In the Name of God, Most Gracious, Most Merciful BEST PRACTICES FOR EFFECTIVE GOVERNANCE FOR - PowerPoint PPT Presentation

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In the Name of God, Most Gracious, Most Merciful BEST PRACTICES FOR EFFECTIVE GOVERNANCE FOR

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  1. In the Name of God, Most Gracious, Most Merciful BEST PRACTICES FOR EFFECTIVE GOVERNANCE FOR NEW ENGLAND COUNCIL OF ISLAMIC SCHOOLS SESSION I WELCOME ABOARD • Non-PROFIT GOVERNANCE • Roles and Responsibilities of BOARDS

  2. “No other singular variable is more important for the health and vitality of an school than the way it is governed.’’ Gary Gruber

  3. PROFIT VS. NON-PROFIT ORGANIZATION

  4. WHAT IS A GOVERNING BOARD? The governing board is a group of people working together within a well-defined structure who employ a formal process to carry out a mission of the school. They have the ownership of the school. GROUP OF PEOPLE WELL-DEFINED STRUCTURE FORMAL PROCESSES CARRY OUT THE MISSION Group of People + Well Defined Structure + Formal Processes = Carry out mission

  5. OWNERSHIP & ACCOUNTABILITY • The board has the ownership of the non-profit. This ownership comes with responsibility and accountability. • The power of a board is vested in all board members not an individual board member. • The board is collectively accountable for the well-being of the school. • The board delegates power to the principal to manage and lead the school. • The board is still accountable for the well-being of the school. • To ensure the viability of the school, the board monitors progress.

  6. WHO EMPOWERS THE BOARD? COMMUNITY EMPOWERS THE BOARD BOARD EMPOWERS THE PRINCIPAL

  7. WHO HAS THE OWNERSHIP & ACCOUNTABILITY? OWNERSHIP RESPONSIBILITY DELEGATION MONITORING ACCOUNTABILITY

  8. STAGE III HIGH-IMPACT BOARD STAGE I WORKING BOARD STAGE II POLICY BOARD LIFE CYCLE OF BOARDS

  9. LIFE-CYCLE OF BOARDS

  10. ROLE OF THE 21st CENTURY BOARD BOARD OF THE PAST • Enjoying the community trust • Roles are defined according to discretion of individuals • Recruiting based on personal relationships • Seeking friends and comrades • No formal board education • No formal board evaluation • Agreeing to serve on the board while unclear about roles, expectations HIGH-IMPACT BOARD • Having to be accountable • Roles are clearly defined. Committee structure demands members to perform • Recruiting selectively according to needs: board profile • Nomination process • Formal, ongoing board education • Formal, ongoing board evaluation • Clear job description and letter of commitment

  11. LEGAL & ETHICAL RESPONSIBILITIES OFBOARD MEMBERS • A board member has certain fiduciary responsibilities. Fiduciary responsibilities mean to act in the best interest of the school. Those can be viewed as duties of compliance, loyalty, and care. • A board’s success is dependent upon all board members committing themselves individually to the code of conduct and the legal and ethical responsibilities of board members: • Duty of Compliance • Duty of Loyalty • Duty of Care

  12. LEGAL & ETHICAL RESPONSIBILITIES OF BOARD MEMBERS

  13. EXAMPLE OF CODE ISSUES If a board member has a relative in the printing business, it would be ethical for that relative’s business to print materials for the school if: • The board knows that the printer is the board member’s relative • The job is bid competitively, so there is evidence that the price and quality are equal to or better than the competition • There is no expectation from the family that the school will guarantee work or use them in the future without competitive bids

  14. BOARD ROLES & RESPONSIBILITIES 1. MISSION 2. BOARD MANAGEMENT 3. PRINCIPAL 4. FINANCIAL MANAGEMENT 5. PLANNING 6. POLICY MAKING: 7. LEGAL OBLIGATIONS 8. MONITORING 9. ACCOUNTABILITY 10. ADVOCACY & PUBLIC RELATIONS

  15. BOARD ROLES & RESPONSIBILITIESSTANDARDS OF EXCELLENCE FOR BOARDS“By adopting and living up to Professional Governance Standards,we are modeling what we expect from our staff”Rose Filicetti, a board member

  16. WHY DO WE NEED STANDARDS?

  17. STANDARD ONEDetermine the school’s Mission and Purpose The board with the partnership of the principal creates, articulates, and guards the mission, vision, philosophy and strategic goals of the school that is shared and supported by the community. The board is the ultimate guardian of this mission. It is the board’s responsibility to ensure the mission of the school is relevant in every aspect of the school and the decisions are made considering the mission of the school.

