20 Governance

The board of education, superintendent, treasurer, faculty and staff must develop and communicate the school district’s and school’s vision, mission, guiding principles, priorities and strategies for addressing community, family, student and all employee and stakeholder needs. They must assure that the district and school operate as a successful thinking and learning organization. The board, superintendent, treasurer, faculty and staff should serve as positive role models, reinforce best practices and provide strong leadership. The board of education shall be responsible for developing policies governing the district or school operations and educational programs. All policies must be consistent with related local, state and federal laws and regulations.

Leadership system

A district or school leadership system will guide a high-performing district or school. Members should represent the above positions and other school stakeholders. Elements of a supportive leadership system include, but are not limited to:

  • A student-centered educational environment that includes a focus on the individualized needs of each student;
  • High expectations for every student and organizational performance; individual student, faculty and staff development; creativity; originality; and a commitment to continuous improvement and closing the achievement gap;
  • A commitment to the application of effective teaching and learning strategies that use technological tools and stress interdisciplinary, real-world, project-based and technology-oriented learning experiences;
  • Effective management strategies that allow administrators reasonable access to classrooms for observation and professional development experiences;
  • Ongoing monitoring and examination by the district or school of both student and organizational performance; and
  • The use of findings from ongoing reviews of student and organizational performance, including state and local assessment data, to improve system operations; encourage originality; support the school district's vision, mission, goals, objectives, strategic plan, and stakeholder needs; distribute fiscal and human resources; and to identify the learning needs of each student.


The leadership system must determine its membership is responsible to the stakeholders they serve. It must:

  • Ensure the vision, mission and educational goals reflect the educational needs identified by a board of representation of stakeholders;
  • Ensure that the policies and the educational goals are available to all stakeholders;
  • Engage in a process of collective review, action coordination and research to ensure the academic success of all students;
  • Build effective connections and relationships with families and other stakeholders to support student success;

Chartered nonpublic schools

A nonpublic school chartered by the State Board of Education must assure that students receive a general education of high quality. The school must assure students are provided a general education of high quality by either being accredited by an association approved by the State Board of Education or showing compliance with the rules 3301-35-01 to 3301-35-07 of the Administrative Code except for the following items.

  • Religious chartered nonpublic schools may consider religious affiliations in hiring and employment decisions.
  • Rules regarding student-teacher ratios and educational service personnel do not apply.
  • Rules for high school credit using the Credit Flex process are not required.
  • Rules requiring stakeholder partnerships refer to the chartered nonpublic school’s key stakeholders.
  • Rules regarding department of education site evaluations; the school must provide notice to their parents and stakeholders and make the report available to them rather than a required public meeting.


Non-Chartered, Non-Tax Supported Schools

Non-Chartered, Non-Tax Supported Schools (NCNT) are schools that, because of truly held religious beliefs, choose to not be chartered by the State Board of Education. Each non-chartered, non-tax supported (NCNT) school must certify annually in a report to parents that the school meets the Ohio Operating Standards. A copy of that report must be filed with the Ohio Department of Education between July 1 and Sept. 30 of each year. Schools that meet the compulsory attendance obligation per OAC 3301-35-08 will be listed with the Ohio Department of Education as a Non-Chartered/Non-Tax (08) School. Because such schools are not chartered by the State Board, accepting credits from students attending a non-chartered, non-tax supported school is a local decision. Other schools, colleges, universities and employers have discretion over decisions regarding the acceptance of transferred credits, graduation credentials or a diploma being issued by a non-chartered school.


Links to School Governance Statutes and Rules

Ohio Revised Code / Ohio Administrative Code



State board of education –powers and duties


Statewide academic standards


Grading school districts


Annual reports for each district


Three-year continuous improvement plan-intervention by department of education- site evaluations


Implementation of corrective action

Chapter 4167

Public employment risk reduction program


District and school improvement


Purpose for adopting


Governance and strategic planning


Developing policy


Addressing students’ and other stakeholder’s needs


Adopting appropriate curriculum


Credit Flexibility


School employment

3301-35-05(A)(2) & 3301-35-05(A)(3)

Student-teacher ratios and educational service personnel


Adopting collaborative schedules

3301-35-06(A)  & 3301-35-06(D)

Implementing appropriate educational programs during and after school hours

3301-35-07(A) & 3301-35-07(E)

Using data to identify needs and monitor effectiveness of programs


Non-Chartered, Non-Tax Supported Schools operations


Chartered Nonpublic School operations


Last Modified: 1/25/2016 12:00:49 PM