Director Russell's Suggestions For Board Evaluations

Policy Type: Governance Process
GP-2-E
BOARD SELF ASSESSMENT
The Board will use the following instrument to evaluate its performance during meetings.
This evaluation will be done on a quarterly basis (March, June, September and December)
and submitted to the board president for tabulation.
Director: _________________________ Date of evaluation: ________________________
I. General Meeting Behavior

Rate the Board’s meeting behavior over the past three months by assigning a numerical rating
using the following scale:
1=Failing 2=Poor 3-Satisfactory 4=Good 5=Commendable
1 2 3 4 5
The Board followed its agendas and did not allow itself to get sidetracked.
The agendas were well planned to focus on the real work of the Board.
The meetings proceeded without interruptions or distractions.
The Board’s deliberations and decision-making processes were public.
Participation was balanced. All participated; no one dominated.
Directors listened attentively, avoiding side conversations.
Work was conducted in an atmosphere of trust and openness.
Meeting participants treated each other with respect and courtesy.
Remarks:
II. Governance Principles Review

Were these principles followed? Mark “Yes” or “No”. For any not followed, please add
remarks.
Yes No N/A
Board actions occur at the policy level rather than at the operational level.
The Board reviews policy about each topic before discussing that issue.
In writing additional policies, the Board starts with a broad statement and
becomes more detailed in a logical and disciplined sequence.
The Board minimizes Board meeting time monitoring past performance.
The Board routinely dedicates time to reviewing/improving its own process.
The Board clarifies priorities/values when considering potential outcomes,
beneficiaries, and costs of outcomes.
The Board follows an annual calendar based on a plan for doing its work.
The Board President helps the Board efficiently conduct its meeting.
The Board spends most of its time deliberating issues, defining and clarifying
its vision, and linking with its community, as opposed to “fixing things.”
The Board supports the Superintendent in any reasonable interpretation of its
Policy.
Board Effectiveness Feedback
Evaluator_________________________________ Date: ______________
1=Failing 2=Poor 3-Satisfactory 4=Good 5=Commendable
In your opinion, did every Director:

1 2 3 4 5
Study the agenda prior to the meeting and clarify questions in advance?
Participate in the meeting, with no one dominating?
Listen attentively as each participant spoke, avoiding side conversations?
Treat each other with respect and courtesy?
Contribute to an atmosphere of trust and openness?
Did Directors focus on Ends instead of Means during presentations and discussions?
Follow the agenda and not get sidetracked?
Was information provided in a manner that made it easily understandable?
Was the agenda well-planned to focus on the work of the Board?
Comments:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Board Self-Assessment
Date: __________________
1 2 3 4 1 = Not at all; 2 = Somewhat; 3 = Good; 4 = Commendable Explain if rated with a 1 or 2

The Board followed its agenda and did not allow itself to get
1)
sidetracked.
2) The meeting setting supported/facilitated Board productivity.
Travel related logistics were well managed and lodging was
3)
clean and comfortable.
The meeting proceeded smoothly without interruptions or
4)
distractions.
The Board’s deliberations and decision-making processes
5) provided adequate and appropriate opportunities for public
input.
6) Participation was balanced. All participated; no one dominated.
7) Members listened attentively, avoiding side conversations.

Presentations and discussion supported the Board engaging in
8) progressive policy dialogue that supports its vision of highest
possible standards for education professionals.
9) Meeting participants treated each other with respect and

courtesy.
Board questions and discussion reflected adequate preparation
10)
on the part of all members.
Board discussion and actions occurred at the policy level rather
11)
than at the operational level.
12) Board members were provided adequate time for discussion

prior to action.
Staff provided appropriate context and background needed to
13)
enable Board discussion and action.
The agenda, presentations and discussion align with and are
14) clearly aimed at achieving progress on the Board’s Goals/Ends
Policies.
Professional Educator Standards Board

1
Board Self-Assessment
1 2 3 4 1 = Not at all; 2 = Somewhat; 3 = Good; 4 = Commendable Explain if rated with a 1 or 2

The agenda focused primarily on discussion and action with
15) informational or procedural items kept to a minimum/placed on
consent agenda.
The Board clarifies priorities/values when considering potential
16)
outcomes, beneficiaries and costs of outcomes.
17) The Board Chair helps the Board efficiently conduct its meeting.
Overall Rating:
1 2 3 4
1 = Poor 2 = Fair 3 = Good 4 = Commendable
18) Mark the number that corresponds with your evaluation of the
meeting.
Additional Remarks:
Professional Educator Standards Board

2
ISSAQUAH SCHOOL DISTRICT
BUSINESS MEETING SELF-EVALUATION FORM
BOARD MEETING DATE ___________________________________
1. Did we stay focused on our Ends?
2. Did we stay focused on the Board’s work?
3. Did we operate within Policy Governance parameters?
4. Are there adjustments we need to make in future meetings to address

issues identified above?
5. What one or two items discussed tonight should be carried forward for
future Ends work?
Prepared by ____________________________________
Zoomerang Page 1 of 9
Board Monitoring of GP-4, GP-5, GP-8, GP-9, GP-10, &

