​Purpose of a public board of education and characteristics of successful board/staff relationships

Below I have included excerpts of the KCKPS description of its school board, kckps.org, and standards I found at National Association of School Boards, nasb.org. 
 
Kckps.org says this: “The Kansas City, Kansas Public Schools is governed by a seven-member body of citizens elected by the voters of the school district.  These seven members are charged with making sure that the school district operates in the best interests of the students and the community.  All members serve without pay.
“The board of education is the school district’s governing body, as set forth in state and federal law.  The board is responsible for setting district policy, adopting an annual budget, and approving of general district matters, including personnel, curriculum, facilities, and other district business matters.  The board is responsible for hiring the superintendent of schools and is responsible for overseeing the superintendent’s duties and performance.
“…Except as otherwise provided by law, all meetings for the conduct of the affairs of and the transaction of business by the Board of Education of the Kansas City, Kansas Public Schools shall be open to the public."
 
At nsba.org I found this answer to the question, “what do school boards do?”
The most important responsibility of school boards is to work with their communities to improve student achievement in their local public schools.  School boards derive their power and authority from the state.  In compliance with state and federal laws, school boards establish policies and regulations by which their local schools are governed.  Your school board is responsible for:

• o   employing the superintendent
• o   developing and adopting policies, curriculum, and the budget;
• o   overseeing facilities issues; and
• o   adopting collective bargaining agreements.

At nsba.org, I found this answer to the question, “What makes a school board effective?”  Effective School Boards:

• o   Commit to a vision of high expectations for student achievement.
• o   Have strong shared beliefs and values about students’ ability to learn and of the system and its ability to teach all children at high levels.
• o   Are accountability driven.
• o   Have a collaborative relationship with staff and the community.
• o   Are data-savvy.
• o   Align and sustain resources to meet district goals.
• o   Lead as a united team with the superintendent.
• o   Take part in team development and training.

Nsba.org has additional resources in their lighthouse project, a program that is studying best practices of school board/superintendent teams for improving student learning in several states.
 
At NASB.org  a Board Member Code of Ethics/ Conduct, NASB Policy Service – Policy No. 0202.01.  In the part labeled IN RELATIONSHIP WITH THE SUPERINTENDENT AND EMPLOYEES, it says:

• 1.     I will function, in meeting the legal responsibility that is mine, as part of a legislative policy-forming body, not as an administrative officer.
• 2.     I will recognize that it is my responsibility, together with that of my fellow board members to see the school district is properly run and not to run it myself.
• 3.   I will expect the school district to be administered by the best-trained technical and pnd professional people it is possible to procure within the financial resources of the school district.
• 4.     I will recognize the superintendent as executive officer of the board.
• 5.     I will work through the administrative employees of the board, not over or around them.
• 6.      I will expect the superintendent to keep the board adequately informed through oral and written reports.
• 7.   I will vote to hire employees only after the recommendation of the superintendent has been received.
• 8.     I will insist that contracts be equally binding on teachers and board.
• 9. I will give the superintendent power commensurate witht the superintendent’s responsibility and will not in any way interfere with, or seek to undermine, the superintendent’s authority.
• 10.  I will give the superintendent friendly counsel and advice.
• 11.  I will present any personal criticism of employees to the superintendent.
• 12.  I will refer complaints to the proper administrative officer.