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Charlotte Latin School is governed by a Board
of Trustees, which
is composed of volunteers who determine the policies that govern
the School. The Board of Trustees is the guardian of the School’s
mission. It is the Board’s responsibility to ensure that
the mission is relevant and vital to the CLS community and to
monitor the success
of the School in fulfilling its mission. The Board also oversees
the School’s strategic planning process and has the fiduciary
responsibility for approving the annual budget.
The trustees are drawn from the School’s constituent groups,
including parents, alumni, and alumni parents. The Board is led
by the Executive Committee, whose members are the Chairman of the
Board, Vice Chairman, Secretary, Treasurer, and Immediate Past
Board Chairman. The Headmaster, Assistant Headmaster/Director of
Finance, Parents’ Council President, and Alumni Governing
Board President serve as ex-officio members of the Board.
The Board of Trustees employs the Headmaster,
who is responsible for executing the policies set forth by the
Board, hiring all other
personnel, and overseeing the School’s daily operations.
The Headmaster is assisted in his management of the School by an
Administrative Team, which includes representatives of the Lower,
Middle, and Upper Schools, as well as the Admissions, Athletics,
Communications, Development, and Technology offices.
Charlotte Latin School’s Board of
Trustees endorses and subscribes to the Principles of Good Practice
established by the
National Association of Independent Schools for its member schools.
These principles define the high standards and ethical behavior
expected in key areas of
school operations, and help guide schools in becoming the best
education communities they can be.
Former members of the Board of Trustees continue to support and promote the School through their service on the Board of Visitors.
NAIS Principles of Good Practice
- The Board of Trustees 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.
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