Governance Without the Guesswork: The Trust Equation 

Reporter: Kurtis Smyth, Illinois State University 

Panelists: Jennifer Hermes, Ph.D., Chief Operating Officer and CSBO, Lake Forest SD 67 and Lake Forest CHSD 115, Jordan Salus , Chief Technology Officer, Lake Forest SD 67 and Lake Forest CHSD 115, Erin Lenart, Ed.D., Assistant Superintendent and Principal, Lake Forest CHSD 115, Melissa Oakley, Chief Communications Officer, Lake Forest SD 67 and Lake Forest CHSD 115 Moderator: Matthew Montgomery, Ph.D., Superintendent, Lake Forest SD 67 and Lake Forest CHSD 115

In this session, Superintendent Montgomery outlined how Lake Forest’s two-district system, an elementary district and a high school district serving a combined 3,100 students, has transformed its governance approach by intentionally building trust across stakeholders, systems, and leadership structures. With shared employees, four collective bargaining groups, and rising community engagement, the districts faced increasingly complex political and operational challenges.

Montgomery highlighted that the Board’s central question became: Can we lead effectively through the noise?

To address this, the districts developed the Lake Forest Trust Equation, a framework designed to unify governance across two independent boards. The equation — Alignment + Integrity + Action ÷ Focus = Trust — became the basis for a multi-year systems project grounded in collective leadership. Montgomery emphasized that leadership must be both internal (staff, administrators, teachers) and external (families, community members, civic partners) to build sustainable trust.

Alignment served as the architectural foundation of the work. The districts jointly created a Portrait of a Learner that identified the durable skills students need to thrive. This shared vision drove unified governance decisions and ensured both districts were moving in the same direction.

Integrity centered on transparent operations and ethical decision-making. Montgomery described how academic data became an accessible tool for collective leadership rather than a compliance task. The School Improvement Plans in each building were explicitly tied to the broader strategic plan, ensuring that data-based accountability was embedded at every level from teachers to administrators to the BOE This work evolved over what Montgomery described as a “3–5 year runway,” with each element requiring about a year of deliberate implementation: a “slow jog to a run.”

Technology played a critical role in supporting integrity by making information accurate, visible, and easily accessed by the public. This transparency helped the districts navigate a tightly contested referendum, which ultimately passed by just 1.6%.

The districts also prioritized community engagement, recognizing that 80% of residents do not have children in the schools. Initiatives like the Let’s Talk discussion series created dialogue outside of formal board meetings, including on emerging topics such as artificial intelligence. Additionally, the districts launched “All Access”, a communication effort designed to reach residents who might otherwise feel disconnected from school issues. Dr. Montgomery emphasized the need to “be nimble,” citing a recent example where community perceptions about taxes conflicted with factual information, demonstrating the need for consistent, proactive messaging.

Finally, Action — the visible fulfillment of commitments — solidified Trust. The districts maintained tight alignment with strategic priorities and board goals, avoiding distractions that could dilute Focus. Coaching cycles and collective action structures ensured accountability throughout the system.

Lake Forest now sees upward academic trends across both districts, with all elementary schools recently joining the high school to be designated as Exemplary. Montgomery closed by reinforcing that trust is not accidental; it is the outcome of coherent systems, transparent practices, and leadership committed to unity of purpose.