NAPC*IS GUIDE TO STARTING SMALL SCHOOLS AVAILABLE

Want to start a school? The National Association of Private Catholic* and Independent Schools (NAPC*IS) is ready to help: the NAPC*IS Feasibility Packet on Starting a Small Private School is now available!

With ever-declining educational and moral standards in established schools, groups of Catholic parents who are faithful to the Magisterium are following in the footsteps of their ancestors: they're starting their own, vigorously orthodox, schools. But all too many more hesitate. There seem to be too many obstacles in the way of small, independent Roman Catholic schools: problems of money, of finding good teachers, of suspicions from the bishop, and so on and on.

That's where NAPC*IS comes in. NAPC*IS, profiled in the Spring 1996 issue of Sursum Corda! magazine, is an association of independent Catholic schools. All are loyal to the Church and have proven track records. Its Board of Advisors includes Dr. Alice von Hildebrand, world renowned teacher and speaker, wife of Deitrich von Hildebrand, and Fr. Michael Scanlan of the Franciscan University of Steubenville. NAPC*IS schools were founded by parents to give their children the best education possible. Over the years the founders of those schools have weathered many a storm; now they are ready to share their experience.

The NAPC*IS Feasibility Packet is a handy guide to avoiding many of the common pitfalls that struggling independent schools fall into. It contains invaluable information about how to attract and evaluate applicants, how to be classified a corporation, to navigate the tax code, and myriad other matters. NAPC*IS also functions as a teacher referral service, so that orthodox Catholic applicants will be directed to the new school immediately! "With this Feasibility Packet and our other services, we hope to see a flowering of little Catholic schools around the country, all faithful to the Holy Father," says a NAPC*IS staffer.

For an overview of state regulations of private schools, please visit the U.S. Department of Education's web site.

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The complete packet is available for purchase for $30 from NAPCIS. What follows below is the Feasibility Packet’s table of contents and first chapter, the latter being contributed by member school, Kolbe Academy.

Part I: On Starting a Small Private School

This section is an overview of what to expect and what to plan for in the preliminary efforts to start a small school. Among other things, it will touch on items such as:

• the board of (directors, governors, trustees, advisors, etc.),
  
• basic reasons for starting a school,
  
• spiritual guidance,
  
• prayer, and
  
• the four criteria that must be in control of the governing board.

Part II: Academics for a Small Private School

Three items comprise this section:

• Teaching a Classical Curriculum
  
• Primary School Curriculum and Textbooks
• High School Course of Study

Part III: Basic Religious Requirements

Basic requirements as to what a student must have in place prior to graduation is presented in this section. Possession of these points of Catholic Doctrine do not necessarily mean that there will be Catholic action following; however, possession of this knowledge assists the student to develop an informed conscience.


Part IV: General Rules and School Policies

This section is provided to give a sample of guidelines that may be used to assist the interim committee in selecting rules and policies they wish to incorporate. A copy of a completed Parent/ School Handbook is available through NAPCIS. (See Part VIII.)


Part V: General Statement of Educational Philosophy

The reasons for starting the school must be the first understanding reached by the Founders and unanimously declared in a written statement. This essential step of defining the school's philosophy and mission is the foundation upon which the entire structure of the school depends.

Comprising this section is a statement of educational philosophy taken from the ideas of Ignatian education as developed by the Society of Jesus.

Sample copies of member school philosophy and mission statements, and sample copies of school brochures are available through NAPCIS.


Part VI: Non-Profit Incorporation and Establishment of Private Schools

Included in this section:

• Guide for Forming a Non-Profit Corporation With 501(c)(3) Status.
  
• Summary of California Laws relating to the Establishment and Maintenance of Private Schools

Sample copies of endorsed Articles of Incorporation and completed applications for incorporation and tax-exemption are available through NAPCIS.


Part VII: Forming a Private School and Related Ideas

Four items comprise this section:

• "Kolbe Academy...An Idea Becomes A Reality", Margaret McGee Crotty, Immaculata magazine, June-July, 1981;
  
• "Trends of The Times", Sally Wilson, Friendly Exchange (American Airlines magazine), May, 1987;
  
• "Lost Tools of Learning", Dorothy Sayer, National Review, January 19, 1979;
  
• "To Remake America We Must First Remake Our Own Schools", Dr. Thomas A. Droleskey, The Wanderer, July 13, 1995.
  

