Catholic schools

Two Key Drivers of Student Retention

January 30, 2025

This week is Catholic Schools Week, and the communities of over 5,000 Catholic schools across the country are celebrating what makes Catholic schools outstanding. Most Catholic schools are also in the middle of re-enrolling their current students and recruiting new students for next year. On a practical level, enrollment is the lifeblood of a Catholic school, so it makes sense that schools put a lot of effort into marketing and messaging, into the recruitment and registration of new students. Some of those same Catholic schools, however, do not put as much passion into the retention of their existing students. Their retention efforts do not extend much beyond their re-enrollment systems, and even those can sometimes be on auto-pilot. If a school is going to have a truly healthy enrollment, retention needs to be about more than just processes. A school’s retention efforts need to be driven by commitment and connection.

Commitment

In our experience, Catholic schools do best if they give a level of time, attention, energy, and creativity to retention efforts as they do to recruiting new students. That means retention is a year-round activity that is collaborative and multi-faceted. We recommend establishing a formal retention committee or task force. This is a group of faculty, staff, and administrators that is responsible for attending to retention throughout the year. They should identify the causes of any enrollment issues, and faculty and staff throughout the school should know that this is the group to be informed if any students or families are dissatisfied. A group like this can bring diverse perspectives to retention, and can also help nurture a culture of retention in their various departments.

In the midst of all the responsibiities and time constraints that come with working in a Catholic school, commitment means that the retention committee chooses to invest time in this important work. The committee members should gather and analyze data (are there particular grade transitions where the retention rate is low?). They should conduct regular satisfaction surveys asking parents in what ways their children are doing well and in what areas they might be having a harder time. And they should conduct exit interviews with families that choose to leave the school.

Connection

Most important, all faculty and staff need to invest time in strengthening connections with students and families. Relationships are at the heart of retention. Students want to be where they feel safe, valued, cared for, and supported. Parents want their kids to feel that way as well. Catholic schools need to be intentional about building connection in every classroom with every student. In addition, because parents are in those classrooms to experience those same connections, schools should be intentional about reaching out to parents as well.

Parents love personal outreach from faculty and administrators. When a teacher, assistant principal, or principal picks up the phone or sends an email telling a parent something good about their child, the parent feels the school sees their child, cares for their child, and has a personal connection. Some schools have had success with sending a written thank-you note to families when they re-enroll, thanking the parents for trusting the school with their child. This can be a sign to parents the school treats its students with joy and gratitude, not taking their enrollment for granted.

Another option is to reach out to a parent to ask them how the year is going for their child and for them. You get lots of great feedback and parents feel that their opinion matters. When a school has a culture of responsiveness and parents feel like partners, they are more likely to be willing to work through concerns or find a way to make things work financially.

Commitment and connection are already at the heart of a Catholic school’s mission and identity and its educational program. Recognizing them as drivers of retention as well can strengthen a school’s enrollment and therefore its overall vitality.

The “What” of Professional Learning

September 26, 2024

(Part two of a two-part series)

The previous blog focused on the “how” of professional learning (PL) as researched and proposed by Heather Hill and John Papay in Building a Better PL: How to strengthen Teacher Learning, with a primary focus on well-structured collaboration, good coaching, and timely follow up meetings as the key components to good PL. But as we know, the “how” without the “what” leaves us filling space with content that is irrelevant to the work, which educators then often view as a time waster. Hill and Papay go on to explain elements to include in building a better PL environment and the evidence to support their suggestions.

Connected to the “how’ of encouraging peer collaboration for improvement is the “what” of focusing more on subject-specific instructional practices, rather than PL that emphasizes content knowledge. When teachers are taught to collaborate on their day-to-day teaching practices with a safe non-evaluative accountability built into the model, teachers tend to be more willing to try one of these new practices in their own classrooms and return to the group/PLC for feedback. It is important to note that this type of peer-to-peer collaboration has the biggest impact when it centers on shared goals meant to improve teacher practice which collectively then meets the needs of the students served. This is known as collaboration for improvement and not simply collaboration as a structural reform.

Connected to the “how” of relying on coaching to get the work done is the “what” of prioritizing practice-supportive materials over principles and precepts. Hill and Papay suggest the best coaching is personalized to the teacher’s needs, starting with existing practices and working toward integrating new instructional practices that will lead not only to personal growth but also to student growth.

Lastly, connected to the “how” of timelier follow up meetings to address teacher concerns is the “what” of teacher driven follow up sessions. In those sessions, the teacher is provided the opportunity to discuss the new strategies and design principles as each was applied in his/her classroom, which opens up the door to tweak the delivery to match the needs of the current students in the classroom. This, coupled with PL that focuses on building relationships with the students to ensure instruction is meeting their learning needs, will result in enhanced student outcomes.

While there is no one size fits all professional learning model that exists today, what is laid out here are some best practices that have been shown to be effective in STEM fields and ELA. We would love to learn from you. What is working in your school? What type of professional learning opportunities have you found to be successful in improving teacher practice and student outcomes?

Dr. Jackie Lichter

Three Synodal Priorities for Catholic School Boards

August 29, 2024

In Meitler’s work across the country, we find some unique elements in each of the schools, parishes, or dioceses we partner with, but we also see many commonalities or trends. One trend we encounter in multiple locations around the country is a desire to explore different governance models for Catholic schools. The traditional parochial school governance model works well in some places but not all. Some pastors have little knowledge about education, and their strengths are more spiritual than administrative. In addition, pastors usually have many responsibilities and demands on their time, and it can be hard for them to prioritize school governance. In those situations, the traditional parochial school governance model does not serve either the school or the pastor well.

One way to shift the burden off the pastor and strengthen the school’s ability to carry out its mission is to create a strong and effective board for the school. Most Catholic schools have a board of some type (79.5%, according to the most recent data from the National Catholic Education Association). Not all of them, though, are strong and effective. They may not have received much training on best practices. They may approach their work as if “advisory” means “passive,” – or they may take the opposite approach and try to claim more authority than they actually have. They may not have conducted strategic recruiting to ensure that board members have relevant skills and experiences. When a board is strong and effective, however, it can significantly impact the school’s success.

There exists a profound connection between the work of Catholic school boards and the processes of consultation and discernment associated with the Vatican’s Synod on Synodality. This connection is not just a theoretical one, but it can directly influence the priorities of Catholic school boards. The insights that emerge from the Synod on Synodality, with its theme of “For a Synodal Church: Communion, Participation, and Mission,” provide a deeper understanding of the roles and responsibilities of the board members.

Mission: The “journeying together” that synodality calls us to is not a self-focused journey but a journey toward mission. The point of establishing a board is to strengthen a school’s ability to carry out its mission, and each conversation that a board has needs to stay focused on its mission. Sometimes, board members need to grow in their commitment to that mission. As a school principal, I remember that some parents would join the board to strengthen the school for their children. Over time, they would begin to care not just about their 4^th grader but the entire 4^th grade, and then gradually for the entire school. Some of them also needed to grow in appreciating not just the mission of the school but also the mission of the whole parish and even the broader church. Board orientations should make clear to new members that they are called to have that expanded vision. Each board member is a valuable part of the school's mission, and their contributions are integral to the school's success.
Communion: In its very nature, our church is a communion – a community of people in communion with one another and in communion with God. Boards should strive to reflect that communion and include diverse members. While engaging all the people of God, synodality is not grounded in the model of politics but instead the model of communion. Politics often sinks into conflict and competition as people seek their interests. On the other hand, Communion calls us to set aside our own interests as we care for one another and listen together for the will of the Holy Spirit. The prayer that opens each board meeting can remind us of that communion and prepare us for that shared listening.
Participation: Synodality reminds us that all of the faithful share in the mission of the church and that the Holy Spirit has given all of the faithful spiritual gifts in baptism – gifts that they are called to share for the good of the Church and the world, and that the church is called to recognize and promote. Councils allow schools to tap into an expanded pool of people’s gifts to support the school’s mission, and they should be attentive to people’s gifts when they seek members. The expectation at each board meeting should be the board members' full participation. I have told board members in the past that they should assess their participation after each meeting. Did they provide some information? Did they share a perspective? Did they ask a question? Did they leave with a task to accomplish? A board that functions in a way that facilitates that kind of participation is a board that honors the presence of the Holy Spirit in all of its members, guiding and inspiring their work.

