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GP-1    Governance Commitment
The Board, supporting the work of staff, the welfare of students and the interest of the community and parents, holds itself accountable to the citizens of the district by ensuring that all Board actions are consistent with the Board’s policies. In the fulfillment of this charge, the Board is committed to rigorous and continual improvement of its capacity to govern effectively, using its policies to define its concerns in terms of values and its vision in terms of expectations.

GP-2    Governing Style
The Board will govern with emphasis on end results for students rather than on interpersonal issues of the Board; encourage diversity in viewpoints; focus on strategic leadership rather than administrative detail; observe clear distinction between Board and Superintendent roles; make collective rather than individual decisions; exhibit future orientation rather than past or present; and govern proactively rather than reactively. Accordingly:

2.1    The Board will cultivate a sense of group responsibility. The Board, not the Superintendent or staff, will be responsible for excellence in governing. The Board will use the expertise of individual Board members to enhance the performance of the Board as a body, but will not substitute individual judgments and opinions for the Board’s collective values. The Board will work in partnership with the Superintendent, staff, students, parents and the community.

2.2    The Board will hold itself accountable for governing with excellence. This selfdiscipline will apply to attendance, beginning meetings on time, preparation for meetings, adherence to policymaking principles, respect of roles, and ensuring effective governance capability into the future.

2.3    The Board will direct, control and inspire the district through the careful establishment of written policies reflecting the Board’s values and perspectives. The Board’s major policy focus will be on the intended long-term benefits for students, not on the administrative or programmatic means of attaining those benefits.

2.4    Continuous Board development will include orientation of candidates for the Board and new members of the Board in the Board’s governance process as well as periodic Board discussion and evaluation of process to assure continued improvement.

2.5    The Board will assess the continuing education needs of the Board/Superintendent team as required at the annual team-building retreat and scheduled training sessions will be reflected on the Board’s Annual Agenda Planning Calendar.

2.6    The Board will allow no officer, individual, or committee of the Board to hinder or be an excuse for the Board’s not fulfilling its commitments.

2.7    The Board will monitor its process and performance at each meeting through a debriefing process. Self-monitoring will include comparison of actual Board activity to policies in the Governance Process and Board/Superintendent Relations categories.

GP-3    Board Job Description
The job of the Board is to represent the citizens and taxpayers and to lead the organization by determining and demanding appropriate and excellent organizational performance. To distinguish the Board’s own unique job from the jobs of the Superintendent and staff, the Board will concentrate its efforts on the following:

3.1    Engaging in broad advocacy efforts on behalf of students, the district, and public education.

3.2    Determining and using proactive strategies to ensure constructive two-way dialogue for input from students, staff, parents and the community as a means to link with the entire community around the Board’s Results policies.

3.3    Developing written governing policies that, at the broadest levels, address:

3.3.a    Results: Organizational impacts, benefits, and end results for specified recipients and their relative worth (what end result is desired for whom and at what cost?);

3.3.b    Executive Limitations: Constraints on executive authority which establish the practical, ethical and legal boundaries within which all staff activity and decision-making will take place and be monitored;

3.3.c    Governance Process: How the Board will conceive, carry out, and monitor its own work; and

3.3.d    Board/Superintendent Relations: How authority is delegated and its proper use monitored; the Superintendent role, authority and accountability.

3.4    Ensuring Superintendent performance through monitoring Results and Executive Limitation policies.

3.5    Ensuring Board performance through monitoring Governance Process and Board/ Superintendent Relations policies.

3.6    Ensuring that the Results are the focus of organizational activity and performance.

3.7    Adopt a budget that reflects the Board’s values and set a tax rate that supports it.

GP-4    Monitoring Board Governance Process and Board/Superintendent Relations Policies
The purpose of monitoring the Board’s Governance Process and Board/Superintendent Relations policies is to determine the degree to which the Board adheres to and fulfills its own policy commitments. Monitoring will be done as efficiently as possible, using Board time effectively so that meetings can be used to create the future rather than to review the past. These policies are monitored through Board self-assessment according to the schedule reflected on the Annual Agenda Planning Calendar.

GP-5    Roles and Official Duties of the Board Officers
The President of the Board ensures the integrity of the Board’s processes and normally serves as the Board’s official spokesperson. Accordingly, the President has the following authority and duties:

5.Board President   

5.Board President.1    Monitor Board behavior to ensure that it is consistent with its own rules and policies and those legally imposed upon it from outside the organization.

5.Board President.1.a    Conduct and monitor Board meeting deliberations to ensure that only Board issues, as defined in Board policy, are discussed;

5.Board President.1.c    Chair Board meetings with all the commonly accepted power of that position as described in Robert’s Rules of Order, and with voting rights;

5.Board President.1.d    Conduct timely Board meeting debriefings and periodic self-assessments to ensure process improvement.

5.Board President.2    Make all interpretive decisions that fall within the topics covered by Board policies on Governance Process and Board/Superintendent Relations, except where the Board specifically delegates such authority to others, using any reasonable interpretation of the provisions in those policies.

