From Headlines to High-Impact Board Leadership

Reporter: Shadia Salem, University of St. Francis 

This session explored strategies for transforming board governance practices to improve effectiveness, strengthen relationships, and positively influence public perception and media coverage. Presenters included Hector Garcia, Ph.D. (Superintendent, Hinsdale CCSD 181), William Cotter, J.D. (Board President, Hinsdale CCSD 181), Joseph Perkoski, J.D. (Legal Counsel, Robbins Schwartz; Member, Illinois Council of School Attorneys), and Grace Shin (Board Vice President, Hinsdale CCSD 181).

The panel began by outlining the historical context that shaped the district’s previous board culture and climate. They described an environment characterized by a lack of shared purpose, low levels of trust, and ineffective communication — conditions that hindered collaborative decision-making and undermined public confidence. Against this backdrop, the presenters detailed a series of intentional strategies aimed at cultivating high-impact board leadership.

A central strategy emphasized was the collaborative development of Board of Education operating norms. These norms served as the foundation for improved teamwork and clearer expectations. Examples included commitments such as we are a team, we are respectful, we are leaders, and we are efficient. The panel elaborated on the behaviors associated with each norm and explained how adopting these shared expectations contributed to more constructive board dynamics.

Effective communication practices formed another essential component of the district’s transformation. The team highlighted the importance of committee presentations, clear reporting structures, and consistent information-sharing between the administration and the board. These efforts ensured that board members had accurate, relevant, and comprehensive data needed for informed decision-making.

The presenters shared measurable outcomes to illustrate the impact of these governance reforms. Board meeting lengths decreased significantly — from an average of 4.5 hours to 2.5 hours — reflecting more focused and efficient deliberation. Administrative retention improved from 77% to 91%, suggesting stronger organizational stability and leadership alignment.

Additionally, the number of two-term board members increased from zero to four, indicating improved satisfaction and continuity in governance. The district also celebrated an increase in Blue Ribbon recognitions during this period of strengthened board functioning.

Overall, the session underscored that purposeful, collaborative, and transparent governance practices can reshape board culture, enhance community trust, and support improved outcomes for students and staff. By aligning norms, communication structures, and leadership expectations, districts can move from contentious headlines to high-impact, mission-driven board leadership.