School Board Policies

The board is committed to the success of all students, and student success will not be predicated nor predetermined by characteristics such as, but not limited to, race, national origin, religion, disability, geographic location, economic circumstances, mobility, native language, sexual orientation, gender identity, or level of proficiency upon entering our schools. The board is committed to safe and welcoming schools for students and staff and to inclusive and accessible meetings for all.

The board, supporting the work of staff, the welfare of students, and the interests of the community, holds itself accountable to the community by ensuring that all action taken is consistent with law and the board’s policies.

The board will focus on governance and will observe the governance policies and the board’s fiduciary
responsibility. The board will cultivate a long-range vision for education through periodic strategic planning and annual goal-setting with the superintendent. The board will set expectations through policy-making, adopting and using an equity lens in decision-making, and monitoring the superintendent’s performance.

In the fulfillment of the charge, the board is committed to rigorous, continual improvement of its capacity to govern effectively. Annually, the board will conduct a review of its ability to govern effectively. 

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-1 Downloads

Download BG-1 Governance Commitment

The Salem-Keizer Public School Board of Directors is committed to the vision: ALL students graduate and are prepared for a successful life. This requires that the School Board attend to the effects of resource allocation, program development, and support systems on ALL students. This equity lens is designed to ensure decisions are made that provide for EACH student’s needs so the District’s vision can be realized.

Our Collective Commitments

• Equity in the Salem Keizer School District will not be confused with equality where all students are treated the same. Equity will be attained when the achievements of our historically underserved students match the outcomes of students in the dominant culture, when underserved groups increase in capacity and power, and when barriers to student success have been mitigated or eliminated.
• This commitment means that student success will not be predicted nor predetermined by characteristics such as, but not limited to, race, national origin, religion, disability, geographic location, economic circumstance, mobility, native language, sexual orientation, gender identity, or level of proficiency upon entering our schools.
• The Board will consider the impact of proposed changes on underserved, diverse, and marginalized individuals and groups. Changes in resource allocation, design, and implementation of policies and programs will be considered in light of equitable outcomes.
• Regular data collection and analysis will reveal the effect of resource allocation, policies, and programs on equitable outcomes.
• The Board will
  • adopt an equity lens to guide decisions that come before the board;
  • annually review the policies of the Board, specifically the executive limitations and results policies, to ensure the work of the Board is focused on equitable outcomes; and
  • ensure that the communities of our students who are not achieving desirable outcomes are included in deliberations as decisions are being considered.

Equity Lens Questions

The Board of Directors will consider the following questions as part of planning and decision-making for new proposals and/or initiatives:

• Does the initiative align with the District mission/vision?
• What data has been used to inform the initiative, and what does the data tell us about our subgroups?
• What subgroups does the decision or initiative affect both positively and negatively?
• How have members of the community been intentionally involved in the decision-making process? What do those people tell us about the proposal that has resulted?
• What are the barriers to more equitable outcomes (e.g. mandates, politics, finances, community expectations, etc.)? How will the barriers that cannot be eliminated be mitigated?
• How does this decision build capacity and power in underserved groups?
• What would it take from the Board for this initiative to be both sustainable and scalable?
• What data would we like collected to inform reflection on the effects of this decision?

The Board of Directors will interact with the following questions as part of implementation reports and initiative monitoring:

• Have there been unintended consequences affecting equity because of this decision, and how have those unintended consequences been mitigated?
• What does the data tell us about the success of our subgroups due to this decision?

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-2 Downloads

• Download BG-2 Equity Lens
• Download Equity Lens flyer in English
• Download Equity Lens flyer in Spanish

The board represents the community and oversees the superintendent’s work by determining and demanding appropriate and excellent district performance.

Each board member shall reside in the zone from which they are elected but shall be elected at large. The board shall adjust the boundaries of the zones, as necessary, to apportion population so that the zones are as nearly equal in population as is feasible according to the latest federal census data.

The board will operate within all legal requirements and is legally responsible for the following:

1. Hiring and evaluating the superintendent
2. Appointing community members to the budget committee and adopting the annual budget
3. Ratifying collective bargaining agreements

To distinguish the board’s own unique job from the jobs of the superintendent and staff, the board will concentrate its efforts on the following:

1. Advocating on behalf of the school district, students, and the constituency it serves in the boardroom, with the legislature, and within the community.
2. Engaging with students, staff, parents, and community members through receiving feedback and comments that may help guide decisions facing the board.
3. Providing opportunities for public input on board policies.
4. Developing written governing policies that, at the broadest levels, address the following:
   1. Results: Organizational impacts, benefits, and end results for specified recipients and their relative worth (the result desired, for whom, and at what cost)
   2. Executive Limitations: Constraints on executive authority that establish the practical, ethical, and legal boundaries within which all staff activity and decision-making will take place and be monitored
   3. Governance Process: How the board carries out and monitors its own work
   4. Board-Staff Linkages: How authority is delegated, and its proper use monitored; the superintendent’s role, authority, and accountability
5. Providing ongoing monitoring of board policies.
6. Ensuring board performance through annual review of board policies and goals.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-3 Downloads

Download BG-3 Board Job Description

The board and its members will act with integrity, committing themselves to ethical, professional, and lawful conduct, including proper use of authority and appropriate decorum when acting as board members.

Board members must have loyalty to the students, families, and community in Salem-Keizer School District and not be conflicted by loyalties to staff, other organizations, or any personal interest as a parent or guardian of a student. The board commits that the interest of students will come first, and the board will honor its trustee role in representing the needs of students and their families using equitable practices in governance.

Board members must avoid conflict of interest with respect to their fiduciary responsibility:

1. There will be no self-dealing or business by a board member with the school district. Board members will annually, by August 31 of each year, disclose their involvements with other organizations, vendors, or any associations that might be, or might reasonably be seen as, a conflict of interest (form on file).
2. Board members will not use their board position to obtain employment in the school district for themselves, family members, or close associates. Should a board member apply for employment, they must first resign from the board.

Board members may not attempt to exercise individual authority over the school district:

1. Board members’ interaction with the superintendent or with staff must recognize they individually cannot direct the work of staff or the superintendent. The board employs one person, the superintendent.
2. Board members’ interaction with 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.
3. Board members acting in the capacity of a liaison of the board, as assigned by the board chair, must recognize their role as a facilitator of information between the organization and the board as well as their inability to speak for the board.
4. Except for participation in board deliberation about whether reasonable interpretation of board policy has been achieved by the superintendent, board members will not express individual judgments of performance of employees of the superintendent.

