation.

Criticisms of Staff Members

Speakers may offer objective criticism of district operations and programs, but the Board will not hearcomplaints concerning individual district personnel. The chair will direct the visitor to the appropriatemeans for Board consideration and disposition of legitimate complaints involving individuals.

END OF POLICY

Legal Reference(s):

ORS 165.535ORS 165.540

ORS 192.610 - 192.690ORS 332.057

Americans with Disabilities Act of 1990, 42 U.S.C. §§ 12101-12213; 29 C.F.R. Part 1630 (2006); 28 C.F.R. Part 35 (2006).

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Public Participation in Board Meetings - BDDH 2-2






Code: BDDH-ARRevised/Reviewed:

Public Participation in Board Meetings (Version 1)

1. A visitor may be recognized by the chair by rising, identifying himself/herself with his/her full nameand address and stating his/her purpose for appearing.

2. A group of visitors with a common purpose should designate a spokesman for the group.

3. Discussion or presentation concerning a published agenda item is limited to its designated place onthe agenda, unless otherwise authorized by the chair.

4. A visitor may introduce a topic not on the published agenda. The Board, at its discretion, mayrequire that a proposal, inquiry, or request be submitted in writing and reserves the right to refer thematter to the administration for action or for study and to report at a subsequent meeting. The Boardshall make a decision at the meeting where information is presented only if the issue is considered anemergency by the Board.

5. At the discretion of the Board chair, when meetings are large or controversial, anyone wishing tospeak before the Board, either as an individual or as a member of a group, on any agenda item orother topic, may do so by providing information to the Board secretary on a sign-in sheet prior to themeeting. This will help the chair provide adequate time for each agenda item.

6. Statements by members of the public should be brief and concise. The chair may, at his/herdiscretion, establish a time limit on discussion or oral presentation by a visitor on any topic.

7. Speakers may offer objective criticism of district operations and programs but the Board will nothear complaints concerning specific district personnel. The chair will direct the visitor to theappropriate means for Board consideration and disposition of legitimate complaints involvingindividuals.

8. These procedures will be published on the back of every Board meeting agenda.

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Public Participation in Board Meetings - BDDH-AR 1-1


Code: BDDH-ARRevised/Reviewed:

Public Participation in Board Meetings (Version 2)

This form must be completed and returned to the Board secretary at least 48 hours before the date of themeeting at which you want to speak. Your request will be referred to the [Board’s committee oncommunication]. After a review of the request the [committee] will make one of four recommendations ofwhich you will be advised. They are:

1. Appearance before the Board at a regular Board meeting;

2. Appearance before the Committee-of-the-Whole in executive session;

3. Referral of request to an appropriate Board committee;

4. Referral of request to the appropriate administrator.

Permission to appear before a meeting of the Board is subject to the following rules:

1. Time limit of presentation will not exceed 10 minutes;

2. Subject matter, other than that of policy, will be referred to the administration for proper handling;

3. Subject matter must be limited to issues, without reference to individuals;

4. Presentation will be in consonance with good taste and decorum befitting the occasion and dignity ofthe Board meeting;

5. Typed copy or outline of the presentation must be included with this request form.

Name

Address Telephone

Individual or organization (if any) you represent

Address

Signature Date

12/4/98*MW

Public Participation in Board Meetings - BDDH-AR 1-1

Conducting Executive Sessions

Executive sessions are allowed only for the following reasons:

To discuss the employment of public officers or employees To discipline a public officer or employee For collective-bargaining negotiations when both parties request discussion in executive

session To review evaluations of public officers or employees To consult with the collective-bargaining negotiator To discuss certain confidential records To consult with legal counsel regarding pending litigation To discuss real property transactions To consider and act on student expulsions

To convene an executive session, the board chair must publicly cite the appropriate Oregon Revised Statute (ORS). For example: "The board will now meet in executive session authorized by ORS 192.660(2) to consult with legal counsel on pending litigation."

The board chair should make sure that discussions in executive sessions don’t stray into areas other than the topics outlined in the public announcement.

The news media is permitted to attend executive sessions except sessions dealing with:

Collective-bargaining strategy Student medical records Student expulsions Pending litigation with the employer of the news media representative

The news media is not allowed to report on discussions held in executive session unless the board strays from the topics announced and outlined under the law. The chair should remind reporters at executive sessions that reporting of the material discussed is not allowed under Oregon’s Public Meetings Law.

If you have questions about the state’s public meetings laws and other state statutes dealing with the meetings of public officials, call OSBA.

Serving as board president calls for special skills

American School Board Journal/February 2005 41

PPresident of the school board—it’s an im-

pressive title, and it should be, since only

a handful of people are elected to serve

on a school board, and fewer still become

president.

Election to the office assumes the new

president somehow automatically gains

the leadership skills necessary to meet

the responsibilities of the position. But

few board presidents are prepared for the

demands they will face.

