School board elections bring renewal to public education governance, but they also introduce a practical challenge: how to ensure the next board begins its work with the context it needs to govern effectively.

Every election cycle introduces new trustees, new perspectives, and new priorities. That renewal is an important feature of democratic governance. At the same time, the work of governing a school division does not begin again from scratch every four years. Strategic initiatives, policy changes, and community relationships often span multiple board terms.

When institutional knowledge is not intentionally passed forward, new boards can spend months rediscovering decisions, rebuilding context, and re-examining work that was already underway.

Strong school board governance recognizes this moment as a transition that must be managed deliberately. Outgoing boards play an important stewardship role by capturing the context, decisions, and priorities that shaped their term so that the next board can begin its work with clarity and momentum.

Last week, I had the opportunity to discuss this issue with more than 100 trustees from across Manitoba at the Manitoba School Boards Association conference. Here is some of what we talked about. 

Why Board Transitions Matter in School Board Governance

Board turnover is not a failure of governance. It is a feature of democracy.

New trustees bring new ideas, new energy, and new priorities. That renewal is healthy for institutions.

At the same time, the work of governing a school system does not begin again every four years. Strategic initiatives often take years to mature. Policy changes ripple through the system long after they are adopted. Relationships with communities, governments, and partners evolve over time.

When a new board arrives without context, trustees often find themselves trying to reconstruct the past while simultaneously making decisions about the future. The result is predictable.

• Momentum slows.
• Conversations repeat themselves.
• Priorities that once felt clear become harder to explain.

In some cases, boards unintentionally find themselves starting from a standstill, rather than building on the momentum their predecessors had already created.

Governance Continuity: Passing the Baton Between Boards

During the workshop, I used a simple analogy from Olympic speed skating.

A board that has served together for several years is like a well-practiced relay team. They have learned from one another, faced challenges together, and made decisions that shape the direction of the school division by drawing on the unique perspectives and strengths of their fellow board members. They all play a key role on the team.

But elections can lead to a change of roster. And when it comest to school boards, this where effective governance transition makes all the difference.

In Olympic speed skating relays, the race does not stop when one skater’s turn ends. Instead, the next skater enters the track before the first skater's lap is complete, matches the pace, and receives a deliberate push forward to carry the momentum.

From the outside, it can look chaotic. In reality, it is highly coordinated.

This is how I encouraged the trustees to think about their role on the board as they approach an election this fall. Their job (whether they stay on the board or not) is give the next board a gentle, but firm push forward to optimize and build on the momentum that has already been generated. 

The goal is not to dictate what the next board must do. Elections exist so that new trustees can set their own direction. The goal is to ensure that the next board receives the context and momentum needed to move the work forward.

What the Next School Board Needs to Know

In many cases, board transitions struggle for a simple reason. Boards assume that meeting minutes and formal records capture enough of the story.

They do not.

Minutes document decisions. They rarely capture the reasoning behind them.

A helpful governance transition captures four kinds of insight that only the outgoing board can fully explain.

• First, what changed during the board’s term. Every board governs within a specific context. Community expectations, provincial policy, financial pressures, and local challenges all shape decision-making. These often unstated conditions shape the values that board members apply to decision-making. WIthout an understanding of these conditions, it can be difficult for new board members to accept the decisions that were made in the past. 
• Second, which major decisions shaped the division and why they mattered. Trustees make difficult choices. Explaining the rationale behind those choices helps future leaders understand the direction that has already been established and the often difficult conversations that have been navigated.
• Third, which initiatives remain underway. Many governance priorities extend beyond a single term. Capturing the status of these initiatives helps protect momentum and ensures that important work does not disappear simply because leadership has changed.
• Finally, what interim priorities may deserve attention while the new board develops its own strategic agenda. These are not instructions for the future board. They are simply recommendations that reflect the experience of those who have already been governing the system.

A Practical Approach to Board Succession Planning

The encouraging reality is that capturing this knowledge does not require a complicated process. Many boards can accomplish a great deal simply by setting aside time near the end of their term to reflect on their work together. This is the moment where boards can prepare the “push” that allows the next board to carry momentum forward.

That conversation might explore questions such as:

• What has changed in our division during this term?
• Which decisions had the greatest impact on our schools and communities?
• Which initiatives are still underway that require continuity?
• What would help the next board understand the context behind our work?

Even when the final result is simply a short document summarizing those reflections, the value can be significant.

The conversation itself allows trustees to reflect on their accomplishments and to articulate the legacy of their work. It also creates a practical resource that helps the next board begin its term with greater clarity.

Why Governance Continuity Matters for Public Education

Governance continuity matters in every organization, but it carries particular importance in public education. School boards govern systems that affect hundreds of thousands of students and families - impacting kids today, but with implications for the next seven generations. Their decisions shape learning environments, community relationships, and long-term educational priorities.

Many of the most important initiatives in education take years to fully implement. Leadership transitions are inevitable, but the work of improving outcomes for students must continue. 

When boards take the time to capture their experience and share it with those who follow, they strengthen the stability of the entire system.

Leaving the Board Stronger Than You Found It

One idea I return to often when working with boards is a simple principle of stewardship. Trustees serve for a defined period of time, but the institutions they govern will continue long after their term ends. That creates a responsibility that goes beyond the work accomplished during any one term.

Strong boards do important work while they are in place. They navigate challenges, make decisions, and move priorities forward. But an equally important part of their role is ensuring that the organization is stronger because they were there, not just in what they achieved, but in what they leave behind as a legacy.

For many boards, that final act of stewardship is not about completing every initiative. It is about ensuring the next group of trustees can step in with a clear understanding of what has changed, what matters, and what is still underway.

The trustees I met last week spoke with a great deal of care about their communities and the future of public education in Manitoba. That commitment was clear throughout our conversations. What stood out just as much was the opportunity to carry that work forward more intentionally through transition.

Capturing institutional knowledge may seem like a small step in the context of everything boards are responsible for. In practice, it can make a significant difference in how quickly the next board finds its footing and begins governing effectively. As humans, we share wisdom by telling stories. I asked the school trustees in the room to make sure they take the time to tell their story. 

Good governance is not only about the decisions made during a board’s term. It is also about the conditions created for those who come next, and the momentum that is carried forward as a result.

As You Approach the Next Election

As your board approaches this fall's election, please let me know how I can help. If you would like a copy of the resources I shared during the conference or you'd like to talk about hosting a facilitated conversation to capture your board's story effectively into transition materials, you can book a time to talk or send me a note. I would love to support you during this important moment of passing the baton to the next board.