Board members will respect confidentiality appropriate to issues of a sensitive nature.

Board members will be properly prepared for board meetings and will discharge the duties of the office as prescribed by statute.

Board members acknowledge their responsibility as mandatory reporters of child abuse and will educate themselves on requirements through district trainings and/or other means.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-4 Downloads

Download BG-4 Board Member Code of Conduct

Board members are expected to avoid conflicts of interest involving any matter pending before the board and comply with Oregon Government Ethics Law in ORS Chapter 244 regarding an actual conflict of interest or potential conflict of interest.

Per ORS 244.040(1):

A public official may not use or attempt to use official position or office to obtain financial gain or avoidance of financial detriment for the public official, a relative or member of the household of the public official, or any business with which the public official or a relative or member of the household of the public official is associated, if the financial gain or avoidance of financial detriment would not otherwise be available but for the public official’s holding of the official position or office.

Per ORS 244.020:

Actual conflict of interest means any action or any decision or recommendation by a person acting in a capacity as a public official, the effect of which would be to the private pecuniary benefit or detriment of the person or the person’s relative or any business with which the person or a relative of the person is associated unless the pecuniary benefit or detriment arises out of circumstances described below.

Potential conflict of interest means any action or any decision or recommendation by a person acting in a capacity as a public official, the effect of which could be to the private pecuniary benefit or detriment of the person or the person’s relative, or a business with which the person or the person’s relative is associated, unless the pecuniary benefit or detriment arises out of the following:

1. An interest or membership in a particular business, industry, occupation, or other class required by law as a prerequisite to the holding by the person of the office or position.
2. Any action in the person’s official capacity which would affect to the same degree a class consisting of all inhabitants of the state, or a smaller class consisting of an industry, occupation, or other group including one of which or in which the person, or the person’s relative or business with which the person or the person’s relative is associated, is a member or is engaged.
3. Membership in or membership on the board of directors of a nonprofit corporation that is taxexempt under section 501(c) of the Internal Revenue Code.

Accordingly, per ORS 244.120:

1. The board member must state whether they have a potential or an actual conflict of interest and describe the nature of the conflict for the record.
2. If it is a potential conflict of interest the board member can discuss, debate, and vote after announcing the potential conflict.
3. If it is an actual conflict of interest, the board member must not discuss, debate, or vote on the issue except if the rare circumstance described below exists:
   1. If all members of the governing body are present and the number of members who must refrain due to actual conflicts of interest make it impossible for the governing body to take official action, the public official with an actual conflict of interest may vote [ORS 244.120(2)(b)(B)]. The public official must still make the required announcement and refrain from any discussion. This provision does not apply in situations where there are insufficient votes because of a member’s absence when the governing body is convened.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-5 Downloads

Download BG-5 Board Member Conflict of Interest

The board and its members are committed to faithful compliance with the provisions of the board’s policies. In the event of a board member’s violation of policy, the board will seek remedy by the following process:

1. A conversation in a private setting between the offending member and the board chair or other individual member(s).
2. A discussion in a public meeting between the offending board member and the full board.
3. A public censure of the offending board member.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-6 Downloads

Download BG-6 Process for Addressing Board Member Violations 

The board will govern first and foremost with an emphasis on positive outcomes for students:

1. Encourage diversity in viewpoints and create an environment which encourages the sharing of diverse viewpoints during board discussions.
2. Conduct the work of the board with care and respect.
3. Assume positive intent of both each other and district staff.
4. Foster an environment where matters before the board can be discussed openly and collaboratively.
5. Focus on strategic leadership rather than administrative detail.
6. Observe clear distinction between board and superintendent roles.
7. Make collective rather than individual decisions and respect the decision-making process by owning the collective decisions of the board.
8. Exhibit future orientation rather than past or present and govern proactively rather than reactively

Accordingly, the board will maintain the following practices:

1. The board will cultivate a sense of group responsibility. The board, not the superintendent or staff, will be responsible for excellence in governing. The board will use the expertise of individual board members to enhance the performance of the board as a body but will not substitute individual judgments and opinions for the board’s collective values.
2. Board members will be professional and collaborative and will adhere to the following:
   1. Focus on issues rather than personalities.
   2. Strive to assume positive intent and actively cultivate an environment where matters before the board can be discussed openly and collaboratively addressed.
   3. Meet informally with one another should a misunderstanding or problem arise and strive for ongoing communication with each other.
   4. Respect decisions of the full board, even if casting a dissenting vote. Once decisions have been made, respect the decisions of the majority both in the boardroom and in the community.
   5. Exercise honesty in all written and interpersonal interaction, never intentionally misleading or misinforming each other.
   6. Criticize privately, praise publicly.
   7. Make every reasonable effort to protect the integrity and promote the positive image of the district and one another.
   8. Never embarrass each other or the district.
   9. Use work sessions to allow board members to learn about and discuss important topics, including data from the Results policy.
   10. Be mindful that individual board members are viewed in the public eye as representing the board but that no individual board member has the authority to speak for the board, except for the chair.
   11. Ask questions prior to meetings and come prepared to fully participate.
3. The board will hold itself accountable for governing with excellence. This self-discipline will apply to the following:
   1. Attendance
   2. Preparation for meetings
   3. Adherence to policymaking principles
   4. Respect of roles
   5. Ensuring effective governance capability into the future
4. To ensure the board’s business meetings are conducted with maximum effectiveness and efficiency, and to facilitate decision-making, board members will maintain the following practices:
   1. Follow Robert’s Rules of Order for Small Meetings, Revised
   2. Speak only when recognized during meetings.
   3. Not interrupt each other during meetings.
   4. Not engage in side conversations during meetings.
   5. Ask questions for clarification.
   6. Listen for content and understanding.
   7. Ensure all voices of board members and student advisors are heard.
   8. During discussion adhere to no more than two minutes per person with two opportunities to speak.
   9. Not repeat what has already been said during meetings.
   10. Call the question when discussion is repetitive.
   11. Support the board chair’s efforts to facilitate an orderly meeting.
   12. Communicate questions and concerns to the chair and superintendent ahead of a meeting to avoid surprises.
   13. Ensure that all board members’ voices are heard.
5. To ensure effective communication, the board will:
   1. Recognize the role of the chair to speak for and about the board to the press and public groups
   2. Allow the chair to respond to email sent to the entire board.
   3. Expect that board leadership will keep the board apprised of the logistical matters about meetings and upcoming topics.
   4. Direct information requests that will take a significant amount of staff time to the chair. Concerns regarding students or an issue within the district should be forwarded to the superintendent so that the appropriate person may respond.
   5. Retain their rights as individual board directors to speak and communicate in their individual capacity as elected board directors to their constituents and exercise their constitutional free speech and other rights, including the right to dissent and debate while voting. Though board members may respond individually to constituents, they may not speak on behalf of the board.
6. The board will direct, control, and inspire the district through the careful establishment of written policies reflecting the board’s values and perspectives. The board’s major policy focus will be on the intended long-term benefits for students, not on the administrative or programmatic means of attaining those benefits. Accordingly, members will not engage in the following:
   1. Assume responsibility for resolving operational problems or complaints
   2. Give personal direction to any part of the operational organization
7. To ensure continued improvement, continual board development will include orientation of new board members in July about the governance process, and periodic discussion and evaluation of the board’s processes.
8. The board will allow no officer, individual, or committee of the board to hinder or be an excuse for not fulfilling its commitments.
9. The board will monitor its processes and performance on an annual basis.
10. By majority vote of board members, the board may revise or amend its policies at any time. However, normally a proposed policy revision will be discussed at one session of a board meeting prior to being approved at a subsequent board meeting.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-7 Downloads

