Finance Focus Group Report, 2011-2012 - Revision history

Messenburg at 21:13, 10 September 2012

2012-09-10T21:13:36Z

Messenburg at 08:02, 10 January 2012

2012-01-10T08:02:15Z

Messenburg at 08:01, 10 January 2012

2012-01-10T08:01:55Z

Messenburg at 23:49, 8 January 2012

2012-01-08T23:49:05Z

Messenburg at 23:42, 5 January 2012

2012-01-05T23:42:34Z

Messenburg: /* 2. CAJ does not have a completed Resource Master Plan, but has the intention to use research and information to form it. */

2011-12-15T01:41:52Z

‎2. CAJ does not have a completed Resource Master Plan, but has the intention to use research and information to form it.

Messenburg: /* 2. CAJ does not have a completed Resource Master Plan, but has the intention to use research and information to form it. */

2011-12-15T01:41:40Z

‎2. CAJ does not have a completed Resource Master Plan, but has the intention to use research and information to form it.

Messenburg: /* 5. CAJ has three strategic areas related to marketing which support the implementation of the development program. These areas are: advertising, fundraising and community relations. At this point there does not exist an effective means or method o

2011-12-13T06:39:57Z

/* 5. CAJ has three strategic areas related to marketing which support the implementation of the development program. These areas are: advertising, fundraising and community relations. At this point there does not exist an effective means or method o

Messenburg: /* 4. There is strong evidence that the Board of Directors and Leadership Team are involved in informing the public and appropriate governmental authorities about the financial needs of the organization. */

2011-12-13T06:38:37Z

‎4. There is strong evidence that the Board of Directors and Leadership Team are involved in informing the public and appropriate governmental authorities about the financial needs of the organization.

Messenburg: /* 3. Primary stakeholders are involved in CAJ’s future planning, while secondary stakeholders are not given much input into CAJ’s future plans. */

2011-12-13T06:38:09Z

‎3. Primary stakeholders are involved in CAJ’s future planning, while secondary stakeholders are not given much input into CAJ’s future plans.

← Older revision		Revision as of 21:13, 10 September 2012
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−	[[School_Improvement,_Report_2011-2012\|2011-2012 Report]] \| [[Student Objectives Review Process\|Student Objectives Review]] \| [http://caj.or.jp/~~whoweare~~/filingcabinet/School_Profile.pdf Profile] \| [[2011 Progress Report\|Progress Report]] \| [[School_Improvement,_Report_2011-2012#Focus_Group_Reports\|Focus Group Reports]] \| [[School_Improvement_Plan\|Plan]] \| [[School Improvement Process\|Process]]	+	[[School_Improvement,_Report_2011-2012\|2011-2012 Report]] \| [[Student Objectives Review Process\|Student Objectives Review]] \| [http://www.caj.or.jp/about/filingcabinet/School_Profile.pdf Profile] \| [[2011 Progress Report\|Progress Report]] \| [[School_Improvement,_Report_2011-2012#Focus_Group_Reports\|Focus Group Reports]] \| [[School_Improvement_Plan\|Plan]] \| [[School Improvement Process\|Process]]

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 [[School_Improvement,_Report_2011-2012|2011-2012 Report]] | [[Student Objectives Review Process|Student Objectives Review]] | [http://caj.or.jp/whoweare/filingcabinet/School_Profile.pdf Profile] | [[2011 Progress Report|Progress Report]] | [[School_Improvement,_Report_2011-2012#Focus_Group_Reports|Focus Group Reports]] | [[School_Improvement_Plan|Plan]] | [[School Improvement Process|Process]]
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 ==Finance: Sound financial practice==

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 [[School_Improvement,_Report_2011-2012|2011-2012 Report]] | [[Student Objectives Review Process|Student Objectives Review]] | [http://caj.or.jp/whoweare/filingcabinet/School_Profile.pdf Profile] | [[2011 Progress Report|Progress Report]] | [[School_Improvement,_Report_2011-2012#Focus_Group_Reports|Focus Group Reports]] | [[School_Improvement_Plan|Plan]] | [[School Improvement Process|Process]]
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+{{TOC limit|3}}__NOTOC__
 ==Finance: Sound financial practice==

← Older revision		Revision as of 23:49, 8 January 2012
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		+	[[School_Improvement,_Report_2011-2012\|2011-2012 Report]] \| [[Student Objectives Review Process\|Student Objectives Review]] \| [http://caj.or.jp/whoweare/filingcabinet/School_Profile.pdf Profile] \| [[2011 Progress Report\|Progress Report]] \| [[School_Improvement,_Report_2011-2012#Focus_Group_Reports\|Focus Group Reports]] \| [[School_Improvement_Plan\|Plan]] \| [[School Improvement Process\|Process]]
		+
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← Older revision		Revision as of 23:42, 5 January 2012
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	[[Category: School Improvement]]		[[Category: School Improvement]]
−	~~[[Category: SOPHIE Link]]~~

