areas when requested explicitly by the HOS. The BOT develops 3-5 year (most recently three years) strategic plans to ensure it maintains its strategic objectives. Since the HOS is the only employee of the BOT, a specific committee of the board, the Head of School Evaluation and Support Committee (HOSEC), provides support and evaluation of the HOS. The HOS goal-setting process commences with a series of discussions between the HOS, Board President, and HOSEC and occurs toward the end of the previous school year. The process culminates with a set of SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals. These goals are limited to 3 to 5 goals and reflect the time allocation priorities of the HOS. The HOSEC meets monthly and provides feedback to the board on challenges and operational progress on achieving the goals. Also, part of the HOS evaluation each year is a 360 evaluation of the HOS by the direct reports on the administrative team. There are also bi-annual Parent Surveys conducted and tabulated, plus a Faculty Survey conducted annually to assess the HOS performance. Monthly Board Meetings: Monitoring the operations of the school is accomplished by monthly presentation of the administrative leadership in the areas of financial performance, recruitment and retention, and fundraising during Board meetings. At each Board meeting, the Head of School presents a report on critical developments going on in the school. Occasionally, the HOS provides more in-depth information on a singular topic that the Board and HOS agree needs to be studied and presented. The BOT leadership team--the President and President-Elect--will meet with the Head of School once per week to review the HOS agenda, emerging issues, and to offer guidance in handling any problematic situations. Board’s Fiduciary Responsibility: The Board is actively involved in fundraising and institutional advancement by way of the Development Committee, whose Chair will work closely throughout the year with the school’s Director of Development. In turn, these committee members wil l task most of the remaining Board members to take on facets of the cultivation, stewardship, or fundraising activities. Board members participate each year in the Levine Fund (annual fund) at a level defined as one of the individual’s top three philanthropic gifts of the year, and they also participate in the Annual Gala. The spirit of engagement with the scho ol’s families, past and present, is the main focus of B oard members and the school’s leadership team on behalf of the Levine Fund through the first half of each school year. There is always a role for Board members to play when it comes to fundraising. The development committee will assign all sorts of simple tasks for Board members to fulfill, such as writing thank-you notes, calling donors to thank them, meeting with donors, etc. Community Engagement by the Board: In addition to direct fundraising, Board members connect with agency leaders throughout the city and seek partners in various organizations that can help the school with its programs, its professional development, or student programing opportunities for off-campus experiential learning or service projects. Board members are also involved with the formation of relationships between school officials and local universities. Often
Made with FlippingBook - Online magazine maker