Download BG-7 Governing Style

The purpose of monitoring the Board Governance and Board-Staff Linkages policies is to determine the degree to which the policies are fulfilled. Monitoring will be as automatic as possible, using the board’s time effectively so that meetings can be used to create the future rather than to review the past.

Any immediate concern regarding the board or a board member not adhering to Board Governance and Board-Staff Linkages policies should be brought to the attention of either the board chair or vice chair as soon as possible.

In addition, annually, as an agenda item during the board’s summer planning meeting, which is normally held in July or August, the board chair will facilitate a conversation among board members to determine if the board’s performance during the previous year was in compliance with the following policies:

Board Governance Policies:

• BG – 1 Governance Commitment
• BG – 2 Equity Lens
• BG – 3 Board Job Description
• BG – 4 Board Member Code of Conduct
• BG – 5 Board Member Conflict of Interest
• BG – 6 Process for Addressing Board Member Violations
• BG – 7 Governing Style
• BG – 8 Monitoring Governance Process and Board-Staff Linkages policies
• BG – 9 Board Chair’s Role
• BG – 10 Agenda Planning
• BG – 11 Board Operations
• BG – 12 Budget Committee Governance
• BG – 13 Tax Exemption Concurrence for Nonprofit Low-Income Family Housing Providers

Board-Staff Linkages Policies:

• BSL 1 – Global Governance – Management Connection
• BSL 2 – Delegation to the Superintendent
• BSL 3 – Monitoring Superintendent Performance

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-8 Downloads

Download BG-8 Process for Addressing Board Member ViolationsProcess for Addressing Board Member Violations

The board chair ensures the integrity of the board’s processes and normally serves as the board’s official spokesperson. Accordingly, the board chair has the following authority and duties:

1. Develop agendas for board meetings in coordination with the board vice chairs and superintendent and in accordance with BG-10.
2. In coordination with the vice chairs, keep board members apprised of agenda topics and emergent issues.
3. 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:
   1. Conduct and monitor board meeting deliberations to ensure that only board issues, as defined in board policy, are discussed.
   2. Ensure that board meeting deliberations are fair, open, and thorough, but also efficient, timely, orderly, and to the point.
   3. Chair board meetings with all the commonly accepted power of that position as described in Robert’s Rules of Order for Small Meetings, Revised and in accordance with law.
   4. Oversee the process for addressing board member violations as outlined in BG-6. 4.
4. Make all interpretive decisions that fall within the topics covered by board policies on governance process and board/superintendent relationship, except where the board specifically delegates such authority to others, using any reasonable interpretation of the provisions in those policies. However, the board chair will refrain from the following:
   1. Making any interpretive decisions about policies created by the board in the Results and Executive Limitations policy areas.
   2. Exercising any authority as an individual to supervise or direct the superintendent.
5. Represent the board to outside parties including the press in announcing board-stated positions and in stating decisions and interpretations within the areas assigned to the board chair, delegating this authority to other board members when appropriate, but remaining accountable for its use.
6. Participate in the orientation of new board members.
7. Coordinate the evaluation process for the superintendent.
8. Sign all contracts authorized by the board.
9. In conjunction with the board vice chairs, appoint committee members to standing and ad hoc committees and initiate ad hoc committees to accomplish specific tasks.
10. In the absence or inability of the board chair, the board 1st vice chair shall have all of the powers and duties of the board chair. In the absence of the 1st vice chair, the 2nd vice chair shall have all the powers and duties of the 1st vice chair. In the absence of both the chair and 1st vice chair, the 2nd vice chair shall have all the powers and duties of the board chair. In the absence of all three officers, the superintendent will designate a board chair until a temporary presiding officer is elected.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-9 Downloads

Download BG-9 Board Chair’s Role

To accomplish its stated objectives, the board will follow an annual agenda, which includes continuing review, monitoring, and refinement of Results policies, interactions with various stakeholder groups, monitoring of policies, and activities to improve board performance through education and enriched input and deliberation.

1. The planning cycle will begin each year in July in order that administrative decision-making and budgeting can be based on accomplishing the board’s Results policies.
2. The planning cycle will start with the board leadership, with input from board members, developing an agenda for the year that may include the following:
   1. Scheduled linkage discussions and consultations with selected groups and persons whose opinions will be helpful to the board
   2. Discussions on governance matters, including orientation of new board members in the board’s governance process and periodic discussions by the board about means to improve its own process
   3. Information related the impact of legislative changes and/or suggested revisions to the board’s Results policies
   4. Scheduled review and discussion of the district’s progress toward achieving the Results policies and the strategies used to achieve them
3. Throughout the year, the board will attend to consent agenda items as expeditiously as possible. An item may be removed for discussion by request of a board member. An item so removed will generally follow other business. However, the board chair may permit discussion and disposition of the item if it appears it can be handled expeditiously.
4. Monitoring of Executive Limitations policies will include the superintendent providing a written assessment of compliance at a regular business meeting of the board. The board will have an opportunity to ask questions and discuss the report for clarification of content.
5. In conjunction with the board chair, board 1 st vice chair, and a third board member (this position will rotate between the remaining members, including the 2 nd vice chair as a rotating member), the superintendent will organize the agenda for board meetings. If the board chair or 1st vice chair would be absent for agenda planning, the 2nd vice chair would fill that role, with another board member added as the third rotating member.
   1. Any board member can request an agenda item through the board chair. If the request is denied, the item can be placed on the agenda through a request by three board members.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-10 Downloads