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 To write the plan, information and research will be gathered from:
 *Staff, administration, board, parents, and students
-*Outside expertise (possibly from non-CAJ educators and administrators, consultants, contractors, our current architect, and/or other qualified experts)<div style="float:right;margin-left:5px;">[[#top|back to top]]</div><br>
+*Outside expertise (possibly from non-CAJ educators and administrators, consultants, contractors, our current architect, and/or other qualified experts)
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 ====5. CAJ has three strategic areas related to marketing which support the implementation of the development program. These areas are: advertising, fundraising and community relations. At this point there does not exist an effective means or method of verifying the efficacy of these efforts. We have a sense that we are functioning adequately in these areas.====
-'''Advertising''': CAJ advertises in a number of local publications, both print and web (EuroBiz, Japan Harvest, JEMA Directory, NLA Directory, Expatriot’s Guide to Japan, International School Services). We currently don’t have a tracking mechanism to determine effectiveness of these advertisements.
+'''Advertising:''' CAJ advertises in a number of local publications, both print and web (EuroBiz, Japan Harvest, JEMA Directory, NLA Directory, Expatriot’s Guide to Japan, International School Services). We currently don’t have a tracking mechanism to determine effectiveness of these advertisements.
-'''Fundraising:''' CAJ has completed project-targeted fundraising, and some of those projects have been huge (the gym, the academic buildings, etc). During the 2008-2009 and 2009-2010 school years we promoted the “Lights! Action!" campaign to replace auditorium stage lighting and light the athletic field. Following the March 11 earthquake and tsunami, gifts were donated for [[Love in Action|Love in Action Disaster Relief]] in response to emails and community bulletin notices, but without the use of a major, organized mailing to CAJ constituents.
+'''Fundraising:''' CAJ has completed project-targeted fundraising, and some of those projects have been huge (the gym, the academic buildings, etc). During the 2008-2009 and 2009-2010 school years we promoted the “Lights! Action!" campaign to replace auditorium stage lighting and light the athletic field. Following the March 11 earthquake and tsunami, gifts were donated for Love in Action Disaster Relief in response to emails and community bulletin notices, but without the use of a major, organized mailing to CAJ constituents.
 Past practices for project-targeted fundraising included sending out brochures and response cards to our constituents (alumni, families of alumni, former staff, current families, missions organizations and friends)
-As of spring 2011, CAJ has contracted with Steve Jensen ('74) as a consultant to the leadership team concerning a [http://staff.caj.or.jp/sophie/images/6/64/CAJDevelopmentPlan2011-2013.pdf funding plan]. The new focus of this effort is to expand our endowment fund and tuition assistance to meet the requirements for gakko houjin status.
+As of spring 2011, CAJ has contracted with Steve Jensen ('74) as a consultant to the leadership team concerning a funding plan. The new focus of this effort is to expand our endowment fund and tuition assistance to meet the requirements for gakko houjin status.
-We currently don’t have a tracking mechanism to determine effectiveness. The "Lights! Action!" campaign accomplished its monetary goal ([http://community.caj.or.jp/filingcabinet/Board/10-11/minutesbod/10-10-19minbod.pdf Board Minutes, 10-11:15, “briefly reported”]). The Love in Action Disaster Relief fund did not specify a goal, but has raised enough finances to support the projects that are currently planned plus possible future projects.
+We currently don’t have a tracking mechanism to determine effectiveness. The "Lights! Action!" campaign accomplished its monetary goal (Board Minutes, 10-11:15, “briefly reported”). The Love in Action Disaster Relief fund did not specify a goal, but has raised enough finances to support the projects that are currently planned plus possible future projects.
-'''Community Relations:''' Annual surveys are conducted soliciting feedback from our current student families. Most families feel that “CAJ provides opportunities for me to provide feedback and listens to my concerns” ([http://staff.caj.or.jp/survey/2010/results.php 2010 Parent Survey, 7 and 11]). Almost all parents feel satisfied with CAJ ([http://staff.caj.or.jp/survey/2009/results.php?showparent=true&folnumdisplay=questions.qnum+LIKE+%2215%25%22&submit=Submit 2009 Parent Survey, overall]).
+'''Community Relations:''' Annual surveys are conducted soliciting feedback from our current student families. Most families feel that “CAJ provides opportunities for me to provide feedback and listens to my concerns” (2010 Parent Survey, 7 and 11). Almost all parents feel satisfied with CAJ (2009 Parent Survey, overall).
 Attempting to locate and analyze additional evidence indicates a need to generate data directly related to the effectiveness of our marketing. (Example: Consider using a marketing mail service, such as MailChimp, to track effectiveness.)
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 [[Category: School Improvement]]
 [[Category: SOPHIE Link]]

