## School Board Self-Evaluation ## School District and Evaluation Year 2025 ## Edina 2021 ## Edina ## Gail Gilman ## Director of Strategic Planning and Board Leadership ## Minnesota School Boards Association ## 1900 West Jefferson Avenue ## St. Peter, MN 56082-3015 Office: 507-934-2450 or 800-324-4459 Desk: 507-934-8130 Cell: 507-720-4783 Fax: 507-931-1515 ggilman@mnmsba.org Prepared by: ## School Board Self-Evaluation ## Framework for Governance ## Analyzing your Results: Looking at Data ## © Copyright 2025 Washington State School Directors' Association The School Board Self-Evaluation results reflect the collective responses of the board team (board members and superintendent). These results build a profile of the board’s work in five standards (Conduct and Ethics,Vision, Structure, Accountability, Advocacy, and Communication) of board practice proven to support student achievement. The data on the following page is organized in a color-coded, horizontal-stacked bar chart that shows the board team’s results at the level of the five standards. The explanation for the color code is just above the data chart. Start with the following page, which shows your district's aggregated data for each of the five standards. Identify standards that capture strengths, growth areas and or divergent perspectives, then work through the benchmarks and indicators for those standards. Here is a simple protocol for your use: Step 1: What do you see? • Describe what you see in the data, identify where it is located to the group. This is not about interpretation at this stage, only what you see. • List the descriptions on chart paper. Step 2: What does the data suggest? • Discuss what the data suggests and try to generate different interpretations. Ask clarifying questions of one another to increase clarity and understanding of one another’s perspectives. • List responses on the chart paper Step 3: Identify goal areas from the lists generated. Step 4: Build two to three goals using the S.M.A.R.T. goal framework. • S = Simple: Is it clear and easy to understand? • M = Measurable: Is it clear what the school board will use to indicate successful performance? • A = Achievable: Is it within the scope of the board’s sphere of control/responsibility? • R = Realistic: Will successful performance on this goal benefit the school district? • T = Time-bound: Is it clear what the school board will see and when? ## Measurable Progress for Goals Identified Above: ○ Indicates or signals change ○ Indicators can be assessed or observed ○ Examples include: → Measurements → Specific activities → Behavioral change → Shift or reallocation of school district resources MSBA believes your school district will find it beneficial to drill down to individual items under the benchmarks. If your board team would like to dig deeper into the School Board Self- Evaluation and data, MSBA provides an opportunity to use your evaluation data as an in- district in-service for a fee. During this 2-3 hour in-service, MSBA staff will provide your school board with more in-depth individualized data and reports designed for the board’s ongoing improvement. MSBA staff will lead the conversation on the individualized report and assist your school board with discussion and setting board team improvement goals. If your board team would like to dig deeper into the self-evaluation and data, contact Gail Gilman (ggilman@mnmsba.org) or call (1-800-324-4459) for the cost associated with this board in-service and to arrange a date for an MSBA staff member to facilitate. Thank you for your time and thoughtful efforts in completing the School Board Self- Evaluation. MSBA looks forward to serving your school board and being the association, “Where ## Minnesota School Boards Learn to Lead.” ## School Board Self-Evaluation AlwaysMost of the timeSome of the timeNever Don't know 22% 50% 30% 11% 8% 4%35% 41% 0%20%40%60%80%100% 2021 2025 10% 49% 31% 35% 55% 16% 4% 0%20%40%60%80%100% 2021 2025 38% 63% 25% 16% 24% 9% 5% 1% 8% 12% 0%20%40%60%80%100% 2021 2025 16% 61% 29% 20% 37% 17% 16%2% 2% 0%20%40%60%80%100% 2021 2025 Provide responsible school district governance Create conditions district-wide for student and staff success Set and communicate high expectations for student learning with clear goals and plans for meeting those expectations Hold school district accountable for meeting student learning expectations Engage local community and represent the values and expectations they hold for their schools ## Framework for Governance: Aggregate Data ## © Copyright 2025 Washington State School Directors' Association 11% 43% 39% 34% 41% 18% 9% 4% 1% 1% 0%20%40%60%80%100% 2021 2025 Standard 1 ## Conduct and Ethics: Standard 2 ## Vision: Standard 3 ## Structure: Standard 4 ## Accountability: Standard 5 Advocacy and ## Communication: ## MSBA Self-Evaluation ## Standard Provide responsible school district governance by: 1 ## Conduct and Ethics ## Legend ## Benchmark of Success ## A Conducting board and district business in a fair, respectful and responsible manner. