2. Work Ahead of Us
Morning
I. Board Basics, Structure & Best Practices
II. Board Leadership & Building a Strong Board
Afternoon
III. Planning for the Future – Being Strategic
• Always looking for resources
• Google Doc for Notes
4. I. Board Basics
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.
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5. I. Board Structure
Type 1 Type 2
Faculty & Staff
Fiduciary Parents
Strategic
Type 3
Trustees
Generative
6. I. Board Basics
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.”
7. I. Board Basics
Head Responsibilities
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
13. I. Board Best Practices
Bylaws
Board (Bylaws) = Accreditation (Self-study)
What you SAY you are doing
What you ARE doing
Let’s look at some of NSMS’s Constitution articles
14. I. Board Best Practices
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.
15. 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.
16. I. Board Best Practices
SECTION 1. Election of Trustees:
Trustees shall be elected by secret ballot at
the annual meeting.
17. 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;
No provision for Head of School?
18. I. Board Best Practices
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.
19. 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.
20. 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.
No provision for speific committees?
21. I. Board Best Practices
Policies
• Conflict of Interest
• Annual Audit
• Reserve & Investment
22. I. Board Best Practices
Governance
Decision Operations
Making
aka aka
Board Head
I. Decisions
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23. I. Board Best Practices
Decisions - Carver
Policies Time and Attention Graph
STRATEGIES
Mission BOARD’S DECISIONS
Survival Head’s
Leadership Advice
PARTNERSHIP
Authorizations
Finance Policies BOARD & HEAD SHARED DECISIONS
Enrollment
Employment terms
OPERATIONAL Board’s
Admissions Advice
Staffing HEAD’S DECISIONS
Program
Systems
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24. I. Board Best Practices
Decisions - Board / Head / Shared?
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
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25. I. Board Best Practices
Decisions - Carver
Policies Time and Attention Graph
STRATEGIES BOARD’S DECISIONS
Mission
Survival Bond
Head’s
Issue
Leadership Advice
PARTNERSHIP
Strat. Plan
Authorizations Process
Finance Policies BOARD & HEAD: SHARED DECISIONS
Enrollment
Spec. Ed. $250K
Employment terms Gift
OPERATIONAL Board’s
Admissions Advice
Admit Benif. Fire
Staffing
Child Teacher
Program
Systems HEAD’S DECISIONS
Strat. Plan Spec. Ed. Admit Benif. $250K Fire Bond
Process Child Gift Teacher Issue
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28. II. Board Leadership & Building a Strong Board
Can you name two requirements for success?
Smart Healthy
• Strategy • Minimal Politics
• Marketing • Minimal Confusion
• Finance • High Morale
• • High Productivity
Technolo • Low Turnover
gy
Which ONE . . . If you had to
choose?
29. II. Board Leadership & Building a Strong Board
Communication & Building Trust
• Answer emails promptly
• SILENT = LISTEN
• 2 Ears and 1 Mouth
Let’s look at one example
33. II. Board Leadership & Building a Strong Board
Committee on Trustees
Charge: Board Health and Compliance
1) Board Profile / Nominations
2) Board Self-Evaluations
3) Board Professional Development
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35. II. Board Leadership & Building a Strong Board
Committee on Trustees
Charge: Board Health and Compliance
1) • Board Profile/ • Nominations
2) Board Self-Evaluation
3) Board Professional Development
• New Trustee Orientation
• Retreats
• Associations
• Consultants
35
36. II. Board Leadership & Building a Strong Board
Committee on Trustees
Charge: Board Health and Compliance
1) Board Profile / Nominations
2) Board Self-Evaluations
• Each meeting
• Annually
3) Board Professional Development
36
37. II. Board Leadership & Building a Strong Board
Committee on Trustees
Charge: Board Health and Compliance
1) Board Profile / Nominations
2) Board Self-Evaluations
3) Board Professional Development
• New Trustee Orientation
• Retreats
• Associations
• Consultants
37
38. II. Board Leadership & Building a Strong Board
New Trustee Orientation
• Meeting Agenda
• Binder Table of Contents
• Mentor Program
38
39. II. Board Leadership & Building a Strong Board
Committee on Trustees
Charge: Board Health and Compliance
1) Board Profile / Nominations
2) Board Self-Evaluations
3) Board Professional Development
• New Trustee Orientation
• Retreats
• Associations
• Consultants
39
40. II. Board Leadership & Building a Strong Board
Respect
What are some ways we can demonstrate
respect to each other?