Part VIII: Associate School Status

This is included to provide founders groups and schools with an opportunity to join with other groups and small schools in an association sharing common goals and interests.

Comprising this section is a packet describing the National Association of Private Catholic And Independent Schools (NAPCIS): its mission, services and process for membership application.

Part I: On Starting a Small Private School


GENERAL INFORMATION:
A listing of some of the things that should be studied by those embarking on this task are:

• Reasons for Starting a School
  
• Necessities in the Natural Order
  
• Prayer
  
• The Board
  
• Timing
  
• Bishop's Approval
  
• Tax-Exempt Status
  
• Size of School
  
• Legal Requirements
  
• Finances
  
• Four Essential Criteria: Staff, Curriculum, Admissions and Discipline.

Much of what will be covered in this packet involves the experience of those involved in the startup of one school and the assistance given in the startup of numerous others. It is recommended that the information in this packet of material be approached with prudence. This information is provided as a guide. How each program is approached will or should vary with the circumstances involved.

* An asterisk identifies that a sample copy, information or materials for this subject are available through NAPCIS or found on the resources page of this website.


REASONS FOR STARTING A SCHOOL:
The primary question that must be answered is "what is the objective or goal of the school"? Is it for academic or spiritual development of the students? If it is for the spiritual first and academic second, then you are on safe ground. If it is for the academic first, then a reconsideration is in order!

However, if the school is to be for the spiritual development of the student, then it is essential Divine Providence be totally embraced by all involved in the formation of the school. The Holy Spirit has to be the guiding presence in the work of the founders.


NECESSITIES IN THE NATURAL ORDER:
The three powers of the soul, memory, understanding and will, are essential when taking on the work of opening a school. The founders must have a love for the things of God. His Church, His priests and sacraments are all essential if the fabric of education is to be imbued with the Faith. Added to these are strength of character, a balanced view of life, some professional abilities, a vision, and last, and most importantly, a prayer life (e.g., at Kolbe Academy, one based on "The Spiritual Exercises of St. Ignatius").


PRAYER:
Prayer should precede the founders coming together as a formal organization. Seek the help of contemplative nuns and ask them to pray for the intentions of the members of the board as part of the spiritual preparation for your work. Time, as the founding board, spent in adoration of the Blessed Sacrament; novenas to St. Joseph and to the Sacred Heart of Jesus, are especially recommended.

This spiritual activity and request for guidance is to assist the founders to proceed with a predisposition regarding the purpose of the school and individual views of each member. Some of these considerations are, as has been stated: the reasons for starting the school; staffing, curriculum; admission and discipline policies.

If personal views conflict with the interests of the school, there must be an agreement reached that will sublimate feelings and personal views to a level acceptable by the board. Board members must be willing to choose between the welfare and the stability of the school and their feelings and desires. In other words, starting a school can only be about Thy will be done, not my will be done. The following “Prayer to the Holy Spirit” starts every meeting (board, faculty, parent/teacher) at Kolbe Academy:

THE BOARD:
The founders, who have filed and signed the documents of incorporation, are ultimately responsible for the direction and operation of the school. The founding group has the autonomy to appoint itself the governing body of the corporation and the school and to select its officers. It may have any one of a number of titles: Board of Trustees, Directors, Founders Board, Corporate Board. Board of Trustees will be used for the purpose of this overview, selected because it seems to best characterize the relationship of the board to the staff, families, and students of the school.

The Board of Trustees has established, for incorporation, its by-laws.* Included in the by-laws are the requirements of membership, term of membership and the process for appointing replacements to the board.

Stated in the by-laws should be the foremost requirement for membership, i.e., practicing Roman Catholic who will sign a Profession of Faith and an Oath of Fidelity to the Magisterium. Wisdom from experience sets no “rules” regarding the number and make-up of the board – founders, parents, benefactors, professionals. It does, however, suggest to us the importance of all meetings starting and ending in prayer, with special intention to remain loyal to the vision and mission of the school; to stay focused on the essentials and let the non-essentials go. Always remember: it is not about power; it is only about responsibility!

It is recommended that the process of replacement be not by election, but rather by appointment and, whenever possible, decisions be made by consensus not by vote. Appointment and consensus avoids the development of factions and power struggles (both on and off the board).

