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Achieving Outstanding Accreditation Results

Achieving Outstanding Accreditation Results. Good Governance is Key. Self-Examination: The Mission Statement. Mission unity: do all constituents agree ? Mission phraseology: powerful key words that all constituents can recall easily

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Achieving Outstanding Accreditation Results

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  1. Achieving Outstanding Accreditation Results Good Governance is Key

  2. Self-Examination: The Mission Statement • Mission unity: do all constituents agree? • Mission phraseology: powerful key words that all constituents can recall easily • Mission congruity: is the message consistently communicated? • Mission Differentiation: What is the reason for this School in this Community?

  3. Mission Integrity • Do all parts of school life adhere to the mission? • Do all constituents have an appropriate voice in how the mission is executed? Do they feel heard?

  4. Demonstrating that Good Governance Practices are in Place • Sufficiently large board • Appropriate term limits for board members • No conflicts of interest • Healthy board/head partnership • Appropriate chair role • Observing boundaries and channels

  5. Board Composition and Terms • Preferably no fewer than 10 Members • Current parents and some noncurrent members who are not owners/investors • Preferably a mix of elected and appointed Members • Three, four year terms for Board Members • If privately owned by a family or corporate chain, be able to show degree of independence of advisory board and head

  6. Conflict of Interest NO VENDOR WHO PROVIDES SERVICES TO THE SCHOOL FOR REMUNERATION SHALL SERVE ON THE BOARD: How to manage this with privately owned schools or school subsets of a corporate chain known regionally or internationally?

  7. The Role of the Chair • Support the head/director publicly and privately • Serve at least 3-5 years in order to preserve institutional memory • If family member, relationship and partnership with Head • If corporate school, local entity, relationship of head to regional Corporate director, HR or COO?

  8. Board-Head Relations • Empower the Head to do what he/she has been hired to do • Do not micromanage • Observe boundaries of authority and channels of communication • “Take off the parent hat” in the board room

  9. Key Board Subcommittees • Finance • Nominating/Governance • Executive (assuming a large enough board) • Facilities • Head Support • Strategic Planning

  10. Budget Transparency • Demonstrate that income is being invested into the viability of the school • If Business, PR, marketing, etc. services are provided through a central office of a multi- campus operation or multi-school operation, be sure that roles, responsibilities and lines of communication are clear • Percentage of budget allowable for lease cost charged by owner or corporate parent to the school if property owned by family or corporation

  11. Global Issues - Local Solutions John C. Littleford 1-800-69-TEACH John@JLittleford.com www.JLittleford.com

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