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I know it’s a generalisation, but in my experience, the typical member of any school board is passionate about the school and its purpose, well-meaning and committed, but also time-impoverished and generally untrained for the tasks and duties they are required to perform.
Most new board members address their lack of preparation for serving on the board in one of two ways. Either they bring insights from their experiences on other boards (if they have such experiences), or they sit quietly, observe others in the room, and slowly absorb and then adopt the practices of those around them. The approach of emulating others will, of course, only work well only IF other board members are functioning competently and professionally with a complete appreciation of their duties and obligations – otherwise, the sad alternative may be self-perpetuating incompetence.
The process of onboarding new board members is critically important, which is why most boards engage in a formal orientation process. This usually includes input from an independent, external professional who is qualified and competent in explaining the purpose and implementation of ‘best practice’ in school board governance.
Whether board members are new or experienced, a common danger which emerges on school boards is that members will become complacent over time, creating their own comfort zones of inertia or short-cuts. This process is usually stealthy and insidious, and thus difficult to recognise from within, and even more difficult to challenge.
The best defence against complacency and inertia on a school board is scheduling regular board performance reviews by an independent, external professional. However, there are internal controls that a board can also establish to withstand poor practice, one of which is adopting a Code of Practice (sometimes called a Code of Conduct).
A Code of Practice is a set of written guidelines issued by an organisation (in this case, a school board) that specifies ethical standards that must be adhered to by its members. It is common ‘best practice’ for organisations to develop, publicise and adhere to a Code of Practice, and indeed Optimal School Governance has its own Code of Practice. Many school boards make continued adherence to the Code of Practice a condition of continuing membership and require members to sign an annual declaration to that effect.
A school board’s adherence to a code of practice is essential for ensuring ethical governance, transparency, and accountability in decision making. A well-defined code establishes clear expectations for board members and promotes integrity, professionalism, and consistency in their roles. It fosters trust among stakeholders – students, parents, teachers, and the wider community – by making a public commitment to fairness, inclusivity, and student-focussed policies. Additionally, a code of practice provides a framework for resolving conflicts, guiding ethical dilemmas, limiting aberrant behaviour, and maintaining legal compliance, ultimately enhancing the board’s effectiveness in achieving educational excellence and organisational efficacy.
Although I could provide sample codes of practice here, it would not be prudent because every school’s code of practice needs to be specifically crafted for the school, reflecting its unique ethos, enduring purpose, legal framework, and key priorities. Typically, however, a school board’s code of practice will establish a formal framework for ethical practice, commit to high standards of conduct, and specify the ways in those high standards will be implemented by both board members and the employees of the school. Its effectiveness can be enhanced by reminding board members of the importance of their code of practice by asking them to agree to it and sign it annually.
So, if your board does not yet have a Code of Practice, it should develop one as a priority. If a Code Practice does already exist, make sure its contents are known by getting board members to agree to it annually in writing, and then ensure it is always adhered to by all board members without exception.
- Dr Stephen Codrington
The header image in this article is based on a graphic created by Nuthawut Somsuk | Credit: Getty Images/iStockphoto.
We offer support for school leaders and board members in many areas, including helping to develop a Board Code of Practice, workshops to enhance orientation of new members, and Board performance reviews.
Further information on this and many other facets of best practice in school leadership and governance is provided in the books “Optimal School Governance", and “Insights into School Leadership and Board Governance”, which can be ordered directly through Pronins.
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