  18. STANDARD TWOBoard Management The board is responsible for its own management through approved policies and procedures The board demonstrates a commitment to stronger structure, continually improving teamwork, problem solving, and decision making skills through a conscious board development program

  19. STANDARD THREEprincipal The board hires, supports, nurtures, supervises and evaluates the principal so that the mission, strategic direction, goals and policies can be implemented. The principal is the only employee of the board.

  20. STANDARD FOURFiscal Oversight The board is accountable for both the financial stability and financial future of the school by engaging in strategic financial planning, assuming primary responsibility for the preservation of capital assets and endowments, overseeing operating budgets, and participating actively in fund-raising.

  21. STANDARD FIVEPlanning The board will lead the school to a systematic, formal strategic planning process in setting goals, priorities and the future direction based on a rational analysis of strengths, weaknesses, and opportunities.

  22. STANDARD SIXPolicy Making The board adopts, evaluates and updates policies consistent with the law of the land, Islamic principles and ideologies, mission and strategic goals of the school.

  23. STANDARD SEVENLegal Obligations The board assures that the school and the board both operate in compliance with applicable laws and regulations. The board adopts, maintains and reviews bylaws that conform to legal requirements, including duty of loyalty, duty of obedience, and duty of care.

  24. STANDARD EIGHTMonitoring The board is accountable for monitoring the programs and services to ensure that the school offers quality services as promised in the mission statement. Monitoring means keeping track of progress toward goals established during strategic and annual planning. A responsible board will ensure that the school achieves its stated mission by monitoring.

  25. STANDARD NINEAccountability The board members are the trustees of the school and have the ownership of the school. This ownership comes with accountability. The board members are collectively accountable for the well-being of the school and to the community. The board assesses its own performance, principal’s performance, and the school’s ability to achieve its mission.

  26. STANDARD TENAdvocacy and PR The board serves as the school’s key advocate and secures the community’s support for the school’s mission, vision and the long-term direction. The board engages in an ongoing two-way conversation with the community. The purpose of the conversation is to enable the board to hear and understand the community’s educational aspirations and desires and as the advocate of the school to inform the community about the school’s performance and success.

  27. DISCUSSION POINTS • How is our board adding value to our school? • Have most important issues been identified? • Have these issues been prioritized? • Does the board have the right information to address issues? • Has the board listened to the concerns of those affected by our actions? • What criteria are relevant in the board monitoring itself and program outcomes? • What steps should be taken to improve the board?

  28. In the Name of God, Most Gracious, Most Merciful • SESSION II • GOVERNANCE STRUCTURE • BOARD STRUCTURE • Board Officers and Job Descriptions • Board Committees and Job Descriptions

  29. LEADERSHIP TEAM

  30. ORGANIZATIONAL CHARTSTAGE I: WORKING BOARD MASJID BOARD

  31. ORGANIZATIONAL CHARTSTAGE II: POLICY BOARD MASJID BOARD

  32. ORGANIZATIONAL CHARTSTAGE III: HIGH-IMPACT BOARD SCHOOL BOARD LIBRARIAN principal ADMIN. ASSISTANT PRESCHOOL DIRECTOR ELEMENTARY DIRECTOR MIDDLE S. DIRECTOR BUSINESS MANAGER ADMISSION DIRECTOR PRESCHOOLTEACHING STAFF ELEMENTARY SCHOOL TEACHING STAFF MIDDLE SCHOOL TEACHING STAFF MAINTENANCE & SECURITY OFFICE STAFF

  33. BOARD OFFICERS Although a variety of titles are used by various nonprofit school boards, officers generally include the: • Chair • Vice chair • Secretary • Treasurer