After working with more than 30 board

presidents in six different districts, we

have observed three distinct situations in

which the president’s leadership skills are

most often tested: conducting board

meetings, handling board relationships,

and representing the district. If the board

president can demonstrate solid leader-

ship skills in these three situations, the dis-

trict and the community stand to benefit.

The following suggestions for board

presidents are based on our combined

experience as superintendents—and the

experience of the board presidents we

currently work with, both of whom un-

derstand the sometimes unexpected

leadership challenges of the position.

1. Conducting board meetings Without skillful leadership, board meet-

ings can fall into long, protracted

marathons that undermine the board’s ef-

fectiveness. These practical strategies can

help you make meetings more productive:

� Planning the meeting. Several

days beforehand, meet with the superin-

tendent to review the planned agenda,

discussing each agenda item and antici-

pating reactions to the items and the need

for specific background materials. Sensi-

tive issues can be examined and, if need-

ed, strategies devised to deal with

particularly difficult items. Working to-

gether, you can identify contentious items

and fine-tune the order of the agenda.

An important goal of this meeting is to

ensure that board members have good in-

formation, appropriate to the topic, on

which to base decisions. This preliminary

discussion can save many headaches and

almost always improves the efficiency of

the meeting.

� Starting on time. Although it

seems simple enough, starting on time

can take real determination. Delaying the

start of the meeting because a board

member, reporter, or staff member is late

sets an unfavorable tone, suggesting pref-

erential treatment for some and penaliz-

Leader of the Board

By Michael W. Jinks andMargaret Anderson

Governance

Bruno Budrovic Reprinted with permission from American School Board Journal, February 2005© 2005 National School Boards Association. All rights reserved.

42 American School Board Journal/February 2005

ing those who are present. Starting on

time sets the right tone.

� Allocating time. The board should

set a reasonable length for meetings. Two

hours or less should be sufficient—pa-

tience and good judgment may be im-

paired after that. Less-formal work

sessions can be used for in-depth study

of issues and lengthy pondering.

You should expect board members to

be prepared to engage in informed dis-

cussions—most of which will lead to a

decision on a given issue. Long pauses in

discussion during the meeting might

mean thoughtful reflection, but they

might also indicate that board members

have not read the background material.

Be ready to intervene if necessary, per-

haps prompting your colleagues to find

the needed resources for discussion.

� Calling for motions. By calling for

a motion at opportune times, you can sig-

nificantly influence the pace and direc-

tion of the meeting, putting a pointless

discussion to rest and making time for

other important items. Calling for a mo-

tion requires a fundamental understand-

ing of parliamentary procedure, however,

so you’ll need to be familiar with key pro-

cedural actions.

� Managing the discussion. The

rule of thumb is to involve everyone and

stay on the agenda. Some board mem-

bers relish the opportunity to share their

viewpoints on topics, while others may

be reluctant to speak out. A good presi-

dent will notice, often by reading non-

verbal clues, the need to broaden

participation. Simply asking for opinions

or comments from each board member

can bring everyone into the dialogue.

Certainly, ownership in decisions is im-

proved when more than two or three

board members are involved in their for-

mulation.

You should be prepared to remind

colleagues to keep their comments and

discussion to items on the agenda, how-

ever. If comments stray too far and diplo-

macy does not bring results, a more

forceful “out of order” directive might be

needed. Another tactic is to defer discus-

sion on unrelated issues to subsequent

meetings.

You should also listen actively to the

discussion. Good board members keep

an open mind and are willing to change

positions when new information de-

mands it. But you might be called on to

break a tie vote, so careful attention to dis-

cussion is especially important.

� Using the gavel judiciously. The

gavel represents a shout for attention.

Some board presidents steadfastly avoid

using it for that very reason, but for oth-

ers, the sound of the gavel can be habit

forming. Although its use should be tem-

pered, the gavel is of great value. It is a

powerful tool and, when used sparingly,

can garner respect for you.

� Reaching closure. Reports by staff

and community members are a valuable

means of communication to the board,

but when a report is too long, you should

step in, thank the presenter, pause the

process, and ask other board members if

they have questions. If there are none,

you can then move to the next item on

the agenda. If time given to reports is not

carefully managed, discussion on other

important items on the agenda will suffer.

Reining in board members who enjoy

the limelight can be more difficult than

controlling presenters, but it is no less im-

portant. A board meeting is a tempting

platform for posturing and soapbox

speech making, so use the same strate-

gies with colleagues that you use with

other speakers.

2. Handling board relationships A successful president is a facilitator of re-

lationships, recognizing and capitalizing

on the strengths of other board members,

harmonizing divergent views, and diffus-

ing heated exchanges. In this regard, you

have three important responsibilities:

� Making committee appoint-ments. The authority to appoint com-

mittees is one of the board president’s

most important leadership tools. Ap-

pointing specific members to serve on a

committee rather than asking for volun-

teers shows a proactive leadership style.