Board to Head
Head to Board
Don’t make your lack of planning my crisis.
41. II. Board Leadership & Building a Strong Board
Meetings – an often missed opportunity
Discuss and list
• 3 meeting characteristics you like
• 3 that frustrate you
42. Leadership
Always a Positive Spin
Let’s make a list of how
to find the bright spots in
your school,
including . . .
43. II. Board Leadership & Building a Strong Board
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.
45. II. Board Leadership & Building a Strong Board
Recognition
Must work both ways
• Head to Board
• Board to Head & Staff
46. Governance Conundrums
1) Heads hired by Board but they have to train
and guide their boss(es)
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?
47. II. Board Leadership & Building a Strong Board
4 Problems of Board Performance
1) Rivalries
2) Being disengaged
3) Don’t know what job is
4) Dissatisfied with their role
Chapter 2
48. 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.”
49. 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.”
50. II. Board Leadership & Building a Strong Board
Executive Sessions
&
Heads Voting
51. II. Board Leadership & Building a Strong Board
Annual Board Documents
• Annual Board Agenda
• Head’s Goals & Objectives
• Annual Committee Structure
& Membership
52. Board Handbook
Revised: July 27, 2012
The BHMS Board Handbook is a collection of Board policies, procedures, and
information to which each Board member should have easy access. This document
supports and clarifies the Bylaws by defining the procedures by which the various
Board tasks implied in the By‐laws are actually carried out. The Board of Trustees will
update this handbook on an annual basis or as needed. Standing and ad hoc
committees will review and update their respective charges between the Annual
Meeting and the fall Board meeting and will subsequently present them to the Board
for review and adoption at the fall meeting. The Executive Committee is responsible
for managing the content of the handbook.
Documents can be accessed within this Manual by clicking on the related link or going
to the BHMS Trustees website.
Page | 1
53. Table of Contents
I. Mission
II. BHMS – Corporate Information p. 3
1. State of Incorporation
2. School charter
3. By‐laws
III. Financial Policies and Procedures
a. Budget Process
b. Investment Policy
c. Gift Policy
IV. Board Policy Manual p. 3
V. Annual Board Agenda p. 3
VI. Committee on Trustees p. 5
1. Nomination Process
a. Calendar
b. Interview questions
c. Board Profile
d. Candidate tracking
2. Board Development & Retreat Process
VII. Accreditation p. 5
a. NYSAIS
b. AMS
Page | 2
56. Board/Head Partnership
“Great schools house
outstanding faculty, but they are
built through the strong
leadership of solid head/board
partnerships.”
60. For Head & Board
• Develop your leadership
• Support school mission
• Promote professional development
• Give Recognition
• Do right
• Care for the child
61. “When You’re a Parent and Board Member”
“When Parents Complain — what’s a board member to do?”
62. Beyond our own
Montessori Schools
• Accreditation
• Professional Development
• Montessori Advocacy
• Montessori in the National Agenda
• Montessori Research
• Technology
63. Accreditation Process
Manual on Evaluation & Accreditation
(2006 Edition)
IV. Governance
Manual on Evaluation & Accreditation
(2011 Edition)
II. Governance
64. For Head & Board
NAIS
Jim Collins Richard Chait Patrick Lencioni
68. II. Board Leadership & Building a Strong Board
A few words about Montessori
Describe Montessori in six words now.
• Children in charge of their world.
• Respecting the child without external rewards
• Teacher as facilitator, child as
learner.
• BHMS has made me support Obama
• Obsessive Compulsive Disorder at its best.
Insert public perception of Montessori
article
Editor's Notes
Some of this material will be familiar but let’s reinforce what we may already now. You never know what lurks ahead. Reference Agenda for articles and Notes Page
What is in center of triangle?
Article available for handout
Finally, a book that brings the vision of truly good governance down to earth. Ram Charan, expert in corporate governance and best-selling author, packs this book with useful tools and techniques to take boards and their companies to a higher level of performance. Charan puts his finger on a growing problem for boards: the disconnect between directors; efforts and their results. The added time and attention boards invest is not translating into better governance — that is, governance that adds value to the business. Boards That Deliver gets beyond the rhetoric of corporate governance reform. It captures the tried-and-true practices used by high-performance boards. In contrast to experts who base prescriptions on number-crunching exercises, Charan identifies the real problems that drain directors' time and suppress their best judgments — and explains clearly and succinctly how boards can solve those problems. These battle-tested solutions help boards achieve what rules and regulations alone cannot — to get succession right, refine a winning strategy, and design a rational CEO compensation package. Good governance requires leadership. Boards That Deliver is the no-nonsense guide for directors and CEOs who are rising to the leadership challenge to make their boards a competitive advantage.
