Transcript
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J W Marriott Phuket ResortMai Khao Beach

ThailandSeptember 21-24, 2010

FIRST ANNUAL PACIFIC RIM ROUNDTABLE

NETWORKING

“The Roundtable exists to provide a forum for the exchange of ideas and issues and to develop a network for the encouragement and fellowship of its members.”

Mr. Mickey Bowdon, US ModeratorDr. Janet Nason, Asia Moderator

Name Cellphone Email

CHINESE AMERICAN SCHOOL-Alameda is the flagship program of Chinese American Schools USA, LLC. to support the international students attending Chinese Christian Schools (CCS).

CCS currently has 35 international students from 14 different countries who make up an integral part of the school culture. Understanding the unique academic, personal, emotional, and social issues that face international students, CCS works closely with CAS-Alameda to provide personal support to each student and family to insure their success and growth as a student and as a person.

Vision: Global citizens impacting the world for a better tomorrow

Mission: CAS-Alameda is an international academy of math and science that develops each student’s full potential for academic excellence. We provide a holistic education in a global context to make a positive impact wherever we go.

Philosophy:True education is the search for truth. It is best accomplished through a comprehensive and balanced teaching of knowledge (facts); wisdom (application); and understanding (experience) from a global perspective. Learning brings about personal change in our head (thinking), heart (emotions), and hands (service), and changed lives will bridge the nations and brighten the world for a better tomorrow.

CORPORATE SPONSOR

Pacific Rim Roundtable 201024

Richard Porter, Ed.D.Principal, Chinese American SchoolsAlameda, California, USA

Dr. Porter has been involved in education for 29 years, over 20 years in administration. He over-sees the development of the Chinese American Schools program as well as provide administrative support for the CCS Alameda campus. He was an Adjunct Professor in Educational Leadership,

WASC/ACSI Accreditation team leader, an experienced math and science teacher, and a Roundtable presenter of Oxford University.

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ROUNDTABLE PARTICIPANTS

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ROUNDTABLE DIRECTORY

Dr. Sally CoyukiatJubilee Christian AcademyExecutive Directress1603-1607 E. Rodrigues Sr. Ave1109 Cubao, Quezon City, RPPhone: +632.724.0143 local 101Email: [email protected]: www.jca.edu.phGrade Levels: k-12Enrollment: 1,573

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Dr. Sally CoyukiatJubilee Christian AcademyExecutive Directress1603-1607 E. Rodrigues Sr. Ave1109 Cubao, Quezon City, RPPhone: +632.724.0143 local 101Email: [email protected]: www.jca.edu.phGrade Levels: k-12Enrollment: 1,573

Dr. Sally CoyukiatJubilee Christian AcademyExecutive Directress1603-1607 E. Rodrigues Sr. Ave1109 Cubao, Quezon City, RPPhone: +632.724.0143 local 101Email: [email protected]: www.jca.edu.phGrade Levels: k-12Enrollment: 1,573

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WELCOMENOTES

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Dr. Nason’s letter

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NOTESWELCOME

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Dr. Bowdon’s letter

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SCHEDULENOTES

Tuesday, September 21

Wednesday, September 22

2:00 - 4:00 Registration4:00 - 6:00 Get Acquainted Session6:00 - 7:00 Opening Dinner7:00 - 8:30 Session 1 (Spouses with Nelita)8:30 - 9:15 Prayer Groups

7:15 - 8:00 Breakfast8:00 - 9:30 Session 2

9:30 Van pick up for spouses - Island tour, Lunch in Patong, Spa visit (return afternoon)

9:30 - 10:00 Coffee Break10:00 - 11:45 Session 312:00 - 1:00 Lunch (Van pick up and box lunch for those golfing)1:00 - 6:15 Golf, Swimming, Relaxation6:15 - 7:15 Dinner7:15 - 8:30 Session 48:30 - 9:15 Prayer Groups

PRAYER GROUPS

PRAYER GROUPS

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NOTESSCHEDULE

7:15 - 8:00 Breakfast8:00 - 9:30 Session 9 (Spouses with Nelita)

