Working effectively with Boards of Trustees
Introduction
In law the board is accountable for all aspects of the school and the
principal is an employee of the board.
The Education Act 1989 (s.76) refers to the principal as the chief executive
officer of the board, in relation to the school's control and management. As
chief executive, the principal is expected to act in accordance with the
board's general policy directions and be accountable to the board for the
results, activities or outputs of those policies.
The act states that the board is to control the management and that the
principal is to manage the day-to-day activities of the school. It is helpful
if the board understands its role in governing the school by setting policy
and respecting the management function of the principal.
Positive working relationships between principals and boards of trustees are
essential. Good relationships will be based on trust with each doing their
part and respecting the abilities of each other.
To develop and foster that good relationship principals need to play a leading role with the board, just as they do with students,
staff and parents. An effective principal needs to:
- provide
the board with relevant, timely information and well-grounded arguments
- keep the
board well informed on the school's activities and ongoing issues as a
matter of course
- discuss
respective roles and expectations with the board chairperson
- genuinely
involve the board and staff in strategic planning, policy and procedure
development and review
- anticipate turnover in boards by encouraging potential candidates to join the board through sub-committees or co-option.
Key
Tasks
Some key tasks principals undertake in order to work effectively with
their boards of trustees include:
Professional/educational instruction, leadership and programme
management
- provide
educational and professional leadership to all staff and pupils
- establish
and have oversight of all curriculum planning and development
- develop
curriculum teams
- evaluate
and review all school programmes
- supervise the
school's administration systems
- service the board of trustees.
Policy making
- assist the
board to develop policies and procedures in all areas of school
governance and management
- participate
in policy and procedure development teams and committees
- provide information and guidance in the development of the board's strategic or long-term plan.
Financial management
- have
oversight of the development of the board's annual budget in line with
school policy
- implement
the board's financial policies for day to day financial management by:
a. establishing sound book-keeping practices
b. preparing regular statements of expenditure and income
c. administering the school's funds in accordance with the budget and
financial policies and priorities
- assist the
board to develop a school financial plan reflecting the present and
future needs of the school
- advise the
board on priorities for fundraising
- ensure
that the board's auditor has all the information necessary to carry out
an audit of the school's financial accounts
- assist the board to develop annual accounts and all financial reports required under the act.
Personnel management
- supervise
the advertising of vacancies
- participate
in the board's appointments committee in the selection of all teaching
and non-teaching staff
- supervise
the performance appraisal of all staff, delegating as necessary,
following-up on the outcomes of teacher appraisal
- oversee
the professional development of all staff
- provide
motivational leadership to all staff, conduct staff meetings, supervise
all staff team groupings necessary to ensure the effective operation of
the school
- develop a personnel plan for the board indicating future personnel needs for the school.
Community partnership
- establish
a favourable image for the school through the
development and maintenance of good relationships with the community
- develop
and carry out processes for consultation with the parents of pupils and
with other community members
- ensure
that the school is accessible to community members and parents through
open days, parent-teacher evenings, etc
- make media
statements in accordance with board policy
- promote the school's mission statement and goals and objectives in the community.
Grounds and property
- supervise
the maintenance of all school grounds, buildings and other property
- establish
mechanisms for supervision of use of school grounds and buildings during
non-school hours
- assist the board to develop a buildings and property plan.
Pastoral care
- create a
caring and supportive climate in the school by modelling desirable social attitudes and behaviours
- ensure the safety and well-being of all pupils and staff.
The
Effective Board
Good boards value and promote close co-operation and consultation with
staff. Regular and purposeful meetings take place to establish effective
partnerships. In this way the school can enjoy a high level of agreement
between participants.
The effective board:
- respects
the principal's role as day to day manager
- provides a
clear vision, in consultation with stakeholders, that stakeholders can
commit to
- plans
strategically and enables the school to meet its mission, charter goals
and all other obligations
- knows its
responsibility to ensure the successful operation of the school in terms
of its mission, charter and statutory obligations
- carries
out this responsibility by efficiently using the resources at its
disposal
- delegates
formally the implementation of most charter goals to its employees
- takes
timely and appropriate action over all issues, including difficult ones
- attends
efficiently to administrative and other organisational matters
- assesses
its training needs and seeks opportunities to meet them
- plans for
succession through clear policy guidelines and induction systems for
handling changes to personnel
- promotes
positive relationships and establishes clear systems of communication
- is
responsive to the wishes of stakeholders and consults on all important
policy issues
- undertakes
self-review to determine the extent to which its mission, charter goals
and all obligations have been achieved, and
- maintains and develops the quality of all aspects of its operation.
