The Chatsworth Hills Academy Board of Trustees works to govern the school by planning for the future, monitoring present success, and preserving the best traditions of the past. Comprised of parent and community volunteers, the board members serve as guardians of the school’s mission. The Board and the Head of School work in partnership in this undertaking.
“The Board of Trustees at CHA exists to support the long term success of the school,” states Robert Mitas, Board President. “Our administration and faculty must be focused on the day-to-day education of our students. It is up to the Board to think beyond the next semester and plan for the next generation. In addition to this strategic perspective, the deep and varied expertise of our board members provides a pool of knowledge that supports many of the tactical activities the school takes on during the year.”
Board of Trustees 2018-2019
Robert Mitas | President
Shonna Owen | Vice President
Ken Sampson | Treasurer
Chatsworth Hills Academy follows the 12 Principles of Good Practice as established by the National Association of Independent Schools
1. The Board adopts a clear statement of the school’s mission, vision, and strategic goals and establishes policies and plans consistent with this statement.
2. The Board reviews and maintains appropriate bylaws that conform to legal requirements, including duties of loyalty, obedience, and care.
3. The Board assures that the school and the Board operate in compliance with applicable laws and regulations, minimizing exposure to legal action. The Board creates a conflict of interest policy that is reviewed with, and signed by, individual trustees annually.
4. The Board accepts accountability for both the financial stability and the financial future of the institution, engaging in strategic financial planning, assuming primary responsibility for the preservation of capital assets and endowments, overseeing operating budgets, and participating actively in fund raising.
5. The Board selects, supports, nurtures, evaluates, and sets appropriate compensation for the head of school.
6. The Board recognizes that its primary work and focus are long-range and strategic.
7. The Board undertakes formal strategic planning on a periodic basis, sets annual goals related to the plan, and conducts annual written evaluations for the school, the head of school, and the Board itself.
8. The Board keeps full and accurate records of its meetings, committees, and policies and communicates its decisions widely, while keeping its deliberations confidential.
9. Board composition reflects the strategic expertise, resources, and perspectives (past, present, future) needed to achieve the mission and strategic objectives of the school.
10. The Board works to ensure all its members are actively involved in the work of the Board and its committees.
11. As leader of the school community, the Board engages proactively with the head of school in cultivating and maintaining good relations with school constituents as well as the broader community and exhibits best practices relevant to equity and justice.
12. The Board is committed to a program of professional development that includes annual new trustee orientation, ongoing trustee education and evaluation, and Board leadership succession planning.