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Base its decisions on what is best for students' success? 3 ## Q 4 6 3 2 1 0%20%40%60%80%100% 2021 2025 Commit to a clear and shared purpose?4 ## Q 4 3 3 5 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 5 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Provide responsible school district governance by: 1 ## Conduct and Ethics ## Legend ## Benchmark of Success ## B Ensuring the board is accountable and open to the public including seeking divergent perspectives in its decision making process. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Provide information to the public that supports board discussions and decisions? 5 ## Q 2 4 3 4 3 0%20%40%60%80%100% 2021 2025 Follow a defined process for gathering input prior to making critical decisions? 6 ## Q 1 2 4 3 3 3 0%20%40%60%80%100% 2021 2025 Carry out annual assessments of its performance? 7 ## Q 1 1 2 1 3 1 2 4 1 0%20%40%60%80%100% 2021 2025 Set goals for its improvement?8 ## Q 1 5 1 1 3 2 3 0%20%40%60%80%100% 2021 2025 ## Notes: Page 6 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Provide responsible school district governance by: 1 ## Conduct and Ethics ## Legend ## Benchmark of Success ## C Respecting and advocating mutual understanding of the roles and responsibilities of board members and the superintendent. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Delegate authority to the superintendent to manage district operations and implement policy? 9 ## Q 4 6 4 2 0%20%40%60%80%100% 2021 2025 Honor the roles and responsibilities of the superintendent? 10 ## Q 1 4 3 4 4 0%20%40%60%80%100% 2021 2025 Use written protocols for its interactions?11 ## Q 1 4 4 1 2 3 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 7 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Provide responsible school district governance by: 1 ## Conduct and Ethics ## Legend ## Benchmark of Success ## D Adopting policies based on well-researched practices that emphasize a belief that all students can achieve at high levels and that support continuous improvement of student achievement. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Govern using policies that align with research- based best practices? 12 ## Q 1 4 4 3 3 1 0%20%40%60%80%100% 2021 2025 Focus policy decisions on what is necessary for all students to achieve at high levels? 13 ## Q 1 3 4 5 3 0%20%40%60%80%100% 2021 2025 Collaborate with colleagues across the region, state, or nation regarding current and emerging trends, issues, and policy solutions? 14 ## Q 1 1 2 5 5 2 0%20%40%60%80%100% 2021 2025 ## Notes: Page 8 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Provide responsible school district governance by: 1 ## Conduct and Ethics ## Legend ## Benchmark of Success ## E Promoting healthy relationships by communicating supportively, inspiring, motivating and empowering others, and exercising influence in a positive manner. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Provide an opportunity for stakeholders, such as staff, students, parents, and community members, to make presentations to the board? 15 ## Q 4 5 2 2 2 1 0%20%40%60%80%100% 2021 2025 Promote continuous improvement throughout the organization? 16 ## Q 5 4 2 3 1 1 0%20%40%60%80%100% 2021 2025 Treat all individuals, including fellow board members, staff, students, and community members, with respect? 17 ## Q 4 2 4 6 0%20%40%60%80%100% 2021 2025 ## Notes: Page 9 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Provide responsible school district governance by: 1 ## Conduct and Ethics ## Legend ## Benchmark of Success ## F Working as an effective and collaborative team. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Work with the superintendent to achieve mutual trust and commitment? 18 ## Q 5 5 3 3 0%20%40%60%80%100% 2021 2025 Pursue professional development to improve board members’ knowledge and skills by attending conferences, holding study sessions, etc.? 19 ## Q 1 1 2 6 5 1 0%20%40%60%80%100% 2021 2025 Use collaborative processes that result in well- informed problem-solving and decision- making? 