GP-11 (with comments)
With respect to the provisions of Board Policies GP-4, GP-5, GP-8, GP-9, GP-10,
& GP-11, I evaluate the performance of the Board of Directors as follows:
GP-4: Monitoring Board Governance Process and Board-CEO Relationship

Policies - The purpose of monitoring the Board’s Governance Process and
Board-CEO Relationship policies is to determine the degree to which the Board
adheres to and fulfills its own the 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.
1 GP-4: These policies are monitored through Board self-assessment

according to the following frequency: BC/R1 through BC/R5 Frequency:
Annually; GP-1 through GP-11 Frequency: Annually.
In Compliance
In Partial Compliance
Not In Compliance
2 GP-4 Comments:
GP-5: President' s Role - 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:
3 GP-5(1): Monitor Board behavior to ensure that it is consistent with its

own rules and policies and those legitimately imposed upon it from
outside the organization. (a) Conduct and monitor Board meeting
deliberations to ensure that Board discussion is focused on board
issues, as defined in Board policy, (see GP-3); (b) Ensure that Board
meeting deliberations are fair, open, and thorough, but also efficient,
timely, orderly and to the point; (c) Chair Board meetings with all the
commonly accepted power of that position as described in Robert’s
Rules of Order; (d) Conduct timely board meeting debriefings and
periodic self-assessments to ensure process improvement.
In Compliance
Not In Compliance
http://www.zoomerang.com/recipient/survey.zgi?p=WEB22435KXGZGX 4/28/2005
4 GP-5(1) Comments:
5 GP-5(2): Make all interpretive decisions that fall within the topics
covered by Board policies on Governance Process and Board/CEO
Relationship, except where the Board specifically delegates such
authority to others, using any reasonable interpretation of the provisions
in those policies. (a) Refrain from making any interpretive decisions
about policies created by the Board in the Ends and Executive
Limitations policy areas; (b) Refrain from exercising any authority as an
individual to supervise or direct the CEO.
In Compliance
Not in Compliance
6 GP-5(2) Comments:
7 GP-5(3): Assure that all members of the Board are informed about
matters of concern to the full Board.
In Compliance
Not In Compliance
8 GP-5(3) Comments:
9 GP-5(4): Facilitate and summarize the evaluation of the CEO.
In Compliance
Not In Compliance
10 GP-5(4) Comments:
11 GP-5(5): 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.
In Compliance
Not In Compliance
13 GP-5(6): Sign all contracts authorized by the Board.
In Compliance
Not In Compliance
15 GP-5(7): Appoint members of all Board committees.
In Compliance
Not In Compliance
17 GP-5(8): In concert with the CEO, plan proposed board meeting

agendas.
In Compliance
Not In Compliance
19 GP-5(9): With Board concurrence, contact the district attorney regarding

negotiation of the Superintendent’s contract.
In Compliance
Not In Compliance
GP-8: Annual Agenda Planning - To accomplish its stated objectives, the Board
will follow an annual agenda that schedules continuing review, monitoring and
refinement of Ends policies, linkage meetings with community and staff groups,
monitoring of policies, and activities to improve Board performance through
education, enriched input and deliberation.
21 GP-8(1): The planning cycle will end each year in February in order that
administrative decision-making and budgeting for the forthcoming year
can begin and be based upon accomplishing the next one-year
segment of the Board’s most recent statement of long term Ends.
In Compliance
Not In Compliance
23 GP-8(2): The planning cycle will start with the Board’s development of
its annual agenda for the next year, and will include: (a) Scheduled
linkage discussions and consultations with selected groups and persons
whose insights and opinions will be helpful to the Board; (b) Education
discussions on governance matters, including orientation of candidates
and new Board members in the Board’s governance process, and
periodic discussions by the Board about means to improve its own
performance; (c)Education related to Ends policies (e.g. presentations
by futurists, demographers, advocacy groups, staff, etc.); (d) Scheduled
monitoring of all policies.
In Compliance
Not In Compliance
25 GP-8(3): 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.
In Compliance
Not In Compliance
27 GP-8(4): Monitoring of Executive Limitations policies will be included on

the agenda for separate discussion only if CEO reports indicate non-
compliance, if a majority of the Board has questions about CEO
compliance or reasonable interpretation, or if policy content is to be
debated. Otherwise EL monitoring reports will be included in the
consent agenda.
In Compliance
Not In Compliance
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.
29 GP-9(1): Board members will represent the interests of the citizens of

the entire school district. This accountability to the whole district
supercedes: (a) any conflicting loyalty a member may have to other
advocacy or interest groups; (b) loyalty based upon membership on
other boards or staffs; (c)conflicts based upon the personal interest of
any Board member who is also a parent of a student in the district; (d)
conflicts based upon being a relative of an employee of the district; or
In Compliance
Not In Compliance
31 GP-9(2):Board members may not attempt to exercise individual

