consultative school boards and membership diocese of orange
TRANSCRIPT
Consultative School Boards and Membership
Diocese of Orange
Definition Part of the governing body of a
school whose role is to participate in decision making at the local school level and whose responsibilities and authority are stipulated in its founding documents, such as a constitution or bylaws.
Taken From: Dwyer, Glossary of Catholic Education Governance Terms, NCEA
Purpose(Diocese of Orange)
Consultative in Nature Serves as a Body of Advisors to the
Pastor and Principal-Is Consulted Within Purview of Responsibilities
Supports the Mission/Vision of the School
Does Not Have Legislative Authority
Board Responsibilities
Planning Promotion Policy Formation
Duties of a Board Member
Leadership Participation Collaboration
Areas of Function(Standing Committees) Mission/Faith Development Strategic Planning Development Marketing and Communications Finance Public Policy—Political and Legislative
Action (USCCB/CCCB, CAPSO) Liaison to Diocesan Consultative School
Board
Successful Model Specific tasks are assigned to each
member of the board and each becomes the chair of a standing committee
Standing committees meet to do assigned tasks
Chair of committees report out at Board Meetings
Additional ad hoc committees formed as needed within the purview of the standing committees
Mission/Faith Development Members are to be committed to
developing and promoting a Catholic faith community
Further promote the over-all mission of the school
MISSION
FINANCES
ACADEMICPROGRAM
LEARNING & GROWTH
CUSTOMERS
BALANCED SCORECARD APPROACH
Strategic Planning Maintain, Monitor and Revise the
School’s Strategic Plan Can Initiate Development of
Strategic Plan
Extends horizon to 2-4 years
Moves from reactive to proactive
Inspires confidence in the future
Commitment to Long-View (Strategic Planning)
Components to Consider in Strategic Planning Process. . . Catholic Identify of the School Ownership/Governance/Administration Enrollment Staffing Curriculum/Programs/Technology (from
WCEA/WASC Self-Study) Facilities Finances Development/Public Relations The School in the Community
Development Oversight of all programs
concerning major fund-raising, grant writing, endowment and foundation programs
Works with alumni relations
Marketing and Communications Monitor student enrollment Seek ways to continue to market
the school Develop strategies to further
recruitment and retention of students
Develop strategies to assist in communications to shareholders and outside community.
Finance Provides guidance in all aspects of
the school’s financial management with special emphasis on establishing the budget and providing input on all areas requested by the school administration
Recommends tuition increases to create a balanced budget
Public Policy Keep current on any legislation
that could affect the school Communicate to shareholders
information on upcoming legislation that would benefit Catholic education in general
Develop mechanisms of communication for political activism in this area.
Liaison to Diocesan Consultative School Board Serve as a liaison between the
Diocesan Consultative Board and school parents in relation to the California Catholic Conference initiatives.
Attend inservices/meetings sponsored by Diocesan Board meant to strengthen the work of local boards.
Areas Outside Level of Functioning Personnel Matters Day-to-Day Operations of the School Personal Financial Information of
Parents (e.g. relating to scholarship awards and tuition arrears)
Development and Monitoring of Curriculum
Role of Confidentiality Confidentiality requires that no
information discussed by the Board at its regular meetings is shared with anyone outside until a decision is published in the formal minutes and/or in other ways with the approval of the Pastor and Principal
Characteristics of Effectiveness
Diverse Representation/Balance Assumes Ownership of Issues
Under Their Jurisdiction. Involved With Issues Pertaining to
Budget, Policy, Mission/Philosophy, and Planning
Goals—Basis for Effectiveness
Characteristics of Effectiveness
Active Working Committees Positive Liaison Between
Administration and Other School Shareholders
Role of Pastor/Principal Is Understood
Constitution, By-Laws, Term Limits Committee Structure
Characteristics of Effectiveness
Decisions Based on School Mission and Accurate Data
Strong Commitment of Time, Talent, and Treasure of Members
Members Work as a Collaborative Team in Decision Making for the Present and Future Viability of the School
Characteristics of Effectiveness
Is Involved in Development, Not Fundraising
Orientation and Ongoing Inservice Adheres to a Strong Code of Ethics Realizes that the Board
Membership is Important!
Characteristics of Effectiveness
Scheduled Monthly Meetings Written Agendas/Posted Minutes Member Term Limits
Affordability and Accessibility:
How do we effectively manage rising tuitions and declining parish support while making sure that Catholic schools remain available to all who desire them?
LOOKING FORWARD:SEVEN STRATEGIC PRIORITIES
Advocacy and Marketing:
How can we more effectively tell the story of the benefits and contributions of Catholic schools?
SEVEN STRATEGIC PRIORITIES
Communications:
How can Catholic schools be more effective in educating parents about true cost, and being transparent in our financial reporting?
SEVEN STRATEGIC PRIORITIES
Governance:
How can we enhance the role of lay leadership in our schools by maximizing the involvement and expertise of parents in governance?
SEVEN STRATEGIC PRIORITIES
Developing the Long View:
How can we assist schools in moving away from the year-to-year survival mentality and toward a 2-4 year vision for a more prosperous and successful future?
SEVEN STRATEGIC PRIORITIES
Innovation and Change:
Given the public’s identification with quality and innovation, its perception of Catholic schools as traditional rather than innovative, and the general resistance to change, how do we assure that our schools remain on the cutting edge?
SEVEN STRATEGIC PRIORITIES
High Tech and Global Future:
Given the imperative for schools to create a 21st century curriculum so students are prepared for a more technological and global future, how can Catholic schools secure and utilize the latest technologies as part of their academic program?
SEVEN STRATEGIC PRIORITIES