It is important to recognize the role of the school board in the overall operation of the district. As elected members, the board must represent the constituents of the district while fulfilling responsibilities established by law and policy. A cohesive board which focuses on the decision-making process, planning, and providing resources for goal achievement is an asset to the district.

There is evidence that the community and the employees value and appreciate the style of hands-on management and leadership being provided by the superintendent. The superintendent and the board of trustees have a good working relationship which is needed for a smooth and professional operation. The board has established a clear role for themselves as policy makers, while at the same time, allowing the superintendent to manage the school district. The district has a clear set of updated policies in place, and the community has pride in its school system and a long history of supporting it financially. There are ways however, to reduce expenditures, reorganize some functions and enhance certain programs.

There were some positive comments regarding the boardsmanship workshop to help the board and superintendent fine tune their roles.

Recommendation

The board of trustees is to be complimented on attending boardsmanship workshops. The board and superintendent should consider scheduling a boardsmanship workshop each year. Board workshops are traditionally held for a full day and seek to address such topics as "The Roles, Responsibilities, and Liabilities of Being a Board Member," "How to Run an Effective Board Meeting," "Executive Session: What is Allowed," etc. To be truly effective, it is recommended that boardsmanship workshops be presented and facilitated by an outside third party. Outside facilitators are available from many school board associations and other professional organizations. It is further recommended that the full board become involved with the Idaho School Boards Association (ISBA).

Some individuals have the perception that too many discussions are held and decisions made by the board of trustees in executive session.

Recommendation

It is recommended that the district inform the community about the type of topics that are discussed in executive session by statute. For example, the district could print rules about executive sessions on the back of the published agenda. See Appendix for an example.

It was noted that on occasion one or two board members were not present at board meetings. This leaves the public with the perception that some board members don’t take their responsibilities seriously. In addition, the absence of board members causes non-representation of the opinions of the entire board because the entire board is not present. As a result just a few board members are making the decisions for the entire district.

Recommendation

Involving board members in committee work helps bring members to the forefront when it comes to pulling their share of the load. Emphasis should be placed on duties and responsibilities that reflect the desires of the various communities. Therefore, it is recommended that the board in concert with the superintendent develop an ongoing board inservice plan that requires the attendance of all board members.

Some individuals expressed concerns about not being able to hear the board of trustees clearly during their meetings. It appears that board members talk among themselves while members of the audience also talk among themselves.

Recommendation

Board meetings are meetings held in public, not public meetings. It is recommended that the board assess the room acoustics, other room noises, and their own interactions during board meetings. A videotape of board meetings would give board members a chance to evaluate whether the audience could hear them during the meeting. It is further recommended that the district develop guidelines for protocol at board meetings, especially addressing audience participation during the meeting, and then publish these guidelines on the back of each meeting agenda. The board meets at least five times per year in other buildings outside of the official boardroom. The district should assess if a sound system is needed at any of the building sites during board meetings.

Concerns were expressed that not all board members visit each school during the school year.

Recommendation

One way school board trustees can show their support for the education of the community’s children is through site visitations. Each board member should visit each school at least once during the school year.

The organizational chart that is being used in the district appears to have some areas that are not as efficiently and effectively organized as they might be. Lines of authority appear to be equal for all on the chart. Students are not apart of the organizational presentation.

Recommendation

It is recommended that the district examine and revise the organizational staff chart to reflect the most efficient and effective organization of personnel as possible and their relationships with students and each other.

1.1.7 Observation

It appears that many do not understand how monies are prioritized or spent across the system. How money is being spent on education does not appear to be well understood. Some do not recognize that expenditures far exceed the general budget received from the state.

Recommendation

It is recommended that the board of trustees and superintendent establish an annual budget meeting that involves representatives from across the district as well as patrons. Needs can be charted and prioritized as an entire community. The actual budget should then dictate monies appropriated. Attention must be given to require one year’s budget be in alignment with actual monies generated.

1.1.8    Observation

It appears the district does not have procedures for implementing the Sexual Harassment Policy.

Recommendation

It is recommended that the district develop procedures for the Sexual Harassment Policy.