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In schools and public education it is all about the attempt to ensure responsible

governance. K-12 Public Education in America is the ultimate example of federalism in


terms of multi-levels of control. Organizations that are part of a federalist system
according to LII (2014) are controlled by two or more levels of governance. The federal
government for instance oversees public schools. With that, there are certain limits that
the federal government has on policy and procedures for schools. State governments also
have governance over schools but again are limited in power in issues that are granted to
local school boards. There again, local school boards have certain control over schools
but that is limited to areas of responsibility that are covered by local school
superintendents. Finally, school principals are the acting CEOs of school buildings.
These individuals are running over 100,000 schools in America and are ultimately
responsible for organizational governance while still upholding the other layers of
government that schools are accountable to (Carver, 2006).
There are many theories of good school governance related to the many functions that
schools have. Some of these include social services for students, exercise and wellness,
community outreach, sustainability, fiscal responsibility, and the list goes on. According
to Carpenter (2007), there are seven non-negotiable unchanging principles to good
governance for schools. The first of these is to govern as stewards and not stakeholders.
School boards and principals alike dont act on their own interest. Their work and
organizational governance is based upon the needs and interests of others. Subsequently,
an owners mentality is not always prudence in governance.
The second principal is to establish strong organizational purpose. Principals must clearly
define ends first in good governance. This according to Carver (2006) includes matters
such as expected growth rates among students, policies for energy use in buildings, how
budgets are to be spent and many other ends. After the ends are established, the
organization may then focus on the means to those ends are the actual functioning
processes in which schools are able to arrive at the fruits of good governance in a school
organization.
Good governance in school organizations is based upon the importance of exercising
fiduciary responsibility. This according to Carpenter (2007) includes ensuring every
stakeholders right to physical and emotional safety within the school as well as respect
for the schools finances and property. Additionally, it is important to delegate authority
and ensure accountability. Good governance does not mean exercising total control. It
means being able to recognize those that have expertise in specific matters of school
function but are able to ensure accountability to action.
These principal areas are strengths in Hamilton Middle School. However, there are areas
in which this arm of the organization needs to grow. These areas according to Carpenter
(2007) include speaking and acting as one, spending executive and board time on things
that matter, and committing time and resources to deliberately developing good
governance. These are complicated initiatives that truly separate good organizations
from excellent ones. The actions listed above are congruent with the Baldridge criteria
on governance. It is essential according to NIST (2015) to ensure the wellbeing of

stakeholders as well as the ethical responsibility tied to finances and facilities in schools.
The seven initiatives also promote accountability, organization, and effectiveness of
governance action in schools.
Having been in the private sector before becoming an educator I have my own thoughts
on this. However, I am curious as to what people think are the differences between
government organizations such as schools and private sector organizations. I would also
be happy to engage in conversation as to the strengths and weaknesses this may present
for the Buckeye Schools Project.
Reference:
Carpenter, B. (2007, March). The seven absolutely universal, non-negotiable, unchanging
principals of good school governance. In School Manager. Retrieved May 18, 2015, from
http://www.fed.cuhk.edu.hk/schoolmanager/resource/Seven%20Principles%20of
%20Good%20Charter%20School%20Governance.pdf
Carver, J. (2006). Boards that make a difference: a new design for leadership in nonprofit
and public organizations (3rd ed.). San Francisco, CA: Jossey-Bass A Wiley Imprint
Cornell University. (2014). Federalism. In LII. Retrieved May 18, 2015, from
https://www.law.cornell.edu/wex/federalism
NIST. (2015). Baldridge excellence framework (p. 7). Gaithersburg, MD: US Department
of Commerce.

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