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 ====4. There is strong evidence that the Board of Directors and Leadership Team are involved in informing the public and appropriate governmental authorities about the financial needs of the organization.====
-There is an accountability structure in which the Board holds the headmaster responsible for an annual fundraising plan. The Board has set [[Donors,_Donations,_Fund-raising,_and_Promotion_B_2.10|guidelines for donations and fundraising]]. The headmaster works with the Leadership Team and the Development Team to implement the plan.
+There is an accountability structure in which the Board holds the headmaster responsible for an annual fundraising plan. The Board has set guidelines for donations and fundraising. The headmaster works with the Leadership Team and the Development Team to implement the plan.
-The Board [http://community.caj.or.jp/info/index.php/2011,_September_20_Board_of_Directors_Minutes#SY_11-12:17_Second_Reading_-_B2.10.12_.28Cf._10-11:200.29 recently updated] their manual, strengthening the fundraising policy to include annual assessment of goals and accomplishments.
+The Board recently updated their manual, strengthening the fundraising policy to include annual assessment of goals and accomplishments.
-We notify the public of the needs of the school through electronic and printed media. A [http://www.caj.or.jp/donations/ donations page] on CAJ’s website, lists various fund accounts accepting donations. It contains academic scholarship funds, the general operating fund, accounts for direct-hire staff, and any current projects. Additionally, printed information pieces are mailed to CAJ’s stakeholders when there is a fund-raising project.
+We notify the public of the needs of the school through electronic and printed media. A donations page on CAJ’s website, lists various fund accounts accepting donations. It contains academic scholarship funds, the general operating fund, accounts for direct-hire staff, and any current projects. Additionally, printed information pieces are mailed to CAJ’s stakeholders when there is a fund-raising project.
-Founding, partnering, and associate mission organizations are made aware of financial needs through an annual [[Mission Representatives' Meeting]]. The headmaster prepares and delivers the annual report under direction of the Board ([[Board_Chair%27s_Role_B_4.4|Board Policy 4.4.4]]).
+Founding, partnering, and associate mission organizations are made aware of financial needs through an annual Mission Representatives' Meeting. The headmaster prepares and delivers the annual report under direction of the Board (Board Policy 4.4.4).
 Government generated requests for information and documentation is provided in a timely manner. The business manager stated that these reports on file and copies of the reports are found in the business office.
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 Stakeholders, as defined by the headmaster on September 23, 2011, are those affected by the programs of CAJ. Primary stakeholder should then include staff, parents, students, missions, Board of Directors, and the Tokyo Metropolitan Government. To a lesser degree, donors, alumni, former staff, PTA, Kurume Bible Fellowship (the church that meets on CAJ’s campus), other local churches, and the Japanese community are stakeholders.
-All staff are involved in [[Focus Groups|focus groups]]. In 2010, parents and students were also involved in focus group meetings. However, in 2011, only staff are involved in focus groups and professional learning community meetings and contribute to planning for school improvement.
+All staff are involved in focus groups. In 2010, parents and students were also involved in focus group meetings. However, in 2011, only staff are involved in focus groups and professional learning community meetings and contribute to planning for school improvement.
-Staff are in [[Professional Learning Community (PLC)|Professional Learning Communities (PLCs)]], which are collaborative groups focused on specific, job-description-driven daily operations. Our academic departments are PLCs, as are groups such as the facilities team, Support Team, etc.
+Staff are in Professional Learning Communities (PLCs), which are collaborative groups focused on specific, job-description-driven daily operations. Our academic departments are PLCs, as are groups such as the facilities team, Support Team, etc.
-Parents, staff, and students have provided feedback via a [http://staff.caj.or.jp/survey/2009/results.php survey in 2009]. In 2010, students and parents were asked to participate in a [http://staff.caj.or.jp/survey/2010/results.php survey]. Staff participated in a [http://staff.caj.or.jp/survey/2011/results.php survey in late 2011]. Later this year parents will be invited to participate in another survey.
+Parents, staff, and students have provided feedback via a survey in 2009. In 2010, students and parents were asked to participate in a survey. Staff participated in a survey in late 2011. Later this year parents will be invited to participate in another survey.
-The board is responsible for long-term big picture vision ([[Governing_Styles_and_Values_B_4.1|Board Policy 4.1]]).
+The board is responsible for long-term big picture vision (Board Policy 4.1).
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