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Board of Trustees RetreatSaturday, August 11, 2012
Work Ahead of Us
III. Planning for the Future – Being Strategic
II. Board Leadership & Building a Strong Board
• Always looking for resources• Google Doc for Notes
I. Board Basics, Structure & Best Practices
Morning
Afternoon
3
Mission
Governance Operations
I. Board Basics
4
Mission
We, the North Shore Montessori School Community, declare our commitment to provide an enriched, nurturing, and appropriate educational experience in a prepared Montessori environment while meeting with NY State requirements. This experience will enable our children to self-learn, to share and to succeed with strong self-esteem through exploration in becoming life-long learners who take pride in their work and in their interactions with others. We acknowledge that this commitment is a pact between the Board of Trustees, the staff, the parents, and the children of the North Shore Montessori School Community.The North Shore Montessori School serves a community of toddler, preschool and kindergarten students. The School welcomes diversity in its population admitting students of any race, color, nationality, ethnic origin or religious affiliation.
I. Board Basics
We, the North Shore Montessori School Community, declare our commitment to provide an enriched, nurturing, and appropriate educational experience in a prepared Montessori environment while meeting with NY State requirements. This experience will enable our children to self-learn, to share and to succeed with strong self-esteem through exploration in becoming life-long learners who take pride in their work and in their interactions with others. We acknowledge that this commitment is a pact between the Board of Trustees, the staff, the parents, and the children of the North Shore Montessori School Community.The North Shore Montessori School serves a community of toddler, preschool and kindergarten students. The School welcomes diversity in its population admitting students of any race, color, nationality, ethnic origin or religious affiliation.
Type 1Fiduciary
Type 2Strategic
Type 3Generative
ParentsFaculty & Staff
Trustees
I. Board Structure
Roles & Responsibilities
Major recommendation – 2003 accreditation report
“The fourth major recommendation is for all areas of the school to understand their roles and responsibilities. The leadership of the school and the Board have a deep understanding of this issue. The challenge is to change the culture of the faculty and parent body without losing their strong loyalty, generosity, and dedication. The change will take some time and may require some outside assistance from a facilitator along the lines of Dr. Robert Evans. Fortunately, the Board seems to be thinking strategically and can provide support to the administration.”
I. Board Basics
I. Board Basics
Responsibility Ranking
Climate and Values
Conflict Management
Counseling
Curriculum
Discipline
Finances
Fund Raising
Policy
Public Relations
Recruiting Faculty
Salaries and Benefits
Strategic Planning
Teaching
Work with Trustees
Head Responsibilities
8
I. Board Basics
Head Responsibilities
9
Responsibility - 2006 Trustees Heads
Climate and Values 1 1
Recruiting Faculty 2 2
Policy 3 6
Strategic Planning 4 4
Finances 5 3
Fund Raising 6 7
Work with Trustees 7 5
Curriculum 8 10
Public Relations 9 8
Conflict Management 10 9
Counseling 11 11
Salaries and Benefits 12 12
Discipline 13 13
Teaching 14 14
10
I. Board Basics
Head Responsibilities
Three Types of Boards
• Progressive
• Ceremonial
• Liberated
I. Board Structure
Bylaws & Policies
I. Board Structure
Board (Bylaws) = Accreditation (Self-study)
What you SAY you are doing
What you ARE doing
I. Board Best Practices
Bylaws
Let’s look at some of NSMS’s Constitution articles
SECTION 5. Membership. A member is only eligible to serve on the Board of Trustees if their child(ren) have the potential of remaining enrolled at NSMS for two (2) years, so that such member would be an active member of NSMS for two (2) years, allowing such member to fulfill the two-year term commitment to serve on the Board of Trustees.
I. Board Best Practices
SECTION 2. Officers: The officers of the School shall consist of a President, a Vice President, a Recording Secretary, a Corresponding Secretary and a Treasurer, all of whom are to be selected from the Board of Trustees as provided in Section 5, Article V of this Constitution.
I. Board Best Practices
SECTION 1. Election of Trustees: Trustees shall be elected by secret ballot at the annual meeting.
I. Board Best Practices
SECTION 1. Management of School: The Board of Trustees shall have general charge and management of the affairs, funds and property of the School. The Board shall have full power and it shall be the Board’s duty to carry out the purposes of the School according to its Articles of Incorporation, its Rules and Regulations and this Constitution; to employ and terminate any persons necessary to carry out the purposes and objectives of the School;
I. Board Best Practices
No provision for Head of School?
