Who serves on the Board of Trustees?

  • 19 individuals serve on the Walden School Board of Trustees
  • Include parents, former parents, alumni and community volunteers
  • Trustees bring functional expertise – advancement, marketing, finance, architecture and construction, legal

What does the Board do?

  • The Board is a forward looking body focused on setting the mission, vision and strategic plan and for providing a roadmap for financial stability and enrollment growth.
  • The Board follows the NAIS Principles of Good Practice for Boards of Trustees to define our roles and responsibilities
  • The Board is not involved in day-to-day operation of the school; this is the responsibility of the Head of School and Administrators.

What are the committees?

  •  Advancement
  • Diversity
  • Finance
  • Campus Planning
  • Committee On Trustees

What do the committees do?
ADVANCEMENT COMMITTEE:  Coordinate school’s fund-raising activities; focuses on marketing and communications, enrollment management, retention and fund-raising.

  • Conduct a Development audit.
  • Focus on growth of the Walden Fund.
  • Develop Alumni Engagement Plan.
  • Evaluate future of Intern Program.

DIVERSITY COMMITTEE: Increase cultural diversity knowledge and actions in the school across all groups – Board of Trustees, Administration, Faculty and Students.

  • Continue with plan to develop marketing initiative focusing on a diverse student population.
  • Develop plan to attract diverse faculty.
  • Continue with plan to contract outside party to train faculty, staff and administration to create awareness of having a diverse student population.

FINANCE COMMITTEE:  Develop long-range financial plan and operational budget, including setting tuition for Board approval; monitors implementation of the budget.  Financial stewards for long-range sustainability.

  • Establish financial protocols that ensure long-term stability of Walden.
  • Develop/review financial policies and protocols:
  • Day-to-day business administration
  • Finance Committee and Board of Trustees oversight
  • Conduct ongoing assessment of expense outflows.
  • Drive prioritized spending process

CAMPUS PLANNING COMMITTEE:  Leading the quiet phase of Capital Campaign; assists in other strategic facility issues.  Long-range campus planning and space utilization. 

  • Investigate and commission space utilization audit.
  • Investigate and commission security audit.
  • Capital Plan:
  • Initiate the campus plan once financing is available.
  • Complete silent phase of the capital campaign.
  • Commence public phase of capital campaign.
  • Start construction documents.
  • Assess and complete facility maintenance as required.

COMMITTEE ON TRUSTEES:  Coordinates identification, recruitment and orientation of new trustees, nominates Board of Trustee officers, develops programs for Board education and training.

  • Assess strategic needs for future trustee candidates; identify prospective candidates within the community
  • Develop strategies and tactics to support the Interim Head of School.
  • Implement search committee, process and timeline for Head of School.

Walden's Mission Statement

“ In partnership with families, Walden School provides an educational environment – both academic and social – that fosters a lifelong enthusiasm for learning and challenges individual students to reach their full potential so they may flourish in a diverse and changing world.”

What are Walden's Core Values? 

  • Defined by our Walden community
  • Incorporates feedback from March 2015 Constituent Survey

    CURIOSITY       
    An engaging environment that promotes intellectual curiosity
    COMMUNITY       
    A student-centered environment that fosters partnerships among students, faculty, and families

    RESPECT                  
    Academic, cultural, and religious differences are    acknowledged, respected and celebrated

    RESPONSIBILITY 
    Students are confident, responsible enthusiastic learners and compassionate global citizens

What is Walden’s vision?

  • Partnership with families
  • Academic excellence
  • Small class size
  • Diverse environment
  • 350 enrollment
  • Campus expansion
  • Community recognition

Where can we see Walden’s financials?

Walden’s audited financials are available in the Annual Report

NAIS PRINCIPLES OF GOOD PRACTICE - BOARDS OF TRUSTEES

  • 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 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 particularly active in fund raising.
  • The Board selects, appoints, 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 recordings of its meetings committees, and policies, and communicates its decisions widely, while keeping deliberations confidential.
  • Board composition reflects the strategic expertise, resources and perspectives (past, present and 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.

NAIS PRINCIPLES OF GOOD PRACTICE - INDEPENDENT SCHOOL TRUSTEES

  • A trustee actively supports and promotes the school’s mission, vision, strategic goals and policy positions.
  • A trustee is knowledgeable about the school’s mission and goals, including its commitment to equity and justice, and represents them appropriately and accurately within the community.
  • A trustee stays fully informed about current operations and issues by attending meetings regularly, coming to meetings well prepared, and participating fully in all matters.
  • The Board sets policy and focuses on long-range and strategic issues.  An individual trustee does not become involved directly in specific management, personnel or curricular issues.
  • A trustee takes care to separate the interest of the school from the particular needs of a specific child or constituency.
  • A trustee accepts and supports Board decisions.  Once a decision has been made, the Board speaks with one voice. 
  • A trustee keeps all Board deliberations confidential.
  •  A trustee guards against conflict of interest, whether personal or business related.
  • A trustee has the responsibility to support the school and it’s Head, and to demonstrate that support within the community.
  • Authority is vested in the Board as a whole .  A trustee who learns of an issue of importance to the school has the obligation to bring it to the Head of School, or the Board Chair, and must refrain from responding to the situation individually.
  • A trustee contributes to the development program, of the school, including strategic planning for development, financial support, and active involvement in annual and capital giving.
  • Each trustee, not just the Treasurer and Finance Committee, has fiduciary responsibility to the school for sound financial management.