Download BG-10 Agenda Planning

To accomplish its stated objectives, the board will govern in a consistent and efficient manner. Accordingly, at the first meeting held after July 1 of each year, and following, the board shall maintain the following practices:

1. Organize by electing a board chair and board vice chair.
   1. No member shall serve as board chair for more than two years in succession.
   2. For the remainder of the 2021-22 school year, elected board leadership will appoint a board member to serve as 2nd vice chair, who will serve in the work of board leadership.
   3. Beginning with the 2022-23 school year, the board will elect a 2nd vice chair, following election of the board chair and 1st vice chair.
   4. The 1st vice chair and 2nd vice chair may assume the duties of the board chair, and the 2nd vice chair may assume the duties of the 1st vice chair, as needed and in accordance with BG-9 Board Chair’s Role.
2. Name an attorney for the school district whose primary function will be to provide direct, professional legal counsel and advice to the superintendent, staff, and the board on district matters.
3. Establish an annual meeting schedule:
   1. The schedule may be changed with proper notice.
   2. Special meetings may be held on the request of the board chair, or by mutual consent of the board members, or may be called by three members of the board serving written 24-hour notice on the other members, and the superintendent. Special meetings must be scheduled at least 24 hours in advance to allow for notification to the public and media.
   3. Emergency meetings may be held upon less than 24-hour notice as is appropriate to the circumstances and in accordance with Oregon Revised Statute. The minutes of such a meeting shall describe the justification for providing less than 24-hour notice to the public and the media.
   4. Hold all board meetings within the geographic boundaries of the district.
   5. Open all board meetings to the public and act on district business in an open meeting except as provided in Oregon Revised Statutes. Promote a safe, welcoming, inclusive, and accessible meeting environment by observing procedures outlined in Exhibit A – Meeting Behavior Management.
   6. Allow for public comment at regular business meetings and at special meetings as needed. Establish proceduresfor public comment, with accessible instructions so the public is aware how to participate. Promote opportunity for public input and feedback to the board by observing procedures outlined in Exhibit B – Public Comment Process.
   7. Vote on motions using “yeas” or “nays” and record the result of the vote.
   8. Adhere to a majority vote requirement, which requires affirmative votes by a majority of the membership of the board (4 out of 7) be required to pass any motion before the board.
   9. Allow for one presentation prior to voting on action items, except for emergency or routine items. This requirement may be waived at the discretion of board leadership.
   10. Conduct a regular board meeting only if a majority of the board members are present (quorum).
   11. Appoint and maintain a seven-member electors’ budget committee as required by Oregon Revised Statute and utilize the majority vote requirement, which requires affirmative votes by a majority of the committee (8 out of 14) to pass any motion before the budget committee.
   12. Annually, appoint a student advisor to the board as a non-voting member. The board may choose to appoint an additional student advisor, which may be determined by the number and qualification of candidates, anticipated need, or other pertinent criteria. The student(s) must have one year of experience on the district-led student equity committee/student advisory committee. To provide a respectful and positive student experience, the board will interview student candidates during one board meeting and take action to appoint the student advisor(s) during a subsequent board meeting. All student candidates must complete an application and participate in the interview conducted in the public meeting.
   13. Designate the superintendent as the district school clerk.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-11 Downloads

Download BG-11 Board Operations

The budget committee is a 14-member advisory group established by Oregon statute (ORS 294), which consists of the members of the school board and an equal number of eligible volunteer electors, as defined by ORS 247.002, appointed by the school board. As of July 1, 2022, a school district’s budget committee must include at least one member of the district’s educational equity advisory committee (District Equity Advisory Committee), per ORS 328.542(2).

The budget committee’s role is to receive the proposed budget from the superintendent, provide the public with an opportunity to comment on the budget, and determine the reasonableness of the proposed budget in meeting the priorities and goals of the district as set by the school board. The budget committee’s responsibility is review of the budget document; whereas it is the school board that is responsible for policy and direction of the district.

Upon completion of the review and deliberations, the budget committee will approve the budget either as proposed or revised and formally set the tax rate. The budget then moves forward to the school board, which makes the final decision resulting in adoption.

To accomplish its stated objectives, the budget committee will maintain the following practices:

1. Govern in a consistent and efficient manner:
   1. Organize by electing a committee chair and committee vice chair. No member shall serve as committee chair for more than two years in succession.
   2. Open all budget committee meetings to the public and hold all meetings within the geographic boundaries of the district. The expectations and guidelines for public meeting behavior management will be parallel to those outlined in Board Governance Policy (BG) 11, Exhibit A.
   3. Conduct a regular budget committee meeting only if a majority of the members are present (quorum).
   4. Designate time for public comment. The expectations and guidelines for public comment will be parallel to those outlined in Board Governance Policy (BG) 11, Exhibit B.
   5. Vote on motions using “yeas” or “nays” and record the result of the vote.
   6. Utilize the majority vote requirement, which requires affirmative votes by a majority of the committee (8 out of 14) to pass any motion before the committee.
2. Adhere to local budget law waiting until the superintendent’s budget message and the proposed budget is presented in a public meeting before discussing issues such as:
   1. Specific estimates of revenue
   2. Expenditures or appropriation amounts associated with any fund, object classification, program, line item, resource, or requirement
   3. Whether to impose any specific tax levy, or the amount of any levy
3. Ensure that budget committee meetings are conducted with maximum effectiveness and efficiency. Accordingly, committee members will:
   1. Attend and be prepared for meetings
   2. Support the committee chair’s efforts to facilitate an orderly meeting
   3. Focus on issues rather than personalities
   4. Speak only when recognized during meetings 
   5. Not interrupt each other during meetings
   6. Not engage in side conversations during meetings
   7. Ask questions for clarification
   8. Listen for content and understanding
   9. Not repeat what has already been said during meetings
   10. Communicate in a timely manner to avoid surprises
   11. Ensure that all members’ voices are heard
   12. Exercise honesty in all written and interpersonal interaction, never intentionally misleading or misinforming each other
   13. Make every reasonable effort to protect the integrity and promote the positive image of the district and one another
   14. Respect decisions of the full committee

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-12 Downloads

Download BG-12 Budget Committee Job Description

This board policy provides an avenue for nonprofit low-income family housing providers to request concurrence of property tax exemptions in response to a nonprofit corporation low-income housing tax exemption authorized by ORS 307.540 to 307.548 and approved by the City of Salem, City of Keizer, Marion County, or Polk County, which may lower costs for certain low-income housing providers and supports an identified need for low-income family housing in the Salem-Keizer community.

