Areas of Potential Growth: 1. The responsibility G o review the school’s r isk-management approach should systematic, in order to clarify responsibilities, ensure oversight of the school’s finances, and to minimize the school’s liability. 2. Overall, the Board’s membe rship could be more diversified - in terms of having a cross-section of Jewish denominations, plus in terms of representing minorities or a broader range of professional and community expertise. 3. A need to increase Board member involvement in fostering community relationships. 4. A need to increase Board member involvement in marketing and retention. Action Steps to Address Areas of Possible Growth: 1. Clarifying Risk-Management Responsibilities: formalize that each committee is responsible for analyzing risk-management issues as it relates to its committee, and reports to the Executive Committee on an annual basis. 2. Diversity of Board Members: increased effort to include community members on the Board. 3. Encourage Board member involvement in community organizations, and educate Board members to foster relationship between the community and Levine 4. Marketing and Admissions/Retention Board Committee: Example of Structure: This committee could be established and defined by the HOS, but would be designated as a Board committee. The HOS appoints an individual from the administrative team to chair the committee, and the vice-chair would be a member of the BOT.
Self Study Committee Members: Jen Goldstein
Committee Co-Chair, Board Member Secretary of the Board, Parent
Tom Elieff Committee Co-Chair, Head of School Sandy Haymann Marks President of Board of Trustees, Parent Jonathan Blum Board Member, Parent Solomon Israel
Immediate Past President of the Board, Alum Parent
Made with FlippingBook - Online magazine maker