20 ## Q 1 3 2 3 5 2 0%20%40%60%80%100% 2021 2025 Together with the superintendent, share responsibility for the orientation of new board members and forming a new inclusive team? 21 ## Q 2 4 2 2 3 1 1 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 10 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Set and communicate high expectations for student learning with clear goals and plans for meeting those expectations by: 2 ## Vision ## Legend ## Benchmark of Success ## A Articulating the conviction that all students can learn and the belief that student learning can improve regardless of existing circumstances or resources. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Through policies and actions, express our belief that all students can learn? 22 ## Q 2 5 4 3 2 0%20%40%60%80%100% 2021 2025 Through policies and actions, communicate high expectations for all students? 23 ## Q 2 5 3 3 3 0%20%40%60%80%100% 2021 2025 Foster a culture of collaboration around the shared purpose of improving student achievement? 24 ## Q 1 4 3 4 3 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 11 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Set and communicate high expectations for student learning with clear goals and plans for meeting those expectations by: 2 ## Vision ## Legend ## Benchmark of Success ## B Leading the development, articulation and stewardship of a vision of learning that is shared and supported by schools and community. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Include stakeholders when developing and revising the district’s vision? 25 ## Q 4 3 2 2 2 12 0%20%40%60%80%100% 2021 2025 Communicate its rationale for decisions to the community? 26 ## Q 1 4 3 2 4 2 0%20%40%60%80%100% 2021 2025 ## Notes: Page 12 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Set and communicate high expectations for student learning with clear goals and plans for meeting those expectations by: 2 ## Vision ## Legend ## Benchmark of Success ## C Adopting a collaboratively developed district plan focused on learning and achievement outcomes for all students. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: In collaboration with staff and the community, formulate and maintain a strategic plan with goals and outcomes? 27 ## Q 4 4 3 3 1 1 0%20%40%60%80%100% 2021 2025 Base its ongoing work, such as policy development, decision-making, and budgeting, on the district goals? 28 ## Q 4 7 3 1 1 0%20%40%60%80%100% 2021 2025 Continually monitor progress toward the goals and outcomes of the strategic plan? 29 ## Q 4 1 3 4 1 2 0%20%40%60%80%100% 2021 2025 ## Notes: Page 13 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Set and communicate high expectations for student learning with clear goals and plans for meeting those expectations by: 2 ## Vision ## Legend ## Benchmark of Success ## D Ensuring non-negotiable goals for student achievement are established and aligned to the district's plan. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Together with the superintendent agree that high expectations for all students is the highest priority? 30 ## Q 1 3 5 3 1 2 1 0%20%40%60%80%100% 2021 2025 Together with the superintendent review student achievement regularly? 31 ## Q 2 4 1 2 4 2 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 14 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Create conditions district-wide for student and staff success by: 3 ## Structure ## Legend ## Benchmark of Success ## A Providing for the safety and security of all students and staff. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Ensure that facilities comply with current health, safety, security, and accessibility standards? 32 ## Q 4 3 2 3 2 11 0%20%40%60%80%100% 2021 2025 Have policies that require regular evaluation and management of safety and security risks? 33 ## Q 3 6 1 1 2 1 2 0%20%40%60%80%100% 2021 2025 ## Notes: Page 15 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Create conditions district-wide for student and staff success by: 3 ## Structure ## Legend ## Benchmark of Success ## B Employing and supporting quality teachers, administrators and other staff and providing for their professional development. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Have policies that ensure hiring and retention of highly qualified staff? 34 ## Q 3 3 1 2 22 3 0%20%40%60%80%100% 2021 2025 Have policies for evaluating staff based on student success? 35 ## Q 1 23 2 1 2 5 0%20%40%60%80%100% 2021 2025 Have policies that support research-based, best practices for staff development? 