Statement of Directors' Responsibilities for the AISAP Board
Joining the AISAP board of directors through a nomination and election process carries with it a responsibility not only to the association but additionally to those in the Admission and Enrollment Management profession. By governance definition, directors are the custodians of the mission of AISAP and carry the responsibility for thinking and planning for long-term viability and sustainability of the association; they hold in trust the association’s reputation as it was created by its founders, and developed by those who have shaped AISAP since 2005. Current directors accept the obligation to not only preserve but also guide and assist in the maturation of the association. It is an exciting opportunity to contribute to the admission and enrollment management profession.
Directors are called upon to contribute their time, thought, energy and enthusiasm to support the sustainability and growth of the association. Among the many responsibilities all directors are asked to accept are the following:
AISAP’s existence and growth depends upon sensible budgetary planning, strategic projections and a visionary mindset. Each year, the board approves and adopts a budget for the association. Although the organization does not solicit individual donations from directors, it does expect directors to support AISAP through membership and participation in the many services and programs offered by the association.
Board Meeting Attendance, Travel Expenses and Engagement
Board meetings are the time during which all important board decisions are proposed, discussed and acted upon and policy is reviewed and created. Board members are required to attend all board meetings. Absences will be excused if notice is sent in writing three months in advance to the Governance Chair/President. This requirement ensures that the Board can proceed with its business effectively and engage in the needed meaningful discussions at meetings.
Directors are expected to come to all meetings prepared, having read the minutes of previous meetings and any background papers prepared in advance, and they should participate fully in discussions, having no hesitation to ask appropriate questions.
Directors are requested to plan travel arrangements to avoid having to leave early. This is not only to ensure that a quorum is always kept at the meetings but, more importantly, to ensure participation and full attention to board matters. Poor attendance (two consecutive meetings during one year) at board meetings warrants a request for resignation from the board, by the Board President. Board members need to place into their calendars for three years in advance the dates of the AISAP board meetings: The Summer meeting which precedes the Annual Institute (typically the weekend after the July 4th holiday), and Fall meeting (typically the 3rd Thursday – Friday in September); the Spring meeting (typically the 2nd Thursday – Friday in May). We also ask AISAP directors to arrange their calendars for the monthly schedule of committee and task force teleconferences that occur throughout the year. Please email Janice Crampton, CAEP Executive Director | CEO, AISAP email@example.com
for an up-to-date calendar of board meetings and committee teleconferences.
Each director is asked to serve on one of the following board committees. We invite new directors to indicate their committee preferences, but the board chair and governance chair make the definitive assignments based on the needs of the committee and the strategic goals of the association.
- Executive Committee
- Current Trends & Focus on the Future Committee
- Finance Committee
- Governance Committee
Most of the work of the board is first discussed by these committees. This demonstrates the importance of attendance and participation in committee meetings as an essential element of board involvement.
Committee work is accomplished by teleconference and email except for the face-to-face meetings in conjunction with the board meetings.
Role as an Ambassador
Members of the board of directors are expected to have and display an abiding interest in the continued advancement and growth of the association. Directors are expected to have a frontline loyalty and strong desire to help widen brand knowledge of and support for AISAP. Directors are expected to become well informed about AISAP’s history, goals, accomplishments, current operations and concerns, so that they can act as knowledgeable advocates of the organization. Each director should take every appropriate opportunity to increase awareness of AISAP and to support the association within the larger independent/private school community. One example of this role is for board members to become completely familiar with the resources of the AISAP website (www.AISAP.org), pointing others to those resources. Another is to be a strong voice and ambassador within one’s own region for joining and supporting AISAP, by championing its themes of EDUCATE, ELEVATE, AND EMPOWER and its vision “to serve as the primary resource and leading advocate for the admission and enrollment management profession.”
Confidentiality of Meetings
A director must agree to respect and preserve the complete confidentiality under which the discussions take place during board and committee meetings, especially regarding sensitive issues. The use of social media at or reflective of any board-related activity is expressly prohibited.
Participation in Organization Activities
Beyond attending all board meetings, directors are expected to support major AISAP events: The Annual Institute, The Chatham Experience/s, Certification (CAEP), Credentialing (AEMP) and our various online learning experiences.
Board Terms and Composition
Board terms are generally three-year terms with some opportunity to extend in certain circumstances. While board members are selected for their experience and wisdom and are expected to contribute as individuals to the collective good of the organization and its members (and not as representatives of other organizations or constituencies), the organization is strengthened by diversity of representation in terms of roles (heads, directors, association executives, other leadership levels in schools and other organizations that serve independent schools), regions, school types and personal characteristics. AISAP seeks to represent many aspects of diversity on its Board and to be comprised of individuals with a broad and wide spectrum of exposure to the enrollment management profession. If a board member changes one’s job and region during one’s first term, the expectation is that the Governance Committee may not nominate the individual for a second term if, in the opinion of the committee, board balance and representation were changed deleteriously by the individual’s change in role, region or other factors impacting Board composition.
Behavior and Best Practices
Finally, AISAP in all ways, not the least in its own governance, should model NAIS’ published Principles of Good Practice, including the expectation that the board function well at all three levels stipulated in the literature regarding effective boards: fiduciary, strategic and generative. Furthermore, as professionals we seek behavior that models AISAP’s Ethical Behavior and Best Practices and the understanding and support of learning outlined in AISAP’s Learning and Development Framework.
Directors are expected to disclose any real or perceived conflicts of interest and to abide by all policies and practices.