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Consultative School Boards and Membership

Consultative School Boards and Membership. Diocese of Orange. Definition.

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Consultative School Boards and Membership

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  1. Consultative School Boards and Membership Diocese of Orange

  2. 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

  3. 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

  4. Board Responsibilities • Planning • Promotion • Policy Formation

  5. Duties of a Board Member • Leadership • Participation • Collaboration

  6. 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

  7. 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

  8. 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

  9. BALANCED SCORECARD APPROACH FINANCES ACADEMICPROGRAM CUSTOMERS MISSION LEARNING & GROWTH

  10. Strategic Planning • Maintain, Monitor and Revise the School’s Strategic Plan • Can Initiate Development of Strategic Plan

  11. Commitment to Long-View (Strategic Planning) • Extends horizon to 2-4 years • Moves from reactive to proactive • Inspires confidence in the future

  12. 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

  13. Development • Oversight of all programs concerning major fund-raising, grant writing, endowment and foundation programs • Works with alumni relations

  14. 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.

  15. 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

  16. 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.

  17. 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.

  18. 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

  19. 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

  20. 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

  21. 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

  22. 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

  23. 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!

  24. Characteristics of Effectiveness • Scheduled Monthly Meetings • Written Agendas/Posted Minutes • Member Term Limits

  25. LOOKING FORWARD:SEVEN STRATEGIC PRIORITIES • 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?

  26. SEVEN STRATEGIC PRIORITIES • Advocacy and Marketing:How can we more effectively tell the story of the benefits and contributions of Catholic schools?

  27. SEVEN STRATEGIC PRIORITIES • Communications:How can Catholic schools be more effective in educating parents about true cost, and being transparent in our financial reporting?

  28. 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?

  29. 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?

  30. 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?

  31. 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?

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