California School Boards Association Governance Consulting Services
California School Boards Association
Governance Consulting Services
Consultant’s Handbook/Workshop Guide
Table of Contents
Chapter 1: Overview of California School Boards Association
Vision: California School Boards Association (CSBA)......
Mission: CSBA
CHAPTER 2: Governance Consulting Services (GCS)
Effective Governance/Good Beginnings Workshops......
Effective Governance/ Good Beginnings Workshop Design......
Governance Consultant Responsibilities......
Facili- teaching......
In the Public Eye - Consultants – not Counsel......
Chapter 3:Workshop Process...... 7
Chapter 4:Pre-Workshop Planning...... 9
Workshop Request and Confirmation...... 9
Confirm the Session with CSBA/GCS staff...... 9
Consultant Preparation - Learn about the District...... 9
Pre Workshop Interviews with All Governance Team Members...... 10
Travel Arrangements...... 10
Finalize Preparation and Logistics...... 10
Workshop Guide/Outline...... 11
ChAPTER 5: The Workshop...... 12
Welcome and Introductions...... 12
ChAPTER 6. Final Report ...... 14
Appendix A: Overview of CSBA’s Effective Governance framework...... 15
Appendix B: Workshop Confirmation Form...... 18
Appendix C: Pre GCS Workshop Interview Questions...... 19
Appendix D: Sample Training Materials Request...... 20
Appendix E: Sample GCS Workshop Report...... 21
Appendix F - Agenda Template Language...... 24
Appendix G – Sample Workshop Discussion Guide...... 25
Chapter 1: Overview of California School Boards Association
Vision: California School Boards Association (CSBA)
The California School Boards Association envisions a state where the public schools are widely recognized as the foundation of a free and democratic society, where local citizen governing boards are fully vested with the means to advance the best interests of students and the public, and where the futures of all children are driven by their aspirations, not bounded by their circumstances.
CSBA Mission
Boards of education are entrusted by their diverse communities to ensure that a high quality education is provided to each student. CSBA promotes success for all students by defining and driving the public education agenda and strengthening school board governance at the district and county levels. To achieve this mission, CSBA will be the leader in providing:
Policy and political leadership on behalf of children and students. CSBA conducts non-partisan research and policy analysis, and advocates aggressively for state and federal policies that are coherent and focused on providing educational opportunities for all students.
Comprehensive support for Governance Teams. CSBA provides training, support, and resources to governing boards and superintendents to maximize their effectiveness in carrying out their critical leadership responsibilities.
Direct Services to Districts and County Offices of Education. CSBA provides high quality fiscal, policy, executive search and other services to school districts and county offices of education to assist them in meeting the needs of their students.
Education to our communities about public schools and school board leadership. CSBA develops and implements communications strategies that increase the public’s understanding about the value of public education and the importance of local school governance.
CHAPTER 2:Governance Consulting Services (GCS)
Effective Governance/Good Beginnings Workshops
California School Boards Association’s provides customized support to school district and county governance teams in strengthening their leadership skills, improving their organizational effectiveness and keeping district efforts focused on learning and achievement for all students. The consulting services are guided by CSBA’s Effective Governance framework - the foundation for CSBA’s board training and consulting programs. (See appendix A). The workshops are conducted as open meetings of the governing board in accordance with the Brown Act.
Workshops are individually tailored for districts of all sizes, ranging from under 100 ADA to over 100,000 ADA. The most common GCS request is for a workshop on effective governance. The request often follows the appointment of a new superintendent or the election of one or more new board members to the district.
Effective Governance/Good Beginnings Workshop Design
The governance service may begin with a six-hour work session that focuses on understanding the importance of an effective board, an overview of effective governance principles, a discussion about how the principles apply to current practices and working relationships, and how the principles can enhance governance team’s effectiveness. The workshop is designed to be interactive and centers on strengthening an organizational culture and developing structures that lead to effective policies and procedures.
In the course of the session discussions may center on the role of the board; effective attributes of individual governance team members; and the “building blocks” for effective board governance.
The building blocks include (see Appendix A)
- Unity of purpose. This is the common focus and super-ordinate goals, values and beliefs that governance team members share about children, public education and the direction of the district.
- The discussion includes questions such as: “What do we want to accomplish as a governance team?” “What do we stand for and believe in?” “What are we proud of about the district?”
- Clarity of roles between the board and the superintendent. How the board and the superintendent work together in their respective roles to maximize each other’s results.
- The discussion will document how the board and superintendent can most effectively support one another.
- Positive culture norms. The development of mutually agreeable written norms about how governance team will work with one another.
- Norms are developed around the specific interests of the team. Examples include “open communication,” “mutual respect and trust,” and “no surprises.”
