Mission-Directed Governanceby Leonard Stob

Strengthening Christian Schools ConferenceNovember 7 and 8, 2013

World Religion (Place of Christianity and churches) Economics, health care, financial

sustainability strategies Pensions, social security, housing, health care Expectations, regulations, law suits Technology, social media Home education, charter schools, online, Church and community support for Christian

schools

Our Changing World

1 Fight the change: Try to protect, preserve, and ensure school will not faltera Board to take more control by dealing with more day-to-day issuesb Appoint more committees to study an issue before taking action.c Don’t make constituency unhappyd If a crisis comes, then we will react2 Don’t fight the change: Get in the game: a Concede to changes and expectations in religion and culture in order to stay competitive with other organizations in this industryb Let’s get professional and run this organization like a business (ensure successful finances, image, and promotion)3 Manage change by advancing toward a clear mission with vision, unity, and accountability

How will you handle change?

What is governance? Traditional governance model Carver governance model Mission-Directed Governance model Where are we headed? Developing the Mission Statement

SESSION I

Purpose of Policies Management policy topics:

◦ Building and grounds◦ Finance◦ Employee

Curriculum policy topics:• Expectations of curriculum to advance mission• How to develop curriculum

Governance policy topics:◦ Role of board and Association/Society◦ Minimum criteria for board members◦ How to get issue on board agenda

SESSION II

How will board know what’s going on?◦ Calendar and general school information: report ◦ Reports on evaluation of present programs◦ Measure what is important

Student learning School as provider of education Measurement report

School advancement◦ Leadership projects ◦ Leadership reports

Evaluation of superintendent How to begin adopting Mission-Directed Governance

model

SESSION III

The governance system is the organizational framework that:

Defines the roles of the board, the superintendent, and the ownership group (church/Association/Society)

Clarifies for each the role and limits of their responsibility, authority, participation in decision-making, and their accountability.

Provides the reins for control and assigns who is empowered to determine the direction and operational practices

Determines the process of decision making Develops criteria to sort which issues the organization will

consider as well as the process by which the organization can anticipate, evaluate, discuss, and resolve those issues.

Determines whether organization focuses on mission

What is governance?

A clearly written philosophy and mission Focuses the organization’s attention and energies on advancing the

mission Identifies, protects, and promotes the organization’s core values Provides an orderly process for decision making by specifying roles

of authority Provides an organizational structure that promotes stewardship,

efficiency, financial stability, and strategic planning Includes a process for all employees to understand and contribute

to the mission Provides criteria and the means to measure progress Ensures accountability of all with identified responsibilities, limits of

authority, and criteria Enjoys a confident and supportive relationship between the board,

ownership group, superintendent, and employees

Governance should include

Traditional Governance-by-policy (Carver) Mission-Directed

Governance systems

Board representatives of homogeneous community Operates informally by assumption, tradition, and personality Mission is a theme Board rarely gives leadership; board is passive final filter - Board agenda, organizational direction, and priority of issues is determined by independent Standing Committees, and by disruptive and distracting round table- The organization concentrates on agenda by problem identification (not advancement toward a mission)- Board permits or denies recommendations Culture of “Let’s not make a mistake; don’t make constituency

unhappy” Board and committees make administrative decisions Superintendent manages and carries out most decisions No predictable, criteria-based, or purposeful accountability

Governance Options: Traditional

Business model of Board that directs school head (CEO) by policies

Business standards and measurement of success

Consumer driven Board is autonomous

◦ Divorced from community◦ Divorced from philosophy and mission

Mission is a theme

Governance Options: Carver

Written Mission drives all aspects of organization Ownership group authorizes board to govern on its behalf

(Constitution) Board is unified central authority that directs by policies,

defined roles, expectations, limitations, and goals Superintendent is CEO with authority over all personnel

and operations to follow board policies and implement board direction

Superintendent oversees ad hoc committees Measurement of student learning and school provisions Accountability Unity regarding where the organization is going, priorities,

and how to get there.