Just as important as the by-laws, a job description* should be written for the Board of Trustees and the duties and responsibilities of the officers* should also be understood in writing.

The duties of the Board of Trustees include:

• the spiritual and academic integrity of the school;
  
• preserving the philosophy and mission of the school;
  
• developing and approving the annual budget;
  
• developing policy in the essential areas of staffing, admissions, curriculum and discipline;
  
• devising long-range strategies and development programs that will meet the educational and financial needs of the school.

Enlist a priest to serve as spiritual and catechetical advisor. Select a Board of Advisors representative of expertise needed to start and operate a school, including religion, education, law, finance, and business. Advisors should be thoughtfully chosen from those who have shown by their position and conduct a strong support for Catholic education and who are totally obedient to the Holy Father.


TIMING:
Although one would want as much time as one could have, it is possible to open for the Fall semester starting plans in the Spring. Be firm in your conviction to proceed. A decision to open should be made. It is possible to “talk yourself to death” and never open.

Set the date for opening!

This decision will force the founders to take the necessary steps to develop its plans and identify the core members of the founding group. Lay out plans with prudence, care and a strong will.

Planning should establish an irreducible minimum. This "minimum" would simply be the decision to open whether it be in a fine building or someone's garage!

Make plans to visit two or three small private schools. Talk to the administrator, teachers, students, and parents. Spend time in the classrooms and observe the programs and operations of the school. All involved with these schools are happy to share information and documents concerning school policies and procedures.


BISHOP'S APPROVAL:
As a lay-operated non-profit 501(c)(3) corporation, established as a private school teaching the Catholic Faith, it is not required to obtain your Bishop’s approval.

That said, it is desirable, however, to establish a right and respectful relationship with your local ordinary. He should be introduced to your school by you and not receive (only) second-hand information about your activity. Rest assured, he will “know” about you from many sources; make the one that matters most – you – personal and straightforward.

Before you approach the Bishop, have yourself established as an entity (tax-exempt status may be pending). Have your mission statement, perhaps brochure and admission documents, prepared to present him. Your approach to the bishop should be as representatives of a private school. You are merely introducing yourselves. First contact may be by letter; request may be made to meet with him personally to inform him of your activity. Insure that the bishop hears from you, that you will do nothing to embarrass him; that you will cooperate with him when and wherever possible; that you will make very clear in all school materials, promotional and in-house, that there is no legal or financial connection or obligation between the school and the diocese. Establish in the bishop’s mind that you are a cooperative and obedient group of lay people, protective of his position and authority.

It is important to note that you must receive the consent of the bishop in your diocese to bear the title Catholic School in accordance with c.803.3. Some schools have sought and received this consent, usually after being in operation for a time and demonstrating to the bishop the integrity of the school’s mission.


TAX-EXEMPT STATUS:
One of the main reasons why a board should be formed early in the planning stages of a school is for application to the state as a non-profit corporation and the IRS as a 501 (c) (3) tax-exempt organization.* This tax-exempt status is important for soliciting tax-deductible donations.


SIZE OF SCHOOL:
Start small! The school should seek to develop a core group of families and students. A core group will be the role models for incoming students and set the example for rules of behavior and correct school procedures.

Too many students at the outset may weaken the system. It is essential that the board retain strength at the beginning. Without this, a strong influence over the student body will be difficult to maintain. In addition, it is challenging for people who have little or no administrative experience to supervise a large number of students and simultaneously handle the other responsibilities associated with the opening and day-to-day operation of a school.


EVENTUAL SIZE OF THE SCHOOL:
Give thought to the eventual size of your school. If the principles of formation are properly implemented, you will have a school that others will want to attend!

Kolbe Academy set a maximum of 90 students. There will be those who want to seek a large school: 150 to 300 students (or more). This is unwieldy and the people soon become slaves to supporting the monolith. "Soon, the tail starts wagging the dog." and the academics go out the window... along with the Faith.


LEGAL REQUIREMENTS:
State and county boards of education regulations can be found online or at your local library. Items for consideration include:

• building permits
  
• health and safety requirements
  
• regulations affecting private schools:
  - number of school days required
  - number of hours that define a school day
  - minimum subjects to be taught
  - certification of teachers
  - accreditation of schools
  - maintenance of student records (immunization; grade, etc)

FINANCES:
First and foremost – Divine Providence. Everyone who takes up this work must seriously believe that Divine Providence will meet all the needs of your endeavor.

