Harness Your Board’s Power with BoardOnTrack.
This webinar recording covers answers to questions like:
What is an example of a good board goal?
What are the roles and responsibilities of the Board when setting goals?
Why does the board need to create goals? Isn’t that the CEO’s job?
Our virtual walk-in clinic will cover:
- Actionable ideas for creating, achieving and exceeding goals and objectives
- Stories and examples of their own progress towards achieving board goals
- Tips on avoiding Board-CEO conflicts by identifying the right work for each party
- Ways to use board goals to close the achievement gap
Do we need a finance Committee?
Your charter school is a multimillion dollar business and financial oversight is a critically important function for your
board. The number one reason charter schools fail across the country remains financial mismanagement.
What are the key responsibilities and common mistakes of the finance committee?
The key responsibilities of the finance committee are to:
• Ensure that the full board understands the organization’s financial health
• Ensure compliance with all state and federal regulations
• Work with the CEO to develop and monitor the organization’s financial health
• Educate the full board to conduct proper oversight of the financial health of the organization
The most common mistakes charter school boards make when creating and implementing a finance committee
• Abdicating responsibility to this committee. The full board is on the hook for the long-term financial viability
of the organization. A finance committee is not a substitute for the full board understanding and carefully
reviewing the organization’s financial statements and financial health.
• Having a finance committee that is too small. A robust finance committee is absolutely essential. The
number one reason why charter schools fail is financial mismanagement. This committee should be large
enough to bring several different perspectives and a variety of financial skills to the important task of financial
• Allowing this committee to fill in for management functions.
• Not including board education as a key responsibility for this committee.
Finance Committee Job Description
The finance committee is commissioned by and responsible to the board of trustees. It has the responsibility of
working with the CEO and the organization’s chief financial officer (CFO) to create the upcoming fiscal year budget,
presenting budget recommendations to the board, monitoring implementation of the approved budget on a regular
basis, recommending proposed budget revisions, and recommending to the board appropriate policies for the
management of the organization’s assets. The finance committee shall be assisted by the CEO and CFO.
Appointments and Composition
• The members of the finance committee shall be the treasurer of the board who shall serve as chair, the board
chair who shall serve as an ex-officio member, together with other trustees appointed by the chair with the
advice and consent of the board in accordance with the bylaws.
• Both the CEO and the CFO will be members of the finance committee.
• Additional committee members may be appointed and need not be members of the board of trustees.
• Prepare an annual budget for the organization in collaboration with the CEO and CFO.
• Also in collaboration with the CEO and CFO, develop and annually revise a five-year financial forecast and
develop long- range financial plans based on the forecast.
• Arrange for an annual audit to be provided to the board of trustees.
• Provide oversight of the procurement process.
• Review monthly financial statements and variances from budget, and recommend action to the board, as
• Create specific measurable board-level goals for the year as part of the full board planning process.
• Develop and implement a board-level training program to ensure that all trustees (especially those without a
financial background) can be effective stewards of the organization’s financial resources.
• Report to the board of trustees at regular meetings of the board in a manner determined by the board.
• Annually evaluate its work as a committee and the objectives it has committed itself to and report on the same to
the board of trustees.
Do we need a Governance Committee?
Yes! This is the committee that looks at the health and function of your board. You definitely need an active engaged group making sure your governance practices are evolving and sustainable, as well as a team focused on maintaining a great human capital pipeline for your board.
The key responsibilities of the governance committee are:
• Ensuring that all trustees of the full board understand their roles and responsibilities and that there is an established process for holding individuals accountable to fulfilling their obligations
- Finding, recruiting, and screening board candidates
- Succession planning for trustees and officers
- Providing orientation for new trustees and exit interviews with departing ones
- Organizing board retreats and board training
- Conducting annual evaluations of the full board and individual trustees
The most common mistakes charter school boards make when creating and implementing a governance
- Not having one! This should be one of the first committees established by your board. Tending to the health, education, and evolution of your trustees is vital to having an effective board.
- Claiming responsibility for all written policies. Creating policy should be the purview of the entire board and each committee. All policies do not need to flow through the governance committee. The governance committee should focus only on policies related to board process: job descriptions, attendance policies, bylaws, etc.
- Organizing the annual evaluation of the CEO. Support and evaluation of the CEO is better organized by a committee set up specifically for this function.