- Productive operating protocols. The development of mutually agreeable operating procedures for how the governance team conducts its work. Some governance teams record their protocol agreements in a Governance Handbook.
- Protocols can include practices related to interacting with the public at board meetings, introducing new ideas, the role of the board in public, handling community and staff complaints, agenda structure, and board deliberations.
An important question that is answered in this training session is: How does your governance team effectively lead the school district in an environment characterized by changing legislation, local politics, and social pressures.
Governance Consultant Responsibilities
Governance Consultants responsibilities include:
- Conductconfidential interviews with all members of the governance team, plan the workshop and submit a training materials request at least two weeks prior to the workshop.
- Travelto and from the district.
- Facilitate the workshop.
- Follow up reporting to the district.
- Submit all reimbursements to CSBA within 2 weeks of concluding the service.
Facili- teaching
The work has been described as facili-teaching – neither pure training nor pure facilitating. Our work is to design and guide conversations to assist boards to reach mutual understanding on a variety of issues and establish the agreements necessary to govern effectively. Consultants also coach governance teamshow to engage in conversations about critical issues, which requires awareness of differences in individual style and personality.
In the course of discussing and reaching agreement about desired governance practices it is common to discuss the principles and practices of teambuilding, effective communications techniques, trust building, and managing conflicts.
Facilitator Competencies
- Group facilitation skills. Effectively use a wide variety of facilitation tools, techniques and methods.
- Establish an environment that will encourage people to participate.
- Good listening skills.
- Familiarity with the culture, needs, strengths, and challenges that face the governance team.
- Ability to strike the delicate balance between being directive and non-directive, and to know when each stance is needed at different points during the workshop.
- Knowledge of group process
- Intuitive perception, the ability to read the group, ability to sense the group’s mood at any given time and adjust the session accordingly.
- Flexibility in changing methods and sequences as needed. Adapt to the needs of the participants.
- Assist the group through the process of: identifying issues; problem solving; making decisions; defining goals and/or objectives and achieving expectations.
In the Public Eye - Consultants – not Counsel
Most governance consulting workshops take place in open session and are subject to the Brown Act. Workshops rarely qualify for closed session, so the workshops are open to the public. This requires a degree of political sensitivity. The nature of work may uncover legal questions, including the Brown Act, personnel issues and more. Governance consultants should be cautious in speaking to these matters. Consultants may share general understanding of a topic and not provide legal advice. This statement should always be preceded or followed by, “I am not an attorney, and the board should consult with its legal counsel if the board wants an opinion on the matter.” Under no circumstances should governance consultants attempt to interpret law, or to apply the law to a district’s specific circumstance.
Chapter 3: GCS Administrative Process Chart*
- Initial workshop request from a district
(Districts may also contact a consultant directly. – in that case – the consultant fills out the Initial Contact form and transmits it to CSBA.) /
- Complete Initial Contact form
- Fill-in as much information as possible
- Let the district know that a GCS consultant will follow-up within a week.
- Assign consultant
-Geographic location
-At-A-Glance Calendar
-Availability by Date
-Requests for specific consultant
- Send information to consultant
- Confirm the workshop
- Reach agreement with district on level / type of workshop
- Reach agreement with district on workshop date(s) and times
- Send Confirmed Workshop form to GCS in-house staff
GCS in-house staff / Upon receipt of the Confirmed Workshop form:
1. Send to consultant:
-IMIS Report
-District Contact information
2. Send to district/cc consultant:
-Agreement for Services
-Confirmation Letter packet
-Seating Chart
- Report workshop changes to GCS in-house staff
-Strike through old information
-Type new information in red
-Send revised form to SDGS in-house staff
- Schedule pre-workshop interviews/ plan workshop and obtain necessary workshop materials
- Email Superintendent, and Board members a request to schedule preworkshop interviews (c.c. – administrative assistant.
- Plan workshop based on interviews
- Complete Materials Request form and email to GCS in-house staff
GCS in-house staff /
- Prepare workshop materials
- Send materials to GCS consultant or directly to district
- Make travel arrangements
–hotel
–car rental
–airplane, train
- Complete Workshop follow-up notes / Governance Handbook
–Complete workshop follow-up notes / Governance Handbook
–Email copies to the Board President and Superintendent / cc the administrative assistant
–Email copy to GCS in-house staff
- Submit Expense Claim / hour sheets / workshop evaluations
–Include workshop evaluations with expense claim.
- Invoice district for workshop
*Note as of 9/17/15: This process is likely to change due to the implementation of the CRM.
Chapter 4: Pre-workshop Planning
Workshop Request and Confirmation
GCS responds only to requests made by the superintendent, the board president, or the board designee. These requests may be communicated via the superintendent’s executive assistant or the board’s executive assistant. The executive assistant is an important contact. That individual often provides logistical support in setting up the workshop.