We are all learning how to better “journey together” in a synodal way as a Church. A school board that prioritizes communion, participation, and mission will make real progress toward being faithful and effective. This journey is not without its challenges, but it is in overcoming these challenges that we grow and learn, becoming more effective in our roles.

Michael Taylor

New Synodal Models for Parish Pastoral Councils

August 26, 2024

The gathering of representatives from around the world to the 2023 Synod on Synodality suggested that parish pastoral councils should, like parish finance councils, be mandatory in canon law rather than elective as they currently are. Now, it is up to the local bishop in consultation with the presbyteral council to choose pastoral councils and to establish guidelines for their functioning. A revision of canon law will address that question.

In the United States, the over half a century experience with pastoral councils has been mixed. Some bishops and pastors alike have either struggled with the notion of consulting the laity on pastoral matters or have minimized the council’s role. Unlike the members of finance councils who are chosen because of their knowledge of financial matters, there are sentiments that pastoral council members “know little about the mission of the church and parish ministries” or “are chosen more for their popularity than any expertise.” In short, some feel that pastoral council members mean well but accomplish little.

Actually, good lay leadership is essential in any effective parish today. Perhaps the affirmation of pastoral councils by the Synod is an opportunity to take a closer look at the models which have been used rather than blame the bishops, pastors, or laity for the shortcomings of pastoral councils.

When most Americans heard the word “council” in the 1960’s, the predominant image that people had was of a “city council.” Residents could run for this office and represented a certain geographical area. One of the council members was even elected as president. Most of the city councils operated under Robert’s Rules of Order. This city council model was adopted by most dioceses for council use. Over the years, dioceses have done their best to baptize the model or to make improvements. Whether to involve the laity in planning pastoral activity is not the issue. How we involve them is. When we hear “council,” rather than looking to local examples, we should be looking to the Acts of the Apostles.

In the Acts of the Apostles, gathering disciples together to discern new direction or address important issues was how the early church functioned. Over time, these gatherings were restricted to clergy and bishops. The Second Vatican Council called for a re-introduction of this function, especially on the local level in dioceses and parishes. Trying to consult with 12 people rather than hundreds or even thousands at a time seemed more practical. The Synod experience suggests how effectively models patterned after it might work.

What might these synodal models look like?

The synodal model will focus on one or two gatherings per year of parishioners, over a day-long or multiple evening format. All parishioners are welcome to be involved in the process in a few ways.

Topics for the parish council or synod meeting can be surfaced from staff and ministry team members and then refined through a parish survey.
The council or synod gathering is then held to discuss a slate of topics and to determine which topics should be addressed by ministry teams. In some cases, new ministry teams may need to be established to address new ministry needs. The gathering can be one day or more, two separate days or over multiple evenings. The activities of discussing topics and determining those which will be acted upon can be separated.
Existing or new ministry teams, with staff assistance, can be directed to develop a strategy to put the new ministry needs in place.
The parish leadership team – a group of parish leaders, usually the pastor and pastoral staff – can help with the organization and oversight of the process. If desired, one staff member can coordinate the council or synod, but the logistics will involve many people, depending on how simple or elaborate a parish may want the experience to be.

