Forum - January/February 2012

makes. If the board’s processes do not generate the respect and appreciation they deserve, not all board members will consider themselves accountable for board decisions. The result is a weaker organization.

The bottom line is this: Boards that focus on the primary
work of the board and build a culture of trust and respect
will find themselves doing powerful work. The diversity of
perspectives around the board table — which is so helpful
— will come together in a unity of purpose, propelling the
organization toward its mission and enhancing the lives of all
stakeholders.

Visit the Association Forum’s “Facilitation of Effective Board Decision Making” Professional Practice Statement at associationforum.org>Resources>Samples and Best Practice Guidelines>Professional Practice Statements.

Cathy Talbert is associate executive director, field services and policy services, at the Illinois Association of School Boards. John Cassel is director, field services. Talbert may be reached at ctalbert@iasb.com and Cassel at jcassel@iasb.com

Case Study: Illinois Association of School Boards, Field Services

In many ways, association boards are a lot like local school boards. One task of every school board is to determine exactly how much money the local community should invest in public education. It’s not surprising that in today’s world, some board members get elected with the sole agenda of dramatically limiting district expenditures.

This can be a ready-made recipe
for conflict. Typically, all board
members profess commitment to
fiscal responsibility. However, most
seated board members are looking
to balance a variety of commitments
and values. It’s one way to think
about the work of a school board:
Its job is finding the right balance
between educational excellence,
community needs and fiscal respon-
sibility.