The board retreat began with a 20‑minute communications session by consultant Perry (Perry Robinson) that focused on practical interpersonal strategies for board members and central office staff.

Perry said effective communication requires speakers to "know your audience, know your facts, and know the receiver of the information." He walked the board through Forbes‑style tactics for interpersonal communication: select the right receiver and setting; prioritize two‑way active listening; build communication skills; tailor outreach to each member’s preferred method and schedule; invest in one‑on‑one interactions and team‑building; and show routine appreciation for colleagues.

Board members echoed those themes in their responses, highlighting the need to reduce silos, avoid personal attacks in public meetings, and lead by example during the board’s final year together. One board member praised a central‑office receptionist (Amber Thomas) as the “face of the whole central office” and used the anecdote to illustrate how small gestures build trust.

Why it matters: Board member tone and method of engagement can affect staff morale, public perceptions and the quality of governance. The session emphasized practical steps that staff and members can adopt immediately — scheduling brief one‑on‑ones, creating icebreakers or off‑site team activities, and building norms that separate policy debate from personal critique.

Next steps: The presentation closed with a brief set of reflection questions for the board. Staff said they will circulate any takeaways and suggested that the board consider small, targeted efforts (team lunches, brief icebreakers or structured one‑on‑ones) to operationalize the communication guidance.