trusteeship 101

CAIS Trustee/School Head ConferenceJanuary 27, 2007

Trusteeship 101

What Have You Gotten Yourself Into?

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Today’s Topics

Benefits of Trusteeship What Makes a Good TrusteeYour Rights, Obligations & LiabilitiesYour Roles and ResponsibilitiesCase Studies





Benefits of Trusteeship1. Ability to give back2. Ability to support children 3. Recognition as leader in community4. Opportunity to work with remarkable folks5. Membership in a larger group of leaders6. Opportunities for learning7. Stimulation of different work from daily work8. Being valued for the experience you bring9. Practice in “big picture” strategic thinking10. Develop meaningful lifelong friendships





Characteristics of a Valued and Effective Trustee

• Classic characteristics– Team Player– Integrity– Open Mind– Competence

• Keys to real success– Common sense– Sense of humor– Enthusiasm





Ten Trustees Nobody Wants on the Board

1. The one-note2. The continual devil’s advocate3. The commander4. The unprepared5. The orator6. The micro-manager7. The loose lips8. The vigilante9. The über parent10. The board seat collector





Rights and Obligations

Same for directors of all nonprofitsGoverned by nonprofit corporate law





Rights

To a strong partnershipTo strong leadership





ObligationsDuty of Care

– In decision making– In policy making

Duty of Loyalty– The school comes first– Understand the power of your position

Duty of Obedience– Stay true to the mission– Support the decisions of the board– Support the Head and staff





Liabilities

Board is ultimately liable– Individually and collectively– Subject to state volunteer protection laws

Risk can be mitigated– Director’s and Officers Liability insurance– General liability insurance– Stay informed





Required Reading & Knowledge

Articles of IncorporationBylawsInternal Policies and ProceduresIRS Form 990Insurance Coverage





Roles and Responsibilities1. Engagement2. Mission3. Head of School4. Financial5. Legal6. Program support7. Fundraising8. Board Effectiveness





1. EngagementPrepareAttendParticipateFollow-upRecognize conflicts of interestAccept and support all board decisionsKeep all board deliberations confidential





2. Mission

Review, adopt, support, promoteCreate future visionEngage in strategic planningEstablish policies consistent with it





3. Head of School

Search for and hireSet compensationSet goals togetherEvaluate performance based on goalsSupport and nurture





4. FinancialAll trustees share fiduciary responsibilityOversee financial resourcesOversee physical campusOversee investment managementEngage outside auditor





5. Legal

Adhere to school policies and proceduresFollow local, state & federal laws and

regulationsBring issues to Head and Board Chair





6. Program SupportUnderstand you do not make

– Management decisions– Personnel decisions– Curricular decisions

Represent school in the communityGive unqualified public support of school, Head,

staff, and boardCultivate good relations among constituencies and

neighbors





7. FundraisingMake a stretch gift to the Annual FundMake a stretch gift to all Capital CampaignsBe an active fundraiser

– Identify– Cultivate– Solicit– Thank– Steward





8. Board Effectiveness

Organize committee structureSet annual board goalsDo board self assessmentCommit to professional developmentMaintain vitality of the board





Case Studies

• Real cases from NAIS schools• Modified from NAIS website

– Case Study #12: Six Quick Case Studies– www.nais.org/resources/article.cfm?

ItemNumber=145022





Parent Complaint

You are at a fund-raising cocktail party, and an influential parent and community member tells you that the 3rd grade teacher is not doing her job. He claims the only reason his child has learned multiplication is through the additional efforts of his wife, not the teacher.





Faculty Complaint

You receive a Mailgram signed by the entire faculty expressing their disapproval of the firing of the long term school librarian and asking for a meeting with the trustees. The Head has already informed the board of his decision. Furthermore, he proposed using the Executive Committee as a sounding board to work out the timing and terms of the dismissal since he expected it would be unpopular with the faculty





Trustee ComplaintTrustee Tom Jones, a major donor, does not agree

with the recent board decision to revise the financial aid policy to better align with the mission of seeking a diverse student body. After the meeting, he meets with other parents to share his outrage that the board would invest more funds to attract certain students when there is no problem filling seats with full pay students. The board chair hears from one of the parents who tells him he felt uncomfortable with the conversation.





Enthusiasm!

“Enthusiasm is one of the most powerful engines of success. When you do a thing, do it with all your might. Put your whole soul into it. Stamp it with your own personality. Be active, be energetic, be enthusiastic and faithful, and you will accomplish your object. Nothing great was ever accomplished without enthusiasm.”

-Ralph Waldo Emerson

trusteeship 101

Documents

board decisionskeep

board chair6

school policies

head of schoolsearch

stretch gift

annual fundmake

nais schoolsmodified

financialall trustees