- Fulfilling only the nominating functions. Often, boards have a governance committee in name, but the committee really only focuses on the nominating aspects and doesn’t spend sufficient time on evaluating the board annually, organizing board trainings, etc.
Governance Committee Job Description
The governance committee is commissioned by and responsible to the board of trustees to assume the primary responsibility for matters pertaining to board of trustees recruitment, nominations, orientation, training, and evaluation in accordance with the bylaws of the organization, as well as established policies and practices approved by the board of trustees.
Appointments and Composition
1. Appointments of the chair and members of the governance committee shall be made annually by the chair of the board with the advice and consent of the board in accordance with the bylaws.
2. The chair of this committee shall be a member of the board of trustees.
3. Other members of this committee shall be members of the board of trustees.
4. Additional committee members may be appointed and need not be members of the board of trustees.
1. Analyze the skills and experience needed on the board.
2. Create a short and long-term board recruitment strategy.
3. Work with board chair and CEO on a succession plan for board officers.
4. Recruit members to serve as members of the board, and develop a slate of trustees for consideration at the annual meeting in accordance with selection/election procedures outlined in the bylaws.
5. Develop and review annually the procedures for board recruitment.
6. Develop an orientation and training plan for new trustees.
7. Assist in the planning of an annual board retreat and other deeper strategy sessions as needed.
8. Develop and revise a board member handbook outlining the responsibilities of the board and board members, board policies, and other relevant information.
9. Conduct board education as needed.
10. Create specific measurable board-level goals for the year as part of the full board planning process.
11. Regularly evaluate the effectiveness of board meetings, and make recommendations for improvement to the chair and the full board as needed.
12. Annually coordinate an evaluation of the full board and individual trustees.
13. Report to the board of trustees at regular meetings of the board in a manner determined by the board.
14. Annually evaluate its work as a committee and the objectives it has committed itself to, and report on
same to the board of trustees.
The Successful Evolution of a Charter School Board
Through our work with 500 charter school boards nationwide, we have developed a methodology for coaching and supporting a charter school board and its CEO that is grounded in a “capability maturity model”.
As a charter school evolves from the launch to a more sustainable phase it should strengthen its systems and processes across the organization.
Most charter schools learn how to scale their human capital pipeline, student recruitment processes, and the tools and supports they use to close the achievement gap etc. But typically, the governance of the organization does not evolve at the same pace and with the same discipline as other parts of the organization.
The BoardOnTrack capability maturity model articulates a path to excellence for the governance components of the organization, and our annual membership is designed to help boards take strategic steps to strengthen and evolve their governance.
The is made possible by combining two key concepts: The Organizational Cycle of a Charter School Board and The Four Key Elements in Charter School Governance.
The Organizational Lifecycle of a Charter School Board
Charter boards move through a development cycle as they mature from founding boards, to sustaining boards, and a ultimately thriving board. The distinction is pertinent as the needs and the focus of the board are different as the organization evolves.
The Four Key Elements of Charter School Governance
Supporting the cycle of organizational development are four key elements of excellence in charter school governance. These elements, People, Process, Performance, and Impact are the structures for which governance activities can begin to be grouped and measured.
Putting it Together: The BoardOnTrack Capability Maturity Model
By combining the charter school board cycle of development with the key elements of charter school governance, we’ve created a rubric that can be used to assess and measure governance effectiveness across the lifecycle of a board.
Board Assessment: The Starting Point for Setting OKRs
Most charter school boards think they are pretty good, but there is no standard for comparison. For instance, when asked about their effectiveness, board members and CEOs often say, “We show up. We have meetings. We get work done. But I guess things could be better.”
Using the BoardOnTrack Capability Maturity Model, boards now have a defined standard and instead of guessing, boards can measure improvement, and the path towards excellence is laid out. Furthermore, with measurement and a plan, we can identify areas for improvement and begin to set goals.
The key to understanding your board’s strengths and areas to improve are two-fold:
Complete an assessment: First the full board and the organization’s leader should complete a comprehensive annual assessment/self-evaluation. BoardOnTrack membership has a built in annual assessment process. There are 11 quick online assessments that take a few minutes each to complete. These range from effectiveness of board meetings to the board’s role in financial and academic oversight, to the board’s partnership with its CEO. The BoardOnTrack system tallies the results for you and presents a clear picture of the board’s strengths and areas to improve and the results are benchmarked against our national data set. Once complete you can schedule a call with your governance coach to get help in further interpreting the data and creating a board improvement action plan.
