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Fulton County Board of Education
The Fulton County Board of Education includes seven members elected by district to serve four-year terms. The Superintendent serves as an ex-officio member of the Board and acts as Secretary-Treasurer. Board members elect a President for a two-year term and a Vice President for a one-year term.
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Contacting the Board
School board members are elected officials and are not actually employees of the school system. They do not have individual offices at the school system's Administrative Center. However, information received at the Administrative Center is sent to the school board members weekly. Correspondence may be mailed to:
Fulton County School System
c/o Board Services
6201 Powers Ferry Road
Atlanta, GA 30339
or contact us by phone or email
Duties and Responsibilities
The primary duty of the Board of Education is to enact policy. The Superintendent and staff enforce the policies and ensure that each student has an equal opportunity for a quality education. The Board also:
- Evaluates the educational program
- Adopts courses of study
- Approves personnel recommendations
- Approves the budget, financial reports, audits and major expenditures
- Provides funds for the operation and support of the school system
- Sets minimum standards for efficient operation and improvement of the system
- Approves school attendance boundaries
- Acts as a tribunal at certain employee and student hearings.
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What Fulton County Schools Believes: Theory of Action
Fulton County believes that increased local school decision-making promotes the creation of new ideas and culture that can achieve the District's mission. The Board of Education fully believes in a system where schools take more ownership of decision-making and assume appropriate levels of accountability for results.
Fulton County's Theory of Action is that increased local school decision-making promotes the creation of new ideas and culture that can achieve the District's mission. We fully believe in a system where schools take more ownership of decision-making and assume appropriate levels of accountability for results.
The Rationale for This Theory of Action
Today, some FCS schools serve large numbers of low-income students, while others serve few. School communities vary by such characteristics as the number of English language learners, amount of parental support available at home, and special needs populations, to name a few. Achievement also varies. In some schools, almost every student meets or exceeds state math and reading standards, while in others, many do not. Similarly, in some FCS high schools, almost every student graduates in four years, but in others, the percentages are much lower, and far too many students never graduate.
Thus, while FCS strategies have pursued over the years have generated some positive results, they have not succeeded in eradicating achievement gaps. Moreover, rules and regulations at the state and local level have resulted in an education system that is often rigid and resistant to innovation.
From Theory of Action to Strategy
Fulton County's Theory of Action is that increased local school decision-making promotes the creation of new ideas and flexibilities to achieve the District's mission. There is untapped innovation and excellence in our schools and communities that can be released with shared governance and flexible systems. Fulton County's theory of action is based on the belief that decisions on how schools allocate their time, resources, and money are best made at the school level.
It is the intention of the board that increased local decision making with appropriate accountability as a theory of action will provide a stable, long-term framework for improving student achievement in Fulton County Schools. However, we recognize that from time to time, based on research and experience, this theory of action will need to be revised. While we welcome opportunities to continuously improve our theory of action, we are committed to this approach for improving student achievement. We pledge our best efforts to educate the workforce and the public and mentor new board members so that subsequent boards will hold constant to this vision.