Governance Options:Mission-Directed

First: clearly defining the purpose and target of the ministry (Mission statement)◦ Do your students (teachers, parents, board members) know why

they are in a Christian school and what difference that makes? (Education on purpose)

Second: define non-negotiablesOwnership group controls mission and non-negotiables by constitutionConditional to serve on the board

Third: determine which governance system will most effectively empower the organization to advance the mission

What is necessary to lead, implement, and advance the mission?

Philosophy Non-negotiables Mission Core Curricular Principles Curriculum formation Extra-curricular School operations and relationships Testing and measurement Advancing

EDUCATING ON PURPOSE

1 Defines purpose of the ministry Education on purpose! Why do you want to exist? Who is your organization trying to serve? (For faith-based non-profits) What services,

products, or results are you trying to provide for your customer?

(For faith-based schools) What educational results is your school trying to achieve for your students?

MISSION

2 Mission drives characteristics of the organization Needs to drive formation of comprehensive

coordinated programs Needs to drive and focus organizational

operations, procedures, and facilities Provides organizational culture, impact, and

expectations for guiding employee practices.

MISSION

3 Needs to provide basis of criteria for: Evaluating the degree the organization is

achieving the mission Evaluating present programs

MISSION

4 Provides basis for Strategic planning Priorities for advancement Budget and resources (priorities, cuts,

inclusions)

MISSION

The mission of Ontario Christian School is to provide and promote a Biblically-based, quality education that nurtures the children of Christian parents to grow in God-centered discipleship, equipped with vision, understanding, discernment, and service in order to renew all relationships and culture to be under the authority of Jesus Christ

Christian school sample

Recognizing God as the source of all truth, wisdom, and knowledge, the mission of Lansing Christian School is to partner with Christian parents to educate children to be followers of Jesus Christ equipped with intellectual understanding, spiritual health, social skills, and physical fitness in order to be prepared to advance Christ’s kingdom by worthily occupying their places in their families, church, and society.

Christian school sample

The mission of Community Christian College is to provide a Biblically-based junior college Christian education that nurtures students to mature in God-centered whole-life discipleship equipped with vision, understanding, discernment, and service in order to bring all relationships and culture under the authority of Jesus Christ

Christian Junior College sample

The mission of Esther Educational Group, Inc. is to promote a Biblically-based Christian education by providing research, guidance, and strategic planning to partnering churches, educational and community development organizations that nurture students to mature in God-centered whole-life discipleship equipped with vision, understanding, discernment, and service in order to bring all relationships and culture under the authority of Jesus Christ.

Educational Consulting Group sample

The mission of NAME Church is to nurture its members to be Biblically based loving and obedient disciples of Jesus Christ who are growing in worship, understanding, building community, spreading the Gospel, and serving in order to renew all relationships and culture to be under the authority of Jesus Christ

Church sample

The mission of Inland Christian Home is to provide for seniors, quality, affordable, multi-level community living with personalized participatory opportunities that promote Christian growth with social, mental, and physical well-being

Retirement Center sample

Determine (3?) characteristics that the school refuses to change

Non-negotiables

GOVERNANCE

Clear unified and consistent understanding of purpose, expectations, and operations (policies)

Board and administrator have accurate and necessary information (Measure/Reports)

Focus on advancing the school (Mission) Unity of direction and priority Accountability

Governance ideals

1 A board policy is a board directive that states “this is what and or how the board wants a decision to be made or a task to be accomplished for all eternity in all circumstances.” If there appears to be a need to do things differently, the person carrying out the action may seek the permission of the board. Only the board as a whole can make an exception or change the policy.2 Policies are not a compilation of previous board decisions lost in board minutes

Clear understanding of expectations: Policies

1 Little chance of developing new ideas to expand school ministry◦ Designed to protect and preserve◦ very difficult to think long-range◦ At beginning of year, members asked “What do we want to work on this year?”