Know where you are in your evolution: Building a great sustainable board should be an ongoing process. If you have mastered Level 1 work, pat yourselves on the back, and take a look at what Level 2 work involves. Set some concrete goals for the year and take your governance to the next level.
Brief History of OKRs
Andy Grove, President of Intel, first implemented Objectives and Key Results (known by the acronym OKRs) in the 1970s.
More recently, Jon Doerr, the famous venture capitalist, introduced OKRs to Google and they have become a hallmark of Google’s management success. The OKRs approach is widely used in Silicon Valley and by companies such as Twitter, LinkedIn, Oracles and Zinga.
Why are OKRs the foundation for the BoardOnTrack Dashboards?
When redesigning the BoardOnTrack Board Goals and CEO Goals Trackers, we looked at the trends in team productivity and goal setting and liked the way OKRs really focused on action and results. When implemented correctly OKRs make the “how” apparent to everyone.
Most boards we work with are able to set goals for the year, but get bogged down in the actual implementation. Given the volunteer nature of a charter school governing board and the over-extended workloads of their CEOs this makes sense.
Adopting the OKRs approach should help your board not only set clear goals for the year, but actually attain them. We think the OKRs approach dovetails nicely with the BoardOnTrack mantra that Knowledge + Action = Results.
BoardOnTrack’s OKRs framework takes best practices in using this technique from a broad range of industries and customizes it for a charter school board and their CEO. The OKRs approach provides a framework for the board and the CEO to be aligned about their goals as a team and then their specific responsibilities in attaining them. Building out a set of OKRs’ in the BoardOnTrack dashboard will ensure that your team has clarity and alignment about the:
- Board’s goals vs. the work of the CEO
- Governance-management line for key annual goals
- Work of the board committees vs. the work of the full board, and
- Contributions expected of individual trustees and committee members.
- Making your OKRs’ visible in the BoardOnTrack dashboard (or another means) will ensure that everyone is moving in the same direction and are clear what others are focusing on.
Action Steps For Building OKRs
1. Assess Your Board: As mentioned above, we highly recommend using BoardOnTrack’s built in Board Assessment Tool to get a sense of your board’s strengths, areas to improve, and an accurate understanding of where your board is on its path to excellence as articulated in the “capability maturity model”. This data can be used as a springboard for creating a set of board goals.
2. Structure Your Board for Success: Governance is leadership. Make sure you have officers in place with clear job descriptions, to provide direction to the board. In addition, active committee work in between board meetings is crucial. Make sure you have appointed strong committee chairs and have organized your board members into the necessary committees.
3. CEO Creates a Set of OKRs: You should have a set of “management-level” OKRs’. These articulate what your CEO or School Leader is on the hook to deliver this year. Your charter contract and accountability plan with your authorizer should provide the backbone for these. These should be vetted by the appropriate committee and ultimately brought to the full board for approval. The CEO’s annual evaluation should be directly tied to the achievement of these OKRs’.
4. Board Committees Create a Set of OKRs: The committee OKRs’ represent the key work of the board for the year and the governance focus. Committee OKRs rolled up together articulate how the board will add value to the organization. The committee OKRs should complement the CEO’s OKRs, should ultimately be brought to the full board for approval.
5. Board Approves CEO and Committee OKRs: It’s important that the whole team understands and agrees with the objectives and key results. You should officially vote and approve both sets of OKRs. Carve off time for a board retreat or a deeper strategy session to review these in depth. Getting the team aligned at the outset will make implementation much smoother.
6. OKRs entered into dashboard: The final objectives and key results should be tracked in the BoardOnTrack dashboard. For the board goals we highly recommend that you take the OKRs one step deeper and assign tasks to individuals to clarify expectations of who is doing what to achieve the key results.
7. Use the dashboard at each committee and board meeting: The planning is only as good as the action that follows. Use the dashboard to review the OKRs at each board meeting and committee meeting. Update the associated tasks regularly and you will stay on track and be amazed at your traction in achieving your key results and ultimately your objectives.
8. Recalibrate quarterly: Sync up as a team once a quarter to reflect on your progress, where things are getting bogged down, and recalibrate as needed.
9. Annually review and recalibration: Annually you should reflect on what you achieved, what didn’t get done and create a revised set of OKRs for the new school year.
