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

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Mission

Governance Operations

I. Board Basics

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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

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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

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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

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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

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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

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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

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• Meeting Agenda

• Mentor Program

• Binder Table of Contents

New Trustee Orientation

II. Board Leadership & Building a Strong Board

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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