It can be awkward when a board

member volunteers for a committee that

is not a good fit for the member’s skills.

Suggesting more appropriate areas of ser-

vice is a good way to defuse this situation.

Committee appointments are also a

means of promoting board member de-

velopment, particularly for a future lead-

ership role. This is especially important if

the board uses a rotation system to elect

presidents.

� Handling acrimony amongmembers. The president also has the

challenging role of peacemaker. Impor-

tant responsibilities and divergent views

can lead to strong emotions and even

conflict. You must be able to mediate be-

tween feuding board members. If conflict

is permitted to continue unabated, the

tone will spread and contaminate other

board relationships. There is no magic in

this—such acrimony must be stopped

quickly. Problems will not go away and

should not be left for someone else to re-

solve.

� Carrying out censure and repri-mands. Perhaps one of the most oner-

ous responsibilities of the president is

policing people. Unethical, unprofes-

sional, and illegal behavior must not be

ignored. The code of ethics provided by

the state school boards association can

serve as a model of expectations. When a

situation develops that suggests censure

or reprimand, you should frame the issue

in appropriate language and bring it be-

fore the full board for review and action.

Even though most agenda items are

established by the superintendent, this

one is not. It is up to you to tackle these

issues. Addressing problems in a private

meeting with a given board member can

sometimes be productive and avoid the

embarrassment of public censure. You

must make a judgment on the most pro-

ductive way of maintaining board effec-

tiveness while protecting relationships.

Governance

A successful president is a facilitator of relationships.

Reprinted with permission from American School Board Journal, February 2005© 2005 National School Boards Association. All rights reserved.

American School Board Journal/February 2005 43

3. Representing the districtThe board president also plays an impor-

tant role outside board meetings. In most

settings the president’s comments, per-

sonal views, and position on issues are

clearly influential. Here are five valuable

areas of leadership:

� Speaking for the board or dis-trict. From testifying at legislative hear-

ings to speaking at press conferences,

you will be called on to formally state

board positions on issues. Preparation for

these situations should always include

consultation with the full board and su-

perintendent.

� Representing the board and dis-trict at community events. The public

looks to you to represent the district dur-

ing a variety of ceremonial events, such as

receptions, meetings of service clubs,

and special community programs. If you

are not already reasonably comfortable

with public speaking, now is the time to

work on this skill.

� Referring issues to the adminis-tration. The board president should en-

force the established line of authority. If

the board is to conduct its role as a poli-

cy-making body, members need to leave

the daily operation of the district to paid

staff. Board members who are reluctant

to refer issues to the staff encourage and

reinforce behavior that leads to micro-

management. You set the tone for other

board members and may need to remind

them of the limits of their authority.

� Recruiting board candidates. Re-

cruiting potential board candidates may,

or may not, be an accepted practice in a

given community. If supported by the full

board, you may contact and encourage

well-qualified citizens to file for election

when a vacancy is available. Encouraging

potential candidates may improve the

number of well-qualified candidates on

the ballot.

� Participating in board candidateworkshops. All boards have a culture of

their own, a set of expectations, accept-

ed behaviors, and patterns of interaction.

You are the best person to convey these

to the candidates. The central office staff

can provide a useful information frame-

work by sharing district goals, data, and

challenges. However, you should be the

one who shares the unwritten, and often

unstated, expectations that have evolved

over years. This insight can help get new

members off to a better start.

Leadership developmentConsidering the importance of the posi-

tion, surprisingly few opportunities—for-

mal or informal—exist to prepare for the

leadership challenges of the office of

board president. Usually board policy de-

scribing the duties of board officers pro-

vides only a brief overview of the job.

While the superintendent is clearly in a

position to assist and support the presi-

dent, other resources are also available.

In our state, for example, the Missouri

School Boards Association offers leader-

ship training and preparation in many

aspects of board service. Most state

school boards associations offer similar

opportunities. Additionally, state associ-

ation meetings, regional and national

conferences, and professional publica-

tions encourage the exchange of ideas

and provide opportunities for board

presidents to learn from the experiences

of others.

The role of board president is an in-

fluential and powerful one. Meeting the

responsibilities of the office requires

leadership skills and the willingness to

use them. When the president possesses

these skills, board meetings are efficient,

goals are achieved, and district influence

is extended. Although the office can be

challenging, it may well be the most pro-

fessionally and personally rewarding part

of your board service.

Michael W. Jinks ([email protected]) is superintendent of schools inWarrensburg, Mo.

Margaret Anderson ([email protected]), formerly superintendentof schools in the Sherwood School District,Creighton, Mo., is now superintendent inKnob Noster, Mo.

Reprinted with permission from American School Board Journal, February 2005© 2005 National School Boards Association. All rights reserved.

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