Christian School Boards Need Boundaries, Too
There are three Christian schools within a few miles of each other near to where I live. If I were to travel a few miles farther three or four more would be found. That's a lot of Christian education within a relatively closely drawn circle. While none of these admit that they are in competition with the others, in reality they are all vying for a market share of families desiring a Christian education for their children.
Simply from my own knowledge of these schools I could complete a "competitive analysis" which would compare and contrast these institutions, but that certainly would be of no value here because it would be of little help to schools not looking for such help.
One thing, however, having nothing to do with the benefits of one over the other, would compare them, and fit hand-in-glove with each administratively. That one similarity is a meddling board. A board involved, where they shouldn't be, in the day-today operation of the school.
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The effective board fits neatly into a well-honed, time-tested formula for success. (See: here, here and here.)
The effective board serves three distinct purposes:
1. hire and fire the head of school
2. establish policy
3. make certain that the school is financially stable.
That's it. The whole "magilla."
"A leader of good judgment gives stability; an exploiting leader leaves a trail of waste." (Proverbs 29:4 MSG)
Over the years I have served on a college board, an urban mission board, a Christian think tank board, and an orchestra board. On all of those boards we limited ourselves to the three designated functions mentioned above. And furthermore we met no more than three or four times a year, not six, not eight, not ten or twelve, but in most cases three.
Considering three annual meetings and a strong "mission driven" committee structure any board will be able to manage things nicely. In addition we didn't know the faculty well. And essentially we didn't know any students either. Granted on occasion because of homecoming or some other social function our lives did momentarily intersect, but relationships were not fostered. This being the case, we were able to maintain decision making "objectivity."
Contrary to my board experience was that as Christian school faculty member. In those cases the board was so involved that it made my work difficult. This involvement is best described as "meddling." And to the faculty and administration it sent a message that the board didn't have the confidence in us to do our job effectively. If indeed that is the case then fire all of us and start over again.
As a consultant I found myself asking one question of boards over and over again. How many employees do you as a board have?
After thought some number would be offered up, to which I responded, "no, you have only one, the head of school."
All other employees reported to the head of school, who also could hire or fire them. Furthermore, all admissions decisions were the responsibility of the head of school by means of the recruitment office. The only group of board members who might be peripherally involved would be those on the personnel or advancement committee and they would simply be informed of action taken.
While administrators will routinely make a report at board meetings the one important connection of the board to the school is that of the board chair and the head of school. This is commonly recognized as the single most important relationship that exists and a responsibility which is developed because it is an "efficient allocation of time and resources."
The school board is not simply a group of individuals who just happened to have the available time to meet, but who have been chosen carefully for their skills and the professional contribution they can make to this important body of governors. So use their skills for maximum benefit and not for meddling!
Difficult as it is, care should be taken to achieve the highest level of professional skill and objectivity. Decisions concerning the budget (salaries, tuition, and program cuts) need to be made without the encumbrance of family connections to the faculty or student body. This is often very difficult to achieve in a neighborhood Christian school where spouses and parents tend to become board members. Every effort should be made to stress the importance of "objectivity" and "privacy." Board matters are not to be discussed at home or anywhere outside the board meeting except where specific permission has been granted for a specific purpose.
Discuss these matters at your board retreat or bring in a professional to speak briefly and then lead discussion on the subject. Establish a board committee which audits board functions, board members performance, and the head of school. There is nothing here of which to be afraid. Everything is intended to encourage and promote the highest level of effectiveness.
"Leaders who know their business and care keep a sharp eye out for the shoddy and cheap, …" (Proverbs 20: 8 & 9 MSG)
