The Committee discussed ongoing board recruitment efforts and reviewed updates from the board interest dashboard. Members discussed the need to strengthen the board pipeline and increase outreach to prospective candidates.

The Committee identified priority areas of expertise for future board members, including finance, fundraising and grant development, and academic leadership experience. 

The Committee also discuss the importance of proactive outreach and encouraging current board members to recommend qualified candidates for consideration.

The Committee reviewed upcoming board term expirations and discussed succession planning needs. Members noted that the Secretary and Treasurer positions on the board will require transition by the end of FY26.

The Committee discussed the need to recruit additional board members to maintain appropriate board capacity and support committee functions, including academic oversight and fundraising engagement.

Potential options for filling upcoming board officer roles were discussed, and the Committee agreed to continue recruitment and succession planning efforts in advance of upcoming term transitions.

The Committee reviewed the school's recent monitoring results and related compliance findings. Four findings were identified, including:

• Gaps related to staff training records (2)
• Policy documentation (1)
• Inventory tracking processes (1)

A Corrective Action Plan (CAP) is being finalized and will be presented to the full Board for review and approval at the March Board meeting.

The Committee noted that the findings primarily relate to documentation and compliance processes rather than programmatic performance. 

Lovette provided an update on current facilities matters, including the status of ongoing discussions related to lease negotiations and facility planning.

The Committee discussed both short-term space needs and longer-term considerations for future campus expansion as the school grows, including potential property options and phased development approaches. No formal action was taken.

The Committee discussed considerations related to personnel planning and senior leadership roles. Discussion focused on strengthening hiring processes and establishing clearer expectations and oversight structures for key leadership positions.

Potential approaches discussed included establishing hiring protocols, clarifying role expectations and performance benchmarks, and determining how the Board may support leadership development and evaluation processes.

The Committee also discussed the upcoming leadership evaluation process and the role of the Governance Committee in informing evaluation measures. This discussion will continue at future meetings and that the Executive Director will be included in ongoing conversations to ensure alignment on personnel planning and leadership support.