Showing posts with label governance. Show all posts
Showing posts with label governance. Show all posts

Wednesday, January 10, 2024

The Devil is in the Details

 Charles Ungerleider, Professor Emeritus, The University of British Columbia

[permission to reproduce granted if authorship is acknowledged]  

We are wired to be resistant – and even blind – to ideas and policies advanced by people whose values and beliefs differ from our own. Our desire to maintain connection to those who share our values disposes us to resist the ideas of those whose values differ. We have strong attachments to our own ideas and values that make it difficult to evaluate policies and claims that others make – especially if their values are different.  

We resist change. Confirmation bias, selective perception, and cognitive dissonance are among the mechanisms at work. It takes effort to overcome these mechanisms and biases. I think it is worth making the effort.  

What brings this to mind is the recent passage of The Better Schools and Student Outcomes Act, 2023 (Bill 98) in Ontario. The proclaimed legislation has provisions that purport to enhance education in that province.  

The bill encompasses five key areas that would be supported by future regulatory and education policy reforms. The bill aims to increase accountability and transparency in Ontario's education sector by aligning provincial priorities and expectations with district and classroom-level implementation. Boards of education throughout Ontario will be required to fulfill government-established goals for student achievement and improve transparency and accountability regarding board performance and funding. It sounds like the provincial regulation in British Columbia under the banner of the Framework for Enhanced Student Learning.  

The second key element in the bill attempts to address effective governance by introducing standardized processes and expectations for trustees, Directors (Superintendents) of Education, and supervisory officers in school districts. This element seems designed to ensure equitable and unbiased trustee conduct across all boards and to equip trustees and Directors of Education with the necessary competencies to effectively address the government's student achievement objectives.   

In a third section, the Act seeks to optimize the use of the capital assets of school boards to expedite the construction of schools and enhance school capacity. This entails leveraging surplus property for public education and other provincial priorities, addressing accommodation needs in areas experiencing high growth, streamlining school planning and design processes, and promoting more efficient approvals procedures.  

A fourth dimension of the bill is aimed at fortifying teacher preparation and oversight by ensuring that preparation addresses the current demands of classrooms. This dimension also addresses student safety by establishing fair and effective disciplinary processes for teachers and registered early childhood educators.  

The aims of the fifth major element in the bill is less evident to me. It appears to want to foster greater uniformity in approaches to student learning and provide resources for parents to engage with their child's education.  

Like most jurisdictions the Education Act in Ontario empowers the Minister to make such regulations as are necessary for the administration of schools and school boards. While new legislation was probably not necessary, it seems that the Ontario Minister of Education is using the Bill to signal increased accountability. According to the Minister:

These new measures will focus on getting back to the basics of education: strengthening reading, writing and math, and other STEM disciplines.

We are following through on our commitment to parents through new measures that will better refocus school boards on academic achievement and the development of life and job skills.

These reforms include the new authority for our government to set binding priorities on school boards that focus on boosting student achievement focused on reading, writing and math.   

Given evidence of a steady decline in reading and mathematics performance in most provincial and national jurisdictions, I suspect that few would argue that increasing achievement in foundational areas is unnecessary. The devil, as the saying goes, is in the details. What, at first, seems promising in the Ontario Better Schools and Student Outcomes Act can wind up producing undesirable outcomes or unforeseen problems. The regulations that the bill enables will deserve scrutiny and the implementation careful evaluation. 

Wednesday, September 28, 2022

School Board Governance

 Charles Ungerleider, Professor Emeritus, The University of British Columbia

[permission to reproduce granted if authorship is acknowledged]

No board member at Ford Motor Co. would call the production or sales manager. So, why do school trustees persist in calling the district principal for special education, the manager of human resources, or the assistant superintendent for learning services? They should know better, but they do it anyway.  

Like most corporations, Ford operates in terms of governance principles expressed in writing. Consider this statement from Ford:

The Board is elected by and responsible to the shareholders. Ford's business is conducted by its employees, managers, and officers, under the direction of the chief executive officer (the “CEO”) and the oversight of the Board, to enhance the long-term value of the Company for its shareholders.

Substituting citizens for shareholders, the school board for Ford or the company, and superintendent for the chief executive officer, the statement would read like this:

The Board is elected by and responsible to the citizens. The school board’s business is conducted by its employees, managers, and officers, under the direction of the superintendent and the oversight of the Board, to enhance the long-term value of the school board for its citizens.

Notice that the business of the organization is conducted by its employees under the direction of the superintendent with oversight provided by the Board. Consider what are included among the overall responsibilities of the Ford Board of Directors:

  • reviewing, monitoring, and approving fundamental financial and business strategies and major actions.
  • reviewing and discussing reports from management on the performance. 
  • assessing major risks and reviewing and approving strategies for addressing such risks.
  • ensure processes are in place for maintaining the integrity and reputation 

By the time they get to this point, some blog readers will say, “school boards are different; they aren’t corporations. So, the principles of governance that apply to Ford do not apply to school boards.” At the risk of alienating some of them, those readers are wrong.  

According to the legislation governing them, school boards are corporations. The school act in British Columbia is typical of what the legislation says about the matter. Section 65 reads:

The trustees elected or appointed under this Act for each school district and their successors in office constitute a board of education for the district and are continued as a corporation under the name of "The Board of Education of School District No. 5 (Southeast Kootenay)", or as the case may be.

Some readers will respond, “but school districts don’t produce cars like Ford.” That is true, of course. School boards are responsible for producing something much more complex and certainly more important than automobiles: citizens. Moreover, the raw material with which schools must work (developing human beings) is much more variable than the material used to manufacture an automobile, and the developing human beings are subject to many powerful influences.  

I often wonder whether trustees disregard legislation, protocols, and ethics because trustees do not appreciate the complexity of the work and believe they can interpose their ideas for the judgment of the professionals.  

There are no specific qualifications for holding office as school trustee apart from age, citizenship, and residency requirements. The assumption is that any reasonable person will possess the ability to carry out the fundamental legal obligations of being a school trustee. Exercising diligence in making decisions about goals and policy and in overseeing the work of the superintendent (duty of care) are two. Another is making decisions in the best interest of the school district without regard to one’s personal interests (duty of loyalty).  

When school trustees persist in calling the district principal for special education, the manager of human resources, or the assistant superintendent for learning services it is an almost certain sign that they do not understand their responsibilities as trustees or as members of the governing board of the school district.