The Salem-Keizer School Board will consider concurring with property tax exemptions for nonprofit low-income family housing providers that are approved by the municipal/county governments within the school district’s boundaries: City of Salem, City of Keizer, Marion County, and Polk County. The process for making a request is as follows:

1. The nonprofit low-income housing provider shall submit a request for concurrence of property tax exemption in writing to the Superintendent, including evidence (e.g., approved application, official meeting minutes, or other formal notification), that the appropriate municipal/county government has approved the request. The requestor must identify how many units will be offered to serve families and demonstrate that notification has been made to all other taxing jurisdictions.
2. Upon receipt of the request for concurrence of property tax exemption, the school board will place the item as a first reading on an upcoming regular board business meeting that is determined to be within a reasonable timeframe to allow for proper notifications and collection of documentation. The item may be placed as a second reading and/or action item on the agenda of a future regular board business meeting as the board determines necessary.
3. Upon receipt of the request, the district will notify all other taxing jurisdictions of the board meeting date and time at which the request is being considered.
4. Upon approval of the request, the concurrence for tax exemption will be valid for as long as the granting authority continues to renew the exemption. Each extension will be dependent upon the municipal/county government’s certification/verification process as contained in ordinance or resolution. Annually, by December 15 of each year, the chief operations officer will confirm that the granting authority has extended the exemption.

It is the responsibility of the requestor to work within the district’s parameters and follow the process in a manner that allows the requestor to meet its own deadlines.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BG-13 Downloads

Download BG-13 Tax Exemption Concurrence for Nonprofit Low-Income Family Housing Providers

The Board’s connection to the operational organization of the school district is the Superintendent.

The Superintendent is the Board’s only link to the operational achievement and conduct of the school district. All authority and accountability of staff, as far as the Board is concerned, is considered to be the authority and accountability of the Superintendent.

Accordingly:

1. The Board will never give instructions or exert undue influence on persons who report directly or indirectly to the Superintendent and the board will refrain from evaluating any staff other than the Superintendent.
2. The Board will view successful Superintendent performance as identical to organizational performance so that organizational accomplishments of the Board’s Results polices and compliance with the Board’s Executive Limitations policies will be viewed as successful Superintendent performance.
3. Requests that are not related to Board member responsibilities; requests that would divert the work of district staff; or requests that have questionable value will be referred to Board Leadership for consideration. All answered requests will be shared with the entire School Board.
4. In the absence of the Superintendent, Board members will connect through the Assistant Superintendent or other individuals identified by the Superintendent.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BSL-1 Download

Download BSL-1 Global Governance – Management Connection

The Board will instruct the Superintendent through written policies which prescribe the organizational results to be achieved and describe organizational situations and actions to be avoided, and will allow the Superintendent to use any reasonable interpretation of those policies.

Accordingly:

1. The Board will develop Results policies which instruct the superintendent to achieve defined results within the adopted budget. The Results policies will be developed systematically from the broadest, most general level to more defined levels.
2. The Board will develop Executive Limitation policies that limit the latitude the superintendent may exercise in choosing the organizational means. These policies will be developed systematically from the broadest, most general level to more defined levels.
3. As long as the superintendent operates within the Board’s Results and Executive Limitations policies, the superintendent is authorized to take all actions he/she deems appropriate to achieve the Board’s Results policies.
4. The Board has the ability to change its Results and Executive Limitations policies, thereby shifting the boundary between Board and superintendent domains as well as changing the latitude of choice given to the superintendent. However, until policy changes are formally adopted, the Board will respect and support any reasonable interpretation of the policies used by the superintendent in his/her decision making.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BSL-2 Downloads

Download BSL-2 Delegation to the Superintendent

The Board will view Superintendent performance as being identical to organizational performance. Superintendent job performance will be monitored systematically against Superintendent job expectations which are defined as:

• reasonable progress toward organizational accomplishment of the Board’s Results policies, and
• organizational operation within the boundaries established in the Board’s Executive Limitations policies.

Accordingly:

1. Monitoring determines the degree to which Board policies are being met. Information not formally presented as monitoring data and that does not contribute directly to this purpose is not considered monitoring data.
2. The Board will acquire monitoring data on Results and Executive Limitations policies by one or more of three methods:
   1. By internal report, in which the Superintendent discloses information and certifies compliance to the Board;
   2. By external report, in which an external, disinterested third party selected by the Board assesses compliance with Board policies;
   3. By direct Board inspection, in which the whole Board formally assesses compliance with the appropriate policy criteria.
3. The consistent standard for compliance for Executive Limitations policies shall be whether the Superintendent has reasonably interpreted and acted within the scope of the Board policy being monitored. For Results policies, the standard shall be whether the Superintendent has reasonably interpreted and whether reasonable progress is being made toward achieving the Board’s described results. The Board will make the final determination as to whether Superintendent interpretation is reasonable, whether the Superintendent is in compliance and whether reasonable progress is being made.
4. All policies that instruct the Superintendent will be monitored on schedule and by a method chosen by the Board. The Board may monitor any policy at any time by any method, but as a rule will depend upon the following schedule and method:
5. Executive Limitations Policies will be monitored annually through an internal report presented by the Superintendent at a School Board meeting. The schedule is as follows:

   Executive Limitations Policies – Date

   EL-1 Global Executive Constraint – July
   EL-2 Emergency Superintendent Succession – August
   EL-3 Relationships with of Students, Parents, and Citizens – September
   EL-4 Relationships with of Staff – October
   EL-5 Staff Compensation and Professional Development – November
   EL-6 Staff Evaluation – December
   EL-7 Budgeting/Financial Planning – January
   EL-8 Financial Administration – February
   EL-9 Asset Protection – March
   EL-10 Academic Program – April
   EL-11 Textbook and Instructional Materials – May
   EL-12 Legally Required Policies – June

   1. School Board may request specific evidence or data related to an Executive Limitation report but shall do so in a timely manner with respect to the schedule.
   2. The Superintendent will notify the School Board of any material change to an Executive Limitation report that occurred after the report was submitted to the Board by submitting an updated report at the next regularly scheduled Board meetings or at a time set by Board Leadership.