5.Board President.2.a    Refrain from making any interpretive decisions about policies created by the Board in the Results and Executive Limitation policy areas;

5.Board President.2.b    Refrain from exercising any authority as an individual to supervise or direct the Superintendent.

5.Board President.3    Compile and facilitate the summative evaluation of the Superintendent.

5.Board President.4    Represent the Board to outside parties in announcing Board-stated positions and in stating decisions and interpretations within the areas assigned to the President, delegating this authority to other Board members when appropriate, but remaining accountable for its use.

5.Board President.5    Sign all contracts and legal documents authorized by the Board.

5.Board Vice-president   

5.Board Vice-president.1    Act in the capacity and perform the duties of the President of the Board in the event of the absence, disability, or resignation of the President.

5.Board Vice-president.2    Become President only upon being elected to the position by the Board.

5.Board Secretary   

5.Board Secretary.1    Support the secretary to the Board to ensure that accurate records of Board meetings are made.

5.Board Secretary.2    Act in the capacity and perform the duties of the President of the Board in the event of the absence, disability, or resignation of the President and Vice-president.

5.Board Secretary.3    Perform other duties as directed by the Board.

5.Board Secretary.4    Execute awards, resolutions, and certificates of achievement on behalf of the Board.

GP-6    Board Committee Principles
Board committees, when used, will be used to support the work of the Board as described in Policy GP-3, to reinforce the wholeness of the Board’s job, and never to interfere with delegation of authority from the Board to the Superintendent. Accordingly:

6.1    Board committees are to assist the Board to do its job, not to direct or advise the staff. Committees ordinarily will assist the Board by preparing policy alternatives, implications or recommendations for Board consideration. Consistent with the Board’s broader focus, Board committees will not give direction to staff.

6.2    Board committees may not speak or act for the Board except when formally given such authority for specific and time-limited purposes. Committee expectations and authority will be stated carefully by the Board in policy to assure that committee authority will not conflict with authority delegated to the Superintendent.

6.3    Board committees may not exercise authority over the Superintendent or staff. Because the Superintendent works for the full Board, any direction to the Superintendent related to a committee recommendation will come from the full Board.

6.4    Board committees are expected to avoid over-identification with organizational parts rather than the whole. Therefore, a Board committee that has helped the Board create policy will not be used to monitor organizational performance on that same activity.

6.5    This policy applies only to committees that are formed by Board action, whether or not the committees include Board members. It does not apply to committees formed under the authority of the Superintendent.

6.6    All Board committee meetings are open to the public and will be properly posted as required under Chapter 551 (Open Meetings) of the Texas Government Code.

GP-7    Committee Structure
A committee is a Board committee only if its existence and charge come from the Board and its work is intended to support the Board’s work, whether or not Board members serve on the committee. Board Committees will be those listed under Sections I and II of a larger document maintained by the administration: Matrix of Board Committees, Organizations and Administrative Task Forces. This larger, working document will provide clarification of the relationship between Board committees, organizations and task forces, and will include the following information for each group listed:

7.a    Name of Committee

7.b    Charge/Requirement

7.c    Membership

7.d    Reporting Schedule

7.e    Term

7.    Any revisions to Sections I and II of this document will require Board approval. For purposes of monitoring this GP policy, the Board will monitor only Sections I and II for compliance. Unless otherwise indicated, a Board committee ceases to exist as soon as its task is complete.

GP-8    Annual Agenda Planning
To accomplish its stated objectives, the Board will follow an Annual Agenda Planning Calendar that schedules continuing review, monitoring and refinement of Results policies, linkage meetings with community, student and staff groups, monitoring of policies, and activities to improve Board performance through education, enriched input and deliberation. Accordingly:

8.1    The planning cycle will end each year in January in order that administrative decision-making and budgeting for the forthcoming year can begin and be based on accomplishing the next one-year segment of the Board’s most recent statement of long term Results.

8.2    The planning cycle will start with the Board’s development of its Annual Agenda Planning Calendar for the next year, and will include:

8.2.a    Scheduled linkage discussions and consultations with selected groups and persons whose insights and opinions will be helpful to the Board;

8.2.b    Discussions on governance matters, including orientation of new Board members in the Board’s governance process, and periodic discussions by the Board about means to improve its own performance;

8.2.c    Education related to Results policies (e.g. presentations by futurists, demographers, advocacy groups, staff, etc.);

8.2.d    Scheduled monitoring of all policies.

8.3    The Board will take action to update the Annual Agenda Planning Calendar as necessary. A copy of the Calendar is placed in the Board folders at every regularly scheduled meeting.

8.4    Throughout the year the Board will attend to consent agenda items as expeditiously as possible. An item may be removed from the consent agenda only upon approval of a majority of the Board.

8.5    Monitoring of Executive Limitation policies that were previously accepted by the Board as having been in full compliance will be included on the agenda for separate discussion only if the report indicates Superintendent non-compliance, if a majority of the Board has questions about Superintendent compliance or reasonable interpretation, or if policy content is to be debated. Otherwise, EL monitoring reports will be included in the consent agenda.

