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:
- Establishing general policies that server to guide the
school’s programs and practices.
- Providing the necessary facilities and equipment for the
operation of the school.
- Ensuring appropriate stewardship of the school’s financial
- Appointing and supporting a Headmaster who is responsible for
the administration of the school.
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
- 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.
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.
- The board adopts a clear statement of the school's mission, vision and strategic goals, and establishes policies and plans consistent with this statement.
- The board reviews and maintains appropriate bylaws that conform to legal requirements, including duties of loyalty, obedience and care.
- 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.
- 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.
- The board selects, supports, nurtures, evaluates, and sets appropriate compensation for the head of school.
- The board recognizes that its primary work and focus are long-range and strategic.
- 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.
- The board keeps full and accurate records of its meetings, committees, and policies and communicates its decisions widely, while keeping its deliberations confidential.
- Board composition reflects the strategic expertise, resources, and perspectives (past, present, future) needed to achieve the mission and strategic objectives of the school.
- The board works to ensure all its members are actively involved in the work of the board and its committees.
- 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.
- 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.
Development: Bill Wilson, Chair
Beth Bechdol, Marsha Bormann, Anita Cast, Megan Campbell, Glen Dixon, Sandy Frappier, Jonathan Hancock, Hope Huber, Susan Johnson, Tom Kus, Byron Lamm, Todd Opacinich, Debbie Parrott Johnson, Melinda Perry, Steve Presser, Emily Roussel, Paul Sauerteig, Jeanette Schouweiler, Laurie Spindler, Nancy Westfall, Pete Wilson, Mary Yurkanin
Facilities: Larry Weigand, Chair
Judy Anderson, Chad Bechert, Jerry Belcher, Kevan Biggs, Andy Brooks, Jonathan Hancock, Jeremy Hatfield, Tom Losher, Ben Ottenweller, Mick McCollum, Paula Pritchard, Bob Schantz, Gregg Walbridge, Steve Zacher
Finance: Todd Jacobs, Chair
Governance: Gregg Sengstack, Chair
Betsy Galliher, Chair
Vicki Grabowski, Jennifer Haines, Debbie Parrott Johnson, Steve Presser, Cookye Rutledge, Jeanette Schouweiler, (administration) Karen Belcher, Jonathan Hancock, Susan Johnson, Krista Lohmar, Ben Ottenweller
Marketing - Strategies Subcommittee:
Betsy Galliher, Chair
Debbie Parrott Johnson,
Tom Teel, (administration)
Marketing - Events Subcommittee: Vicki Grabowski, Chair
Kerry Antonuccio (Bierbaum),
Mary Yurkanin, (administration)
Bill Fisher, Chair
Jerry Belcher, Bobbie Crutchfield, Frank Gray, Jonathan Hancock, Pam Kelly, Henry Najdeski, Tony Stites, Tom Teel, Eric Ward
Diversity Task Force: Shep Moyle, Chair
Program Planning Committee: Jennifer Hobbs, Chair