n the private school world, most early childhood programs are administered by a board of trustees. Often, these dedicated volunteers are parents, who volunteer their time and talents to ensure that their child’s school is the best it can possibly be.
While most of the ideas and contributions make a meaningful impact, advancing the school to newer and, usually, better opportunities for the children, there are situations where a volunteer’s professional talents do not directly translate to filling the school’s needs.
One such example is the role of the person who manages the school’s finances. Sometimes called the finance director or treasurer, this role is often filled by someone who has a professional financial background. Unfortunately, the finances of a private early childhood program rarely need the scrutiny or management of a Fortune 500 company. Furthermore, there typically is little need to analyze the aspects of the program, looking for things to change.
The strength of an early childhood program comes from its consistency, its traditions and its values, carried from one year to the next. So unlike a corporate culture, too much change does not create a better program. Board volunteers need to remember this whenever they accept a position and whenever they make recommendations.