13. Constitution of the board and selection of board members

The most effective size for a School Board will depend largely on the specific circumstances of the particular school. A medium to large sized school that has access to a range of resources will usually appoint between 10 to 16 Members to its Board.  In contrast, a smaller school with limited resources may be governed effectively by a Board with less than 10 Members.

It is important to bear in mind that large School Boards provide diversity of skills and views.  However, a large number of individuals sitting on the Board may hamper effective decision-making.  Such considerations, along with the particular circumstances of the school in question, should be weighed up when determining the size of the Board.

Criteria

There are certain characteristics and traits that are considered extremely valuable for Board Members and these should be taken into account when selecting individuals to sit on a School Board.

An ideal Board Member should exhibit some, if not all, of the following characteristics:

• Strong sense of ethics
• Honesty
• High levels of integrity
• Diligence
• Transparency
• Courage to challenge the status quo
• Commitment to the School
  • Those who serve on School Boards must be completely committed to the institution.  Generally, School Board Members are not paid for their contribution to the School.  However, the demands made on Board Members in the context of schools are often more gruelling than those imposed on paid directors of corporations.  Therefore, it is imperative that individuals selected to serve on a School Board demonstrate a high level of commitment to the school and its goals and values.
  • Because commitment to the school is so important, it is common to see current and former parents, donors, former students, and other representatives from stakeholder groups on the School Board.
• Strong oral and written communication skills
• Ability to display initiative and confidence
• Ability to establish and develop quality relationships
• Strong analytical and problem-solving skills
• Ability to think strategically and critically
• Basic financial analytical abilities
• Ability to relate to a wide range of people
• Ability to gain respect and act as a mentor to management
• Ability to understand and relate to stakeholders
• Potential for long term valuable contribution and involvement
• Ability to fill an identified skill need on the Board

In addition, there will be specific School requirements, based on religious or other policy, which should be incorporated into these criteria. 

School Boards carry all the ethical and practical demands of corporate Boards and that is why those with corporate experience are increasingly in demand.  However, there are additional complexities involved in serving a School Board as educational, personal and spiritual dimensions may come into play.

“All the issues you have running a company Board you have with a School Board, but then overwhelming that is the children”

Margaret Jackson
Former Chair of Methodist Ladies College

A list of sample behavioural questions that may be useful for the selection process of Board Members can be found at Appendix 1.

“Is it good governance to have parents of current students on the School Board?”

Parents of current students can be excellent Board Members as they have a strong vested interest in the school.  In addition, allowing representation of this stakeholder group on the Board provides peace of mind to other parents, thereby possibly reducing interference in governance issues. Parent representation on the Board also allows parents to contribute to the school in a tangible way.  Finally, the school can benefit as it provides an additional perspective on the Board.

On the flip side, allowing parents to sit on the Board may have its disadvantages.  Fiduciary duties dictate that Board Members must always act in the best interests of the school, however parents may have difficulties in the separation and understanding of responsibilities.  The temptation arises for parents to make decisions that promote the best interests of their child, rather than those of the school.

Nevertheless, parents can be very beneficial on the Board due to their commitment and their additional perspective.  Therefore, when appointing parents of current students to the Board, it is important to clearly explain their legal responsibilities and to encourage them to distinguish their Board role from their parental role.

“How can we attract new and valuable Members onto our School Board?”

Before searching for new Board Members it is important to evaluate the current Board Members in order to know what expertise and skills are represented on the Board and what expertise and skills are missing.  Once these issues have been resolved, you can search for the right Board Member that will be the most value-adding to your existing team.  A lot of quality people will be prepared to sit on your School Board but you must always ensure that they are made aware of what their commitments to the School will entail. 

13.1 Skills Matrix

Board Members drive the School’s strategic direction by providing broad and varied perspectives.  Each Member has a unique skill set that has been developed and sharpened by past experiences.  The Board benefits immensely from collaboration of its Members, and many Boards find it useful to include a range of particular skills when structuring Board Membership. 

The range of skills and attributes that should be sought for representation on a School Board includes:

• Corporate experience;
• Risk management experience;
• Financial and accounting experience;
• Leadership experience;
• Interpersonal skills;
• Educational experience;
• Legal experience; and
• Religious affiliation (if relevant).

In addition, consideration should be given to the gender balance on a School Board and a variety of age groups should be represented.

A skills matrix can be found at Appendix 2, which can then be used as a basis for determining requirements when vacancies occur.

Selection Process

The process for selection should be documented to ensure it is clear and transparent.  It is important that there be a balance of skills and inputs on the Board, and that this mix – and the personality profile of existing Board Members – be considered when appointing new members.  A team approach is very important with all Board Members working cooperatively.  A sample Board Member Agreement for appointment of a new Board Member can be downloaded here.