9:30 - 10:00 Coffee Break10:00 - 11:30 Session 10 (All together)

11:30 Lunch and Departure

7:15 - 8:00 Breakfast8:00 - 9:30 Session 5

8:00 Van pick up for spouses to cruise bay and visit James bond Island in morning

9:30 - 10:00 Coffee Break10:00 - 12:00 Session 612:00 - 1:00 Lunch (Spouses back)1:00 - 2:45 Session 7 (Spouses off)2:45 - 6:15 Recreation6:15 - 7:15 Dinner7:15 - 8:30 Session 8 (Spouses with Nelita)8:30 - 9:15 Prayer Groups

Thursday, September 23

Friday, September 24

PRAYER GROUPS

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DISCUSSIONNOTES

PACIFIC RIM ROUNDTABLE2010 TOPICS AND ISSUES

Responses to the survey of attendees resulted in the following categories: Leadership Training and Development, Institutional Advancement (Funding), Philosophy of Chris-tian School Education, Surviving the Economic Challenges, Technology, Teacher Train-ing and Development and Planning for Christian Education in China. Listed below are the specifics most often mentioned in each category.

LEADERSHIP TRAINING AND DEVELOPMENT

How does leadership impact school quality? How do we build strong supportive relationship with the members of the school board? How does an existing school initially choose a board? What is the administrator’s role in leadership development for future principals, board members, faculty, staff, parents, students and perhaps school owners? How do we work with board members who are 20-30 years old? Do we need to intentionally mentor leaders? How is that accomplished? Are there guidelines for effective leadership transitions? How do we maintain emotional stability and balance between our home and work lives with Our families? How do we teach this to the next generation of leaders?

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DISCUSSIONDISCUSSION

INSTITUTIONAL ADVANCEMENT (FUNDING)

How are schools developing alternative funding sources? How are potential major donors identified and cultivated? What are strategies to retain students from year to year? How do we involve alumni, or school graduates? What are schools doing to express appreciation to donors, volunteers, board

members, employees? How do we build sustainability when the school clientele seems emotionally

detached and only interested in paying tuition?

PHILOSOPHY OF CHRISTIAN SCHOOL EDUCATION

How do we keep Christ at the center of Christian education? How is the church in different countries impacting Christian schools? What is the

level of support by pastors? How do we educate parents regarding the uniqueness or “quiddity” of Christian

schools? How do we assess spiritual formation? How do we “market” Christian schooling to a changing community while

retaining our core values? How do we stand firm in a post-modern culture? How do Christian school faculty members deliver a distinctive and biblical world

view? How do we address wrong biblical thinking that sometimes impacts our schools

and churches? How do we engage students in authentic spiritual formation?

PACIFIC RIM ROUNDTABLE 2010

GOLF TEAMS

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Rules: Captain’s choice best ball Must use each players drive once per nine Team with 3 players rotate 4th shot

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DISCUSSIONPRAYER GROUPS

SURVIVING THE ECONOMIC CHALLENGES

How do we downsize? Dealing with school law, longevity and performance How do we word teacher/staff contracts in light of enrollment uncertainty? How is the economy impacting enrollment and donations? How do we balance a poor economic picture and the need to fund school

improvement? Trimming expenses vs. strengthening school services How do we maintain the integrity of our schools? How do we support each other during these difficult times? How are teacher’s salaries determined and communicated? What fringe benefits

are given to encourage growth and development? What is the impact of having a different salary for international teachers?

What schools are “tithing” a percent of their budget for missions outreach or to sustain a “free Christian school” in a poor community? How does that work?

TECHNOLOGY

How is technology integrated across the curriculum? Value vs. the expense of Distance Learning On line courses as options How should we prepare for the impending reality of virtual and distance

learning? Should we, will we adapt to the changes coming from technology?

