As we head towards yet another election day, my local school’s Parents and Citizens (P&C) committee is gearing up to raise funds from the legion of hungry voters descending on the school to not only make their democratic voice heard, but enjoy one of our country’s most hallowed traditions: the noble democracy sausage. I’m lucky (or insane) enough to spend a fair bit of time with both the school Board and the school’s P&C committee by sitting on both groups, and this involvement has given me a unique perspective on the dynamics between these two important bodies.
I believe one of the often-overlooked strengths of effective school governance may well be the quality of the relationship between the school’s Board, and the school’s P&C committee. From a governance perspective, it’s critical that school Boards not only understand the pulse of their school community, but that they are actively connected to it in ways beyond just the parent members sitting on the Board. The P&C can be an untapped authentic voice of the school community.
When a school Board operates in isolation, it risks making decisions that may not fully reflect the lived experiences, concerns, or aspirations of students, parents, and staff. A well-connected P&C provides valuable on-the-ground insights that can challenge assumptions, highlight emerging issues early, and shape priorities in ways that ensure the Board remains grounded and community-centred. Governance, at its heart, is about stewardship and accountability. To be good stewards, school Boards must listen – and act – in ways that maintain trust and legitimacy.
At my school, I take a deliberate approach to this be acting as the liaison between the Board and our P&C. I attend both P&C and Board meetings twice a term each (my wife rarely sees me on Tuesday evenings any more!), not just to report back to and from the Board, but to listen carefully, gather feedback, and understand the perspectives being shared. I treat this role as two-way opportunity: ensuring the P&C understands the strategic work the Board is undertaking, while also looking for community insights to bring back into Board discussions.
This relationship doesn’t blur the lines of governance versus operational management – rather, it strengthens our governance by anchoring decisions in real-world context. It also fosters a culture of partnership rather than distance. I believe that the time and energy invested in a strong Board / P&C relationship will repay itself many times over in better-informed decisions, stronger community support, and ultimately, better outcomes for students.
(And, as a bonus, it also lets me quadruple-check that the school will definitely be registered on democracysausage.org; a critical KPI if ever there was one.)
