When I first
became an administrator at a Christian school, I naively assumed school governance was mostly about board meetings — agendas, motions, and minutes. But
it didn't take long to realize that governance is not just a procedural
necessity; it is the invisible framework that either empowers a school to
thrive or quietly erodes its effectiveness. Good governance is like the frame
of a house. You may not notice it when everything is in place, but if it's weak
or poorly constructed, the entire structure is at risk.
The Board's
Role vs. Administration's Role
One of
the quickest ways for a school to lose momentum is for the board and
administration to misunderstand their roles. In healthy governance:
·
The
board sets vision, approves policy,
ensures financial stability, and hires (or, if necessary, releases) the head of
school.
·
The
administration leads
day-to-day operations, manages staff, implements policy, and ensures the
mission is lived out in classrooms and culture.
When either
group crosses into the other's territory, the result can be confusion,
frustration, and loss of trust. I've seen boards that wanted to weigh in on
classroom schedules and seating arrangements, and I've seen administrators who
resisted necessary board oversight — both scenarios hurt the mission.
A Story of
Boundary Clarity
Early in my
leadership at a particular school, our board chair asked to sit in on faculty
evaluations "just to observe." It seemed harmless at first, but I
knew it risked blurring the line between governance and management. I explained
that evaluations are an administrative responsibility, and that preserving the
privacy and trust of our staff was essential. Instead, I offered to provide a
comprehensive, anonymized summary of evaluation trends at the next board
meeting. This approach gave the board the information they needed without
overstepping boundaries. To my relief, the chair agreed. That single
conversation prevented what could have been an ongoing source of tension.
Different
Governance Models, Same Essentials
Christian
schools operate under different governance models — church-owned, independent
board-led, and hybrid systems. My research found that the healthiest schools,
regardless of model, share three essentials:
1. Mission Alignment – Every decision, from curriculum changes to
facility upgrades, is tested against the mission.
2. Mutual Respect – Board and administration see each other as
allies, not adversaries.
3. Role Clarity – Everyone knows where governance ends and
management begins.
When
Governance Breaks Down
Poor
governance can show up in several ways:
·
Micromanagement – The board gets entangled in daily
decisions, leaving leadership paralyzed.
·
Detachment – The board is uninvolved or unaware,
rubber-stamping proposals without critical thought.
·
Conflict
of Interest – Personal
agendas or relationships cloud decision-making.
When these
issues surface, they rarely resolve themselves without intentional effort and
courageous conversations.
Building a
Healthy Governance Culture
The best
governance structures don't just "happen" — they are cultivated over
time. In my experience, these practices make a difference:
·
Board
Orientation – Every new
member receives training on roles, responsibilities, and the school's mission.
·
Regular
Evaluation – The board
evaluates itself annually, just as it evaluates the head of school.
·
Clear
Communication Channels –
Information flows in predictable ways so everyone knows how and when decisions
are made.
·
Prayer
as a First Step – Board
meetings open and close with prayer for unity, wisdom, and humility.The
Administrator's Responsibility
Administrators can't simply expect good
governance — we have to help build it. That means:
·
Being
proactive in communication.
·
Respecting
the board's time and role.
·
Providing
accurate, timely information for decision-making.
·
Asking for
input early rather than after a decision has been made.
Reflection
Questions
·
How clear
are the roles and responsibilities between your board and administration?
·
What
governance practices in your school need strengthening?
·
How can you,
in your current role, help cultivate trust between governance and leadership?
References
·
Carver, J.
(2006). Boards that make a difference:
A new design for leadership in nonprofit and public organizations (3rd ed.).
·
Northouse,
P. G. (2018). Leadership:
Theory and practice (8th ed.).
School names and specific identifying details
have been changed to protect privacy while maintaining the integrity of the
examples.
