V. Board Involvement/Organization

Findings

The Board of Trustees has the responsibility for setting the policy and expectations of the school. As such, the board is obliged to set the tone on issues of fairness and diversity in representing and promoting the school.

As with many boards, there is more involvement on the part of the members of the executive committee than with the other members. While some members have shown an active interest in the school, others perform more in a perfunctory manner by attending a few meetings a year and doing little or nothing more.

The "behavior" of the board has changed, possibly creating some tension and some misunderstanding. Faculty and staff had too much contact with the board years ago. They often by-passed the proper administrative channels to resolve their concerns and attempted to involve board members directly in the day-today internal operations of the school. While most would agree the current operating procedures of the board are much preferred over the past, there is a level of misunderstanding about the role and relationship of the Board of Trustees with some members of the campus community.

There are differing opinions as to what kinds of board members the school needs and should have. Some feel fundraising expertise is critical. Others are more attuned to educational interests or business interests. Members are appointed by several different authorities. Board members come to their roles with differing expectations and often little knowledge about the school.

There appears to be considerable turnover on the board which leads to a lack of knowledge of tradition and lessened involvement in policy-making.

The board's evaluation of the Executive Director seems to be inconsistent.

Although, faculty representatives have been assigned to various board committees, there is some concern about the ability of the faculty to be candid in expressing their opinions.

Recommendations

1. The board members should participate in a meaningful strategic planning process, perhaps every three or four years. Faculty, staff, alumni, students and parents should be involved. Issues of fairness and diversity should be examined in that strategic review.
2. Specific oversight responsibilities should be assigned to committees or subcommittees of the board which result in regular contact and communication with faculty, staff, and students.
3. Input into the board from the school's constituencies needs to be strengthened.
4. There needs to be a strong board orientation program for new and continuing board members.
5. A meeting should be held with the appropriate staff people from the offices of those who appoint board members to be certain that they have a better understanding of the types of people and the specific strengths and expertise needed on the board, along with expectations and time commitments and consideration for diversity. That level of understanding is critical if the role of the board is to be strengthened.
6. The size of the board needs to be reviewed, as well as its organizations1 structure, to as sure that the board is prepared to provide the leadership that will be required in the future.