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HomeMy WebLinkAbout07-08-2026 Minutes Amended Work Meeting Executive SessionDr. Scott Woolstenhulme, Superintendent 3497 North Ammon Road, Idaho Falls, Idaho, 83401  (208) 525-4400  Fax (208) 557-6800  www.d93schools.org Board of Trustees  Carissa Coats  Richard Hess  Paul Jenkins  Randy Smith  Mindy Clayton Bonneville Joint School District No. 93 is an Equal Opportunity Employer Amended Work Meeting / Executive Session Wednesday, July 8, 2026, 5:00 PM District Office 3497 N Ammon Rd Idaho Falls, ID 83401 I. Board Chair Carissa Coats welcomed everyone in attendance at the meeting. II. Board Chair Coats called the meeting to order at 5:02 p.m. III. Roll Call Paul Jenkins: Present Randy Smith: Present Mindy Clayton: Present Richard Hess: Present Carissa Coats: Present IV. Opening Board Business IV.A. Amend the Agenda (Action Item) Pursuant To Idaho Code §74-204(4)(A) Amend The Agenda For This Meeting As Follows: To add: Superintendent and Executive Team Contracts to Executive Session. These items were received today and are time-sensitive. Motion: To amend the agenda. This motion, made by Mindy Clayton and seconded by Richard Hess, Passed. IV.B. Approve the Amended Agenda (Action Item) Motion: To approve the amended agenda. This motion, made by Randy Smith and seconded by Paul Jenkins, Passed. V. Executive Session (Action Item) The Board will enter into Executive Session pursuant to Idaho Code 74-206(1)(b) to consider the evaluation, dismissal, or disciplining of, or to hear complaints or charges brought against, a public officer, employee, staff member, or individual agent, or public school student and (j) To consider labor contract matters authorized under section 74-206A(1)(a) and (b), Idaho Code. The Executive Session will be closed to the public as permitted by law. Motion: To enter Executive Session. This motion, made by Paul Jenkins and seconded by Mindy Clayton, Passed. Roll Call Vote Paul Jenkins: Yes Randy Smith: Yes Mindy Clayton: Yes Richard Hess: Yes Carissa Coats: Yes The Board entered Executive Session at 5:04 p.m. V.A. Update on Case #26-03 Update on Case #23-03 Superintendent Woolstenhulme provided an update on Case #26-03 for the Board. V.B. Superintendent and Executive Team Contracts The Board and the Executive Team reviewed their proposed contracts for FY2027. V.C. Close Executive Session (Action Item) Motion: To close Executive Session. This motion, made by Randy Smith and seconded by Mindy Clayton, Passed. The Board closed Executive Session at 5:23 p.m. VI. Strategic Planning VI.A. Effective Teamwork and Norms The Board of Trustees and Executive Leadership Team used selected scenes from 12 Angry Men to examine the characteristics of effective teamwork and identify team norms that will support the Board's work during strategic improvement planning. Participants focused on recognizing both effective and ineffective team behaviors and discussing how those observations apply to the District's own leadership teams. The first discussion focused on how teams begin their work and the importance of establishing clear expectations before making decisions. Key observations: I. Teams function more effectively when expectations and roles are clearly established from the beginning. II. Differing opinions should be welcomed rather than immediately criticized or dismissed. III. Participants noted that peer pressure and the desire to finish quickly can discourage meaningful discussion. IV. Open-mindedness is essential before reaching conclusions. V. Team members should seek first to understand differing perspectives before attempting to persuade others. VI. Productive discussion requires allowing every member an opportunity to be heard before decisions are made. The Board discussed the District's emphasis on working toward consensus, rather than unanimous agreement, while ensuring every voice has an opportunity to contribute before moving forward. Productive Conflict The second discussion centered on how disagreement can strengthen decision-making when handled appropriately. Key observations: • Productive conflict encourages teams to ask better questions and examine evidence rather than defend positions. • Team members appreciated that the lone dissenting juror remained calm and respectful despite opposition. • Biases and preconceived opinions can prevent teams from evaluating information objectively. • Participants recognized that people naturally respond to conflict by either becoming argumentative or withdrawing from discussion. • Returning to previously established norms helps keep conversations productive when discussions become emotional or off track. The Board discussed the importance of psychological safety, allowing members to disagree respectfully while continuing to work toward shared goals. Responsible Decision-Making This discussion focused on the responsibility leaders have when making important decisions. Key observations: • Effective teams are willing to slow down the process when additional discussion is needed. • Members should be able to explain the reasoning behind their positions rather than simply changing their votes to avoid conflict or end the meeting. • Respectful questioning helps clarify thinking and strengthens decisions. • Personal convenience or time constraints should never outweigh thoughtful decision- making. • Leaders have a responsibility to ensure decisions are based on careful consideration rather than pressure. The Board noted that calm leadership and thoughtful dialogue were much more influential than emotional arguments. Challenging Assumptions The fourth discussion emphasized the importance of questioning assumptions rather than accepting conclusions at face value. Key observations: • Teams become stronger when members are willing to revisit evidence and ask clarifying questions. • Changing one's opinion after hearing new information demonstrates thoughtful decision-making rather than weakness. • Participants observed that discussions shifted from trying to prove who was right to discovering what was right. • Constructive dialogue allows additional perspectives to emerge naturally without forcing agreement. Board members reflected that many of these same dynamics occur during their own discussions and recognized the value of allowing ideas to develop through respectful conversation. To conclude the 12 Angry Men teamwork activity, Superintendent Woolstenhulme challenged the Board members to reflect on three behaviors or team norms they believe are essential for the Board to function as a highly effective team. Rather than identifying the norms during the meeting, he asked each member to consider them over the summer and return prepared to discuss them at the Board's next work session. He emphasized that while the Board's regular meetings are governed by parliamentary procedure and established rules, work sessions should be collaborative environments where members can openly discuss ideas, ask questions, respectfully challenge one another, and work toward consensus before formal decisions are made. As the Board begins strategic improvement planning, these agreed-upon norms will help foster productive conversations, strengthen trust, and improve decision-making. Superintendent Woolstenhulme explained that the goal is to intentionally establish behaviors that promote: • Respectful and open dialogue. • Active participation from every member. • Constructive disagreement focused on ideas rather than individuals. • Accountability to one another and to the team's agreed-upon norms. • A commitment to supporting the team's decisions once consensus has been reached. The Board agreed to continue this work at its next work session by identifying and adopting a small set of team norms that will guide them to how they work together throughout the strategic planning process. VI.B. Priorities for Strategic Plan Tabled for a future Work Meeting. VII. Closing Board Business VII.A. Recess to Regular Meeting (Action Item) Motion: To recess to the Regular Board Meeting. This motion, made by Randy Smith and seconded by Richard Hess, Passed. The Board recessed at 6:51 p.m.