Additional Thoughts for Crafting OKRs
Creating Objectives: What you want to accomplish
Objectives should be significant to the organization and the board and the CEO should be aligned that these are the organization’s key priorities. In addition, they should encompass the key components of your charter contract. You may find it helpful to create two types of objectives: Operational Objectives and Aspirational Objectives.
These are the core things that have to get done each year. These could include fiscal oversight, hiring and evaluating teachers, and other foundational elements that your organization will do year over year. Many of these will directly tie to your charter agreement. Operational objectives are typically annual objectives.
These types of objectives are a bit loftier and articulate how you plan to change the world. They are often the things the organization will get to once they have effectively achieved the operational objectives. Aspirational objectives may span the course of several years.
Creating Key Results: How you will accomplish the objective
Key results should clearly make the objective possible, be measurable, limited in number, and time-bound. For the Board-Level Key Results we recommend thinking of key results as milestones and listing them in chronological order, and having a set of associated tasks for each key result.
Example Board-Level Key Result
These should be an active work plan for the board and committees.
Objective: Build an active engaged board that can make the transition from governing a one-campus charter organization to a five campus CMO.
- Develop a 3-year board recruitment plan by June 2016.
- Task: Conduct a skills inventory of the current trustees, mapped against needed skills and term limits.
- Task: Draft board recruitment plan for review by full board.
2. Expand the board by 4 trustees 2 with financial and 2 with fundraising skills by June 2016.
- Task: Revise board nominating policy, job description and attendance policy.
- Task: Develop pool of candidates, a minimum of 5 qualified for each spot.
Do we need a Development Committee?
Financial management is one of the most common reasons that charter schools fail. In addition to good fiscal
management, ensuring that the organization has supplemental monies to support the growth and expansion of the
organization is critical to long term sustainability.
The key responsibilities of the development committee are to:
• Work with the CEO to develop a realistic fundraising plan
• Assist fellow trustees with completing essential board-level fundraising tasks
• Organize training as needed for the full board to support the realization of fundraising goals
The most common mistakes charter school boards make when creating and implementing a development
• Not having a philosophical conversation about development prior to forming this committee.
Most charter school boards are split between members who feel fundraising is essential and those who
are nervous about fundraising or even disdain the concept. Your board should have an honest
conversation about whether you can achieve your organization’s goals without private fundraising. If
private fundraising is necessary, then it is important to clarify what the full board’s responsibility is in
achieving short- and long-term fundraising goals.
• Committee membership. Fundraising is a skill and a profession, but often, charter school boards do not
seek out skilled professionals to serve on this committee and leave too much responsibility in the hands of
amateurs. It would be wise to seek committee members who have a track record raising funds for
nonprofit organizations to serve on this committee.
• Not engaging the full board in development. As with each of the other committees, the development
committee’s job is to facilitate the full board achieving fundraising goals. The committee plans and
supports execution of key tasks, but ultimately, the full board is responsible for participating in and
achieving annual fundraising goals.
• Faulty expectations about volunteer responsibilities. A group of committed volunteers can certainly
add a great deal to an organization’s fundraising efforts, but it is unrealistic to place all the weight on the
shoulders of a volunteer board. Just like there is substantive work for a finance committee to do while a
full-time staff fulfills the day-°©‐to-day financial management of the organization, the same is true for
fundraising. The committee has a role to play, but substantial private funds cannot be raised by
a board without the support and expertise of paid full-time staff also dedicated to this important area of
Development Committee Job Description
The development committee is commissioned by and responsible to the board of trustees to assume the primary
responsibility for raising non-grant funds to support the organization’s mission.
Appointments and Composition
1. Appointments of the chair and members of the development committee shall be made annually by the
chair of the board with the advice and consent of the board in accordance with the bylaws.
2. The chair of this committee shall be a member of the board of trustees.
3. Members of this committee shall be members of the board of trustees, subject to the conditions stated in
the bylaws. Additional committee members may be appointed and need not be members of the board of
1. Develop annual and multi-year fundraising plans that will generate the funds needed to meet the nonpublic
and non-grant fundraising goal.
2. Coordinate the implementation of the fundraising plan with fundraising efforts by senior staff, parents, and
3. Develop the necessary sub-committee systems to successfully carry out the fundraising events and
activities that are part of the annual fundraising plan; supervise the functions of the sub-committees.