36 ## Q 3 43 2 1 3 0%20%40%60%80%100% 2021 2025 ## Notes: Page 16 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Create conditions district-wide for student and staff success by: 3 ## Structure ## Legend ## Benchmark of Success ## C Providing for learning essentials, including rigorous curriculum, technology and high quality facilities. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Have policies that ensure an established course of study for students and graduation requirements that align with high expectations for student achievement? 37 ## Q 2 7 3 1 3 0%20%40%60%80%100% 2021 2025 Have policies that ensure students receive the curriculum, support and supplemental materials necessary for high achievement? 38 ## Q 3 5 2 2 3 1 0%20%40%60%80%100% 2021 2025 Adopt a budget that supports quality staff development and resources for curriculum implementation? 39 ## Q 2 5 3 3 3 0%20%40%60%80%100% 2021 2025 Have a process that includes community and parent involvement in selecting curriculum? 40 ## Q 1 12 3 3 1 1 3 0%20%40%60%80%100% 2021 2025 ## Notes: Page 17 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Create conditions district-wide for student and staff success by: 3 ## Structure Have policies that require rigorous and regular evaluation of curriculum and supplemental materials to ensure they align with state and district standards? 41 ## Q 2 6 3 1 1 1 2 0%20%40%60%80%100% 2021 2025 Have a process in place to support evaluation and updating of technology? 42 ## Q 4 4 3 3 1 1 0%20%40%60%80%100% 2021 2025 Have a long-term facilities plan in place for construction and maintenance? 43 ## Q 8 8 0%20%40%60%80%100% 2021 2025 ## Notes: Page 18 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Create conditions district-wide for student and staff success by: 3 ## Structure ## Legend ## Benchmark of Success ## D Ensuring management of the organization, operations, and resources for an efficient and effective learning environment. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Communicate an expectation that all classrooms will implement effective instructional practices? 44 ## Q 1 4 3 3 31 1 0%20%40%60%80%100% 2021 2025 Provide for evaluation of district operations to ensure there is an efficient and effective learning environment? 45 ## Q 5 1 1 4 2 2 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 19 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Create conditions district-wide for student and staff success by: 3 ## Structure ## Legend ## Benchmark of Success ## E Adopting and monitoring an annual budget that allocates resources based on the district's vision, goals and priorities for student learning. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Keep the community informed about the district's financial status? 46 ## Q 4 8 4 0%20%40%60%80%100% 2021 2025 Seek public input during the budget process?47 ## Q 2 6 3 1 2 1 1 0%20%40%60%80%100% 2021 2025 Provide guidelines for budget development, including a clearly defined expectation for a reasonable ending fund balance? 48 ## Q 7 6 1 2 0%20%40%60%80%100% 2021 2025 Adopt a fiscally responsible annual budget that is aligned with the strategic plan and vision? 49 ## Q 5 7 1 1 2 0%20%40%60%80%100% 2021 2025 ## Notes: Page 20 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Create conditions district-wide for student and staff success by: 3 ## Structure Frequently monitor the budget and fiscal status of the district? 50 ## Q 7 7 1 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 21 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Hold school district accountable for meeting student learning expectations by: 4 ## Accountability ## Legend ## Benchmark of Success ## A Committing to continuous improvement in student achievement at each school and throughout the district. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Follow a schedule for the timely review of the strategic plan? 51 ## Q 1 5 2 1 3 2 2 0%20%40%60%80%100% 2021 2025 Ensure a high degree of coherence between the strategic plan and school improvement plans? 52 ## Q 5 1 2 5 1 1 0%20%40%60%80%100% 2021 2025 Annually review and make recommendations to the strategic plan and school improvement plans? 53 ## Q 5 3 1 2 2 2 1 0%20%40%60%80%100% 2021 2025 Publicly recognize the efforts of schools in improving student learning? 54 ## Q 5 3 2 4 1 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 22 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Hold school district accountable for meeting student learning expectations by: 4 ## Accountability ## Legend ## Benchmark of Success ## B Evaluating the superintendent on clear and focused expectations. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Have written goals for the superintendent that focus on specific outcomes for student learning? 