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The Sunrise Educational Society

Principles of Good Practice and Confidentiality Agreement

Preamble: The following principles provide professional standards for interaction between members of the Sunrise Educational Society (SES) and between Board members and their many constituents (parents, educators, administrators, school community members , students, colleagues, and the public). The SES Principles of Good Practice (PGP’s) and Confidentiality Agreement defines high standards and ethical behavior of Board members, to support the Society’s commitment in furthering the long term success of the Sunrise Waldorf School. Accordingly, membership on the Board of Directors is contingent upon agreement to abide by "the spirit" of these PGPs.

Overview: The following Principles of Good Practice are set forth to provide a shared understanding on the responsibilities of individual members of the SES Board of Directors.

Sunrise Educational Society Principles of Good Practice:
1. A Director actively supports and promotes the Society’s mission and vision and the School’s strategic plan, goals, and policy positions.
2. A Director is knowledgeable about the Society’s mission, vision and goals, including its commitment to equity and justice, and represents them appropriately and accurately within the community.
3. A Director stays fully informed about current Board activities and issues by attending meetings regularly, coming to meetings well prepared, and participating fully in all matters.
4. The Board sets policy and focuses on long-range and strategic issues. An individual Director does not become involved directly in specific operational management, personnel, or curricular issues.
5. A Director takes care to separate the interests of the school from the specific needs of a particular parent, student, faculty member or constituency.
6. A Director accepts and supports Board decisions. Once a decision has been made, the Board speaks as one voice publicly.
7. A Director keeps all Board deliberations, and school matters confidential.
8. A Director guards against conflict of interest, whether personal or business related.
9. A Director has the responsibility to support the School, the Head of School, Faculty, and its management team; and demonstrates that support within the community by speaking in good will and following the Board and school’s communication policies and overall policies.
10. Authority is vested in the Board as a whole. A Director who learns of an issue of importance to the school has the obligation to bring it to the Head of School, or to the Board Chair, and must refrain from responding to the situation individually.
11. A Director contributes to legal and fiscal sustainability of the School, including strategic planning for development, financial support, and active involvement in annual and capital giving.
12. Each Director, not just the Treasurer and Finance Committee, has fiduciary responsibility to the school for sound financial management.

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