2 Agenda is based on problem identification◦ Take one or two that can be accomplished that year (so can’t really be long term.◦ Little opportunity to brainstorm and plan what the school can do to advance its mission in

times of change. (Not concentrating on how to advance the ministry and develop opportunity, even if no problem)

3 If new idea◦ Usually must be able to be implemented in eight months◦ If objection (risky, philosophical, would be political objections by parents, or faculty) then

postponed (killed)◦ Approval if no objection, not if it advances the mission

4 Result◦ Approval of new ideas limited to Building, technology◦ Committee really in charge, not board:

Board becomes rubber stamp as issue is public and unless grave concerns, board must approve. So real power is committee.

No accountability (Who responsible if education so poor that students can’t read?)

Avoid board standing committees

1 Helps the organization to be well organized and managed, and brings consistency2 Board, administrator, employees can predict what is expected. a superintendent and others know what to do in the designated circumstances and prevents impulse decision in reaction to eventsb This allows for the superintendent to take immediate action, rather than wait until committee or board meetingc This avoids politics of people depending on who is on board or who is employee or donor (Board plays favorites. Board doesn’t like me)3 Good policies prevent problems and misunderstandings 4 Good policies protect the superintendent and organizationa from the public (media and lawsuits)b from second guessing by board member.5 Good policies bring accountability. The more precise the policy, the more clear is the accountability.

PURPOSE OF GOOD POLICIES

School management• Directs superintendent on expectations of routine

management issues• Eliminate most board standing committees • Establish written policies

Student learning

Governance

Superintendent will produce more detailed “Administrative policies” for employees and families that are designed to carry out board policies

Types of policies

Facility and equipment policy topics

Health, safety, cleanliness Technology Records keeping Maintenance

Family qualifications (religious, financial) Student qualifications (academic,

behavioral?) Require parent to attend school philosophy

presentation

Admissions policy topics

Qualifications and conditions for employment (Christian, certified, send eligible children to school)

Hiring policies and reasons may not hire Termination Employee classifications Salaries and benefits Employee evaluation Grievance procedure

Employment policy topics

Financial records Insurance Investments Process of budget formation Tuition schedule

Finance policy topics

Volunteers Counseling

◦ Academic◦ Relationship

Student discipline Auxiliary supporting organizations Development and fund-raising Relationships with churches, government,

and community Promotion

Other school community policy topics

The mission of Ontario Christian School is to provide and promote a Biblically-based, quality education that nurtures the children of Christian parents to grow in God-centered discipleship, equipped with vision, understanding, discernment, and service in order to renew all relationships and culture to be under the authority of Jesus Christ

Student Learning

Board responsible for student learning; not left to individual teacher

Do your students (teachers, parents, board members) know why they are in a Christian school and what difference that makes? (Education on purpose)

Academic subjects meet Core Curricular Principles◦ Vision◦ Understanding◦ Discernment◦ Service

Each academic department develops statement of philosophy and central components of how it advances the school’s mission

Curricular mapping (Whole school scope and sequence)

Student learning policies

Ontario Christian School Curriculum Development Model

The mission of Ontario Christian School is to provide and promote a Biblically based quality education that nurtures the children of Christian parents to grow in God-centered discipleship, equipped with vision, understanding, discernment, and service in order to renew all relationships and culture to be under the authority of Jesus Christ.

Reformed/ Presbyterian

Theology

School Philosophy Mission

Goals for Student Learning

Curricular Strands

Department Philosophy and Goals

Scope and Sequence, Objectives of Courses

Lesson Plans and

Teaching Strategies

Resources Testing Curriclum Mapping

Evaluation of

Curriculum

Core Curricular Principles Academic Discipleship

Leadership Community Living Service-Learning Technology

Textbooks, Field Trips, etc.

ITBS, SAT, ACT, CCP, etc.

