How public libraries can overcome budget cuts through cultural, educational, and business partnerships
Thomas Badgett asked:
How public libraries can overcome budget cuts through cultural, educational, and business partnerships
By Thomas Badgett
In the current difficult economic times, libraries of all sizes and types face budget cuts, often quite severe. At the same time the need and demand for library services surges. In order to minimize cutbacks libraries need to play to their strengths and promote how much value they offer to anyone who chooses to use them. They need to inform the public that they are available and promote what they offer in the way of services and alternatives to paid entertainment. As the public becomes more aware of libraries and what they offer, they may come to their support and demand more funding from politicians and bureaucrats.
During economic downturns, people cut back on unnecessary spending and seek value on what they do spend funds for. There is no better value than free. Public libraries provide services and materials to users that no competitor can beat because they are usually free. Families seek activities and places they can go to interact, be entertained, and spend quality time together. Libraries provide all this plus educational value, whether it be for self-help, school homework help, free choice learning for lifelong learners, or reference help. Also, libraries can preserve a community’s identity by recording oral histories, housing artifacts, and staging programs informing users of the history and culture of their community as it has evolved. Libraries should play to their strengths as educational and cultural institutions while also promoting their value as free and family friendly social centers.
Ways in which libraries might promote themselves as family-friendly centers include advertising at other family gathering venues such as bowling alleys, movie theaters, ice ream shops, and dining establishments. Libraries could establish booths for self-promotion at special events such as sporting events (soccer and baseball games), festivals (wine, music, crafts), concerts (classical, country, jazz, rock), and baseball card and toy shows. Perhaps the IMLS or ALA would sponsor a NASCAR team? To get the attention of young readers a library could sponsor comic book shows at one of their meeting rooms or have a kiosk/booth at a comic book convention. Cooperation with local booksellers and comic book stores or newsstands would be another way to publicize library services. The library could advertise certain businesses in its lobby and perhaps have signage donated by other businesses (in a manner like sports stadiums are doing). Even bookstores and libraries could refer users to each other in a sense of cooperation since both have a vested interest in the printed word. Libraries could also build relationships with hobby and craft stores and sponsor craft fairs or model kit shows in their community. In addition, the library could build a dialogue with local community members who are craftspeople or model collectors or any other collector. Card games could be sponsored at the library – a cribbage tournament, for example – or a poker tournament (with no gambling). There are innumerable ways for libraries to build relationships and get their message out to the public in addition to the Internet.
Scheduling and management skills on the part of librarians are now more important than ever since less money for staff translates into fewer man-hours for service. Library hours of operation should be based on peak demand times in the library’s community and not traditional banking hours. This is especially critical if the library intends to promote itself as a family or social center. Libraries need to be open when families can use them, not necessarily when it is most convenient for staff to be there. There may be no faster way to render libraries defunct than to cling to traditional banker-style hours Monday through Friday as in the past – unless a library tax is created. Weekends may become a peak demand time in some communities and library staff will have to adapt or face career extinction. In the short-term, at least, certain non-traditional skills (like scheduling in order to meet demand) should gain importance. As libraries continue to evolve additional new skills and a blurring of departments may occur in public libraries. For instance, reference may play a smaller role and customer service skills will be much more in demand. Every library, now more than ever, must focus on what services and materials are needed to provide service to its users.
The IMLS, whose mission is to create strong libraries and museums that connect people to information and ideas, is dedicated to serving a nation of learners. In addition to the NLG program, an International Strategic Partnership Initiative is in place to connect educational and cultural institutions from all over the world. The NLG program fosters collaboration between educational and cultural institutions on various projects, especially digitalization projects, in order for them to reach a broader range of users and make access easier for these users. Collaborations are both short-term and long-term in length, ranging from rotating exhibits between institutions to the multi-state Colorado Digitalization Program. Cultural heritage and educational institutions like libraries, museums, archives, and historical societies are good fits for partnerships through IMLS grants. However, schools and private sector businesses are also potential partners as the cultural/educational network expands.
One major goal of the IMLS is to preserve culture, whether it is local, regional, national, or international in nature. Through digitalization and the spreading of information this goal may be realized. Partnerships between cultural and educational institutions may help to ensure their survival through this severe recession, the longest in post-war history. Not only should partnerships result in more users, they may eliminate duplication of positions and result in streamlining of staff in these institutions, thereby placing them in an advantageous position for growth when the economy recovers. Collaboration projects enable libraries and museums to explore common issues and challenges, build networks for collaboration, share information and best practices, and further develop their institutions.
