Podcast Summary: “Governing a Hillsdale Classical School”

Podcast: Hillsdale College Podcast Network Superfeed
Episode Date: May 5, 2025
Host: Scott Bertram
Guest: Dr. Jed Hartings, Founder and Board Chair of Cincinnati Classical Academy

Main Theme Overview

This episode delves into the unique challenges, responsibilities, and rewards of governing a Hillsdale College member school, focusing on classical education’s principles and practical governance. Dr. Jed Hartings brings firsthand insights as the founder and board chair of Cincinnati Classical Academy, outlining the philosophy behind starting a classical school, practical aspects of board formation, governance versus management, growth, facilities, financing, and building community.

Key Discussion Points & Insights

1. The Philosophy and Motivation Behind Founding a Classical School

• Classical Education’s Purpose:
  • Dr. Hartings emphasizes the importance of a shared body of knowledge and the passing down of culture for producing well-rounded citizens.
  • “At the core, I believe what classical educators believe, which is that there's a general body of knowledge that should be the possession of all human beings....a 2,500 year history that helps us put modern life into context.” – Dr. Hartings (02:36)
• The State of Modern Education:
  • Critiques current K-12 and university education for stripping away essential learning in favor of electives and commoditizing education.
  • “Once you see this, … you can’t unsee it. And then you have no choice but to do something about it.” – Dr. Hartings (03:31)

2. The Foundation and Early Growth of Cincinnati Classical Academy

• Timeline:
  • Founding effort began in 2019; school opened in 2022 and is now ending its third year (04:03).
• Initial Board Experience:
  • Dr. Hartings had no prior board experience nor recent classroom experience, which he argues is often a benefit to avoid bringing in misconceptions about governance (04:30).
  • “I think it's probably better when board members don't have prior experience because ... they don't have the proper understanding of what their job is, which is to ensure the organization fulfills its mission.” – Dr. Hartings (04:36)

3. Board Formation and Governance Philosophy

• Board Member Qualities:
  • Focus on personal traits like humility, judgment, self-control, conscientiousness, and willingness to work, rather than specific professional skills (05:28).
• Selection Process:
  • There is no public call for applications; instead, the board and leadership identify strong candidates through community engagement (06:13, 06:30).
• Mission-Focused Governance:
  • The board emphasizes sticking to mission and vision, differentiating between governance (strategic, mission, vision) and management (operational details).

4. Growth, Community, and Challenges

• Enrollment and Demand:
  • The school has grown from 450 to expected 950 students, with a steady waitlist of over 400 students and a 99% retention rate (07:14).
  • “We've been fully enrolled since the very beginning with a healthy and steady wait list of some 400 students.” – Dr. Hartings (07:23)
• Unexpected Challenges:
  • Facilities and finances top the list. Finding and affording a large-enough, centrally located campus in a metropolitan area was the most difficult hurdle (08:08).
  • Zoning is cited as the single biggest obstacle in finding suitable property:
    “If you need rezoning, then you need public hearings...district superintendents coming out to speak against you because ... they're opposed to school choice.” – Dr. Hartings (09:25)

5. Governance Evolution: Founding vs Ongoing Leadership

• Board’s Changing Role:
  • With a headmaster hired a year in advance, the school differentiated governance from management early on, remaining focused on the bigger picture (10:10).
• Comparison to Traditional Public School Boards:
  • Hillsdale-affiliated boards avoid operational micromanagement, leaving book selections and staffing to the school leader, in contrast to traditional district boards (11:04).
  • “All things that, by our philosophy and by Hillsdale's recommended governance philosophy, these are the responsibilities of the school leader and not of the board.” – Dr. Hartings (11:17)

6. Support from Hillsdale College and Strategic Outcomes

• Hillsdale’s Role:
  • Main support comes through job fairs, professional development, on-site assessments, and a network of master teachers (11:52).
  • “Hillsdale K12 office is very serious about helping schools achieve excellence in classical methods. And that's the greatest help that the board could possibly ask for...” – Dr. Hartings (12:02)
• Recent Milestones:
  • Secured a $2 million charter school program grant and closed on sufficient property for future growth, aided by a favorable state policy environment (12:31).
  • “We finally did close on the purchase of enough property and facility to accommodate eventually 1300 students ... that construction and remodeling are being completed now.” – Dr. Hartings (12:46)

7. Most Rewarding Aspects

• Community Impact:
  • The scale and passion of families and educators involved in the school exceed Dr. Hartings’ expectations.
  • “The most rewarding part by far is just simply the people seeing the community that has grown up...giving or receiving the gift of a rigorous American classical education.” – Dr. Hartings (13:43)

8. Driving Growth and Awareness

• Role of the Board:
  • Growth results from delivering a high-quality educational product, openness about the curriculum, and intentional communication rather than direct marketing by the board (14:19).
  • “Why are we not hiding our curriculum? Well, for obvious reasons, we're extremely proud of it because it's the love for the curriculum that drives our work and people are drawn to it.” – Dr. Hartings (14:39)

9. Board Chair Responsibilities

• Distinct Role:
  • The board chair sets agendas, maintains strategic communications with the headmaster, and pilots long-term vision (15:35).
  • “It's not only those two positions, but also their relationship with each other. They've got to be working together.” – Dr. Hartings (15:52)

Notable Quotes & Memorable Moments

• On the Mission of Classical Education:

  • “Education is ... passing on that knowledge, our culture, to the next generation.” – Dr. Hartings (03:19)

• On Board Governance Philosophy:

  • “The board's job is to ensure the organization fulfills its mission.” – Dr. Hartings (04:36)
  • “By our philosophy ... these are the responsibilities of the school leader and not of the board.” – Dr. Hartings (11:17)

• On Growth:

  • “99% retention ... speaks volumes for the health and success of the school.” – Dr. Hartings (07:29)

• On Community:

  • “I had no idea that there would be so much demand or that there would be so many people capable and eager to deliver this type of education at such a high level of excellence.” – Dr. Hartings (13:52)

• On the Challenges of Facilities:

  • “Zoning is the biggest thing because if you need rezoning, then you need public hearings.” – Dr. Hartings (09:25)

Important Timestamps

• Motivation for Founding: (02:36 – 04:00)
• Board Experience and Philosophy: (04:30 – 05:22)
• Qualities Sought in Board Members: (05:28 – 06:13)
• Growth, Retention Stats: (07:14 – 08:02)
• Challenges: Facilities & Finances: (08:08 – 09:25)
• Governance v. Management: (10:10 – 11:41)
• Hillsdale K12 Office Support: (11:52 – 12:25)
• Recent Successes in Expansion: (12:31 – 13:31)
• Most Rewarding Aspects: (13:43 – 14:19)
• Role of Board Chair: (15:35 – 16:35)

Conclusion

This episode offers a comprehensive and honest look at what it takes to govern a successful classical charter school in partnership with Hillsdale College, emphasizing the mission-driven, board-led governance model and illustrating both the challenges and the community rewards of classical education. Dr. Jed Hartings provides practical advice and inspiration for anyone considering involvement in or governance of a classical charter school.