Mission-Directed Governance by Leonard Stob

1. Mission-Directed Governanceby Leonard Stob Strengthening Christian Schools Conference November 7 and 8, 2013

2. Our Changing World • 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

3. How will you handle change? 1 Fight the change: Try to protect, preserve, and ensure school will not falter a Board to take more control by dealing with more day-to-day issues b Appoint more committees to study an issue before taking action. c Don’t make constituency unhappy d If a crisis comes, then we will react 2 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 industry b 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

4. SESSION I • What is governance? • Traditional governance model • Carver governance model • Mission-Directed Governance model • Where are we headed? • Developing the Mission Statement

5. SESSION II • 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

6. SESSION III • 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

7. What is governance? 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

8. Governance should include • 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

9. Governance systems • Traditional • Governance-by-policy (Carver) • Mission-Directed

10. Governance Options: Traditional • 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

11. Governance Options: Carver • 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

12. Governance Options:Mission-Directed • 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.

13. What is necessary to lead, implement, and advance the mission? • 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-negotiables Ownership group controls mission and non-negotiablesby constitution Conditional to serve on the board • Third: determine which governance system will most effectively empower the organization to advance the mission

14. EDUCATING ON PURPOSE • Philosophy • Non-negotiables • Mission • Core Curricular Principles • Curriculum formation • Extra-curricular • School operations and relationships • Testing and measurement • Advancing

15. MISSION 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?

16. 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.

17. MISSION 3 Needs to provide basis of criteria for: • Evaluating the degree the organization is achieving the mission • Evaluating present programs

18. MISSION 4 Provides basis for • Strategic planning • Priorities for advancement • Budget and resources (priorities, cuts, inclusions)

19. Christian school sample 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

20. 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.

21. Christian Junior College 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

22. Educational Consulting Group 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.

23. Church 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

24. Retirement Center 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

25. Non-negotiables • Determine (3?) characteristics that the school refuses to change

26. GOVERNANCE

27. Governance ideals • 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

28. Clear understanding of expectations: Policies 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

29. Avoid board standing committees • 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?)

30. PURPOSE OF GOOD POLICIES 1Helps the organization to be well organized and managed, and brings consistency 2 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 events b This allows for the superintendent to take immediate action, rather than wait until committee or board meeting c 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 organization a 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.

31. Types of 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

32. Facility and equipment policy topics • Health, safety, cleanliness • Technology • Records keeping • Maintenance

33. Admissions policy topics • Family qualifications (religious, financial) • Student qualifications (academic, behavioral?) • Require parent to attend school philosophy presentation

34. Employment 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

35. Finance policy topics • Financial records • Insurance • Investments • Process of budget formation • Tuition schedule

36. Other school community policy topics • Volunteers • Counseling • Academic • Relationship • Student discipline • Auxiliary supporting organizations • Development and fund-raising • Relationships with churches, government, and community • Promotion

37. Student Learning 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

38. Student learning policies • 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)

40. Student learning • 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

41. STUDENT LEARNING OPTIONS • Full-time school • Personalized education (home education options and online options) • Dual enrollment credit with colleges • International student program

42. Co-curricular support • 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

43. Policy topics for board self-governance

44. Sample policy topicsfor 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)

45. Sample Qualifications of Board Member 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.

46. 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.

47. Sample Developing Board Agenda 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.

48. Policy topics for Board to get the right information Needed information • What’s going on? • Present program evaluation • Measured benchmarks • Student learning • School learning community

49. Board policy topics for information: What’s going on? Superintendent submits monthly: General Information Report 405.2.1 General calendar of current and anticipated events 405.2.2 Issues of interest regarding general organizational planning, for example, program development, staff workshops, budget, hiring employees, student recruitment efforts, and development efforts 405.2.3 Let the board be aware of relevant trends and anticipation of significant additional or changes in organizational programs or personnel 405.2.4 Whether the superintendent or board has been out of compliance with any board policy

50. Present program evaluation • 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