Constitution establishes the organization Bylaws help govern the organization Policies regulate the operation of the organization
Policies easier to change than bylaws, e.g. investment, conflict of interest, evaluation of the head, contract ----- Meeting Notes (3/14/12 07:36) ----- What is the difference between bylaws and policies?
Policies easier to change than bylaws, e.g. investment, conflict of interest, evaluation of the head, contract ----- Meeting Notes (3/14/12 07:36) ----- What is the difference between bylaws and policies?
Learning about cooperation between governance and operation, i.e. between Board and Head
BOB
Let individuals choose, then compare with partner, then with entire group
BOB to lead
Remember conflict of interest
“ What Would Google Do” –1) Google sees its home page as a place to get you to where you want to go , 2) Beta testing, 3) trust v. control page 95
“ If I had to choose one, it would be ‘Healthy’ because healthy organizations can always get smart, but smart orgs. don’t necessarily get healthy.
Let me leave you with 3 key points gleaned over my 20 yrs. As Head and Board member. Answer emails promptly even if it is to say, “I’ll get right back to you.” Don’t let issues fester Next 2 points I picked up from a workshop “Axis of Hope” helping teachers help students learn about communicating, conflict resolution, including compromising, and negotiating.
Referee in NFL game
Let’s do the math . . . ----- Meeting Notes (3/14/12 07:46) ----- One way of ensuring good communication.
Connect to website if possible and navigate around.
Bob Most important committee on the Board
How to start a movement
Show profile chart
DANE
BOB
Bring up Agenda on separate page
NAIS Leadership through Partnership, good chair/head leadership modeling to all 3 constituencies When well functioning, CoT takes pressure off of chair Learned and practiced
Let’s do the math . . . ----- Meeting Notes (3/14/12 07:46) ----- One way of ensuring good communication.
*********** Hold book pictures until after group discusses questions • DISCUSSION QUESTION One of the best way to nurture your Board and administrative team – GOOD MEETINGS Perfect way to get to know one another. DISCUSS AND LIST 3 MEETING CHARACTERISTICS YOU LIKE & 3 THAT FRUSTRATE YOU • Tips 1) Establish meeting beginning and ending times 2) printed agenda 3) bring solutions to chew on rather than a what-are-going-to-do approach 4) take notes/minutes • Lencioni meetings -> Daily Check-in, Weekly Tactical, Monthly Strategic, Quarterly Off-site • Blog post with podcast interview author of “The Modern Meeting Standard”
Switch
JoAnn Deak lecture in March – Do handshake exercise. Talk about “Mind in the Making” skill – Perspective Taking This is especially true when it comes to looking at problems for vantage point of parents, trustees, faculty, staff, and certainly kids
When was the last time you can remember recognition in your school. How was it demonstrated? Independent Teacher article posted. Let’s practice . . .
Train new board chairs and new trustees CAN YOU THINK OF OTHERS?
Let’s do some work on a couple of case studies
Present as a case study
IF YOU WERE THE HEAD, HOW WOULD YOU RESPOND? >>>>>>>>>>>>>OR Set up as a role-play situation
This is a good paper on understanding Executive Sessions 2 times when Boards should hold executive sessions – compensation and evaluation Can be a sore point: Should Heads have a vote on their Boards? On their committees?
Board and head establish before the first Board meeting. Strategic Plan drives Agenda, Head’s G&O, and what committees/task forces needed
Balance of power
Balance of power & Succession Planning
Article posted for you. Not published yet, but it will give you reference on what GG means.
“ Board/Head Partnership_NAIS” is from NAIS and can be found with posted resources in support of this presentation.
Wining a debate, a basketball game? Not allowing a student to return to school after the holiday break because tuition has not been paid to date? Suggesting that all families must provide baked goods for the bake sale? Children must call their teachers by their first name? Children are not given homework?
Reading & Montessori resources.
Good publication resources
Do right ----- from “Better: A Surgeon’ Notes on Performance” by Atul Gawande
Rehash article
Accreditation – AMS v. state, Middle States . . . Why?
One of the best resources – Accreditation & Evaluation both AMS and State/Regional Association
Rehash article
Double click on each to bring up logo and URL at same time
“ That’s not Montessori” thrown in your face Open with 6 word exercise . . . What is Montessori? Discussion among participants.