6. Evaluation of the Superintendent: the Board will conduct a formal summative evaluation of the Superintendent as per the timelines outlined in the Superintendent’s contract.
   1. The summative evaluation will be based upon data collected during the year from the monitoring of Board policies on Results and Executive Limitations.
   2. A written evaluation document will be prepared by the Board and will include:
      1. A summary of the data derived during the year from monitoring the Board’s policies on Results and Executive Limitations.
      2. Conclusions based upon the Board’s prior action during the year relative to whether the goals outlined in the Results policy has been achieved or whether reasonable progress has-been made toward its achievement;
      3. Conclusions based upon the Board’s prior action during the year relative to whether the Superintendent has reasonably interpreted and operated properly within the boundaries established by the Executive Limitations policies;
      4. A summary of the Superintendent’s strengths and weaknesses relative to achievement of the Results policies and operation within the boundaries established in the Executive Limitations policies.
   3. As the summative evaluation process described above is based on the prior year’s evidence and actions, an incoming Superintendent would not have impacted those results, therefore, Board Leadership shall have the discretion to develop an evaluation relevant to the first year of service of an incoming superintendent.

Nothing in this policy is intended to imply the establishment of any personal rights not explicitly established by statute, contract or Board policy. All employment decisions related to the Superintendent remain the sole discretion of the Board.

Monitoring Method

Board Self-assessment

Monitoring Frequency

Annually

BSL-3 Downloads

Download BSL-3 Monitoring Superintendent Performance

The Superintendent shall not knowingly cause, or fail to take timely and appropriate action to correct practice, activity, decision or organizational condition, which is unlawful, unethical, unsafe, disrespectful, imprudent, or in violation of commonly accepted business and professional ethic and practices, and Board policy.

Accordingly, the superintendent shall not:

1. Fail to set expectations around accepted business and professional ethics.
2. Fail to establish and maintain policies and procedures to ensure organizational compliance with applicable federal and state laws.
3. Fail to implement a reasonable process to address employee actions that do not meet expectations or adhere to legal requirements or District policies or procedures.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-1 Download

Download EL-1 Global Executive Constraint

In order to protect the Board and the School District in the event of sudden and unexpected loss of Superintendent services, the Superintendent shall not fail to assure that at least one other executive staff member is familiar with Board and Superintendent issues and processes and is capable of assuming Superintendent responsibilities on an emergency basis, should the need arise.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-2 Download

Download EL-2 Emergency Superintendent Succession

The Superintendent shall not knowingly cause, or fail to take timely and appropriate action to correct practice, activity, decision or organizational condition, which is unlawful, unethical, unsafe, disrespectful, imprudent, or in violation of commonly accepted business and professional ethic and practices, and Board policy.

Accordingly, the superintendent shall not:

1. Fail to set expectations around accepted business and professional ethics.
2. Fail to establish and maintain policies and procedures to ensure organizational compliance with applicable federal and state laws.
3. Fail to implement a reasonable process to address employee actions that do not meet expectations or adhere to legal requirements or District policies or procedures.
4. Use methods of managing information that fail to protect confidential information.
5. Fail to provide an opportunity or process for complaints that is free of barriers and accessible to all.
6. Fail to establish policies and procedures to ensure organizational compliance with all federal and state laws, including those dealing with ethnic, gender, disability, religious and age discrimination.
7. Fail to maintain an organizational culture that treats all stakeholders with respect, dignity and courtesy and that includes:
   1. Open, honest, accessible, and effective communication in all written and interpersonal interaction.
   2. Respect for others and their opinions, including those from non-dominant cultural communities.
   3. Focus on common organizational goals as expressed in Board Results policies.
8. Fail to appropriately involve stakeholders in an advisory capacity in important issues, which impact them directly.
9. Fail to provide timely notice to parents and students about decisions that affect them, especially program changes, school assignments and calendars.
10. Fail to take reasonable steps to inform stakeholders of these policies that affect them. 11. Fail to involve stakeholders when key policies are developed.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-3 Download

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With respect to relationships with staff and volunteers, the Superintendent shall not cause or allow conditions, procedures, actions or decisions which are unlawful, unethical, inequitable, unsafe, disrespectful, disruptive, undignified or in violation of Board policy.

Accordingly, the Superintendent shall not:

1. Fail to set expectations around accepted business and professional ethics.
2. Fail to establish expectations to ensure an organizational culture that conforms with the following values:
   1. Open, honest and effective communication in all written and interpersonal interactions.
   2. Respect for others and their opinions.
   3. Focus on common organizational goals as expressed in Results policies established by the Board.
   4. Appropriate confidentiality.
   5. Commitment to the integrity and the positive image of the district, its leaders and staff.
3. Fail to establish and maintain policies and procedures to ensure organizational compliance with applicable federal and state laws.
4. Fail to implement a reasonable process to address employee actions that do not meet expectations, or adhere to legal requirements or District policies or procedures.
5. Fail to make reasonable background inquiries or checks prior to hiring any paid personnel or utilizing school volunteers.
6. Fail to use a well-defined system to recruit and select the most highly qualified and best-suited candidates for employment.
7. Operate without written personnel policies which:
   1. Clearly state personnel rules and procedures for staff.
   2. Provide for effective handling of complaints.
   3. Include adequate job descriptions for all staff positions.
   4. Include an effective personnel performance evaluation system.
   5. Include salary and compensation plans that comply with state law.
   6. Protect against sexual harassment and a hostile environment.
   7. Protect against illegal discrimination.
8. Fail to protect confidential information in personnel matters.
9. Fail to honor the terms of negotiated agreements with staff.
10. Fail to provide staff with an opportunity to become familiar with the provisions of this policy.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-4 Download

Download EL-4 Relationships with Staff and Volunteers

With respect to employment compensation and benefits for employees, the Superintendent shall not cause or allow jeopardy to the fiscal integrity or public image of the district.

Accordingly, the Superintendent shall not:

1. Change his or her own compensation or benefits.
2. Promise or imply employment, to any person, in a manner that is outside of the District’s established process or statutory requirements.
3. Create obligations over a longer term than revenues can prudently be projected.
4. Fail to develop and implement salary schedules and pay plans for employees.
5. Fail to develop and implement compensation and professional development plans to attract and retain highly qualified staff.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-5 Download

Download EL-5 Staff Compensation and Professional Development

With respect to evaluation of employees, the Superintendent shall not fail to develop an evaluation system, which is in compliance with Oregon laws, and measures employee performance in terms of achieving the Board’s Results policies and

Accordingly, the Superintendent shall not:

1. Fail to develop and administer an evaluation system for licensed personnel designed to:
   1. Improve instruction.
   2. Measure professional improvement, development and performance.
   3. Document unsatisfactory performance.
   4. Link teacher performance with multiple measures.
   5. Assure that instructional time is used to maximize student learning.
2. Fail to develop and administer an evaluation system for classified personnel that links performance with continued employment.
3. Fail to develop and administer an evaluation system for administrative personnel that links multiple levels of performance with continued employment.
4. Fail to use data and themes from completed evaluations to develop relevant professional development opportunities for staff

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-6 Download

Download EL-6 Staff Evaluation

Financial planning for any fiscal year shall not:

• Deviate from statutory requirements, the Board’s Results policies, or Generally Accepted Accounting Practices;
• Risk fiscal stability of the district; or
• Fail to be derived from a multi-year plan.