4. Develop a plan for involving all board members in the non-grant resource development activities of the
5. Arrange for board training on development issues, as needed.
6. Create specific, measurable, board-level goals for the year as part of the full board planning process.
7. Report to the board of trustees at its regular meetings in a manner determined by the board.
8. Annually evaluate its work as a committee and the objectives it has committed itself to, and report on the
same to the board of trustees
Do we need a CEO Evaluation and Support Committee?
Your charter school is a complex multimillion dollar business with many moving parts. Running the day-to-day operations requires support from the board, and continuous feedback to ensure performance and advancement.
The key responsibilities of the CEO support and evaluation committee are to design and develop in partnership with the CEO a:
• Year‐round process for the board to continually strengthen its partnership with the organization’s CEO
• Process for the CEO to set clear annual goals
• Structured process for the board to give and receive feedback several times throughout the year
• Formal process for the board to conduct an annual evaluation of the CEO’s performance
The most common mistakes charter school boards make when creating and implementing a CEO support and evaluation committee include:
• Not making it a year‐round function. Working to strengthen the partnership between the board and the organization’s CEO should be a year‐round function. Too often, a CEO evaluation task force is haphazardly formed at the end of the year, right before the evaluation.
• Not fully engaging the CEO. Supporting and evaluating your leader should feel like a positive professional development experience, not a punitive one. Chances are, your CEO spends a great deal of time working hard to make sure that everyone on the organization’s staff receives constructive feedback regularly and has a thorough annual evaluation of their performance. They may have more experience designing evaluation processes and tools than the trustees serving on this committee. Enlist your CEO in determining what will be the most helpful process for them to get and receive feedback from the board. Ideally, align the CEO support and evaluation process to mirror the process that is being conducted for the rest of the staff.
• Reinventing the wheel. Designing a support and evaluation process is complex. Too often, charter school boards make up their own evaluation tools. Consider using BoardOnTrack’s road-tested online CEO evaluation process, which has been used by hundreds of charter school boards nationwide.
• Misconstruing their role as it relates to surveying parents and staff. Hearing from stakeholders is a vital management function. You can’t have a healthy organization if parents, students, and teachers don’t have a chance to weigh in frequently. But soliciting this input is a management function and not the responsibility of the board or a board committee. The organization should conduct anonymous parent, teacher, and student surveys at least once or twice per year. The organization’s leadership should design these surveys and share the data with the board, both generally and as part of an annual evaluation. It is not the work of this committee to design or conduct these surveys.
CEO Support and Evaluation Committee
The CEO Support and Evaluation Committee is commissioned by and responsible to the board of trustees to assume the primary responsibility for developing and implementing a year‐round process to strengthen the board’s support, evaluation, and partnership with the organization’s CEO.
Appointments and Composition
1. Appointments of the chair and members of the committee shall be made annually by the chair of the board with the advice and consent of the board in accordance with the bylaws.
2. The chair of this committee shall be a member of the board of trustees.
3. Members of this committee shall be members of the board of trustees, subject to the conditions stated in the bylaws.
4. It is anticipated that the committee will be primarily comprised of the primary committee chairs and/or other officers of the board.
1. Develop an annual timeline to support and evaluate the CEO, and have this timeline approved by the fullboard.
2. Annually review and revise as necessary the CEO’s job description.
3. Establish a process for the CEO to develop, share, and receive board approval of a set of annual organizational goals.
4. In partnership with the CEO, establish a clear and consistent way for the CEO to report to the full board regularly on progress towards the board-approved annual goals.
5. Annually create a survey instrument and process to conduct two structured check-ins between the full board and the CEO. It is anticipated that these will occur in November and March and will involve the CEO completing a self-evaluation and surveying the full board.
6. Annually implement a comprehensive CEO evaluation that includes a CEO self-evaluation, input from the
full board, and anonymous input from the CEO’s direct reports.
7. Annually prepare or revise the CEO’s contract as necessary.
8. Annually recommend CEO compensation adjustments to the full board, as appropriate.
9. Create specific, measurable, board-level goals for the year as part of the full board planning process.
10. Report to the board of trustees at regular meetings of the board in a manner determined by the board.
11. Annually evaluate its work as a committee and the objectives it has committed itself to, and report on the same to the board of trustees.
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Do we need an Academic Excellence Committee?
Your charter school is a multimillion dollar business and academic performance and oversight is a critically important function for your board.
