| 3.1 |
The school must be incorporated
as an independent Christian school or as a ministry of
a Bible-based church and must be guided by reformed beliefs. |
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| 3.2 |
The school must be identified as an independent
early childhood school or a day school,
offering a quality academic program in Christian education
with written curriculum guides for all age/grade levels.
CSF does not accredit independent day care centers,
home school associations, or boarding schools.
CSF may accredit individual divisions o f a school;
however, CSF will only accredit divisions of a school
for which CSF has standards. This accreditation status
shall be clearly reflected in all of the school’s
advertizing. |
| 3.3 |
The school must have been in operation for
at least two consecutive years and must currently have
an enrollment sufficient to implement its philosophy and
objectives. |
| 3.4 |
The school must publish and adhere to non-discriminatory
policies and therefore, cannot discriminate on the
basis of race, color, nationality or ethnic origin. |
| 3.5 |
The school must demonstrate compliance with
all governmental regulations that affect its operation
(e.g.: OSHA, DCF, DOE, Health Department ruling and
requirements, if applicable). |
| 3.6 |
The school must be governed by a board of
directors (or a similar entity) operating under the school’s
constitution and by-laws and must be responsible for
adopting the following organizational processes, policies,
or practices: |
| |
| 3.6.1 |
The board must maintain an up-to-date policy
manual and have all board minutes on file.
|
| 3.6.2 |
The board must delegate executive and administrative
functions to the chief administrative officer
who is recognized as the head of the school.
The relationship between the board and the head
of school must be strong and open. The board
must formally evaluate in writing the chief administrator
annually.
In a church operated/affiliated school, there must
be a clear definition of the role and relationship
of the pastor and head relative to the administration
of the school. |
| 3.6.3 |
Provision must be made by the board for good
communication and for mutual respect between
the board, the administration, the faculty and
staff, the parents, and the students.
|
| 3.6.4 |
The board must have developed or be in the
process of developing a system for strategic
and master planning to address the present and
future needs of the school.
|
| 3.6.5 |
The school must have on file a diagram that
clearly charts the hierarchical structure of
the school’s organization and the flow
of authority for its administration.
|
| 3.6.6 |
A constitutional review process must be practiced. |
| 3.6.7 |
The board must establish spiritual qualifications
for board membership. |
| 3.6.8 |
The board must follow the constitutional process
for nominating, electing, and serving on the
board.
|
| 3.6.9 |
The board must follow its constitutional
by-law process for establishing officers and
committees with clearly outlined duties.
|
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| 3.7 |
The school must have a written constitution and
by-laws with adoption date. |
|
| 3.8 |
Governance Proprietary Schools
The school must be governed by a board of directors, advisory council (or a similar entity), or by the ownership of the school operating under the school’s constitution (or Articles of Incorporation) and by-laws and must be responsible for adopting the following organizational processes, policies, or practices: |
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| 3.8.1 |
The proprietor must maintain an up-to-date policy manual and, if a board is in existence, have all board minutes on file. |
| 3.8.2 |
The proprietor, if not serving as the administrative head, must delegate executive and administrative functions to a chief administrative officer who is recognized as the head of the school. The relationship between the proprietor and the head of school must be strong and open. The proprietor must formally evaluate annually in writing the chief administrator. |
| 3.8.3 |
Provision must be made by the proprietor for good communication and for mutual respect between the proprietor, the administration, the faculty and staff, the parents, and the students. |
| 3.8.4 |
The proprietor must have developed or be in the process of developing an ongoing system for strategic and master planning to address the present and future needs of the school. |
| 3.8.5 |
The school must have on file a diagram that clearly charts the governance structure of the school’s organization and the flow of authority for its administration. |
| 3.8.6 |
A constitutional (or Articles of Incorporation) and operational policy review process must be practiced. |
| 3.8.7 |
The proprietor must establish spiritual qualifications for board membership, if a board exists. |
| 3.8.8 |
If a board exists, it must follow the constitutional/by-laws mandated process for nominating, electing, and serving on the board. |
| 3.8.9 |
If a board exists it must follow the school’s constitutional/by-laws mandated process for establishing officers and committees with clearly outlined duties. |
| 3.8.10 |
A proprietary school shall not be required to maintain a School Board for purposes of governing the school. However, its Operations Policy Manual shall contain processes that are expected of all other member schools to ensure a healthy, professional environment for faculty, support staff, and students, and processes that ensure school and parent relationships that are expected for all other member schools. |
| 3.8.11 |
The Articles of Incorporation for a proprietary school shall be considered the equivalency to by-laws required of non-profit schools for purposes of determining suitability for associate membership and/or accredited membership in CSF. |
| 3.8.12 |
For purposes of conducting a self-study intended for accreditation, a proprietary school shall establish processes that involve all the stake holders of the school in the process. |
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