Board-level strategic support of a healthy, growth-oriented faculty culture is critical for your school to sustain long-term programmatic excellence. The outcome of a healthy faculty culture is sustained/enhanced student performance, enthusiasm, and satisfaction.
The faculty is, however, an operational responsibility and you, as a Trustee, should not interfere in teachers’ daily work. So, what are the strategic ways in which you can aid the School Head and Management Team in ensuring a healthy culture? What resources can you, as a Trustee, provide? Here are four key variables for your consideration.
Boards often confront the issue of sustainability of private-independent schools, now and in the future. One common concern is that private school tuitions have historically outpaced inflation—a well-documented truth. The real question is whether this leads to the demise of private schools. To answer this question, we’ll need to explore several factors.
Should school administrators besides the School Head routinely—or ever—attend Board meetings? Are there times when the Board ought to meet without the School Head? Don’t allow these seemingly small questions to become issues of contention. Put the following guidelines, observations, and recommendations to work.
Effective Board committee work can be torpedoed by a Board that listens to a committee’s proposal—and then proceeds to alter or redo the work. As the Chair of a committee, you can envision the damage that results. Your committee members are frustrated—as are the other Trustees who feel that your group did not do its work well enough.
A typical Board meeting at many schools is based on a standard format primarily structured around reports from the School Head and various committees. This type of meeting often fosters results that call for little or no action. When trapped in such routine agendas with no true focal points, many Board meetings simply “go through the motions.”
After your Board has its summer retreat and you begin preparations for the next school year, streamline and enhance your Board’s functionality by compiling selected strategic documents. Store them in a specific container (e.g., a large binder or a hanging-file storage box) that is easily accessible for reference by Trustees as needed for committee work or during regular sessions. Of course, many of the documents can be stored and distributed digitally.
Page 11 of 18