Coram Deo Board Adopts Resolution to
Pursue Policy Governance Model of Board Governance

The Coram Deo Board of Directors is working faithfully to assure the longevity of the Academy in several ways. For example, on Tuesday night September 27 the Coram Deo Academy Board of Directors adopted a resolution to develop and adopt over time a policy governance approach to board operations. Over the next year or so the board will develop policies regarding the ends (mission and affect of CDA) and means for accomplishing these ends through four broad policy categories; ends, governance process, management delegation and executive limitations. Through this approach the CDA Board expects to provide for long term organizational success even during times of board or executive succession.

CDA Board members have attended a conference, viewed a video lecture and studied written materials by The Carver Institute. Founded by Dr. John Carver, one of the foremost experts in the field, the Institute has developed a formalize plan for board governance. "Policy Governance® is the world's most complete theoretical foundation for the board's governance role in business, nonprofit (NGO), and government organizations. Policy Governance is an integrated set of concepts and principles that describes the job of any governing board. It outlines the manner in which boards can be successful in their servant-leadership role, as well as in their all-important relationship with management. Unlike most solutions to the challenge of board leadership, its approach to the design of the governance role is neither structural nor piecemeal, but is comprehensively theory based. The model covers all legitimate intentions of corporate governance codes (including Sarbanes-Oxley), but in a far more comprehensive, theory-based manner." For more information feel free to browse the web site of The Carver Institute.

By God's grace CDA will enjoy many decades education youth in an historic Christian worldview through a rigorous classical education. Please pray for Brian Shaw, Mark Powell and Rodney Marshall as these board members work diligently to assure this intention.

Coram Deo Academy
Board Policy Governance Manual

Resolution

Resolved September 27, 2005, Coram Deo Academy's Board of Directors intends to develop and adopt over time a policy governance approach to board governance. The board will develop policies regarding the ends (mission and affect of CDA) and means for accomplishing these ends through four broad policy categories; ends, governance process, management delegation and executive limitations. Through this approach the CDA Board expects to provide for long term organizational success even during times of board or executive succession.

Coram Deo Academy
Board Policy Governance Manual
Action by Written Consent
October 18, 2005

Resolved the Coram Deo Academy Board of Directors adopts the following Board Policies as the first step in accord with its Resolution of September 27 to adopt a policy governance approach to board governance.

Board Policies

Board Policy 1.0 Ends Policies

The mission of Coram Deo Academy is to educate youth in an historic Christian worldview through a rigorous classical curriculum. The goal of CDA is to train wise leaders and ethical leaders who will shape culture for the glory of God.

Board Policy 2.0 Governance Process Policies

The role of the board, on behalf of our Lord Jesus Christ and like minded Christian families in the Dallas/Fort Worth Metroplex is to assure that Coram Deo Academy fulfills its intended ends and avoids unacceptable activities and conditions.

1. The board will define in ends policies what is to be accomplished. It will define in executive limitations policies those activities and conditions it considers unacceptable. The board will delegate performance of these matters to a CEO, titled Headmaster.
2. The board will carry out its job with discipline, emphasizing strategic rather than short-term issues, policy rather than single events, and group rather than individual decisions.
3. The chairperson is charged to make decisions on issues of Governance Process and Board-Staff Linkage within board policies.
4. Conduct of board members will be consistent with their fiduciary responsibility and with the discipline adopted by the board.
5. If board committees are necessary, they will assist in the board's job only, never interfere in the direct link between the board and CEO, and never fragment the wholeness of the board's job.

1. All board authority delegated to staff is delegated through the CEO< so that all authority and accountability of staff as far as the board is concerned is considered to be authority and accountability of the CEO.
2. The CEO is accountable to the board for achievement of provisions of the board's Ends policies and avoidance of provision of the board's Executive Limitations policies.
3. Monitoring data that discloses the degree of organizational performance upon Ends policies and Executive Limitations policies will be systematically gathered by the board and considered to be the only evaluation of CEO performance.
4. Individual board members may have whatever relationship with the CEPO r staff members that is acceptable to the CEO, except that they can never carry the instructive authority of the board, nor can they waive requirements set out by the board.

1. Paid staff and volunteers will not be subjected to unfair, undignified or unsafe treatment or conditions.
2. Budgeting any fiscal year (or remaining part) will not deviate materially from board ENDS policies, risk fiscal jeopardy or fail to be derived from a multiyear plan.
3. Assets may not be inadequately maintained, unnecessarily risked or unprotected.
4. Actual financial condition and performance will not incur jeopardy or compromise the board's ENDS priorities
5. Staff compensation and benefits will not deviate materially from market.
6. Board information will have not significant gaps in timeliness, accuracy or completeness.