Accordingly, the Superintendent shall not present to the Board a recommended budget which:

1. Is not consistent with the Board’s established priorities as established in the Results policies.
2. Is not in a summary format that is understandable to the Board.
3. Fails to adequately describe proposed expenditures.
4. Contains too little information to enable credible projection of revenue and expenses.
5. Fails to disclose budget-planning assumptions.
6. Plans for the expenditure in any fiscal year of more funds than are conservatively projected to be available during the year unless otherwise approved by the Board.
7. Fails to disclose a variance from the targeted ending fund balance that is currently reflected within the district’s Financial Management Administrative Policy (ADM-A001).
8. Fails to provide adequate and reasonable budget support for Board and staff development and other governance priorities.
9. Fails to take into consideration fiscal soundness in future years or ignores the building of organizational capabilities sufficient to achieve Results in future years.
10. Fails to reflect anticipated changes in employee compensation including inflationary adjustments, step increases, education adjustments, performance increases and benefits.
11. Fails to recommend a budget to the Board that reflects engagement of the Board and appropriate staff and community.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-7 Download

Download EL-7 Budgeting/Financial Planning

With respect to the actual, ongoing condition of the District’s financial health, the Superintendent shall not cause or allow:

• A material deviation from the annual budget or budget policy adopted by the Board;
• Any fiscal condition that is inconsistent with achieving the Board’s Results, or
• Any fiscal condition that places the long term fiscal stability of the District at risk.

Accordingly, the Superintendent shall not:

1. Expend more funds than have been budgeted in the fiscal year unless authorized by the Board.
2. Expend funds in a manner that materially changes the intent of the adopted budget unless the change is authorized by the Board.
3. Materially indebt the organization unless authorized by the Board.
4. Fail to operate within state and federal statutes regarding public budget law.
5. Fail to operate within the State of Oregon’s public contracting laws.
6. Fail to provide quarterly financial reports that include a recap of changes between the current and previous report in expenditures, revenue, or enrollment, and a projected ending fund balance.
7. Fail to notify the Board, by the end of May of each year, if the revenue projections, at that time, indicate that the ending fund balance might fall outside the parameters set by School Board as currently reflected within district’s Financial Management Administrative Policy.
8. Fail to file reports or filings required by any state or federal agency accurately and on time.
9. Fail to arrange for the annual external audit of all district funds and accounts following the close of the fiscal year.
10. Fail to keep complete and accurate financial records by funds and accounts that conforms to both Generally Accepted Accounting Principles (GAAP) adopted by the Government Accounting and Standards Board (GASB) and Oregon local government budget law.
11. Fail to issue a Comprehensive Annual Financial Report.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-8 Download

Download EL-8 Financial Administration

The superintendent shall not allow assets to be unprotected, inadequately maintained, inappropriately used, or unnecessarily risked.

Accordingly, the superintendent shall not:

1. Fail to establish and maintain policies and procedures to ensure reasonable protection of the District’s assets.
2. Fail to maintain the District’s self insurance fund at a level necessary to provide coverage against theft and casualty losses and against liability losses to Board members, staff, and the District itself in an amount that is reasonable for school Districts of like size and in accordance with state law.
3. Fail to maintain excess insurance to cover losses in excess of the District’s self-insured retention.
4. Receive, process, or disburse funds under controls which are insufficient under generally accepted accounting principles for governments.
5. Acquire, encumber, or dispose of land without approval of the Board. a. Routine encumbrances, identified as not significantly affecting the continued use of the real property by the District, and related to easements for utilities and/or easements for right-ofway do not require Board approval and are exempt from this Executive Limitation.
6. Knowingly or recklessly expose the District, its Board, or staff to legal liability.
7. Fail to implement procedures to protect intellectual property, information, and files from loss or significant damage due to negligence.
8. Fail to preserve and dispose of all records related to affairs or business of the District in accordance with state and federal law.
9. Knowingly or recklessly endanger the District’s public image or credibility, thereby jeopardizing the District’s ability to accomplish its mission.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-9 Download

Download EL-9 Asset Protection

The superintendent shall not fail to assure that physical facilities support the accomplishment of the Board’s Results policies.

Accordingly, the Superintendent shall not:

1. Fail to take reasonable steps to ensure that facilities and equipment are clean, sanitary, safe and are not subject to improper wear and tear or insufficient maintenance.
2. Fail to establish a procedure for the development of long-range facilities plans to address changes in student enrollment.
3. Fail to establish administrative policies that address capital project planning and routine maintenance needs.
4. Fail to implement procedures to protect the District from loss or significant damage due to negligence.
5. Fail to develop and consistently administer detailed community use guidelines and fees which allow access to District facilities.
6. Build new facilities without Board approval.
7. Authorize change orders to building projects that increase the square footage and/or alters the initial scope and purpose of the project.
8. Fail to develop a school naming process which includes final approval by the School Board.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-10 Download

Download EL-10 Facilities

The Superintendent shall not fail to ensure that the District implements a program of instruction.

Accordingly, the Superintendent shall not:

1. Fail to:
   1. Develop a plan to implement rigorous academic content standards that meet or exceed state and nationally-recognized model standards.
   2. Develop curriculum aligned with and designed to enable students to meet or exceed the established standards and addresses the different learning styles and needs of students of various backgrounds and abilities.
   3. Develop assessments that will adequately measure each student’s progress toward achieving the standards.
   4. Follow all state and federal mandates.
2. Fail to provide timely information to parents regarding their child’s academic performance.
3. Fail to encourage innovative programs when and where appropriate.
4. Fail to ensure that instructional programs, including both content and practice, are regularly evaluated and modified as necessary to assure their continuing effectiveness and informing the Board about their effectiveness.
5. Fail to inform the Board prior to any deletions of, additions to or significant modifications of the instructional program.
6. Fail to establish a procedure for the recommendation of instructional materials and textbook programs to the Board for approval.
7. Fail to adopt an administrative policy on student conduct designed to ensure a learning environment that is safe, conducive to effective learning and free from unnecessary disruption.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-12 Download

Download EL-11 Academic Program

The Superintendent shall not fail to take all necessary steps to assure that all previously approved Board policies, which are legally required, are made into Administrative Policies. The School Board acknowledges its responsibility to approve or adopt certain District policies according to state and federal law and prior to the implementation of Policy Governance adopted the following required policies.