The key responsibilities of the academic excellence committee are to:
• Ensure that the full board and the CEO have a shared vision of academic excellence and a clear road map to achieve it
• Ensure that all trustees understand the promises in the charter and accountability plan and understand how well the organization is currently performing against those promises
• Educate the full board to conduct proper oversight of the academic program
The most common mistakes charter school boards make when creating and implementing an academic excellence committee include:
• Misunderstanding the role and functions of this committee. The main purpose of the academic excellence committee is to measure the academic results of the organization against the goals laid out in the organization’s charter, accountability plan, and annual CEO goals. In one sense, the academic excellence committee is similar to the finance committee: both exist to monitor performance against stated goals. For the finance committee, this means measuring financial results against the budgeted goals. For the academic excellence committee, this means measuring organizational outcomes against stated goals for metrics such as: performance on state tests, performance on nationally normed standardized tests (e.g., the TerraNova, SAT 10, etc.), and performance on interim assessments (e.g., Achievement Network tests, the STEP, the DIBELS, or interim assessments created by the school). In addition, this committee may look at “budgets to actuals” on metrics such as attendance, student and staff retention, and family and staff satisfaction surveys.
Focusing on inputs rather than outputs. One of the biggest pitfalls for academic excellence committees is to engage over inputs—the means by which the organization pursues its mission, rather than outcomes—the objective data used to assess how well the organization is meeting its mission. Inputs are management level issues, which should be handled by the CEO. Outputs/outcomes are what the board should be focused on and governing towards. The best academic excellence committees help CEOs set clear goals for the year of outcomes that are related to the mission and then set up checkpoints throughout the year at which they meet with the CEO to monitor progress towards those goals.
• Committee membership. While it can be useful for some members of the academic excellence committee to have a background in education, it is by no means necessary in order to participate meaningfully. Many effective academic excellence committees do not have educators on the committee. We find that the key functions of the committee—helping the CEO to set ambitious goals and then monitoring data to assess progress towards those goals—are often well met by people with strong analytical skills; these people need not be educators.
• Focusing on management level work. Other activities that academic excellence committees should not be involved in include:
– evaluating teachers
– selecting, designing, or reviewing the quality of curricula
– planning professional development for teachers
– interacting with teachers or other staff members on a regular basis (i.e., daily or weekly)
– interacting with families or students on a regular basis (i.e., daily or weekly)
– presenting themselves as an outlet for staff, family, or student complaints or concerns that have not first been formally addressed to the CEO
Academic Excellence Job Description
The academic excellence committee is commissioned by and responsible to the board of trustees to assume the primary responsibility for working with the CEO to define academic excellence, ensure that all board members know the charter promises that were made to the community and the authorizer and to devise clear and consistent measures to monitor these goals.
Appointments and Composition
1. Appointments of the chair and members of the academic excellence committee shall be made annually by the chair of the board with the advice and consent of the board and the CEO and in accordance with the bylaws.
2. The chair of this committee shall be a member of the board of trustees.
3. Members of this committee shall be members of the board of trustees, subject to the conditions stated in the bylaws. Additional committee members may be appointed and need not be members of the board of trustees.
It is important to note that academic excellence is a governance function, not a management function, and it is anticipated that the CEO will have a great deal of input into the work and composition of this committee. The committee’s main role is to assure that academic excellence is defined, and that the board approves annual goals to attain academic excellence.
1. Define and continue to refine what academic excellence means for our organization.
2. Ensure that all board members understand the key charter promises we have made to our community and to our authorizer.
3. Work with the CEO to devise clear and consistent ways to measure progress towards stated goals.
4. Work with the CEO to set annual academic achievement goals, to be presented to and approved by the full board.
5. Work with the CEO to share with the board annual successes, barriers to reaching academic excellence, and strategies to overcome these barriers.
6. Arrange for board training on issues related to academic oversight and academic achievement, as needed.
7. Create specific measurable board-level goals for the year as part of the full board planning process.
8. Report to the board of trustees at regular meetings of the board in a manner determined by the board.
9. Annually evaluate its work as a committee and the objectives it has committed itself to, and report on the same to the board of trustees.
Best Practice Tip
Members of this committee do not need to have an academic background. In fact, our experience has shown that the best academic excellence committee members are those who are very analytical, are great at digesting data and asking good questions, and do not have to have an academic background.
Example Objective and Key Results for the Academic Excellence Committee
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