PACIFIC RIM ROUNDTABLE 2010PRAYER GROUPS

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DISCUSSION

TEACHER TRAINING AND DEVELOPMENT

Where do we go to get qualified Christian school teachers? What are the 3 greatest needs of our teachers? What are the greatest hindrances to profitable, meaningful teacher development? How do we equip teachers to teach biblically when their world view is so influenced by post modernism? How do we retain good teachers? What are effective methods used to evaluate teachers? How does one confront and deal with a subpar teacher? How do we work with higher education to prepare students to teach Christianly

PLANNING FOR CHRISTIAN EDUCATION IN CHINA

What are the current models for Christian schools or Christian education in China? Working with the government or below the radar screen? What are your churches doing to promote Christian education for children? How can we develop Mandarin resources? How can we work together to visit schools and participate in conferences? Should we invite some Chinese leaders from the small schools to join us next year? What are strategies to establish some priorities? Where can we find and develop Christian Mandarin teachers for our schools?

DISCUSSION

cont...How Great Companies Turn Crisis into Opportunity

those great people, you’re not thinking long term enough. In the long-term research into tumultuous environments that Morten and I are doing, we find that great companies manage for the quarter-century.

If you talk to firefighters about the dangers of firefighting, they say that under duress there’s a tendency to zoom in on the specific square area in front of you. We zoom in - go to the micro. But [some people] have the ability to do the opposite, to get above the fire, zoom out, and look at this with a whole different lens.

At Boeing, after World War II, Boeing lost more than 90% of its revenue. You can’t do much worse than that. But Boeing’s Bill Allen zoomed out. He used it as a chance to say, “We can choose.” He started taking the military technology and systematically applying the know-how to building the 707. He transferred that knowledge to prototyping and invested a large portion of Boeing’s remaining net worth in commercial aircraft. Everyone thought he was crazy. But there was also a certain energy from that, the sense that they were all creating something together. Allen used a 20-year lens and said this would be the time to get into the Jet Age.

How do you distinguish the truly great talent from the rest?

The right people don’t need to be managed. The moment you feel the need to tightly manage someone, you’ve made a hiring mistake.

The right people don’t think they have a job: They have responsibilities. If I’m a climber, my job is not [just] to belay. My responsibility is that if we get in trouble, I don’t let my partner down.

The right people do what they say they will do, which means being really careful about what they say they will do. It’s key in difficult times. In difficult environments our results are our responsibility. People who take credit in good times and blame external forces in bad times do not deserve to lead. End of story.

Given our past prosperity, most executives today have never experienced a crisis like this one. Can they learn to adapt?

One of the big lessons we’ve learned is that turbulence is your friend. If you were disciplined and prepared before the storm came, you should be thankful for those times. Take Southwest Airlines. Think about the turbulence it has already experienced - interest rate chang-es, deregulation of the airline industry, fuel shocks, 9/11 - and still Southwest has learned how to be stronger than others. Southwest was once a startup company with cash-flow problems. Their famous 20-minute turnaround time came about because of cash constraints. They had fewer planes, but they could get them back in the air quicker. They used adversity to invent a discipline that they never lost.

And Southwest is the best-performing stock between 1972 and 2002, which includes 9/11. It has always managed itself in good times as if they were bad times. They had the discipline to grow slowly; 88 cities were clamoring for them to come, and they would open four. If you’re managing for the quarter-century, you only open four so that when the bad times come, you’re ferocious.

Right now, it seems as if people are panicking - or are paralyzed about decisions.

Almost across the board, people are worried. As a rock climber, the one thing you learn is that those who panic, die on the mountain. You don’t just sit on the mountain. You either go up or go down, but don’t just sit and wait to get clobbered. If you go down and sur-vive, you can come back another day. You have to ask the question, What can we do not just to survive but to turn this into a defining point in history?

Look at World War II, with the story of Churchill’s 25 Royal Air Force squadrons. France was losing, and Churchill wanted to fight on, so he asked how many squadrons of Spitfires Britain needed to ensure its survival. The military said 25. So he set them aside. We need to set aside our 25 squadrons today, just as Intel got an equity investment from IBM in the mid-1980s when the semiconductor industry was in crisis. Churchill wasn’t putting aside the 25 squadrons so he could sit still; he was doing it so that he could fight on. His goal was not to survive; it was to prevail.