authority over the organization. (a) Members’ interaction with the CEO
and with staff must recognize the lack of authority vested in individuals
except when explicitly authorized by the Board. (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. (c) Members will not
publicly express individual negative judgments about CEO or staff
performance. Any such judgments of CEO or staff performance will be
made only by the full Board, meeting in executive session.
In Compliance
Not In Compliance
33 GP-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 statutorily authorized executive session.
In Compliance
Not In Compliance
GP-10: 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 financial interest or an issue or
circumstance that could render the member unable to devote complete loyalty
and singleness of purpose to the public interest.
36 GP10(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.
In Compliance
Not In Compliance
38 GP-10(3): The Board shall not enter into any contract with any of its
members or with a firm in which a member has a beneficial interest
unless one of the exemptions of state statute apply.
In Compliance
Not In Compliance
40 GP-10(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: (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 Board member' s friends or immediate family; and (b)accept, directly or
indirectly, any compensation, gratuity or reward in connection with any
contract from any other person beneficially interested, or accept any gift
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.
In Compliance
Not In Compliance
GP-11: 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:
42 GP-11 (a)conversation in a private setting between the offending
member and the Board president or other individual member; (b)

discussion in a private session between the offending member and the
full Board (if permitted by law); (c)public censure of the offending
member of the Board.
In Compliance
Not In Compliance
43 GP-11 Comments:
Board Meeting Evaluation Questions
Director Jeff Russell
December 8, 2010
Have we approached this meeting’s topics at the policy level striving to think
strategically and respecting the distinction between organizational ends and means?
Have we spent time on topics proportionate to the overall goals of the district as set
by the board?
Have we accomplished the agreed upon agenda items thoroughly and efficiently?
Did we have sufficient background information to ensure an informed discussion?
Was each board member given opportunity to speak and were our agreed upon
limits of speech observed?
Did we keep our remarks germane to the topic at hand?
Did we speak with a tone of courtesy and respect, focusing upon issues and not
personalities?

Director Russell's Suggestions For Board Evaluations

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Policy Type: Governance Process

Director: _________________________ Date of evaluation: ________________________

I. General Meeting Behavior

1=Failing 2=Poor 3-Satisfactory 4=Good 5=Commendable

II. Governance Principles Review

Evaluator_________________________________ Date: ______________

1=Failing 2=Poor 3-Satisfactory 4=Good 5=Commendable

In your opinion, did every Director:

Participate in the meeting, with no one dominating?

Listen attentively as each participant spoke, avoiding side conversations?

Treat each other with respect and courtesy?

Contribute to an atmosphere of trust and openness?

Follow the agenda and not get sidetracked?

Was information provided in a manner that made it easily understandable?

Was the agenda well-planned to focus on the work of the Board?

1 2 3 4 1 = Not at all; 2 = Somewhat; 3 = Good; 4 = Commendable Explain if rated with a 1 or 2

7) Members listened attentively, avoiding side conversations.

9) Meeting participants treated each other with respect and

12) Board members were provided adequate time for discussion

Professional Educator Standards Board

1 2 3 4 1 = Not at all; 2 = Somewhat; 3 = Good; 4 = Commendable Explain if rated with a 1 or 2

Professional Educator Standards Board

BOARD MEETING DATE ___________________________________

1. Did we stay focused on our Ends?

2. Did we stay focused on the Board’s work?

3. Did we operate within Policy Governance parameters?

4. Are there adjustments we need to make in future meetings to address

Board Monitoring of GP-4, GP-5, GP-8, GP-9, GP-10, &

GP-4: Monitoring Board Governance Process and Board-CEO Relationship

1 GP-4: These policies are monitored through Board self-assessment

3 GP-5(1): Monitor Board behavior to ensure that it is consistent with its

9 GP-5(4): Facilitate and summarize the evaluation of the CEO.

11 GP-5(5): Represent the Board to outside parties in announcing Board-

13 GP-5(6): Sign all contracts authorized by the Board.

15 GP-5(7): Appoint members of all Board committees.

17 GP-5(8): In concert with the CEO, plan proposed board meeting

19 GP-5(9): With Board concurrence, contact the district attorney regarding

27 GP-8(4): Monitoring of Executive Limitations policies will be included on

29 GP-9(1): Board members will represent the interests of the citizens of

31 GP-9(2):Board members may not attempt to exercise individual

33 GP-9(3): Members shall maintain confidentiality appropriate to sensitive

GP-10: Board Member Conflict of Interest - Board members are expected to

36 GP10(2): A member of the Board shall not also be an employee of the

40 GP-10(4): A Board member is expected to avoid conflict of interest in

42 GP-11 (a)conversation in a private setting between the offending

member and the Board president or other individual member; (b)

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Director: _ Date of evaluation:

Evaluator___________________ Date: