Mission Value and Guiding Principles - PowerPoint by zmc41800


More Info
									Sharing Lessons Learned

  Sister Patricia Garrahan, S.N.D.
          NCEA, Baltimore
           April 12, 2007
  Available at www.xbss.org
        Resources and Links
            This session

 ―Managing your organization by
  the evidence‖
 Religious community sponsorship
 Sharing ideas as to how these
  might apply in your own situation

McKinsey & Company

      Mission:
       To help leaders make distinctive,
       lasting and substantial
       improvements in performance and
       constantly build a great firm that
       attracts, develops and retains
       exceptional people.
McKinsey & Company
 Managing your organization by the
 Analyzed: 230 businesses worldwide
     looking a wide range of management practices
     to improve organizational capacity (ability to
     unite around common goals, execute
     efficiently and renew itself over the longer
       (over 100,000 questionnaires)

 Simplistic solutions don’t work
 High performing companies have a basic
  proficiency with all available practices
 A combination of energy focused on 3
  practices is most effective at creating high
  levels of near-term organizational
  performance and longer term
  organizational health
      Least effective practices—
          when used alone

 Carrot and stick incentive
 Focus on key performance indicators and
 Command and control (telling people what
  to do and checking up)
 Relying on detailed strategy and plan
Combination of practices consistently
the best for a clear record of success

 Clear roles within the structure along with
 A leader who articulates a compelling
  vision of the future
 Strong culture within the organization that
  encourages openness, trust and
Being a religious community
sponsored school doesn’t guarantee
these qualities but over time we have
developed some structures and
practices which can help to facilitate
Clear Roles and Responsibilities

  GOVERNANCE issues:
    Who defines expectations
      (sets policies)
    Who grants power
    Who verifies performance
            Traditional model

Religious congregations were owners and
operators of schools and served as primary
link with the Church,
maintaining Catholic
Identity. Schools were our
―family businesses.‖
Defining Sponsorship
 Sponsorship of an apostolate or ministry is a formal
 relationship between a recognized Catholic
 organization and a legally formed entity entered into
 for the sake of promoting and sustaining the Church’s
 mission in the world.
                                  Francis G. Morrisey, OMI
   Sponsorship usually entails three important elements
   1. Use of one’s name
   2. Exercise of certain governance responsibilities
   3. Accountability to Church authorities
Restructured Relationships

―Members” Group—reserved powers with
  regard to mission fidelity (both canonical
  and civil responsibilities)

Board of Trustees and Chief
Executive Officer—management
of the institution
 (Board of Limited Jurisdiction)

 ―Members‖ spell out expectations for
  mission fidelity
 Congregation provides resources for
  mission formation
 Boards use mission criteria in decision
  making and report on mission
  effectiveness progress
     Articulate a Compelling Vision

   Most congregations have a set of
    foundational documents, core values,
    educational principles

   All have ―heroes‖ in education,
    stories of obstacles overcome, wider
    connections to other times and places.
These can serve as ―hooks‖ for
hanging Catholic identity
        Creative Fidelity
 Context of the larger mission of
  Catholic education
 Links to Catholic Social
 Serving students with diverse
 Financing schools
 Global solidarity
Strong culture that encourages
openness, trust and challenge

 Religious congregations have traditions of
  education, spirituality and formation that
  helped them to form abstract concepts like
  mercy and justice into practical guides for
 Don’t tire people out with the stories of the
  founder but use them as the starting point
  for conversations about what does it mean
  to be an educator today in that tradition.
On-going conscious efforts at
adult faith formation as part of the culture
of the school

    Adult faith formation is not exclusively
     about information; it is primarily about
     providing opportunities, within a faith
     context, for adults to talk with other
     adults about things that matter. As such,
     the best process for adult faith formation
     is not lecture but conversation.
  What is Xaverian Sponsorship?

  Guiding Principles

 Formational Programs Governance structures

     through which the Xaverian Brothers and our
  collaborators have come to ensure that the schools
that bear our name live up to who we say they should
     be and who they as an institution claim to be.
Governance Structure

                             Hold Reserve powers
       Congregational                                 Alienation
                              Canonical powers
        Leadership                                    Mission
                              Appoint Members

                                             Hold reserve powers
                        Members                to protect and
                                              ensure mission
1.   Appoint Directors
2.   Real Property
3.   Corporate Documents                  Board
4.   Approve Debt                      of Directors
5.   Associated Legal Entities
Guiding Principles
Calls & Goals

   Call to stewardship for the
    Xaverian Educational mission
    and participation in the Church’s
    ministry of Catholic Education.
   Call to become centers of faith
    that articulate, transmit, and live
    Christian values.
        Guiding Principles

   Call to provide a challenging
    academic program that promotes
    the full development of each
    person’s giftedness

   Call to be centers of Christian
    concern for justice and peace
       Guiding Principles

   Call to affirm and celebrate life
    in community

   Call to value and support the
    dignity and self worth of those
    directly involved in the Church’s
    ministry of education
Vision of Xaverian Sponsorship

     Enduring personal relationships
     Sense of Christian stewardship
     Centrality of religious instruction,
      spiritual formation, worship & prayer
     Character and value development
     Challenging educational program
     Spirit of harmony
     A passion for justice and peace
Formational Programs

  Teacher Orientation
  New Board Member Orientation
  Administrator Orientation
  XBSS Student Retreat
  Experienced Teachers Retreat
  Faculty/Staff Faith Formation
  Leadership Development
               FORMATIONAL MODEL




         But what can I do?

 Identify (or create) your own
  school’s heritage and make it
  visible and practical for your
 Put priority on formation:
  faculty/staff, boards
        But what can I do?

 Be sure that mission infuses
  discussion and decision making
 Try to understand and clarify
  governance issues
        But what can I do?

 Network—find   common elements;
  share resources
 Consider joining/forming networks
  of schools or a co-sponsorship
         Sharing Lessons learned

What are some other practical ideas you have
 seen or thought about?

If you have any questions or feedback, please
   contact me at pgarrahan@xaverianbrothers.org

The following slides describe the XBSS Mission
  Criteria and process for adding schools to the
               XBSS Mission Criteria
   Be consistent with the mission of the Xaverian
    Brothers, which is ―to serve the Church in its
    mission of evangelization, especially through
    the ministry of education.‖
   Respond to identified mission needs or
    improvement opportunities for XBSS.
   Consider the impact on:
      Xaverian vision and values XBSS Members
      XBSS schools                    XBSS Staff
      Xaverian Congregation
   Consider the impact as well as the rights and
    responsibilities of individuals and groups
    directly or indirectly affected by the decision.
                    Mission Criteria

   Explore the opportunity for collaboration with
    other Religious Communities, Dioceses,
    Catholic entities or educational endeavors.
   Explore how the opportunity helps XBSS to
    ―continue our commitment to collaborating with
    lay colleagues in the sponsorship of schools
    that respond to the Calls of the General Chapter
    for a contemplative stance in the world and
    ministry among the poor and marginalized,‖ and
    how it ―furthers the vision and unique Xaverian
    nature of each school‖
   Provide opportunities for those who serve with
    XBSS to grow and develop.
   Consider the magnitude of the investment and
    return and acceptable levels of risk.
    Preliminary Exploration – up to one year

    AIM: To explore compatibility of and mutual advantage for the
     entities involved (the school, Arch/diocese, XBSS network) and
     the ministry of the Xaverian Brothers in Catholic education.
    PEOPLE: Those with initiating authority: Bishop, Diocesan
     Personnel, Superintendent, Head of School, Board Chair,
     Xaverian Brothers Congregational Leadership, XBSS
     Sponsorship Office personnel.
       Begin initial conversation and data gathering.
         Establish compelling reasons for further investigation.
         Furthering ministry of Catholic education
         Common vision, values
      Gather as much information as possible about potential
       sponsorship relationship
                Preliminary Exploration
      Why do we want to do this? What do we add to each
      other? What do we bring to each other? What value do
      we bring?
     What is the potential benefit to the community?
     What is the potential benefit to Catholic education in this
     What would be the cost(s) of not doing this collaboration?
     What are our non-negotiables?
     In what ways are the organizations compatible? Who are
      the stakeholders?
     What are the resources—human and financial—needed to
      pursue this collaboration?
     How do we decide to continue or stop? Is this based on
      values and mission?
     How do we evaluate our work in this phase?
               Phase Two: Sponsorship Exploration
                                1 to 2 years

   AIM: To research and collect sufficient detailed information to make a
    decision regarding sponsorship.
   PEOPLE:      Representatives from school administration, faculty,
    parents, alumni, Board, Diocese, Sponsorship Office, other XBSS
        Assess school community’s understanding and perceptions of
        Specifically assess finances, capital needs, debt structure,
         governance, and culture.
        Determine compatibility and identify potential impediments to
        Develop legal documents including bylaws
        Develop transition plan including need and process for formation for
         all constituencies
        Mutual visits by key stakeholders (e.g., board members,
         administrators, faculty) and XBSS
    Phase Two: Sponsorship Exploration

         Develop communication plan for internal and external publics
         Obtain final approval for all constituencies
         Plan and implement process for developing shared or compatible
         Develop ritual to finalize agreement
         What are the benefits to each organization?
         What are the mission/vision issues which must be included in the
         What are the financial, legal and canonical issues?
         What are the barriers to collaboration? What are the non-
         What are the elements of the transition plan and timeline?
         What communication/formation do we need for key stakeholders?
         What is needed for public relations? Who will be responsible for
         How do we decide to continue or stop? Is this based on values and
         How will we evaluate our work in this phase?
             Phase Three: Initial Integration
                    first 12 to 24 months of sponsorship
   AIM: To integrate the school into XBSS network, structures,
    programs and culture.
   PEOPLE: Transition team works with all constituencies to
    monitor implementation of plan.
       Orient Board, Faculty, Staff, Parents and Students
       Celebrate/ritualize collaboration
       Develop and begin implementation of a consolidated strategic plan
       Change symbols and signage
       Continue revising, implementing communication plan
       What strategies do we need for dealing with change?
       Are the purposes and the benefits of sponsorship clear?
       Is the formation/education plan effective?
       Is planning underway for ongoing activities?
       How will we evaluate our work in this phase?
                 Phase Four: Evaluation
                               3 to 5 years

   AIM: To assess implementation
   PEOPLE: Board of Directors/Trustees, Arch/diocese, Sponsorship Office
      Evaluate implementation of transition plan
      Evaluate community benefit of co-sponsorship
      Continue to evaluate and implement communications.
      Conduct Mission Effectiveness Process

      What issues have surfaced and need to be addressed?
      How effectively has the school integrated its mission
       and that of XBSS?
      What continuing formation is needed as a result?
      What are the implications of the results of the Mission
       Effectiveness Process?

To top