As a governance coach and consultant the question I get most often is, how do we keep our board meetings on track? The answer is the pretty simple.
I have learned the hard way, as a consultant and a board chair, that if you do not prepare on the front end you will be repairing on the back end.
One of the keys to facilitating an effective and purposeful board meeting begins with the setting of the monthly agenda.
Who Sets the agenda?
The agenda is a collaborative process set by the head of the school and the board chair.
When is the agenda set?
The development of the next months agenda begins at the end of the previous board meeting. At At the close of the meeting the board chair should:
This will be the initial agenda draft. Within two business days of the close of the meeting the chair and head of school should meet to determine what went well at the meeting and what needs improvement. In addition, they should complete drafting the agenda by adding any additional items discussed.
The drafted agenda should be sent to the full board for review and asked for feedback. Put a timeline of one week on this process.
Within two weeks of the upcoming board meeting, the finalized agenda should be ready to be sent to the full board.
Be sure to provide direction to the board members or committees to ensure they have all reports and information to the appointed individual who disseminates the full board packet and agenda to the board five to seven days prior to the board meeting. (Note: Do not have multiple people sending the full board information, this gets confusing and creates a less prepared board.)
There should be a clear expectation that all board members are prepared. By providing the information to the board in a timely manner, the meeting can be spent focused on discussion and action, not catching up.
What should be on the agenda?
The Pareto Principle states that a small percentage of inputs generates or produces a large percentage of outcomes. As a board, addressing only one or two issues will produce extraordinary results. This is what the chair and lead administrator should be focusing their conversation on in the early stages. Eliminate the distractions and challenge yourself to identify what are those one or two high impact issues are. Trust the school’s management team to address the rest.
The board should be focused on WHAT REALLY MATTERS! The information presented and discussed should directly align with the goals of organization as a whole. If it doesn’t inform the board on WHAT REALLY MATTERS and support the board in achieving the organization goals…It should not be discussed in the board meeting.
No other singular variable is more important for the health and vitality of a school than the way it is governed. This begins and ends with the culture of the board meeting. As you know, serving on a public charter school board is no small task because every decision, in some manner, affects children. Every failure of a public charter school can be traced back, in some form or fashion, to the board that governs the school. I encourage you to take a deeper look at your practices and process for board meeting development. It might just be the missing factor that turns the school around.
This blog was written by public charter school governance and leadership expert Dr. Thomas Miller. If you need assistance with organizing your board meetings our professional support services provide a better practices model that results in each individual member will benefit by…
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