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Subcommittees

Formed to advise the Board of Directors on ways to enhance and improve member services in keeping with MASBO's core mission, these subcommittees are tasked with and responsible for a broad spectrum of thematic areas. Subcommittee memberships change each year based on changes in Board membership. The Executive Director is an ex officio member of all subcommittees.

 

Executive Subcommittee (Standing)
Board meeting agenda planning and crisis resolution are two of this subcommittee's main purposes. Members include the President, Immediate Past-President, President-Elect, Vice President, and Secretary-Treasurer.


Audit and Finance Subcommittee (Standing)

The Audit and Finance Subcommittee supports budget development and financial reporting. It is also responsible for proposing financial and investment policies to the full Board, and engages in the audit process as well as overseeing the Association's financial compliance. Members include the Immediate Past President, President, and one to two Board members.

 

Governance Subcommittee (Standing)

Building and sustaining a vibrant and active board are key elements of the Governance Subcommittee's work. Work revolves around Board member recruitment, orientation, assessment of performance, continuing education, and designing and adopting a mentor program for new members. It houses Board institutional memory and recommends Board members for subcommittee assignments. The Governance Subcommittee is made up of three Board members.

 

Professional Development Subcommittee (Standing)

At the heart of MASBO's mission, the Professional Development Subcommittee develops and recommends a three-year scope and sequence plan to the Board for consideration and approval, and advises the Board on professional development offerings and delivery. The Professional Development Subcommittee includes three Board members.

 

By-Law and Policy Subcommittee (Standing)

Shouldering responsibility for maintaining and enhancing MASBO's organizational framework, the By-Law and Policy Subcommittee proposes updates and changes to the foundational documents on which all planning and activity rests (except for financial policies, which are proposed by the Audit and Finance Subcommittee). It includes three Board members.

 

Strategic Planning Subcommittee (Ad hoc every five years)

The MASBO Strategic Plan Subcommittee reflects on the past Strategic Plan and explores the future of the Association in collaboration with the membership. It develops and proposes a new Plan to be approved by the Board and subsequently presented to the membership for consideration at the annual meeting held in the final year of the existing plan. It includes Board members, general members, a vendor representative, and a superintendent.

 

 

Task Forces

 

Intended to explore an organizational opportunity or challenge and designed to be temporary in nature, these groups work collaboratively with the Executive Director.

 

Website Update Task Force (FY18)

Consisting of three Board members and the Executive Director, this Task Force will re-examine how to enhance the web site to meet members’ current and future needs.

 

 

Liaisons

 

Key interfaces with strategic partners, liaisons provide a conduit for two-way communication between strategic partner groups and the Board. Information sharing in order to make informed decisions that benefit both the Association and the Board make these liaisons essential components of the Board's work. 

 

DESE Liaison

Providing updates from the Department of Elementary and Secondary Education as well as offering Association members the opportunity to provide feedback (by facilitating pilot programs, surveys, etc.), this position supports efforts around district financial compliance as well as Department innovation. The DESE liaison may or may not be a Board member.

 

Legislative Liaison

With law and regulation dictating a significant segment of members’ work, MASBO’s legislative liaison works with the membership and Board to identify legislative priorities and coordinate advocacy efforts with other educational associations with similar interests. This liaison also reports activities and actions from Beacon Hill that may or will affect members’ district activities. The Legislative liaison may or may not be a board member.

 

Liaison to the Foundation Budget Review Commission

Beginning with formation of the Commission, through reporting, and now in the legislative phase, advocacy around improvements to the Foundation Budget is intended to bring the power of the membership’s voice to this critical and timely issue. The FBRC Liaison may or may not be a board member.

 

Liaisons to Regional Roundtables (including USBAR)

These Board members may interface periodically with regional roundtables in order to provide and gather information that helps serve the efforts of those individual groups. Liaisons are Board members.

 

 

Advisory Councils

 

Strategic partner groups that can lend advice and support to the Association, in service to the membership, are critical to MASBO’s strategic and financial future.

 

Vendor Advisory Council

Made up of vendor member representatives who advise the Board on issues of importance to members, the Vendor Advisory Council provides recommendations around this mutually beneficial relationship. Topics of discussion may include continuous improvement to the ASBO Trade Show, Annual Institute’s Vendor Social, etc. The Vendor Advisory Council includes two vendor members as well as the Board members responsible for the annual Trade Show.

 

President’s Advisory Council

Comprised of former Board officers, the President’s Advisory Council is not only a repository for institutional knowledge, but a bridge between past activities, experiences, and professional development, and future opportunities and challenges. The Council may advise Board subcommittees, task forces, liaisons, and other advisory councils, or the full Board itself.

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MASBO is a non-profit professional organization of school administrators whose responsibilities include the business affairs of public and non-public schools. They may be wholly, or partially, responsible for budgeting, school finance, accounting, purchasing and supply management, transportation,maintenance and operation, school plant planning and construction... read more.

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