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Observations on the Board-CEO Partnership

Observations from 200+ charter school boards

In many cases, the board/CEO partnership does not get off to the right start for the following reasons:

Key Issue

Board Contribution

CEO Contribution

Lack of Experience

 

Many board members are lacking in governance experience.

The average charter school leader has no previous governance experience.

Unclear How the Board will Add Value

Do not have clear goals of their own.

Sees the board as taking away from their important job of running the school.

Faulty Expectations

Often do not hold themselves to the highest of standards. “We’re only volunteers” is used as an excuse for poor performance and attendance.

Often doesn’t realize that supporting the board is a central part of their job. And once they acknowledge this, they don’t know how to do it.

Do Not View the Relationship as a Partnership

The CEO reports to us. We are in charge. This is not a partnership.

They are my bosses. It’s not a partnership.

Or: 

This is my school. I am the founder. It is not a partnership.

 

Defining Roles & Responsibilities in the Partnership

 

Board

CEO

Governance Prioritized

 

  • Takes the responsibility of governing a multimillion dollar public enterprise extremely seriously.
  • Makes board service a very high priority.
  • Sees developing and maintaining the board as a primary responsibility, and devotes significant time to helping it run effectively.
  • Ensures that each committee has the appropriate staff support.

Governance Expertise

  • Reads extensively on the topic.
  • Seeks training and professional development.
  • Is well versed in all aspects of governance.
  • Reads extensively on the subject, and seeks professional development around governance issues.
  • Serves on another board outside the school.

Charter School Knowledge

  • Reads extensively on the topic.
  • Systematically and continually educates the board about key elements of running an exceptional charter school.
  • Board education is based on the key authorizer measurements as well as state/national measures of academic success.

Setting the Strategic Direction

  • Responds to the CEO’s strategic vision, asks strategic questions, and helps the leader think about the long term.

 

  • Develops a clear vision of where the school should be in 3 to 5 years, takes an active role in creating a shared vision of success with the full board, and assists the board with clarifying how they can achieve this vision.
  • Uses the charter and accountability plan as a backdrop for this vision.

Clear Measurable Goals 
to hold one another accountable

  • Develops annual board-level goals that provide a concrete understanding of how the board will add value to the school this year.
  • Board goals are tracked throughout the year and individuals are held accountable for delivering agreed-upon assignments.
  • Board approves a set of measurable CEO/organizational goals for the year.
  • Creates a clear and consistent dashboard for the board to track key annual organizational metrics and the CEO’s overall performance throughout the year.

Governance Management

  • The board is crystal clear about the key organizational decisions that need to be made this year and the role of the board vs. role of the CEO in making these decisions.
  • Ensures that the board agrees at the beginning of the year about the key decisions that need to be made and seeks clarity about what decisions are within the leader’s purview.

Data-Driven Decision-Making

  • Demands that board decisions are made by analyzing data provided by the CEO, who (when appropriate) will present information in conjunction with a board committee.
  • Strives to always provide data to inform the board deliberations, vets this information by a committee first, and when applicable provides comparative data.

Clear and Consistent Communication

  • There is a clear consistent process for providing coaching, feedback, and support from the full board to the CEO.
  • The full board speaks with one voice to the CEO regarding their performance.

 

  • Takes a very active role in creating, sustaining and improving clear, consistent communication with the board.
  • Board materials are always sent out well before the board meetings, and they are consistent, self-explanatory, and easy to read.

Succession Planning

  • Approves a short-term and long-term succession plan.
  • Ensures that the plans are well documented, and reviewed and revised annually.
  • Initiates a board-level succession planning process.
  • Together, the board and CEO create a short-term/emergency succession plan and a longer-term, multi-pronged succession management plan.

Effective Evaluation of CEO and the Board

  • Annually evaluates its own performance
  • Annually develops crystal clear expectations documented in board approved:
  • CEO job description
  • CEO annual goals and performance metrics
  • Conducts an effective and thorough end-of-year performance review of CEO
  • Participates in the annual board performance review
  • Partners with the board to revised and articulate annual goals and metrics
  • Provides input on the end-of-year evaluation process and tools

 

Updated

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