Abstract: This document explores the dysfunctions found in public charter school boards and offers solutions for improving performance. One common dysfunction is a board that attempts to manage the day-to-day operations of the school, rather than focusing on governance. The author recommends that the board should make clear the outcomes desired, establish (through policies) the boundaries in which the outcomes are to occur, and then hold the management accountable by evaluating performance. Another dysfunction is the failure of the board to constantly improve its own performance. The author recommends that boards devote time to participating in professional development programs, discussing important books and articles, and staying aware of charter school trends and state and federal law.
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