I don’t care how hard this period is. You have to have the combination of believing that you will prevail, that you will get out of this, but also not be the Pollyanna who ignores the brutal facts. You have to say that we will be in this for a long time and we will turn this into a defining event, a big catalyst to make ourselves a much stronger enterprise. Our characters are being forged in a burning, searing crucible.

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ACSI SERVICES

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DISCUSSIONDISCUSSION

What is working in our Christian Schools?Jim Collins: How Great Companies Turn Crisis into OpportunityIn troubled times a business needs enduring values, the best talent and an ability to ‘zoom out’ and see past the chaos in front of it.By Jennifer Reingold, senior writer, Fortune (CNN.Money.com)

NEW YORK (Fortune) -- As the author of such business classics as “Built to Last” and “Good to Great,” management guru Jim Col-lins has made a career out of understanding why companies succeed. Yet for the past several years he’s been deep at work with partner Morten Hansen on how companies manage to negotiate through turbulent times. It was a prescient choice, deeply relevant to today’s environment, and a likely topic of a future book. Collins recently sat down with Fortune senior writer Jennifer Reingold to share some of what he’s learned to far. Excerpts:

We haven’t seen much of you in a while. What have you been up to?

I’ve been deep in my cave, studying things. We wanted to understand what distinguishes those who prevail when the world goes out of your control. It’s a great human question: it’s not a business question. All of us are walking around with a little thing inside our stomachs that says, “I don’t feel very good in all of this.” That’s more or less the new normal.Our ongoing research is about turbulence. It came out of 9/11 and the dot-com crash, with all these entrepreneurial companies say-ing we’re running out of capital. “Jim, we’re gonna die on the mountain,” they told me. Morten and I said let’s specifically study that and find the companies that were vulnerable and then went on to attain greatness. We’ve studied them from IPO on. And it’s relevant because it turns out that 1952 to 2000 was an aberration. We had a combination of tremendous stability brought on by two monolithic superpowers - danger, yes, but stability, combined with unprecedented prosperity. Very rarely in human history - maybe the Egyptian empire or 200 A.D. in Rome - only a few times you can go back and find those. So my own view is that the possibility of seeing this again in our lifetimes is very, very low. What we’re experiencing now, get used to it! It’s life, and it’s the normal life.

Is it correct to call what is happening right now “unprecedented”?

I started my research 20 years ago, and our approach has always had a couple of key components. One is the contrast approach. Why do some companies do well and others not, when you control for circumstances? The other is history. We have this very arrogant view that we’re the first people to experience change; we’re the first people to experience volatility and uncertainty. But when you look over history there have been other difficult times. However difficult this is, it isn’t likely to be even more difficult than 1932. If you go back and look at “Built to Last” [published in 1994], 15 of the 18 companies in it had lived through the Depression, and all of the 18 are standalone companies today.

So what did they do to get through the tough times?

A couple of things really jump out. No. 1, in times of great duress, tumult, and uncertainty, you have to have moorings. Companies like P&G (PG, Fortune 500), GE (GE, Fortune 500), J&J (JNJ, Fortune 500), and IBM (IBM,Fortune 500) had an incredible fabric of values, of underlying ideals or principles that explained why it was important that they existed. One of the things that was very distinc-tive about P&G, for example, was that they said a customer will always be able to depend on the fact that a product is what we say it is - we will always build our reputation on quality. When they were under pressure to start cutting corners or use cheaper ingredients, they just didn’t do that. What we have found is that what really matters is that you actually have core values - not what they are. The more challenged you are, the more you have to have your values. You need to preserve them consistently over time.

The other thing worth mentioning is that these companies, when they went through the Depression, really understood that it was the caliber of their people that would get them through. If there’s a storm on the mountain, more important than the plan are the people you have with you. When I did my El Capitan climb for my 50th birthday [on Yosemite’s 3,300-foot rock face], my partner was Tommy Caldwell, who happens to be the greatest climber in the world. My hedge against the scariness of this climb was Tommy.

