these universities provide the school’s faculty with partnership opportunities— sharing innovative programs, offering instructors for one time or short-term arrangements, or bringing cultural programming directly to the students. During the Annual Strategic Retreat, board members receive training, based on ISM guidelines on fundraising and advocacy. We currently have 100% board participation in annual fundraising. Given the strategic nature of the Levine BOT, having a large number of parent Board members is valuable in that they have a connection to the school. In the future, we would like to bring in more community members to the Board. We have term limits in our leadership and are continually cultivating new leadership. The practice of engaging future leaders has enabled smooth transitions. The President-Elect is involved in all meetings between the HOS and President, during the second year of the Presidency. This practice has enabled a smooth transition and continuity of the relationship with the HOS. A dedicated committee, Committee on Trustees (COT), oversees the application process and vetting of new Board members. Also, during the strategic retreat, current members are asked to provide suggestions for future members. Often prospective Board members are invited to sit on board committees before being asked to become a trustee. Board Self-Evaluation Process: The Board conducts a self-evaluation process annually. The information obtained during the self-evaluation is shared with board members during the Strategic Retreat. Furthermore, the self-evaluation results may be included in the governance training session. Comments on the self-evaluation are considered during the process of agenda setting. Ultimately, the success of the Board is defined by the success of the school: financial stability, fulfilling the mission, increased/stable enrollment. Strengths & Accomplishments: 1. Each year the aim of the Annual Strategic Board Retreat is to outline the strategic topics for the coming year; to present the Head of School goals; to orient Board members to their strategic, fiduciary, and ambassadorial responsibilities. 2. Board members are reminded of the different roles played by the Board and the Head of School in order to maintain the Board’s strategic focus. 3. The Board has served the school’s development efforts actively, comprehensively and consistently over the years. 4. The Board conducts an Annual Board Self-Evaluation in order to pinpoint areas for additional training and improvement. 5. Members of the Board’s Executive Committee engage in co ntinual cultivation of lay leadership to ensure long-term stability of the Board
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