In the temporal context – a good-faith donation should be made by all those who come together to for the school. A minimum donation of $250.00 would be considered a “good-faith deposit.” This will allow you to open a checking and savings account and cover some of the initial expenses, such as fees for incorporation and 501 (c)(3) application.

Fundraising – One of the biggest and ongoing challenges the school will face is raising money. Whatever fundraising activities or development strategies are adopted will depend on your unique circumstances. Research what others have done.


FOUR ESSENTIAL CRITERIA:
Four criteria form the foundation of an independent school. The person or group that does not have control of all four criteria, as set forth below, will not have control of the school.

• Selection of Staff
  
• Selection of Curriculum
  
• Admissions Policy
  
• Discipline Policy

STAFF:
The Administrator:
It is a principle responsibility of the Board of Trustees to appoint an administrator in whom it has complete confidence to represent the board in the day-to-day operation of the school.

The administrator’s primary responsibility is to implement the policies and directives established by the board. The board sets policy and the administrator implements it. An administrator must work to achieve the desired purpose or objective of the stated policy, but should have the freedom to use his/her talents and expertise to execute the policy and to make administrative decisions within the policy, program and budget parameters established by the Trustees.

It is essential that a job description be in place for the administrator and all duties and responsibilities be stated and clearly understood.* Verbal understanding is not enough; there should be a statement of responsibility agreed upon and signed prior to appointment.

It is recommended that the first administrator be selected from among the Board of Trustees and, if possible, be one of the founders of the school.

Whatever term is used – administrator, director, principal, headmaster – the person selected must be someone who has the absolute trust and support of the Board of Trustees. The person must share in and be entrusted to reflect the vision and philosophy of the school. No “wimps” allowed in this territory. The person must be of strong character and the epitome of professionalism in dress and demeanor.

Stability will come with consistency of direction and the “one voice” heard from the board and the administration in defining and implementing policies for the successful operation of the school and the inspiration of parents and students.

As long as all involved in the opening and future operation of the school remember that no position in the school - whether it be founder, board member, administrator or teacher - represents power, but only entails responsibility, then duties and egos will remain in proper perspective.

Selection of Staff:

It has been part of the Jesuit tradition to emphasize the art of the teacher. The ideal held up to the Jesuit teacher comprised three qualities: the quality of the apostle, by the very fact of his religious vocation; the quality of the scholar, understanding by that term, one who could command intellectual respect by his mastery of his own branch of learning, and his concern and appreciation for things of the mind in general; the quality of the gentleman, a man, namely, not only free from any affectation or rudeness, but distinguished by courtesy, tact and kindliness.
--Fr. Allan P. Farrell, S.J. The Jesuit Code of Liberal Education

A possible source for staff might be one of the many small Catholic colleges.* In all likelihood you will be starting with someone who has little or no classroom teaching experience or a person who is financially able to teach for a lower salary than their experience would require. In any case the person you are seeking should meet the following standards:

• Practicing Catholic with demonstrated knowledge of the Catholic Faith and ability to teach the Faith at the assigned grade level.
  
• Acceptance and signing of Profession of Faith and Oath of Fidelity to the Pope and Magisterium.* The statement should be part of the teacher's application and contract packet.*
  
• The possession of professional degrees: B.A. or higher or equivalent life or teaching experience.
  

Avoid hasty decisions made while simultaneously looking for staff, preparing to open the school, interviewing good prospects, and feeling pressure from outside sources (parents, benefactors). Remember that the time that is used carefully and intelligently may save a great deal of trouble and sorrow later on.

It is recommended that all schools have an annual public installation and dedication of the school Board of Trustees, administrator and staff to the promotion and teaching of the Catholic Faith with a public recitation of the Profession of Faith and Oath of Fidelity. This dedication may take place at the opening Mass of the school year.


CURRICULUM:
Curriculum is thought of in different ways, such as courses that make up a program or a method of teaching. Others consider curriculum to be a philosophy of instruction.

Limiting your view of curriculum to a sterile context of subjects is useless and even harmful. A curriculum should be seen in relation to the person of the student and what animates that person. The student is endowed with intellect and will. He has spiritual, as well as physical capacities and needs, which is the function of education to actuate and fulfill.

