Policy Governance is a leadership model created by Dr. John Carver. It can be used by any governing body or organization -- regardless if it is in the public or private sector.
This model enables the board to focus on the larger issues, to delegate with clarity, to control management's job without meddling, to rigorously evaluate the accomplishment of the organization; and to truly lead its organization.
Policy Governance separates the issue of organizational purpose (Ends) from all other organizational activity (Means). Policy Governance boards demand accomplishment of purpose, enabling the staff to approach and accomplish its mission in a manner they deem fit, as long as it doesn't violate the board's pre-stated standards of prudence and ethics.
The board's own Means are defined in accordance with the roles of the board, its members, the chair and other officers, and any committees the board may need to help it accomplish its job.
To view the actual set of documents that define this process here in Milford and the relationship between the elected Board of Education members and the Milford Public Schools, click on any of the sections below.
The collection of documents known as the Board of Education ENDS POLICIES are the statements that define what our children should know and be able to do as a result of the education they receive in the Milford Public Schools.
There are three Ends Policies. They are:
E-1 defines the skills students are expected to attain upon receiving an education in the Milford Public Schools.
E-2 defines what the various disciplines will offer to students in that specific course of study in the Milford Public Schools.
E-3 defines the character traits and attributes that are expected in students upon receiving an education in the Milford Public Schools.
There are four Board-Staff Linkage documents in place (BSL). These define the connections between the elected Board of Education, as a body, and the Superintendent of Schools.
BSL-1 defines the single link between the BOE and the Milford Public Schools as going through the Superintendent of Schools.
BSL-2 defines the fact that the Board must act as a single unit in its work with the Superintendent. All decisions, requests, and instructions made to the Superintendent are made by, and with the full endorsement of, the Board, not by individuals.
BSL-3 defines how the Board develops or changes policies over time and how the Superintendent may proceed when these changes are made.
BSL-4 discusses the performance evaluation instrument the Board will use to evaluate the Superintendent.
The 18 documents in the Executive Limitations section of Policy Governance focus on the specific way in which the Superintendent must approach his obligations in this leadership role.
Defines the fact that the Superintendent cannot knowingly allow or cause any illegal, unsafe, or imprudent practice to take place in the district.
EL-2 describes the Superintendent's responsibilities and methods used in communicating with parents and guardians of Milford Public School students.
EL-3 talks about the Superintendent's responsibilities in his interactions with staff members, most notably with regard to employment practice.
EL-4 defines the involvement of the Superintendent with regard to benefits and compensation of Milford Public Schools employees.
EL-5 defines the linkage between employee performance and student achievement of the Ends Policies.
EL-6 defines the Superintendent's approach toward producing an annual budget and financial plan.
EL-7 defines the Superintendent's requirement to abide by and communicate all budget-related activity, as dictated by the annual adopted budget.
EL-8 talks about the Superintendent's responsibility to protect and monitor the assets of the district, specifically equipment and funds.
EL-9 addresses the fact that the Superintendent is responsible for ensuring the district's facilities and properties are preserved. Funding for such work must be spent wisely and according to priority.
EL-10 defines the steps that must be taken in the case of a sudden loss of a Superintendent.
This policy details the type and frequency with which the Superintendent must communicate student achievement.
EL-12 defines the relationship between student performance and it's relationship to each individual school's Academic Improvement Plan.
Based on the Board's Ends policies and the requirements of the Academic Improvement Plan, the instructional program needs to flexible in order to meet those requirements. EL-13 defines how revisions are to be made.
This policy defines the manner in which textbooks and other instructional materials are reviewed, replaced and/or updated throughout the district.
This policy defines the process in which the annual school calendar is developed and distributed.
EL-16 addresses the responsibility of the Superintendent with regard to the rights and expectations of all Milford Public School students.
This policy details the frequency and manner in which the Superintendent is expected to communicate with the board.
This policy delineates the process used throughout the district for decision-making. This policy is directly based on the district's ProMS-PO-10, a guiding document of the Process Management System followed by the district.
The 25 documents contained under the Governance Process umbrella primarily deal with how the Board governs itself. These documents speak to its own public engagement protocals, board activity, negotiations, and definitions of roles.
GP-1 speaks to the basic fundamentals of education and Milford's mission toward academic achievement.
GP-2 focuses on the issues they agree to pursue, as an elected body, in the name of public education in Milford.
This document defines the rationale and the methods in which the Board will engage in authentic, two-way dialogue.
GP-4 addresses the fact that items under the Policy Governance umbrella must be flexible and must be able to be revised as the world of education changes. A broad definition of these steps is found in this document.
This policy addresses, specifically, what the Board will handle as a legislative body.
This policy defines the roles and responsibilities of the Board Chair, both as the leader of the elected body, as well as the interaction between the chair and the Superintendent.
In cases where the Board Chair is not available, the Majority Leader serves in this leadership role. This GP details the activity of the Majority Leader, should the Chair be absent.
GP-8 states the collective agreement of the BOE elected officials, relating to protocal and expected conduct while serving on the Board.
GP-9 outlines the circumstances surrounding a Board member's desire to recuse him/herself. Recusal is an option in cases where the Board member may have the potential for a conflict of interest when voting on certain issues.
As is dictated by the Policy Governance model, members agree to speak with a One-Voice Commitment. This means deliberations can take place during discussion on issues, but once a decision is made, the entire board supports that decision, whether or not they were originally in favor of it.
This document details the Committee of the Whole philosophy.
This document defines the development of the meeting schedule and the development of the agendas for each BOE meeting. It also addresses the filing of these meetings with the City Clerk, as required by state statute.
This document discusses the dynamics of the public comment portion of any Board meeting.
This policy details the chain of command in place when a member of the public has a question or an issue that needs to be resolved.
This policy addresses the portal through which communication can be transmitted, whether from the staff to board members or vice versa.
This policy is a restatement of the language found in the City Charter regarding the number of members and length of term for Board of Education members.
This policy discusses the orientation of new board members after an election and the selection of board leadership positions.
This document addresses the situations that require a member to resign.
This document defines how the board appoints a new member to a bona fide vacancy.
This GP details the responsibilities relating to new board member orientation and development.
GP-21 lists each of the policies included under the Policy Governance umbrella and the monitoring frequency/methods that will be followed for their review.
This policy is a detailed discussion about the grievance process, should a conflict be presented to the Board for consideration. Much of this activity is governed by Connecticut General Statute.
This policy defines the role of the Board Chair, the Majority Leader and, if need be, the Minority Leader, for service at the high school graduations.
This policy addresses the steps necessary in the case of a non-renewal of a non-tenured teacher.
This GP defines the role and responsibilities of the Minority Leader.