Self-Study: Institutional Leadership

The Board of Trustees is responsible for establishing and safeguarding the school’s mission and vision. As such, the Board sets policies and procedures, and oversees the acquisition of financial resources, facilities, and equipment that enable the school to effectively pursue its mission and vision. The Board’s work includes short and long-term facility and financial planning, as well as budget review and approval.

Board responsibilities and operations

Board members are responsible for keeping their eyes on the big picture – they refer all day-to-day operational matters to the Head of School and administrative staff. Within that framework, the Board works closely with the Head of School to ensure that their collective work is cohesive and intentional; through the Head of School, the Board works with administrative staff when appropriate and necessary. Trustees also work as ambassadors for ISP, both in the school’s internal community and in the broader community. The Board appreciates that active and effective planning is the foundation on which ISP achieves its success. To this end, the Board is responsible for keeping to the ideals and objectives set forth in the ISP Strategic Plan. As with most non-profits, the Board of Trustees has legal authority over the school and delegates authority to its officers and to the Head of School.

ISP board bylaws provide for up to 18 trustees, each elected for a three-year term with a maximum of two consecutive terms. To provide continuity in the school’s governance, trustee terms operate on a staggered schedule, so that approximately one-third of trustee terms end in any given year. The board president serves for a two-year term with possible extensions.

The board uses a committee structure to ensure focus on the board’s most important responsibilities while making the best use of trustee time and expertise. Standing committees operate on an ongoing basis and may have subcommittees for particular aspects of their work. Special or ad hoc committees are created for specific purposes and then dissolved. There are four standing committees:

• Governance. Responsible for: trustee recruitment and retention; trustee orientation and professional development; by-law revisions and on-going adherence to the bylaws; and officer nominations.
• Development. Works closely with the Board Chair, Head of School and development staff to: develop and maintain appropriate policies and guidelines for fundraising, gift acceptance, and donor solicitation; ensure that annual fundraising plans, activities and stewardship are consistent with the school’s mission, strategic vision and needs; build board members’ capacities and identify suitable involvement opportunities for trustees; and provide leadership for capital campaigns. 
• Finance. Works with the Head of School and Business Manager to: develop the long-range financial plan and annual operating budget; monitor budget implementation; report to the Board on the school’s financial status; oversee and make recommendations to the Board about the school’s financial affairs and policies; and educate the Board about non-profit financial reporting and trends affecting the school’s finances. 
• Buildings and Grounds. Advises the Board on the school’s physical infrastructure needs; consults with the Head of School, other Board committees and school staff regarding suggested renovations and physical plant improvements; considers long-range planning, preventative maintenance, efficiency, safety, security, and accessibility for all major facilities decisions.

In addition to the four standing committees, there also is an Executive Committee consisting of four officers (president, vice president, secretary, treasurer) and the President Emeritus. The Executive Committee is responsible for monitoring the strategic plan and supporting Head of School transitions.

Recruiting and electing trustees

The Board Handbook sets forth the policies and procedures for recruiting and electing trustees. Consistent with best practices, the ISP Board is self-perpetuating in that the Board itself is responsible for identifying and electing new trustees. When there are vacancies, the Governance Committee works with the other Board committees to identify and prioritize the Board’s needs with regards to Trustee “time, treasure, and talent.” Prospective trustees are evaluated based on: skills, expertise, and experience in areas of particular interest for the board’s priorities; collaborative work-ethic; demonstrated passion for the school; record of volunteering or other support; and the bylaws’ requirements for at least three non-parent trustees. The most successful recruitment efforts have occurred with parents who have served on Board Task Forces (such as Head Search or Campus Master Plan) or as advisory members on board committees.

New trustees attend orientation and board member training workshops. All trustees sign Conflict of Interest and General Responsibility forms each year. Board members are continually reminded as to their duties of confidentiality. Each Trustee is expected to make ISP one of his or her top philanthropic endeavors, and to support the Auction Special Appeal, Annual Giving, and the Capital Campaign. The Board respects each Trustee’s ability to give at a level that is appropriate and meaningful for his or her personal financial situation.

Board of Trustees and Head of School

The Board President and the Head of School maintain a collaborative partnership to achieve the school’s strategic objectives. The Board of Trustees is very cognizant of maintaining the balance of authority between the governing body and Head of School. The Board’s primary responsibilities are strategic and include the hiring Head of School, development and custodianship of the strategic plan and providing for the school’s long-term financial health. The Head of School is responsible for all operational areas including designing and implementing operational rules, procedures, and protocols in support of Board policies and strategic objectives. The Head’s responsibilities are tailored through the annual “Charge to the Head”, which is developed by the Board in collaboration with the Head, and shared with the school community each year.