Εδώ - Anatolia College

Institutional Governance and the Trustees of Anatolia College 61
6. the crisis features Greece in the international headlines without pause. Informative
analyses include: John Psaropoulos blog www.thenewathenian.com;
and spyros economides lse hellenic observatory “The Politics of Greece’s Financial
Crisis” BBC Viewpoint June 17, 2011. one of the inumerable scandals
concerned the vatopedi Monastery. see Michael lewis in “Beware of Greeks
Bearing Bonds” Vanity Fair october 1, 2010. an unprecedented mass “indignation”
movement developed. The Lancet reported World health organization study findings
that stress led to the Greek suicide rate during 2007-2009 becoming the highest
in europe Ta Nea July 9, 2011. former finance Minister evangelos venizelos
exhorted that: “(i)t is vitally necessary for us to become re-acquainted and reorganised
as a society, as a state and as a nation...” New Athenian July 1, 2011.
7. thessaloniki Mayor Yiannis Boutaris cites anatolia’s governance as exemplary
and encourages anatolians to participate in public forums. «Η Αστικοποίηση
της Θεσσαλονίκης» (“On Civic Consciousness”) alumni association (“ΣΑaΚ”)
address March 2011. the Mayor refers to the following governance elements:
“(s)trict, written commitment on the part of Trustees to avoid conflicts of interest
while serving on the Board; commitment by Trustees to offering ‘time and treasure’
to the School to the greatest possible personal extent; transparent, international,
competitive search methods for the selection of new Presidents of Anatolia; annual
audits by certified accountants of Anatolia’s financial reports; systematic attempts
to draw on the resources of sponsors and donors in the service of the non-profit,
public-oriented aims of the School; transparent and meritocratic procedures for
entrance to the junior and senior high school, the flagship of Anatolia.” (translated
by dr. Phil holland.)
8. this Presentation suggests that, starting with Board composition, the confluence
of several sources is essential to the success of a non-profit educational institution.
Is it unreasonable to assume that the following are included?
Moral and meritocratic institutional ethos nurturing personal growth and social
conscience; a transparent, accountable and cohesive board of trustees with appropriate
culture, composition, outreach, and skills to discharge fiduciary oversight and
institutional development duties; an elected president following an international
and open search, leading an administration focused on continuous improvement
and institutional development; fulltime faculty dedicated to educational excellence;
parent/student demand and direction; alumni systematic support in institutional
development and student/graduate mentoring; enlightened state regulation