SECTION 2. A Nominating Committee: To be selected by the Board of Trustees and to consist of three (3) members; one (1) of whom shall be an outgoing Trustee and two (2) of whom shall be members other than trustees, shall be charged with running and tabulating the election. This committee shall present to the general membership at its annual meeting, a slate of candidates for vacancies on the Board of Trustees as outlined in Article V, Section 3. Also, it shall present at a following meeting of the Board of Trustees a slate of candidates for officers of the Board as provided in Article V, Section 5.
I. Board Best Practices
SECTION 5. Treasurer: The treasurer shall have charge of all receipts and money of the School, deposit them in the name of the School in a bank approved by the Board of Trustees; distribute funds as ordered or authorized by the Board of Trustees or the School; and sign checks, deposit and withdrawal slips on behalf of the School.
I. Board Best Practices
SECTION 3. Committees: The President, with the approval of the Board of Trustees, may appoint as many standing and special Committees as it deems necessary to carry on the work of the organization and may vote the expenditures of money as it deems necessary or advisable for said Committee to operate. The President may terminate said Committees with the approval of the Board.
I. Board Best Practices
No provision for speific committees?
Policies
• Conflict of Interest
• Annual Audit
• Reserve & Investment
I. Board Best Practices
22
I. Decisions
Governance OperationsDecision Making
akaBoard
akaHead
I. Board Best Practices
23
Policies Time and Attention Graph
STRATEGIES
Mission
Survival
Leadership
BOARD’S DECISIONSHead’s
Advice
PARTNERSHIP
Authorizations
Finance Policies
Enrollment
Employment terms
BOARD & HEAD SHARED DECISIONS
OPERATIONAL
Admissions
Staffing
Program
Systems
Board’s
Advice
HEAD’S DECISIONS
Decisions - Carver
I. Board Best Practices
24
1. Whom to include in strategic planning process
2. Add a special education program
3. Do not admit a benefactor’s child
4. Accept $250,000 gift from a donor to begin a learning differences program
5. Fire a beloved, long-term teacher
6. Take on a bond issue to finance a capital project
Decisions - Board / Head / Shared?
I. Board Best Practices
25
Policies Time and Attention Graph
STRATEGIES
Mission
Survival
Leadership
BOARD’S DECISIONS
Head’s
Advice
PARTNERSHIP
Authorizations
Finance Policies
Enrollment
Employment terms
BOARD & HEAD: SHARED DECISIONS
OPERATIONAL
Admissions
Staffing
Program
Systems
Board’s
Advice
HEAD’S DECISIONS
Decisions - Carver
Strat. Plan Process
Spec. Ed. Admit Benif. Child
$250K Gift
Fire Teacher
Bond Issue
Strat. Plan Process
Spec. Ed.
Admit Benif. Child
$250K Gift
Fire Teacher
Bond Issue
I. Board Best Practices
II. Board Leadership & Building a Strong Board
Can you name two requirements for success?
Smart Healthy
• Strategy
• Marketing
• Finance
• Technology
• Minimal Politics
• Minimal Confusion
• High Morale
• High Productivity
• Low Turnover
Which ONE . . . If you had to choose?
II. Board Leadership & Building a Strong Board
Communication & Building Trust
• Answer emails promptly
• SILENT = LISTEN
Let’s look at one example
• 2 Ears and 1 Mouth
II. Board Leadership & Building a Strong Board
Communication?
Communication
Good Procedures
Thoughtful
Trust
+
II. Board Leadership & Building a Strong Board
II. Board Leadership & Building a Strong Board
33
1) Board Profile / Nominations
2) Board Self-Evaluations
3) Board Professional Development
Charge: Board Health and Compliance
II. Board Leadership & Building a Strong Board
Committee on Trustees
II. Board Leadership & Building a Strong Board
35
Committee on Trustees
1) • Board Profile/ • Nominations
2) Board Self-Evaluation
3) Board Professional Development
• Retreats
• Consultants
• Associations
Charge: Board Health and Compliance
• New Trustee Orientation
II. Board Leadership & Building a Strong Board
36
1) Board Profile / Nominations
2) Board Self-Evaluations
Charge: Board Health and Compliance
• Each meeting
• Annually
3) Board Professional Development
II. Board Leadership & Building a Strong Board
Committee on Trustees
37
1) Board Profile / Nominations
2) Board Self-Evaluations
3) Board Professional Development
• Retreats
• Consultants
• Associations
Charge: Board Health and Compliance
• New Trustee Orientation
II. Board Leadership & Building a Strong Board
Committee on Trustees
38
• Meeting Agenda
• Mentor Program
• Binder Table of Contents
New Trustee Orientation
II. Board Leadership & Building a Strong Board
39
Committee on Trustees
1) Board Profile / Nominations
2) Board Self-Evaluations
3) Board Professional Development
• Retreats
• Consultants
• Associations
Charge: Board Health and Compliance
• New Trustee Orientation
II. Board Leadership & Building a Strong Board
Respect
Don’t make your lack of planning my crisis.