Vision, Wisdom, Discernment, Service

Discipleship curriculum strands• Leadership training and tools for change (eg,

Robert’s Rules of Order) (on student transcript)• Service-learning• Living in community (conflict resolution, student

discipline)• Training in technology (including one-on-one laptops)

Course examples• Christian leadership• Social justice• Business enterprise

Student learning

Full-time school Personalized education (home education

options and online options) Dual enrollment credit with colleges International student program

STUDENT LEARNING OPTIONS

Clubs, organizations◦ Kiwanis Key Club◦ Mock Trial◦ International Club

Athletics Experiences and field trips Partnering with public elementary school Service days Discipleship mentoring with church and home Parent/student discussion at dinner Partner with international school

Co-curricular support

Policy topics for board self-governance

Policies that state how board defines its own organization, powers, limitations, and processes

Board always operates as board-as-a-whole, with no authority as individual board members

Limited board standing committees (defined by policy) for ensuring superintendent on task and conforming to policies. Committees are not for decision-making

List Board member qualifications and requirements Policies regarding board/superintendent relationship Policies defining Board/staff relationships Policies as to how board members get something on board

agenda (not round table)

Sample policy topicsfor board self-governance

302.7.1 All board members must have a clear testimony of personal faith in Jesus Christ as their only Savior and Lord and shall personally believe, adhere to, and support the infallible and inerrant Word of God and is personally committed to Jesus Christ as Savior and Lord

302.7.2 Is actively involved in and regularly attends a local church that adheres to all articles of the Apostles’, Athanasian, and Nicene Creeds.

302.7.3 All board members shall exhibit a lifestyle consistent with that confession, and is not participating in practices that would be considered illegal, or considered by the Lansing Christian School as immoral or inconsistent with a positive Christian lifestyle such as cohabitating without marriage or in a homosexual relationship.

302.7.4 Subscribes and promotes the mission, purposes, and programs that cause Lansing Christian School to continue to pursue a Biblical world-view

302.7.5 Is a member of the Association of Lansing Christian School unless granted an exception by the Board.

Sample Qualifications of Board Member

302.7.6 Enrolls all children who qualify, to attend Lansing Christian. The School Board may approve an exception to this policy under special situations.

302.7.7 Gives signed agreement to the Lansing Christian School Board Member Code of Commitment and Ethics.

302.7.8 Does not have a conflict of interest with members of the school as an employee or a near relative of an employee or near relative or a board

member 302.7.8.1 A near relative is defined as having a connection between persons by blood,

marriage, adoption, domestic partnership, or other close personal relationship including cohabitation.

302.7.9 Is not an employee of Lansing Christian School (except in a part-time supplemental role such an occasional substitute teacher or coach.

302.7.10 Is not a near relative of a board member with whom there would be overlapping term of service.

Sample Qualifications of board member

302.4.7 The annual agenda will include opportunities for board members to submit suggestions for items to be included on the annual board agenda.302.4.7.1 The Executive Committee is to consider board member suggestions for the board agenda and to prepare a tentative agenda for the following year’s meetings. The chair will determine the agenda for any particular meeting, including emergency issues.302.4.7.2 Any board member desiring to recommend any additional matter for board discussion will advise the chair of such matter at least ten (10) days prior to the scheduled board meeting.

Sample Developing Board Agenda

Needed information

1 What’s going on? 2 Present program evaluation3 Measured benchmarks

• Student learning• School learning community

Policy topics for Board to get the right information

Superintendent submits monthly: General Information Report

405.2.1 General calendar of current and anticipated events405.2.2 Issues of interest regarding general organizational planning, for example, program development, staff workshops, budget, hiring employees, student recruitment efforts, and development efforts405.2.3 Let the board be aware of relevant trends and anticipation of significant additional or changes in organizational programs or personnel405.2.4 Whether the superintendent or board has been out of compliance with any board policy

Board policy topics for information: What’s going on?

What programs does the school have, why, and are they producing the right results?

Board determines which programs it would like the superintendent to report on

Superintendent may have suggestions as well

Present program evaluation

Superintendent presents evaluation of existing programs

The Program Evaluation Report includes purpose for the report and brief purpose and history of the

program germane board policies What is purpose of the program and how is it advancing the

mission evaluation of the program

◦ with appropriate results of strengths and weaknesses◦ What is the relationship between results and programs? Costs?

Participants? ◦ Is there a need to explore whether there are there better ways? (Not just

identify present problems) recommendation for changes in the program or for board policies.

