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
ACADEMIC PROGRAM
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?