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// Note to Visiting Committee: //
Welcome to the collective wikispace for Category D. In this wiki you will find record of the focus groups who addressed the criteria questions for D1-D5. Focus groups reviewed helpful documents and the belief statement (listed below) when they first began meeting in 2010. On the left hand side navigation tab, you will find the artifacts from focus group meetings held between 2010-2012. For each criteria question, there are four affiliated pages:

__Brainstorm:__ The collected notes from all focus group meetings. __Narrative:__ The draft narratives that were developed by the core team and reviewed by the focus groups. Subsequent edits were proposed and incorporated into a working draft. __Evidence:__ A map to virtual and physical evidence that is referenced in the narrative. __Strengths/Growths:__ Strengths and growths that were developed into the Schoolwide Action Plan.

We think you will find the Evidence pages to be the best reference as you begin examining the evidence referenced in our narrative prior to your actual site visit on March 4-7 (we've provided quick links to these pages below). Hard copy evidence will also be available to you at the school site during the visit. The other web pages (Brainstorm, Narrative, and Strengths/Growths) offer a glimpse into the process and products of our focus group work which led to the final draft of our self study.

D1 Evidence D2 Evidence D3 Evidence D4 Evidence D5 Evidence

Focus Group Assignments (Lauren Lek-Lead)
Focus Group #8: D1, D2, D3 (Focus Group Chair - Colleen Kelly) Focus Group #9: D4 (Focus Group Chair - Rick Spinelli) Focus Group #10: D5 (Focus Group Chair - Connie Stanton)

Helpful Documents:

[|MCHS Online Strategic Plan PDF]
 * MCHS 2010-2015 Strategic Plan**



BELIEF STATEMENT
The board of trustees holds in trust all the resources of Moreau Catholic High School. They are morally and legally responsible to the Diocese of Oakland and the Brothers of Holy Cross for the management and protection of those resources. Accordingly, the board collaboratively exercises its fiduciary responsibilities in a spirit of Christian stewardship through board committees and the school’s administration. The judicious management of school resources is delegated to the faculty and staff in the spirit of Father Moreau who, in 1861 wrote, “All things are a part of the goods of God, and we are the dispensers of them. And we should use only what is necessary.”

We are active fiduciaries of the resources entrusted to us – resources we collaboratively govern, administer and deploy. We are mindful of our mission to the students and families we serve. We believe that the successful accomplishment of our school’s mission is linked to strategic planning and cost management strategies. Our planning decisions are always made in consideration of student needs. Any limitations we impose are made with consideration of the ability of families to afford our services. Cost management measures and program funding decisions are collaboratively planned. They take into consideration how our services are structured for those whom we serve, and how these decisions may impact our students’ achievement of the expected schoolwide learning results.

As Christian stewards, we believe our most precious resources are the individual and collective talents and skills of our faculty and staff, and to a greater extent all members of the community. Within the framework of our school’s mission, philosophy, and Vision 2000+, we employ wise use of these and other material resources of the institution that are provided to us. This is particularly true in the areas of finance, risk management, and institutional advancement. We believe that by caring for and making efficient use of school facilities we achieve an environment where student learning opportunities are maximized.

Our ability to plan strategically and to communicate institutional needs is key to funding and fundraising programs that are sustainable for long periods of time. We believe that by successfully pursuing a variety of institutional advancement strategies, resources entrusted to us will increase. It is essential that fundraising strategies be collaboratively designed; that they be rooted in principles of philanthropy. Fundraising will be successfully achieved through friendraising; that is, cultivating friends and stakeholders of the school and seeking their support for the operational and capital resource goals of Moreau Catholic. As Christian stewards, we believe that resource planning ought to focus on technology, faculty-staff compensation and benefits, financial aid, and implementing our Master Site Plan. To these ends, we are committed to investing portions of the school’s operational resources to achieve these long-term results.

Most importantly, we believe a strong institutional advancement program will generate resources aimed at easing tuition costs for future generations of students. We continually explore new financial models designed to serve the long-term affordability of Moreau Catholic High School to further our commitment to serve families seeking a continuing Catholic secondary education within our service area of the Diocese of Oakland. For example, the resources acquired through institutional advancement programs will be dedicated to supplementing curricular and cocurricular programs, endowments, capital acquisitions, and improvements of campus facilities in an effort to reduce tuition and fees.

D1. Resources
The resources available to the school are sufficient to sustain the school program and are effectively used to carry out the school's purpose and student achievement of the expected schoolwide learning results.

D2. Resource Planning
The governing authority and the school leadership execute responsible resource planning for the future.

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