If you go back in history, a few companies used difficult times to bolster their legions of talent. After World War II, all the government labs were shutting down, and engineers were streaming out. Hewlett-Packard was actually going through a layoff. But at the same time, Bill Hewlett and Dave Packard said the greatest opportunity they ever got wasn’t technology; it was the opportunity to hire those engineers.

But in a time of no credit and slowing demand, how does a company afford to bring people in?

[Hewlett-Packard’s] answer was, How can we afford not to do it? You have to make the wherewithal. If you do not find a way to get

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DISCUSSIONDISCUSSION

“Alternative Schooling Strategies and the Religious Lives ofAmerican Adolescents” Jeremy Uecker

Do Christian Schools Make Students More Religious?A new study says they might, but adds that parents and peers have more influence.Tobin Grant

Parents deciding between religious and public schooling face many unknowns. One of the most important factors is how the schools might affect the faith of their children. Yet for all the debates over education, we know little about the effectiveness of Christian education on the spiritual lives of students. Students at religious schools are probably more religious than are public-school students. At issue, however, is why they are more religious. Is it just that they come from more religious families, or does the school itself directly affect the religiosity of teens?

A recent study by Jeremy Uecker, a doctoral candidate in sociology at the University of Texas at Austin, provides a major step forward in answering this question. Uecker uses the National Survey of Youth and Religion (NSYR) — the best survey to date on adolescent religious life — to compare the religious lives of students in different types of schools: Catholic, Protestant (most of which are evangelical), public, home, and secular private schools. The NSYR includes a wide range of questions on the spiritual lives of over 3,200 adolescents, their parents, and their friends. The information on parents is critical because it allows Uecker to tease out the effect of schools while taking into account the religiosity of the family.

There are two major findings that parents — and prognosticators — should consider when evaluating school options.

1. Protestant schools affect theprivate religious practices of students, but have no impact on church-related activities.

Even taking into account the religiosity of parents and friends, as well as a host of other factors, Christian-school students are more likely than public-school students to believe that “religious faith” is important “in shaping how you live your daily life.” They are also more likely to pray and read their Bible on their own when they are alone.

However, there is no difference between Christian and public-school students on church-related activities — attending church, Sunday school, or youth group. This suggests that while being immersed in a religious educational environment leads to greater private religious life, students still value and need their local church activities as much as public-school students do.

2. Parents and peers have more shaping influence on the religious lives of teens than do schools.

At best, schooling has a limited effectiveness on student religiosity. Parents and friends, however, strongly affect each aspect of religious life in the study. Students who have more religious parents and friends are more likely to attend church, Sunday school, and church youth group. They are also more likely to consider religion more important to their lives and to have private devotions (praying and reading the Bible on their own).

The good news for parents is that while the choice of schooling is important, the most effective thing they can do to affect the religious life of their children is to take their own spiritual life seriously and to encourage their children to build friendships with peers who are also faithful Christians.

The study also compared homeschooling and Catholic schooling options. Neither was very different from public schooling. On average, homeschooled students have the same religious life as students in public schools. This finding may be due to the inclusion of nonreligious homes, or because there are relatively few homeschooled students in the study.

As with any study of this kind, it is important to remember that the differences that Uecker finds are average differences. Some students may become more religious in a secular, public educational system. Parents need to consider the unique characteristics of their children and the educational mission of their local Christian schools. This study should help parents as they make their evalu-ations. While there are still many questions that need to be studied, this is a long, first step toward understanding how different educational choices may affect the religious lives of adolescents.

Jeremy Uecker’s article, “Alternative Schooling Strategies and the Religious Lives of American Adolescents,” was published in the December 2008 issue of the Journal for the Scientific Study of Religion.

Tobin Grant is an associate professor of political science at Southern Illinois University — Carbondale. He is coauthor of Expression vs. Equality: The Politics of Cam-paign Finance Reform and dozens of academic articles on politics and religion.

Copyright © 2009 Christianity Today.


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