GP-9    Board Members’ Code of Conduct
The Board commits itself and its members to ethical, businesslike, and lawful conduct, including proper use of authority and appropriate decorum when acting as Board members. Accordingly:

9.1    Board members will represent the interests of the citizens of the entire school district. This accountability to the whole District supersedes:

9.1.a    Any conflicting loyalty a member may have to other advocacy or interest groups;

9.1.b    Loyalty based upon membership on other Boards or staffs;

9.1.c    Conflicts based upon the personal interests of any Board member who is also a parent of a student in the district;

9.1.d    Conflicts based upon being a relative of an employee of the District; or

9.1.e    Conflicts based upon the member’s election from a single member District.

9.2    Board members may not attempt to exercise individual authority over the organization.

9.2.a    Members’ interaction with the Superintendent and with staff must recognize the lack of authority vested in individuals except when explicitly authorized by the Board.

9.2.b    Members’ interaction with the public, press or other entities must recognize the same limitation and the inability of any Board member to speak for the Board except to repeat explicitly stated Board decisions.

9.2.c    Members will not publicly express individual negative judgments about Superintendent or staff performance. Any such judgments of Superintendent or staff performance will be made only by the full Board, meeting in executive session.

9.3    Members shall maintain confidentiality appropriate to sensitive issues and information that otherwise may tend to compromise the integrity or legal standing of the Board, especially those matters discussed in executive session.

GP-10    Board Member Covenants
In order to build and maintain productive and effective relationships among themselves and with the Superintendent and staff, Board members shall maintain a system of communication and interaction that builds upon mutual respect and trust.

10.    Accordingly, members will:

10..1    Exercise honesty in all written and interpersonal interaction avoiding misleading information.

10..2    Demonstrate respect for the opinions and comments of others.

10..3    Focus on issues rather than on personalities.

10..4    Maintain focus on Board Policies and priorities.

10..5    Communicate in a timely manner to avoid surprises.

10..6    Withhold judgment on issues until fully informed.

10..7    Be fair and impartial in all decisions and actions.

10..8    Be continuously guided by what is best for all students of the District.

10..9    Respect decisions of the full Board.

10..10    Make no personal promise or take private action that may compromise a Board member’s performance or responsibilities.

10..11    Criticize privately, praise publicly.

10..12    Use executive sessions appropriately and judiciously.

10..13    Maintain appropriate confidentiality.

10..14    Openly share personal concerns, information, knowledge, and agendas.

10..15    Make every reasonable effort to protect the integrity and promote the positive image of the district and one another.

10..16    Respond in a timely manner to requests and inquiries from other Board members and staff serving the Board.

10..17    Give each other time to think through issues, and equally, the time to finish their verbal statements and responses.

10..18    Diligently prepare for meetings and be punctual and regular in attendance.

10.    Members will not:

10..1    Engage in sidebar conversations during presentations by staff or Board.

10..2    Take individual credit for Board initiatives, actions, or goals.

GP-11    Board Member Conflict of Interest
Board members are expected to avoid conflicts of interest involving any matter pending before the Board. A conflict of interest is deemed to exist when a member is confronted with an issue in which the member has a personal or pecuniary interest or an issue or circumstance that could render the member unable to devote complete loyalty and singleness of purpose to the public interest. Accordingly:

11.1    If a Board member has a personal or private interest in any matter pending before the Board, the member shall disclose such interest to the Board, shall not vote on the matter and shall not attempt to influence the decisions of other Board members.

11.2    A member of the Board shall not also be an employee of the district, nor shall a member receive any compensation for services rendered to the district. This provision shall not prohibit members from receiving reimbursement for authorized expenses incurred during the performance of Board duties.

11.3    The Board shall not enter into any contract with any of its members or with a firm in which a member has a financial interest unless one or more of the following conditions apply:

11.3.a    The contract is awarded to the lowest responsible bidder based upon established competitive bidding procedures;

11.3.b    The Board member is the highest bidder for merchandise sold at a public auction.

11.4    A Board member is expected to avoid conflict of interest in the exercise of the member’s fiduciary responsibility. Accordingly, a Board member may not:

11.4.a    Disclose or use confidential information acquired during the performance of official duties as a means to further the Board member’s own personal financial interests or the interests of a member of the Board member’s immediate family;

11.4.b    Accept a gift of substantial value or economic benefit which would tend to improperly influence a reasonable person, or which the Board member knows or should know is primarily for the purpose of a reward for official action;

11.4.c    Engage in a substantial financial transaction for private business purposes with a person whom the Board member directly or indirectly supervises;

11.4.d    Perform an official act which directly confers an economic benefit on a business in which the Board member has a substantial financial interest or is engaged as a counsel, consultant, representative or agent. For specific policies related to Board Member Ethics/ Conflict of Interest, see District Policy BBFA (Legal) available on-line at http://www.tasb.org/policy/pol/private/ 227901/.

GP-12    Process for Addressing Board Member Violations
The Board and each of its members are committed to faithful compliance with the provisions of the Board’s policies. In the event of a member’s willful and continuing violation of policy, the Board will seek remedy by the following process:

12.1    Private conversation between the offending member and the Board president or other individual;

12.2    Discussion in executive session between the offending member and the full Board;