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Monitoring Report (MR) Highlights

Board-Superintendent Relationship Policies BSR-1/2/3/4/5

Lisa Webster, SSD BOE Vice President

October 9 2025

Agenda Items: J.3-J.7

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2024-2025 BSR Celebrations:

We are a strong 8-person team!
Continued focus on continuous improvement and corresponding actions
Strengthened Board-Superintendent relationship
Focused on community outreach to inform decisions - students, staff, families, community at large
BOE and Superintendent continue to work towards incorporating student voice in decision making

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2024-2025 BSR Areas of Growth

Continue to improve onboarding processes and practices to help each new BOE, individually and as a whole, understand the Board-Superintendent Relationship with respect to BOE roles and responsibilities and quickly improve governance capacity proficiency
Continue to work on communication protocols to ensure BOE director questions can be answered and perspectives contribute to proactive and informed decision making/direction
Continue to work on public consumption/accessibility of SSD BOE work
Continue to improve BOE-Superintendent communications and expectations regarding annual monitoring of BOE policy while balancing staff workload and individual BOE Director informational needs
Continue to work on Superintendent evaluation process to serve needs of BOE and Superintendent

BSR-1 LL:

Continue to improve onboarding processes and practices to help each new BOE, individually and as a whole, understand the Board-Superintendent Relationship with respect to BOE roles and responsibilities.
Continue to work on continuous improvement processes to enhance BOE member (new and veteran)-Superintendent relationship building so BOE team can quickly achieve good governance practices to ensure current positive District trajectory is maintained

BSR-2 LL:

- Continue to improve onboarding processes and practices to help each new BOE team, individually and as a whole, understand the Board-Superintendent Relationship with respect to BOE roles and responsibilities and quickly improve governance capacity proficiency

- Continue to work on continuous improvement processes to enhance BOE member (new and veteran)-Superintendent relationship building so BOE team can quickly achieve good governance practices to ensure current positive District trajectory is maintained

- Continue to work on communication protocols to ensure BOE director questions can be answered and perspectives contribute to proactive and informed decision making/direction

BSR-3 LL:

- Continue to improve onboarding processes and practices to help each new BOE team, individually and as a whole, understand the Board-Superintendent Relationship with respect to BOE roles and responsibilities (clear understanding of “lanes”) and quickly improve proficiency with regards to governance capacity

- Continue to work on goals that align with vision, mission, core values, strategic plan, PG policy, and student outcomes (all of which are aligned) and give direction/focus within the “lane.”

- Continue to make space for BOE study sessions with the Superintendent and staff to improve BOE decision making capacity and build on the foundation for public transparency and trust in our education experts.

BSR-4 LL:

Continue to improve BOE-Superintendent communications and expectations regarding annual monitoring of BOE policy while trying to balance staff workload
Continue to form communication strategies for accessible public consumption of BOE and District work
Intentional and free flowing outreach to students, staff, families, and community to help inform decisions
Additional deeper dive study sessions to improve BOE decision making capacity

BSR-5 LL:

Continue to improve Superintendent evaluation process to meet the continuous improvement needs of BOE/Superintendent
Due to late implementation of LPI 360 tool, it felt like second semester was a continuous revisit of the Superintendent Summative Evaluation instead of twice per year per BSR-5

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2024-2025 BSR Next Steps:

Continue to streamline Board-Superintendent roles and responsibilities learning and gather feedback from new Directors while providing relevant refresher for veteran Directors to support quicker proficiency building as an effective governing body:

September 4 2025 Draft Onboarding Handbook
CASB Academies Learning Management System (asynchronous programming)

January 2026 Retreat Planning to support Board-Superintendent Relationship Building to include PG Refresher/Orientation Training per GP-5
Continue to collaborate with staff to develop student and staff linkage plans
Continue to improve Superintendent evaluation process to meet the continuous improvement needs of the BOE/Superintendent