Canterbury Foundation

Board of Directors
Timothy E. Ash
Hollis T. Bierman
Timothy S. Borne
Kathryn D. Callen
William R. Cast
Carl J. Gehres
Robert W. Godley
Frank J. Gray
Jonathan M. Hancock
George B. Huber
Anne M. Karr
Michelle M. Rousseff Kemp
N. Shepard Moyle
Janet W. Paflas
Michael V. Parrott
Frances M. Pasalich
Jeanette D. Schouweiler
Gregg C. Sengstack
Todd R. Stephenson
David A. Stewart
Kathleen M. Summers
Richard D. Waterfield
Nancy A. Westfall
Peter C. Wilson

Canterbury School is a non-profit educational organization with a self-electing Board of Trustees. The three primary roles of the Board of Trustees are to establish policies and plans in support of the adopted school mission, to focus on long-range and strategic goals, and to ensure responsible stewardship of the school’s fiscal and physical resources. The Board of Trustees is assisted in its support of the mission of the school by the Canterbury Foundation, whose members are appointed by the school's Board of Trustees, and who manage and direct the school's endowment.

COMMUNITY NEWS ABOUT OUR TRUSTEES

Gregg Sengstack: New CEO shares stage at Franklin 

Todd Stephenson: Allen County United Way CEO to retire 

Kathryn Callen (Foundation Board) Honored for Community Service 

MISSION AND GOALS

BOARD MISSION

The Board of Trustees of Canterbury School is charged with the responsibility to ensure that the school’s mission is implemented and supported in four major areas:

  1. Establishing general policies that server to guide the school’s programs and practices.
  2. Providing the necessary facilities and equipment for the operation of the school.
  3. Ensuring appropriate stewardship of the school’s financial resources.
  4. Appointing and supporting a Headmaster who is responsible for the administration of the school.

BOARD GOALS

In order to fulfill its mission, the Board of Trustees has established the following goals:

  • The Board, with the guidance of the headmaster, establishes and reviews the school’s mission, develops strategic, long term plans, and formulates general policies to accomplish the school’s objectives.
  • The Board reviews the school’s policies and programs to make sure they are appropriate, effective and well-managed.
  • The Board monitors the school’s financial management, approving and reviewing the operating budget and designated capital expenditures, and bearing primary responsibility for the necessary fundraising programs.
  • The Board establishes appropriate committees to fulfill its duties to the school.
  • The Board delegates administration of the school to the Headmaster and those responsible for the operation of the school through and effective administrative structure.
  • The Board commits itself to ongoing growth and improvement through an effective self-evaluation system.

NAIS PRINCIPLES OF GOOD PRACTICE: BOARD OF TRUSTEES

The following Principles of Good Practice are set forth by the National Association of Independent Schools (NAIS) to provide a common perspective on the responsibilities of independent school boards. The board and the head work in partnership in fulfilling these principles.

  1. The board adopts a clear statement of the school's mission, vision and strategic goals, and establishes policies and plans consistent with this statement.
  2. The board reviews and maintains appropriate bylaws that conform to legal requirements, including duties of loyalty, obedience and care.
  3. The board assures that the school and the board operate in compliance with applicable laws and regulations, minimizing exposure to legal action. The board creates a conflict of interest policy that is reviewed with, and signed by, individual trustees annually.
  4. The board accepts accountability for both the financial stability and the financial future of the institution, engaging in strategic financial planning, assuming primary responsibility for the preservation of capital assets and endowments, overseeing operating budgets, and participating actively in fund raising.
  5. The board selects, supports, nurtures, evaluates, and sets appropriate compensation for the head of school.
  6. The board recognizes that its primary work and focus are long-range and strategic.
  7. The board undertakes formal strategic planning on a periodic basis, sets annual goals related to the plan, and conducts annual written evaluations for the school, the head of school and the board itself.
  8. The board keeps full and accurate records of its meetings, committees, and policies and communicates its decisions widely, while keeping its deliberations confidential.
  9. Board composition reflects the strategic expertise, resources, and perspectives (past, present, future) needed to achieve the mission and strategic objectives of the school.
  10. The board works to ensure all its members are actively involved in the work of the board and its committees.
  11. As leader of the school community, the board engages proactively with the head of school in cultivating and maintaining good relations with school constituents as well as the broader community and exhibits best practices relevant to equity and justice.
  12. The board is committed to a program of professional development that includes annual new trustee orientation, ongoing trustee education and evaluation, and board leadership succession planning.

The NAIS Principles of Good Practice for member schools define high standards and ethical behavior in key areas of school operations to guide schools in becoming the best education communities they can be. Accordingly, membership in NAIS is contingent upon agreement to abide by "the spirit" of the PGPs. Principles are precepts grounded in an ethic and ethos of “doing the right thing.” Practices are common activities.

 

 

2014-2015 TRUSTEES

Todd R. Stephenson, Chairman
  Jennifer G. Haines, Vice Chairman
Jeanette D. Schouweiler, Secretary
Todd M. Jacobs, Treasurer
Carl J. Gehres, Foundation Representative
Lisa A. Smits, Parent Association President
Laurie A. Gray, Parent Association Past President

Stephen C. Presser, Alumni Association President



Chad B. Bechert
           Sara Ayres Craig            
Glen H. Dixon
William P. Fisher
Betsy M. Galliher
Vicki J. Grabowski
Jonathan M. Hancock
Jennifer L. Hobbs
Byron S. Lamm
Deborah Parrott Johnson
James D. Kunce
Michael E. McCollum

 


 


N. Shepard Moyle 
  
Henry Najdeski
Cookye Rutledge

Gregg C. Sengstack
Laurie Spindler
Thomas T. Teel
Laurence M. Weigand
Peter C. Wilson
William W. Wilson