4.2 Board Job Description

Specific job outputs of the Board, as an informed agent of the ownership, are those that ensure appropriate organizational performance.

Accordingly, the Board has direct responsibility to:

1. Create the link between the ownership and the operational organization.

2. Create written governing policies which address the broadest levels of all organizational decisions and situations.

A. Ends: Organizational products, impacts, benefits, outcomes, recipients, and their relative worth or priority (what good for which recipients at what cost).

B. Operating Limitations: Constraints on executive authority which establish the prudence and ethics boundaries within which all executive activity and decisions must take place.

C. Board Relationships: How power is delegated and its proper use monitored; the Superintendent role, authority and accountability.

D. Governance Process: Specification of how the Board conceives, carries out and monitors its own task.

3. Assure successful Superintendent performance through effective hiring, monitoring, and Board adherence to its own policies, and establish his or her compensation.

4. Influence federal, state and local legislation.

5. Decide matters not specifically delegated to the Superintendent, including with limitation: (a) tax rates; (b) borrowing; (c) asset acquisition and disposition when required by Board Policy 2.5 Asset Protection.

6. Confer honorary diplomas.

7. Commit District support to, or commit District resources, monetary or in kind, to join or support litigation initiated between third parties.

8. Establish graduation requirements.

9. Establish magnet and options schools in the District.

10. Transfer, spend, or reallocate the business services’ plant contingency fund for purposes other than maintaining the plant.