Date and time:
- Ask for a range of dates, time preferences, CSBA staff will confirm consultant’s availability before assigning the work.
Meeting Logistics:
- The workshop must be held within the district boundaries.
- The workshop is a public meeting and in compliance with open meeting laws. The meeting must be “posted” in a location where persons with disabilities could attend if necessary.
Confirm the Session with CSBA/GCS staff
As soon as the date is confirmed, send a confirmation to GCS office staff. (See Appendix B)
The consultant will receive:
- A copy of the confirmation letter from GCS staff.
- District information, a current roster with contact information.
Consultant Preparation - Learn about the District
- Review the district website.
- Look for photos and/or bios on the board members and the superintendent.
- Get a general understanding of the size and structure of the district. How many students? How many schools? What kind?
- Check for current news or issues facing the district
- Review district mission, vision, values and district goals/strategic plan; LCAP
An Option: Board Self-Evaluation Tool – An option
CSBA’s Board Self-Evaluation (BSE) online tool may be helpful to the consultant and the board in identifying areas of interest or concern. Offer the option if there is sufficient time and interest. The results are automatically calculated and can be ready as soon as all board members respond.
Pre Workshop Interviews with All Governance Team Members
Prior to the governance work session the consultant will schedule a telephone conversation with each board member and the superintendent. This conversation provides an opportunity for the consultant to gain valuable background information about each member’s current perceptions of board practices and working relationships, and individual expectations for the workshop.
Generally, start with the board president and superintendent.
During the calls, keep the following mind:
- Each person will share his or her personal perspective.
- Ask questions and demonstrate that you understand their perspective.
- Avoid agreement, disagreement, and judgments.
- Plan for about 15-20 minutes per call.
Confidentiality
- When you call, confirm with people that it is a confidential conversation and will not be shared. However, no discussion of closed session information can occur.
- Use common sense and appropriateness when probing for information.
Sample Interview Questions and a matrix for tracking responses to these questions are included in appendix F.
Make travel arrangements as necessary
Consultants pay for travel expenses, and are reimbursed by CSBA. CSBA bills the district for these costs. Consultants are expected to follow CSBA’s travel policies. CSBA does not provide consultants with Association credit cards. CSBA is committed to providing our consultants with timely reimbursement for all appropriate travel claims.
- Airplane or train reservation should be made to minimize costs and this usually means at least 3 weeks advanced notice (for Southwest).
- Hotel reservation
- Rental car reservation
Finalize Preparation and Logistics – Two weeks prior to workshop
Consultant
- Complete customized workshop design and submit materials request to GCS staff. (Appendix D)
- Location and directions to workshop
- Contact District Staff to finalize logistics
- Confirm the agenda language (see appendix C)
- Room layout
- Determine materials/Equipment and supplies needed: flip charts stands (2) and paper; markers, pens and pencils, masking tape, post it notes or stickies for exercises, Any AV equipment you may want (some consultants use overheads, some PowerPoint). Some consultants like to bring their own marker pens and masking tape; others request the district to provide them.
Workshop Guide/Outline
Some consultants use extensive written plans to prepare for district work, others use outlines. This is a question of preference and style. The purpose of the guide is to develop a rough estimate for how long each of the elements of the day will take. Timing is important. With five board members and a superintendent, assuming that each person spoke for just 5 minutes on an issue - any topic could easily last 30 minutes. Choosing what to talk about and what not to talk about is important both in planning and in the actual delivery of the consulting service.
Developing/Customizing Agenda
- The plan should outline the activity / process and estimate the time required for:
- The needs and interests of the participants and the time available will determine the topics that will be explored in the workshop. This is a 6 hr workshop which will consist of the following:
Workshop Overview
- An introduction
- Establish meeting guidelines
- A review of the key workshop objectives based on interviews
- Topic overviews and activities
- Identification and discussion of issues, concerns and challenges
- A conclusion consisting of a review of expectations and completion of the workshop evaluation
Sample workshop agendas are included in appendix G. Additional “workshop plans” can be found at the end of this section.
ChAPTER 5: The Workshop
Arrive at least one hour early. As soon as you arrive:
- Introduce yourself to the executive assistant to the superintendent.
- Check the room configuration, including the arrangement of tables and chairs, access to charts or whiteboards, lighting, access to power, etc.
- Discuss any last minute needs with the superintendent.
- Set up materials and supplies.
- Personally greet board members as they arrive.
- Introduce yourself to members of the public as they arrive.
- Begin the workshop on time. The Board President opens the meeting, asks for public comment and introduces the consultant.
- Prepare in advance notes on chart paper or on whiteboards to expedite the session.
Welcome and Introductions
When working with a group of people for the first time, it is important to spend a few minutes getting to know each other. Establishing any kind of connection, however simple, can create a more relaxed environment for the whole group.