Authentic Governance through Ethical Leadership
Authentic Governance for Student Achievement: Boards Matter!
Right from the Start: Roles and Responsibilities
Common Ground Common Purpose: Relationships in School Boards
Director Performance
Review and Board Self-Assessment
100
Reducing gaps in student achievement Increasing levels of student achievement Promoting public confidence in public education
What is the mission for publicly funded education in Ontario?
100
A combination of academic, social, emotional and cultural, and spiritual wellness.
What is student achievement?
100
Responsible for setting the overall direction of the school system.
What is the elected board of trustees?
100
The sole employee of the Board of Trustees.
Who is the Director of Education?
100
The section of the Education Act that outlines the responsibilities of the Board to conduct an anual performance review of the Director of Education.
What is section 169.1 (1)?
200
Setting the conditions that will provide a high quality education for every student to succeed in school and in life.
What is the absolute first priority of a school board?
200
Setting the vision, establishing goals, developing policy, allocating resources and assuring accountability.
What are the five governance responsibilities central to student achievement?
200
The only entity with the authority to make decisions or to take action.
What is the Board of Trustees? (an individual trustee in and of him or herself does not have this authority.)
200
The essential partnership in a school board context.
What is the partnership between the Board and the Director?
200
The Ministry of Education document outlining the five leadership practices which form the basis of the Director's Performance Review.
What is the Ontario Leadership Framework for Supervisory Officers?
300
Three characteristics of ethical leadership.
What are (any 3 of): • A reflection of how we respect and nurture relationship for the common good. • Requires leaders to articulate their vision, describe how it will bring improvements and, through sincere dialogue, inspire others • Open to innovation and challenges to the status quo • Necessitates a climate of trust, risk-taking and a positive approach to resolving differences of opinion • Built on fostering relationships, building teams and empowering others • Includes appreciation, empathy and collaboration
300
The introduction of this Regulation underscores the importance for Boards to regularly evaluate the effectiveness of their governance practices.
What is the Provincial Interest Regulation (PIR), enacted Feb. 26, 2010?
300
The person(s) responsible for setting the agenda for Board meetings.
What is the Chair of the Board in consultation with the Director of Education?
300
Five character traits or values that guide ethical behaviour and norms for relationships among board members and underpin effective governance.
What are (any five): Citizenship, Cooperation, Courage, Empathy, Fairness, Honesty, Humility, Inclusiveness, Initiative, Integrity, Kindness, Optimism, Perseverance, Resilience, Respect, Responsibility, Faith, Hope, Love, Community, Dignity of persons, Excellence, Justice and Stewardship for creation. (arguments could be made for other values, such as trust, etc.)
300
The culmination of the Director's Performance Review.
What is a report from the chair written on behalf of and approved by the entire Board of Trustees?
400
The process by which a school board makes its decisions on behalf of the community.
What is governance?
400
Universal access to education opportunities for all students regardless of their ethnic, racial or cultural backgrounds, social or economic status, individual exceptionality, or religious preference.
What are the foundational principles of the four publicly funded school systems in Ontario?
400
Legally required to develop and maintain an effective organization and programs required to implement board policies.
What is the Director of Education?
400
According to Module 4 , two positive aspects of dissidence.
What are (any two): 1) provokes everyone involved to greater clarity about the positions they are advancing. 2) ensures that the debate, and the information provided as a context for the debate, is comprehensive and well-thought-out. 3) may create an opportunity for “sober second thought” or give an opportunity for those who shared the dissent but were reluctant to voice it to speak up. 4) can deter the negative effects of “group think” and stem the tendency to yield to consensus at the cost of considering alternative and ultimately better courses of action. 5) crystallize the alignment of support for the opposing view. To public onlookers, they make it clear that the discussions at the board table are democratic.
400
The five leadership practices which form the basis of both the Director's Performance Review and the Board Self-Assessment.
What are: 1. Setting Directions 2. Building Relationships and Developing People 3. Developing the Organization 4. Leading the Instructional Program 5. Securing Accountability
500
The four governance roles of a school board.
What are - 1. Covering the Basics: The Board’s Fiduciary Role; 2. Big Picture Thinking: The Board’s Strategic Role; 3. Continuous Improvement: The Board’s Innovative Role; and 4. Promoting Community Engagement: The Board’s Societal Role.
500
Three actions boards can take that positively influence student achievement.
What are (any three of): • Creating a cohesive collective team within the board of trustees • Good working relations between the board of trustees and its Director of Education • Support for the Director in creation of an effective organization • Clear priorities for budgets and resource allocation • Use of evidence to set vision and to inform decisions around student achievement
500
Five of the Board's responsibilities.
What are (any five): 1.promote student achievement and well-being; 2. ensure effective stewardship of the board’s resources; 3. deliver effective and appropriate education programs to its pupils; 4. develop and maintain policies and organizational structures that, 4. monitor and evaluate the effectiveness of policies developed by the board in achieving the board’s goals and the efficiency of the implementation of those policies; 5. develop a multi-year plan aimed at achieving the boards’ goals; 6. annually review the multi-year plan with the board’s Director of Education or the supervisory officer acting as the board’s Director of Education; and 7. monitor and evaluate the performance of the board’s Director of Education, or the supervisory officer acting as the board’s Director of Education ◦
500
The document that defines acceptable behaviours, clarifies the rules of civil engagement, promotes high standards of practice, and provides a framework for professional conduct and responsibilities.
What is the Code of Conduct or the Code of Ethics?
500
Any three principles recommended in Module 5 b as the basis of the development of a board self-assessment policy parallel to the Director's performance review.
What are any three of the numerous suggestions on pages 6 & 7 of Module 5?
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