What are the advantages of a new model for pastoral councils?

Every parishioner can provide ideas and thoughts through a survey. Surveys can be online, conducted in the pew, sent via email or snail mail or any combination of options to reach as many participants as possible.
The actual council or synod gathering allows parishioners to talk with one another about faith, ministry, and care for others. The format should allow for as much conversation, listening, and reflection as possible.
The whole council or synod process is directly aligned to other parish organizations, such as the leadership team, pastoral staff, and ministry teams. All of them, including the finance council, have a setting to pray, share, and act together.
The model is designed to engage the Spirit to guide parishioners to surface new direction or address issues and to lead to action. The phrase “do-nothing-councils” could disappear from our lexicons.
Diocesan pastoral councils can also be organized around the parish models by collecting the ministry plans from the parish gatherings and discerning how the diocese can support and enhance them throughout the diocese. The model could create a closer relationship between diocese and local parishes.

Like the introduction of any new model, more detail and best practices will be needed before a comfort level is achieved. Thanks to the Synod on Synodality, a new parish pastoral council model does look very promising.

The “How” of Professional Learning

July 15, 2024

(Part one in a two-part series)

When searching for information on professional development and what works for teachers, an inquiry will surface titles such as “effective professional development in 5 easy steps…” or “strategies for effective professional development…” These beg the question, “Would I want to offer ineffective professional development to teachers?” Yet, those of us who have worked in education recognize the challenge of finding professional development opportunities that meet the needs of the myriad of professionals working in schools with a broad range of expertise, knowledge and skills. Coupling this goal of meeting the professional learning needs of the many differently skilled faculty members with an equal desire to have all PD have a direct impact on student learning adds to the challenge.

One of the sources I recently discovered that provided well researched insight into this topic came from the Research Partnership for Professional Learning (PL) in October of 2022. The report, titled Building Better PL: How to Strengthen Teacher Learning, attracted me to it as the introduction notes the recent advancements in PL that are focused on improving teacher practice and student learning. According to their research, the two key components to PL are the “how” and the “what.” This information aligns well with my experience of working with 50+ schools and hearing from teachers as to what works and what doesn’t work and seeing firsthand the direct correlation between good PL and improved student outcomes. A school administrative team can offer the best content but, if not delivered in a manner that resonates with best practice, the PL can fall flat. Similarly, the best process without good content has the potential to be viewed as a waste of precious time. In this two-part series, part one will focus on the “how” and part two will focus on the “what.”

The research done by Heather Hill and John Papay identifies well-structured collaboration as a key component to good PL. The key to this lies in the phrase “well-structured,” as loosely formed PLCs and teacher-to-teacher partnerships don’t always equate with improved teaching and learning opportunities. Late start school days meant to provide time each week to faculty professional learning are only effective if the time spent is focused on an identified common purpose. Collaborative practices, like most change oriented opportunities, must be directly linked to shared specific goals.

The other “how” identified by Hill and Papay is the 1:1 coaching model focused on improving instructional practice. While many schools employ instructional coaches, it appears as if this is money well spent particularly if the role of coach isn’t a split duty administrative role and allows the coach to do the necessary pre-work, locate essential resources, and support the instruction that will directly impact student learning. In this time of teacher shortages, the role of coach becomes even more essential as the research on strategic staffing suggests schools need to find more innovative ways to support teachers in doing the work of educating students. Lastly, we must not forget the follow up meetings that accompany successful professional learning opportunities. Providing teachers with set aside time to ask follow up questions, share feedback, improve practice, or challenge assumptions is critical to success. And, as Hill and Papay note, “follow up sessions may serve as a powerful accountability level…” (p. 8).

While there is no one size fits all professional learning program for schools on the market today, we can work to improve our offerings to teachers so they in turn can continue to do the difficult yet rewarding work of educating young people for our future.

Dr. Jackie Lichter

Catholic schools

Commitment

Connection

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