Present program evaluation

1 Anecdotal (Single story or pattern) Interesting stories used for school newsletter Small number can be out of balance Often political as “who” is important Concentrates on problems and complaints Incident done when person satisfied Little accountability as very difficult to give praise

2 Measure Better grasp whether big or little situation More objective and impersonal Better grasp of strengths and weaknesses Can target goals for improvement (Priorities) Can determine when improved Better advance even if not a problem (prevention) Allows accountability (praise as well as correction) Provides public relations opportunities with positive data

Information: Anecdotal or measure?

Measure impact on student learning• Academic progress• Core Curricular Principles

Measure indicators of learning community• Admissions and composition of school• Student discipline• Programs for students with learning differences• Before and After-school care• Food and nutrition• Crisis management plan

Board policy topics :What is important to measure?

Superintendent Measurement Report:

The superintendent is to submit a written report at a time designated by the board on the results to each of the benchmarks and standards identified in board policies

Board policy benchmarks:

Board has information◦ General school information◦ Measurement reports◦ Program evaluation reports

Use information to advance the school toward the mission

ADVANCING THE MISSION

1 Clear mission as target2 Confidence in operations so board not directly

involved in daily decisions 3 Board has the right and complete information4 Unity of vision and priorities with agreement

before assignment and implementation5 Develop a long-range strategic plan6 Board agreed upon steps 7 Plan budget with resources of people, finances,

and time8 Hold accountable for advancing

Prerequisites for Advancing the Mission

The board determines with the superintendent 3 – 6 Leadership Projects the superintendent is to accomplish during the next year. The superintendent may recommend items to be

included on the list. these are projects meant to advance the organization

toward the mission and strategic plan This list can include items that may take several years

to complete

This discussion is normally placed on the board agenda after the measurement reports have been submitted by the superintendent and reviewed by the board

Leadership Projects to advance as determined by board

At the time designated by board policy, the superintendent submits to the board a written summary on the progress or completion of each of the Leadership Projects

Superintendent: Leadership Projects Report

Leads with vision and entrepreneurship Team and community builder Organization and management Program evaluation Meet board measured standards Advances goals and priorities

SUPERINTENDENT JOB

At the time designated by board policy, the superintendent submits his or her own written evaluation on the completion or progress on the Leadership Projects, additional projects or circumstances, a listing of Program Evaluation Reports previously submitted, and compliance to policies and limitations

The first component is maintaining sound management of the employees, residents, and constituents, operations, finances, and facilities, as assessed by board policies regarding measurement standards

The second component is the quality, number, and results of Program Evaluation Reports.

The third component is the progress or completion of Leadership Projects determined by the board.

The fourth component is, if determined by the board, considering observations regarding the superintendent ‘s performance by employees, resident’s or other constituents.

The fifth component may be board assessment of superintendent performance and compliance by directly inspecting reports, documents, activities or circumstances or indirectly by appointing an independent auditor, inspector, judge or certifying organization that reports directly to the board.

superintendent:Evaluation

A Encourage your superintendent◦ May include money, but consid3er other

encouragements◦ Think of spouse and children

B Acknowledge hidden stress◦ alone as always in role◦ reluctant to share too much or take a strong stand

(not dodging, but experience says private conversations will become public and circumstances may change, don’t get burned)

C Working toward improvement

Responding to evaluation

1 Board agrees on approach to begin processa Agree to focus on missionb Agree on role of boardc Agree on role of superintendentd Agree to operate by policies2 Begin developing Board Policy Handbooka Agree on Mission Statementb Develop Measurement policies3 Agree on board agendaa Format and contentb Arrange board agenda time to develop agenda issues and Program Evaluation Reports for next six monthsc Eliminate round table4 Begin superintendent Program Evaluation Reports5 Begin identifying Leadership Projects6 Form written policies for Board Policy Handbooka former committee for categoriesb board operations

Strategy to ImplementMission-Directed Governance

Mission-Directed Governance: Leading the Christian School with Vision, Unity, and Accountability

By Leonard Stob