• ADM-A003 — Alcohol, Tobacco, Tobacco Products and/or Other Drugs
• ADM-A009 Equal Educational Opportunity
• ADM-A006 Charter Schools
• FIS-A002 Investment of Funds
• FNS-A001 Local Wellness
• HUM-A029 Sexual Harassment, General
• HUM-A030 Drug and Alcohol Testing
• HUM-A031 Evaluation, Licensed
• HUM-M006 Evaluation, Supervisory
• HUM-A016 Drug Free Work Place
• HUM-A017 Equal Opportunity Employment, General
• HUM-P006 Personnel Records, General
• HUM-A019 Solicitation
• INS-A003 Hazing, Harassment, Intimidation, Bullying, Cyberbullying and Menacing; Student
• INS-A006 Entrance Age
• INS-A008 Student Absence Notification
• NS-A009/INS-A010 Attendance
• INS-A012 Fees: Student
• INS-A013 Teen Dating Violence
• INS-A032 Graduation Requirements
• INS-P022 Education Records Management
• INS-A020 Student Rights and Responsibilities
• INS-W024 Alternative Education Programs and Notification
• ISS-A001 Parental Involvement
• INS-A001 Discipline: Student
• INS-P029 Discipline: Student Expulsion
• PAP-A001 Child Abuse
• PUR-A001 Purchasing
• STS-A002 Medicines and Emergency Treatment
• STS-W013 Communicable/Infectious Diseases
• TRN-A004 Student Transportation

Accordingly, the superintendent shall not:

1. Fail to amend the administrative policies listed above to comply with state and federal law.
2. Fail to provide the School Board with information regarding any substantive changes made to the administrative policies listed above.
3. Fail to create administrative policies consistent with new laws.
4. Fail to advise the School Board when the law necessitates the adoption of new administrative policies required of school boards.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

EL-12 Download

Download EL-12 Legally Required Policies

The district results policy is not intended to encompass all of the expectations the School Board has for the district. Rather, it is a set of objective, measurable standards that are used to evaluate the superintendent’s performance. The ultimate goal of the School Board is that individual students will make at least one year of academic progress every year. Additionally, other indicators of success are important for students and the community, although some of them may be more subjective and difficult to measure.

The following vision, mission and goals more fully illustrate the values of the community and the School Board.

Vision:

All students graduate and are prepared for a successful life.

Mission:

In partnership with the community, we ensure that each student will have the essential knowledge, skills, and attitudes to be a lifelong learner, a contributing community member and a productive worker in a changing and increasingly diverse world.

Student Goals:

The successful high school graduate will have the knowledge and skills to:

• Communicate effectively both orally and in writing.
• Think critically, identify, and solve problems using multiple strategies;
• Access and analyze information;
• Develop a positive self-concept, respect for others and healthy behavior patterns;
• Work effectively with others and lead by influence;
• Adapt to change;
• Demonstrate initiative, creativity, and appreciation for the arts;
• Demonstrate civic, global and environmental responsibility; and
• Recognize and value diversity among people.

On an annual basis, the School Board will confirm these student goals as the attributes necessary for students to be successful in an ever-changing world. This will include a conversation with the Superintendent regarding the feasibility of measuring student progress in attainment of the identified goals.

Monitoring Method

Internal Report

Monitoring Frequency

Annually

R-1 Download

Download R-1 Governing Statement

The goals listed below are the criteria set by the School Board as the measurable objectives to be used for the Superintendent’s annual evaluation as set out in Board Policy BSL-3: Monitoring Superintendent Performance.

Annually, after release by the Department of Education, the Superintendent or designee will share with the school board the district results on the longitudinal performance growth targets (LPGTs). Regular monitoring reports will focus on key performance indicators (KPIs) that correlate to LPGTs; however, additional student data will be shared with the board when those data inform progress toward goals and district initiatives.

The board identified two values that guide the monitoring of student performance and will thus inform board reports.

1. Student growth precedes academic achievement.
2. Multilingualism is an asset and student achievement will be monitored with this asset in mind.

Longitudinal Performance Growth Targets (LPGTs)

The Oregon Department of Education (ODE) and Salem-Keizer Public Schools co-created growth goals for the common state metrics evaluated by the State and reported annually in the school year following the date of measurement. LPGTs will change when ODE and SKPS re-engage in the co-creation process and a new agreement is developed.

Current LPGTs are based on school year 2021-22 state and district¹ metrics as a starting point.

Regular Attenders

	Starting Point	2023-24	2024-25	2025-26	2026-27	2027-28	Total Gain
Baseline Gain		1.0%	1.0%	1.0%	1.0%	2.0%	6.0%
Baseline	53.4%	54.4%	55.4%	56.4%	57.4%	59.4%

Grade 3 Reading in English

	Starting Point	2023-24	2024-25	2025-26	2026-27	2027-28	Total Gain
Baseline Gain		1.0%	1.0%	1.7%	2.0%	2.0%	7.7%
Baseline	26.3%	27.3%	28.3%	30%	32%	34%

9th Grade on Track

	Starting Point	2023-24	2024-25	2025-26	2026-27	2027-28	Total Gain
Baseline Gain		1.8%	2.0%	2.3%	2.5%	2.5%	10.8%
Baseline	78.3%	80.1%	82.1%	84.1%	86.6%	89.1%

4-Year Cohort Graduation

	Starting Point	2023-24	2024-25	2025-26	2026-27	2027-28	Total Gain
Baseline Gain		1.5%	1.5%	1.8%	2.0%	2.0%	8.8%
Baseline	79.8%	81.3%	82.8%	84.6%	86.6%	88.6%

Sense of Belonging Grades 3-5

	Starting Point	2023-24	2024-25	2025-26	2026-27	2027-28	Total Gain
Baseline Gain		1.0%	1.0%	1.5%	1.5%	1.5%	6.5%
Baseline	61%	62%	63%	64.5%	66%	67.5%

Sense of Belonging Grades 6-12

	Starting Point	2023-24	2024-25	2025-26	2026-27	2027-28	Total Gain
Baseline Gain		1.0%	1.0%	1.0%	1.0%	1.5%	5.5%
Baseline	33%	34%	35%	36%	37%	38.5%

Policy Revision

Annually and by 30 June, the board will review and revise this policy based on district progress toward annual and five-year longitudinal performance growth targets (LPGTs).

R-2 Downloads

Download R-2 Academic Achievement