II. Board Leadership & Building a Strong Board
What are some ways we can demonstrate respect to each other?
Head to Board
Board to Head
Meetings – an often missed opportunity
Discuss and list
• 3 meeting characteristics you like • 3 that frustrate you
II. Board Leadership & Building a Strong Board
Always a Positive Spin
Let’s make a list of how to find the bright spots in your school,
including . . .
Leadership
All business shall be conducted according to Robert’s Rules of Order.
Should a Board Member miss three (3) consecutive monthly meetings or four (4) meetings within a 12-month period, that member would be automatically disqualified from Board membership.
II. Board Leadership & Building a Strong Board
Perspective Taking
II. Board Leadership & Building a Strong Board
Recognition
Must work both ways
• Head to Board
• Board to Head & Staff
II. Board Leadership & Building a Strong Board
1) Heads hired by Board but they have to train and guide their boss(es)
Governance Conundrums
2) Heads may have to enforce compliance, i.e. pay tuition, dismiss child
3) Heads are expected to run the school but have to devote 30% of their time caring for
the Board
4) Heads often have to press the Board to evaluate and complete next contract.
Others?
4 Problems of Board Performance
1) Rivalries
2) Being disengaged
3) Don’t know what job is
4) Dissatisfied with their role
Chapter 2
II. Board Leadership & Building a Strong Board
Clarkson Montessori School“Terry, you have a call from the board chair on line 2.” “Hello, Terry. How was your weekend?” “Hi, Chris. I was just thinking that I can’t believe this is my fifteenth year at Clarkson. We’ve seen so much progress in a short period of time. What’s up?” “Terry, I heard at drop-off this morning that Leslie will be leaving after the holiday break. Is that true?” “Oh, yes. I probably should have brought it up last week when we had our weekly meeting.” “Terry, I cannot believe this. Leslie has been with us over 25 years, and is one of our most beloved teachers.”
Dawson Montessori Day School“Hi Pat. You all set for tonight’s board meeting?” “For sure. I will give my Head’s Report right after the Committee on Trustees Report, right?” “Yes. Oh, and one other thing, we will have an executive session right at the end, so you will be able to leave sooner. You deserve an early night. You’ve been working so hard to get this capital campaign up and running.” “Executive session? You never mentioned anything about that. Is something wrong?” “No, the board just wants to talk about your performance, and we feel that the dialogue will be more honest and robust if you were not in the room.”
Executive Sessions&
Heads Voting
II. Board Leadership & Building a Strong Board
Annual Board Documents
• Annual Committee Structure & Membership
• Annual Board Agenda
• Head’s Goals & Objectives
II. Board Leadership & Building a Strong Board
II. Board Leadership & Building a Strong Board
Succession Planning
II. Board Leadership & Building a Strong Board
Board/Head Partnership
“Great schools house outstanding faculty, but
they are built through the strong leadership of solid
head/board partnerships.”
What is not Montessori at NSMS?
Sustaining Montessori Culture
• AMS Website• Monthly Newsletter
• Heads’ Listserve
Tomorrow’s ChildMontessori Leadership
• Develop your leadership
• Support school mission
• Promote professional development
• Give Recognition
• Care for the child
• Do right
For Head & Board
“When Parents Complain — what’s a board member to do?”
“When You’re a Parent and Board Member”
Beyond our own Montessori Schools
• Professional Development
• Accreditation
• Montessori Advocacy
• Montessori Research
• Montessori in the National Agenda
• Technology
Accreditation Process
Manual on Evaluation & Accreditation(2006 Edition)
IV. Governance
Manual on Evaluation & Accreditation(2011 Edition)
II. Governance
Jim Collins Patrick Lencioni
NAIS
Richard Chait
For Head & Board
www.nais.org
www.nysais.org
www.boardsource.org
www.iscachairs.org
www.isminc.com www.amshq.org
Board of Trustees RetreatSaturday, August 11, 2012
A few words about Montessori
Describe Montessori in six words now.
• Obsessive Compulsive Disorder at its best.
• Children in charge of their world.
• Teacher as facilitator, child as learner.
• Respecting the child without external rewards
• BHMS has made me support Obama
II. Board Leadership & Building a Strong Board
Insert public perception of Montessori article