NAPCIS recognizes that in the great tradition of Catholic education there are numerous approaches for effective teaching. The Jesuits, the Dominicans and the Christian Brothers, to name a few, have successfully formed countless students throughout the ages. Each private Catholic and independent school has its own approach to teaching, and each school has its variation of curriculum and method.

See Part II for more information about classical education and primary and high school outlines of curriculum.

ADMISSIONS POLICY:
Of the four essential criteria, the admissions policy is the most essential for the school's preservation of identity. Selection of curriculum, selection of staff, and discipline policies will define and charter the course of the school, but it is student selection and the resulting student population that realizes the school’s mission and purpose.

The entire process of student selection must be abandoned to prayer. How easy it is for us to compromise admissions standards and procedures when money is in short supply! How difficult it is to know and to ask the right and penetrating questions! How important it is to discern fact from fancy, and make the "right" decision!
Recommended "Basic Criteria" for Acceptance:

• The applicant comes from a practicing Catholic family. See note below on the acceptance of non-Catholic students.
  
• For grades five and above, the student can successfully pass an exam that will place the applicant, under normal circumstances, no lower than one grade level below the chronological grade in which the applicant should be.
  
• The family can be interviewed*, and it can be reasonably shown that the family will support the program at your school.
  
• The family is financially capable of paying fees and tuition.
  
• The family can provide report cards and samples of student work for the last two years.

Catholic students are given first priority. The issue of accepting non-Catholic students should be approached with care by the founding group. A school just starting has many responsibilities and challenges. Adding non-Catholic students to the initial student body may be altruistically tempting, but perhaps not wise. It is advised to admit only Catholic students until the school gets on its feet and builds that “core” group mentioned earlier.

Your policy regarding Catholic and non-Catholic applicants should be based on the following principles:

• What you teach and how you teach must be accepted by the applicant and his family.
  
• Once admitted, if the student or parent finds that the curriculum is problematic for them, the student and parent must understand that the curriculum will not be changed for any reason due to their objections or disagreement.
  
• The religious program will apply, in every feature, where permissible by Church Law, to each student. This means that:
  

Catholic students will be required to abide by both the Ten Commandments and the Precepts of the Church.


Non-Catholic students will be required to take all religion classes and to attend all services and say all prayers that are attended and said by Catholic students.


Parents of a non-Catholic student must agree that their child will be taught the Catholic Faith and may, upon this exposure, want to convert to Catholicism.


The student's family must be in a valid marriage. The criteria for determining the validity of the marriage is the Code of Canon Law.

The Lord has given to every man his work. It is his business to do it, and the devil’s business to hinder him if he can. So sure as God has given you work to do, Satan will try to hinder you. He may present other things more promising. He may allure you by worldly prospects. He may assault you with slander, torment you with false accusations, set you to work defending your character, employ pious persons to lie about you, editors to assail you, and excellent men to slander you. You may have Pilate and Herod, Ananias and Caiaphas all combined against you, and Judas standing by you ready to sell you for thirty pieces of silver; and you may wonder why all those things come upon you. Can you not see that the whole thing is brought about through the craft of the devil to draw you away from your work and hinder your obedience to God?

Keep about your work. Do not flinch because the lion roars; do not fool away your time chasing the devil’s rabbits. Do your work. Let liars lie; let sectarians quarrel; let corporations resolve; let editors publish; let the devil do his worst; but see to it that nothing hinders you from fulfilling the work that God has given you.

He has not sent you to make money. He has not commanded you to get rich. He has never bidden you defend your character. He has not set you at work to contradict falsehood which Satan and his servants may start to peddle. If you do these things, you will do nothing else; you will be working for yourself and not for the Lord.

Keep about your work. Let your aim be as steady as a star. Let the world brawl and babble. You may be assaulted, wronged, insulted, slandered, wounded, and rejected; you may be abused by foes, forsaken by friends and despised and rejected by men, but see to it with steadfast determination, with unfaltering zeal, that you pursue the great purpose of your life and object of your being, until at last you can say, “I have finished the work which Thou gavest me to do.”

The Feasibility Packet is available for $30.00. Please make your check payable to NAPC*IS and mail it to 2640 Third Avenue, Sacramento, CA, 95818. Telephone (916) 451-4963.