Four Key Functions of a School Board:

Putting the Pieces Together

School Board Directors: Stanley Holland, Tyson Bryant, Clementina Perez, Carrie Thibodeaux, and Jennifer LloydStudent Board Representatives: Jia Lin Garcera and Ashley CastroSuperintendent: Dr. Marci Shepard Executive Assistant and School Board Support: Bonnie Christian

1. Align the Board’s role to other roles in the system, and align the Board’s work to other strategic work in the system to meaningfully leverage the Board’s leadership and governance

2. Make connections between the Board’s Four Key Functions (often disjointed from each other) so they are integrated and embedded throughout the year

3. Replicate systems and structures for Board/Superintendent teams’ own districts

Session Outcomes

Simon Sinek’s Golden Circle

Start with the Why

“Great leaders inspire others by putting the Why (the purpose) before the How(the process), or the What (the product).”

Direction Policy

Budget Evaluation

Four Key Functions of a Board

Direction Policy

Budget Evaluation

Four Key Functions of a Board

Focused Cohesive

Authentic

EmbeddedOngoing

An overview of our strategic plan on one page

What gets calendared gets done!

Dates and

locations

RBM: Recognitions,

action & reports driven by 4 key

functions

Items are coded to policies and connected to ends and goals; Assigned to staff

BWS

Annual priorities, new long-range plans, progress reports on ends and goals…

“Our visions are the world we imagine, the tangible results of what the world would look like if we spent every day in pursuit of our WHY.” Sinek

WHY (Direction): All students ready for college, careers, and life

Artifacts

• Define our mission: READY for college, careers, and life • Measure READY

• Student Learning Ends and Measures

Measuring our Mission:

Student Learning Ends and Measures for College, Career, and Life Ready

WHY (Direction): All students ready for college, careers, and life

Artifacts

• Define our mission: READY for college, careers, and life • Measure READY • Monitoring progress on Ends and Goals

• Student Learning Ends and Measures

• Strategic plan progress monitoring

Strategic Plan

Community Newsletter

Strategic plan update; SIPs; Assessment data

Grad rates; HSBP; High school CCL report at OHS

Middle school CCL report at OMS;ABC report

Mid-Year Progress Report on Ends and Goals

Technology: Digital Citizenship and Tech Literacy

Primary school CCL report at OPS;ABC report

Assessment Data

Long-Range Tech Plan

End of Year Progress Report on Ends and Goals;ABC report

WHY: Monitoring Progress of Student Learning END Results

WHY (Direction): All students ready for college, careers, and life Artifacts

• Define our mission: READY for college, careers, and life • Measure READY • Progress monitoring of Ends and Goals throughout the year

• Student Learning Ends and Measures

• Strategic plan progress monitoring

Focus on our mission/direction during board meetings by:o Making time: Shift board reports/memos to “prepared by”

or “presented by” that connect to Ends and goals, and outline progress, policy, and budget implications

• Board memo

Memo to the Board

WHY (Direction): All students ready for college, careers, and life Artifacts

• Define our mission: READY for college, careers, and life • Measure READY • Progress monitoring of Ends and Goals throughout the year

• Student Learning Ends and Measures

• Strategic plan progress monitoring

Focus on our mission/direction during board meetings by:o Making time: Shift board reports/memos to “prepared by”

or “presented by” that connect to Ends and goals, and outline progress, policy, and budget implications

o Focus on our purpose: Code agenda items to Ends and Goalso Attach policies to each agenda item

• Board memo

Report showing Board meeting agenda items connected to student ends and strategic goals

When we have a big enough WHY,

we will always find the HOW.

HOW we align the people in our system to engage in continuous improvement to support student learning

Artifacts

• Strategic planning is bottom up – driven by student needs – and cohesive

• Theory of action, values, norms, collective commitments, decision-making model and filters, inquiry, culture

HOW we align the people in our system to engage in continuous improvement to support student learning

Artifacts

• Strategic planning is bottom up – driven by student needs – and cohesive

• Staff evaluations and school continuous improvement plans are aligned and inform annual district priorities

• Theory of action, values, norms, collective commitments, decision-making model and filters, inquiry, culture• School improvement

plan

School Improvement Plan Excerpt –Alignment of goals to mission of college, careers, and life

HOW we align the people in our system to engage in continuous improvement to support student learning

Artifacts

• Strategic planning is bottom up – driven by student needs – and cohesive

• Staff evaluations and School Improvement Plans (SIP) are aligned and inform annual district priorities

• Each school created a one-page overview of their SIP that aligns with our district one-page overview of our Strategic Plan

• Theory of action, values, norms, collective commitments, decision-making model and filters, inquiry, culture• School improvement

plan • School anchor docs

Aligned District and School One-Page Overviews of Improvement Plans

(“Anchor Documents”)