55 ## Q 2 3 2 3 2 2 2 0%20%40%60%80%100% 2021 2025 Evaluate the superintendent's performance annually and communicate performance expectations to our community? 56 ## Q 6 6 2 2 0%20%40%60%80%100% 2021 2025 Base decisions about the superintendent’s contract on objective evaluation of his or her performance and achievement of agreed upon goals? 57 ## Q 4 5 1 1 2 1 1 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 23 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Hold school district accountable for meeting student learning expectations by: 4 ## Accountability ## Legend ## Benchmark of Success ## C Measuring student academic progress and needs based on valid and reliable assessments. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Require the effective use of data throughout the system to monitor student achievement and district performance? 58 ## Q 5 3 2 4 1 0%20%40%60%80%100% 2021 2025 Regularly review and understand the criteria, assessment tools, and methods that measure student achievement and district performance? 59 ## Q 6 4 2 2 2 0%20%40%60%80%100% 2021 2025 Regularly review data, including disaggregated student achievement data, to measure progress toward district goals? 60 ## Q 1 5 15 3 1 0%20%40%60%80%100% 2021 2025 Regularly evaluate and adjust resources and strategies for closing achievement gaps to maximize their effectiveness? 61 ## Q 3 3 1 3 3 2 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 24 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Engage local community and represent the values and expectations they hold for their schools by: 5 ## Advocacy and Communication ## Legend ## Benchmark of Success ## A Collaborating with families and community members, responding to diverse interests and needs, and mobilizing community resources. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Advocate at the local, state and federal levels on behalf of students and the district? 62 ## Q 4 1 2 7 2 0%20%40%60%80%100% 2021 2025 Model cultural, racial, and ethnic understanding and sensitivity? 63 ## Q 4 4 4 3 1 0%20%40%60%80%100% 2021 2025 Establish policies and partnerships that promote and expand educational opportunities for all students? 64 ## Q 1 4 3 3 4 1 0%20%40%60%80%100% 2021 2025 Follow an effective process for responding to questions, concerns, comments, or feedback from citizens? 65 ## Q 1 4 3 3 4 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 25 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Engage local community and represent the values and expectations they hold for their schools by: 5 ## Advocacy and Communication ## Legend ## Benchmark of Success ## B Ensuring school board and district transparency through a process that is open and accountable. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Ensure the public is well informed of the board’s roles and responsibilities? 66 ## Q 1 4 2 5 2 2 0%20%40%60%80%100% 2021 2025 Conduct its business in a transparent and accountable manner? 67 ## Q 4 4 2 3 2 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 26 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Engage local community and represent the values and expectations they hold for their schools by: 5 ## Advocacy and Communication ## Legend ## Benchmark of Success ## C Ensuring district information and decisions are communicated community-wide. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Communicate proactively to disseminate information that addresses issues throughout the system and community? 68 ## Q 1 2 3 5 4 1 0%20%40%60%80%100% 2021 2025 Communicate district performance to the public in clear and understandable ways? 69 ## Q 5 2 2 6 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 27 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025 ## MSBA Self-Evaluation ## Standard Engage local community and represent the values and expectations they hold for their schools by: 5 ## Advocacy and Communication ## Legend ## Benchmark of Success ## D Soliciting input from staff and a wide spectrum of the community so that a diverse range of interests and perspectives on issues is considered. AlwaysMost of the timeSome of the timeNeverDon't know To what extent does our board: Seek community and staff input in its decision- making to gain community and staff support? 70 ## Q 4 3 1 5 3 0%20%40%60%80%100% 2021 2025 Carefully consider community and staff input in its decision making? 71 ## Q 4 4 3 4 1 0%20%40%60%80%100% 2021 2025 ## Notes: Page 28 of 28 ## © Copyright 2025 Washington State School Directors' Association Thursday, September 11, 2025