  34. BOARD CHAIR VICE CHAIR SECRETARY TREASURER BOARD OFFICERS

  35. CHAIRPERSON’S RESPONSIBILITIES • Providing leadership to the board and being a partner with the principal in achieving the mission • Overseeing the preparation of the board materials, minutes, and agendas with the input from the principal • Chairing all board meetings • Ensuring that the board fulfills its governance duties and responsibilities • Enforcing the bylaws, policies, procedures and rules • Encouraging the board’s role in strategic planning • Selecting and supervising all committee chairs • Ensuring that the committees function appropriately and effectively • Representing the school to the community • Assisting the school in all fundraising activities • Working with members of the board to recruit new volunteers to the board and its committees • Working with principal to ensure that the school is meeting all compliance and fiduciary responsibilities

  36. VICE-CHAIR’S RESPONSIBILITIES • Understanding the responsibilities of the board chair and being able to perform these duties in the chair’s absence • Assisting the chair in all aspects of the position and holding positions and special assignments as requested by the board chair • Participating in the vital part of the board leadership and being consistently informed and involved in all major governance issues • Serving as the chair of the board when the chair is absent or unable to serve • Providing leadership and chairing one or more committees and task forces • Performing other responsibilities as assigned by the board chair

  37. TREASURER’S RESPONSIBILITIES • Manages finances of the school • Ensures development and reviews and approves the financial policies • Prepares and presents annual budget to the board for approval • Keeps accurate financial records for the school • Provides to the board the financial condition of the school and reports all financial information to the board of directors on a regular basis • Ensures that all funds of the school are deposited in the school’s banks • Ensures that funds are disbursed by the school properly • Ensures that the school arranges for an annual fiscal audit • Ensures that board members are trained in the areas of fiscal management

  38. SECRETARY’S RESPONSIBILITIES • Responsible for all board attendance records and the board calendar • Ensures notice of meetings, agendas, and board packages are distributed in a timely manner prior to the meetings • Ensures minutes, action items, and board motions are distributed to members shortly after each meeting • Assists in reviewing school’s legal documents and makes recommendations to the board when there is a need for revision • Oversees, prepares, and maintains all official board records and ensures their accuracy • Ensures that board minutes are properly recorded • Ensures that a master file is maintained for the board

  39. BOARD COMMITTEES The heart of the work of the board is its committee structure. The board has two types of committees: • Standing Committees • Ad-hoc Committees or Task Forces

  40. BOARD COMMITTEES • Governance Committee • Finance Committee • Development Committee • Program Committee • Marketing Committee • Planning Committee

  41. BOARD COMMITTEES

  42. MOST COMMONAD-HOC COMMITTEES • Audit Committee • Principal Evaluation Committee • Financial Aid Committee • Research Committee

  43. MOST COMMON AD-HOC COMMITTEES

  44. MOST COMMON STANDING COMMITTEESGOVERNANCECOMMITTEE Ensures effective board practices, structures and roles, committee development, nomination, orientation, training, retreat planning and board evaluation.

  45. MOST COMMON STANDING COMMITTEESFINANCE COMMITTEE Oversees development of the budget; ensures accurate tracking, monitoring, accountability for funds; ensures adequate financial control.

  46. MOST COMMON STANDING COMMITTEESDEVELOPMENT COMMITTEE Oversees development & implementation of the development plan; identifies and solicits funds from external sources of support, working with the development officer if available.

  47. MOST COMMON STANDING COMMITTEESPROGRAM COMMITTEE Liaison between the board and the staff regarding school services and programs. Recommend research and evaluate new programs.

  48. MOST COMMON STANDING COMMITTEESMARKETING COMMITTEE Oversees development & implementation of the Marketing Plan, including identifying potential markets, their needs and how to meet those needs.

  49. MOST COMMON STANDING COMMITTEESPLANNING COMMITTEE • Initiates, guides, develops, reviews the strategic planning process. • This committee also develops the annual operational plan based on the strategic plan to reach the goals.

  50. MOST COMMON AD-HOC COMMITTEES