Strategic plan update

High school report at OHS

Middle school report at OMS

Mid-Year Progress Report on Ends and Goals

Elementary school report at PTR

End of Year Progress Report on Ends

HOW: Strategic Plan and SIP Updates

Strategic plan updatesSIP updates

SIPs

End of Year Progress Report on Goals

Primary school report at OPS

“What you do is proof of what you believe.” Sinek

WHAT we focus on to accomplish our mission – Strategic Goals Artifacts

• District strategic goals are consistent• District annual priorities change each year; these are the

superintendent’s annual goals

• Goals• Annual priorities

Strategic Goals and Annual Priorities

WHAT we focus on to accomplish our mission – Strategic Goals Artifacts

• District strategic goals are consistent• District annual priorities change each year; these are the

superintendent’s annual goals • District annual priorities become topics for Board Work Sessions

(lenses of monitoring progress, policy and budget implications, and evaluation feedback)

• Goals• Annual priorities

WHAT we focus on to accomplish our mission – Strategic Goals Artifacts

• District strategic goals are consistent• District annual priorities change each year; these are the

superintendent’s annual goals • District annual priorities become topics for Board Work Sessions

(lenses of monitoring progress, policy and budget implications, and evaluation feedback)

• New long-range plans are topics of Board Work Sessions; Updates on long-range plans are topics of Regular Board Meetings

• Goals• Annual priorities

WHAT we focus on to accomplish our mission – Strategic Goals Artifacts

• District strategic goals are consistent• District annual priorities change each year; these are the

superintendent’s annual goals • District annual priorities become topics for Board Work Sessions

(lenses of monitoring progress, policy and budget implications, and evaluation feedback)

• New long-range plans are topics of Board Work Sessions; Updates on long-range plans are topics of Regular Board Meetings

• Strategic/Budget/HR timeline is aligned to goals/priorities

• Goals• Annual priorities • Strategic/Budget/HR

timeline

WHAT we focus on to accomplish our mission – Strategic Goals Artifacts

• District strategic goals are consistent• District annual priorities change each year; these are the

superintendent’s annual goals • District annual priorities become topics for Board Work Sessions

(lenses of monitoring progress, policy and budget implications, and evaluation feedback)

• New long-range plans are topics of Board Work Sessions; Updates on long-range plans are topics of Regular Board Meetings

• Strategic/Budget/HR timeline is aligned to goals/priorities• Comprehensive updates at the beginning, middle, and end of

the year on strategic goals coincide with superintendent evaluation conversations

• Goals• Annual priorities • Strategic/Budget/HR

timeline• Superintendent

evaluation

Superintendent Evaluation:Evidence is aligned to our strategic plan

and connected to WSSDA’s rubrics

Criterion connected to goal 3

WHAT we focus on to accomplish our mission – Strategic Goals Artifacts

• District strategic goals are consistent• District annual priorities change each year; these are the superintendent’s annual

goals • District annual priorities become topics for Board Work Sessions (lenses of

monitoring progress, policy and budget implications, and evaluation feedback)• New long-range plans are topics of Board Work Sessions; Updates on long-range

plans are topics of Regular Board Meetings • Strategic/Budget/HR timeline is aligned to goals/priorities• Comprehensive updates at the beginning, middle, and end of the year on

strategic goals coincide with superintendent evaluation conversations

• Weekly updates from the superintendent to the board are coded to strategic goals and WSSDA’s sup’t eval rubrics

• Goals• Annual priorities • Strategic/Budget/HR

timeline• Superintendent

evaluation

Weekly updates to the Board are organized by strategic goals and WSSDA’s superintendent evaluation rubrics

Strategic plan update

Mid-Year Progress Report on Ends and Goals

Long-Range Facility and Facility Maintenance Plan

End of Year Progress Report on Ends and Goals

WHAT: Long-Range Plan Updates, Progress Reports on Ends and Goals, and Superintendent Evals

Long-Range Plan UpdatesSuperintendent evaluation updates

Superintendent Eval

Superintendent Eval

Unpack district annual priorities (Sup’t goals)

Long-Range Transportation Plan

Long-Range Digital Citizenship and Technology Literacy Plan

Long-Range HR Plan

Long-Range Safety Plan

Long-Range Tech Plan

Long-Range Budget Plan

➢ Focused➢ Cohesive➢Authentic➢Ongoing➢ Embedded

➢Models the way – Stance of inquiry, feedback, evidence-based, and continuous improvement

➢ Serves and supports – Staff have voice in the planning, they know the flow of work over the year, and has a bottom-up system design

➢We save lives

Leveraging Leadership

Questions or Feedback?

Please submit session evaluations!