What do we do? I work in partnership with boards and heads of school to ensure mutual understanding of respective roles, responsibilities and how, through the establishment of clear principles and respectful relationships, shared goals, processes, communication, and measures of success can be agreed.
Module 101: What are we supposed to do? – The focus of the board’s work
Roles and responsibilities are explored in the context of the school’s statutes, culture and organisation. The board model and approach will then be considered along with associated policy and practice. Agreement on board member accountability and how it will be managed, monitored and acted upon will follow. An Audit of understanding against specific criteria can be used to enhance this workshop.
Module 102: How do we work together? – Board composition and the ideal skills, dispositions and behaviours of members.
There are three elements:
- The first examines how the board ensures a productive and cordial relationship among themselves. This begins with a brief overview of roles and responsibilities then drills down on the ideal skills and dispositions needed of board members, a look at the composition of the school’s board – its experience and training – along with its philosophical approach to governance, policy, practice, goals, expectations and board meetings. This will lead to discussions on development.
- Second, we discuss the particular role of the board chair and what is expected in addition to all that is expected as a board member.
- third, we look at the relationship between the board and the HoS and how this can be developed and nurtured. Again, the philosophical approach of the Board and HoS, understanding of roles and responsibilities, policy, practice, goals and expectations as well as communication and accountability will be covered with various scenarios to discuss.
Module 103: The Special relationship – The Chair and HoS relationship-building
As the pivotal relationship in a school, the HoS and board chair must work as a team characterised by trust and shared understandings. Learning to create a productive and cordial working relationship means pro-activity, clarity of purpose and understanding of context, as well humility and openness. Strength of character and an agreement on how to address and/or adapt to challenging circumstances will also be needed. We explore the current context of each leader, how it might better be understood and how to help build strong professional relationships.
Module 104: – What are our principles? Words and actions into policy.
Putting in writing what the board believes are the principles to guide practice, that is, creating, implementing and monitoring policy, is not always the most exciting task. However, together, polices provide the foundation for ethical, legal, sustainable, responsible, effective, efficient and human practice when decision-making We look at those principles and consider how to create or audit a policy manual. Policies are then tested by handling issues.