Museums today are active partners with libraries, archives, historical societies, and others in building digital libraries in order to emphasize their role as educational institutions. Museums have had a long and productive relationship with academic and special libraries and are now collaborating more often with public libraries. Two important considerations for producing digital resources are good cataloging (library strength) and accurate, knowledgeable description according to appropriate standards (museum strength). A broader, more diverse audience may be reached through collaboration and digitalization because the institutions complement each other. Also, the wear and tear on parts of the museum collection may be reduced once digital reproductions are created for Web consumption. Library web-sites should be interactive and participatory, much like many museum web-sites are. This interactive/participatory model lends itself well to free choice learning, which represents half of all learning (after formal schooling and work). In free choice learning the individual is the entry point in the framework of learning. The individual user decides what participation method, learning style, learning venue, and content they wish to engage in.
Library-museum partnerships may also collaborate with educators. In Illinois, the Illinois Library Association (ILA) noticed that school visits to museums and libraries were on the rise once collaboration projects began. Home school educators use museum and library resources also. Ways educators and museum staff can work together is through professional development workshops and training sessions at museums. Also, students can create their own museums in schools. Museums and museum web-sites can be excellent resources for teachers to use for the curriculum. NC ECHO is creating online curriculum resources for K-12 educators in North Carolina.
In addition to educators, government can play a role in library-museum partnerships. The Institute of Museum and Library Services (IMLS) is an agency within the Executive Branch charged with the mission of funding collaboration between cultural institutions like libraries and museums. Libraries were moved out of the Department of Education in the FY 1998 federal budget and placed under the umbrella of the IMLS. According to Diane Frankel, IMLS Director in 1997, museums are starting to understand that they need to serve a more diverse audience – while librarians have always realized that. Frankel describes libraries and museums as being “community anchors” and social places to spend time together, as well as educational institutions. These functions make these entities natural partners and the IMLS intends to facilitate more collaborations and partnerships through grant funding with the National Leadership Grant (NLG) program.
Dilevko criticizes some library-museum collaboration efforts, describing exhibits as “edutainment” since many museum exhibits shown at libraries have nothing to do with the library collection or community. Instead he recommends a library-museum hybrid that can be based on one of two models. The first model is the cabinet of curiosities – where books and objects are co-located to enhance investigation and learning. This model is often found in academic libraries. The second model is the popular collections model in which public libraries use individuals’ popular collections of objects to design exhibits that heighten the interconnections among libraries, information, and user communities.
Originally a phenomenon of private collectors, the cabinet of curiosities displays (or cabinets) of rare and curious pieces –using deaccessioned and stored museum objects – can have a bearing on learning. These artifacts, along with books from the library collection create an interdisciplinary environment to be explored by the user. The popular collections model utilizes objects that are affordable and appealing to the majority of people in order to connect to an audience of users. Corporate sponsorship may play a role in the blurring of the educational and entertainment functions of museums, raising concerns regarding control over the content of displays and exhibits (either at the museum itself or at a library partner). Museums seem to be making a shift from emphasizing “authentic objects” to “authentic experiences” in order to attract more users to the museum experience. This could lead to a problem in that the museum provides services and facilities that don’t relate to the museum’s collection. Libraries may fall into the same trap by hosting museum displays/exhibits that have nothing to do with the library community or collection.
Dilevko and Gottlieb contend that libraries will have a more difficult time asserting their importance to a community if they act and look like so many other places – an obvious swipe at bookstores. They also mention that the digital age has created the notion of re-establishing the museum as a physical space – a place where people would want to gather. Libraries and museums, they add, should avoid the situation where the experience-based concepts used to bring people to the library/museum do not translate into meaningful experiences that meet the scope of their mandates. Libraries must make the distinction between the goal of simply attracting visitors and of attracting library users. Libraries lack rare or impressive artifacts that draw people to them for study. They are partnering with museums often on collaborative digitalization projects for educational use. Also, libraries host traveling museum exhibits – which may erode the importance of the library’s own resources in the community. Many times these exhibits have little to do with the library’s permanent collection. The creation of virtual museum-libraries conflicts with the library’s need to reestablish itself as a physical space and presence in the community. A Catch 22 situation exists whereby the library expands its access electronically and loses physical users. One solution is to develop their own exhibitions that combine museum objects and artifacts with the library’s own collection.
Museums have recently begun to recognize what Dana practiced nearly a century ago – the value of local collectors in connecting to their communities. Some museums have a “collector in residence scheme” and in England, museums sponsor “People’s Shows” – collective displays in a museum environment of a number of private collections that range from pencil erasers to pulp fiction. Popular collections models based on users in a library community could be supplemented with objects from the library collection serving as a form of community outreach. An example would be a model collector proposing an exhibit based on his/her plastic kit collection of World War Two aircraft and the library adding books and magazines about aircraft and World War Two from its own collection and perhaps sponsoring a community plastic model kit-building contest (or show). Both the cabinet of curiosities model and the popular collections model can provide experiences to draw people to an educational institution. The library-museums can maintain control over how the information is presented (without corporate sponsorship). The library-museum hybrid is another method of these two cultural/educational institutions partnering together as places where people gather together.
According to McCook, libraries of the future will follow four main trends. First, they need to provide a sense of place – a third place (not home and not work) – where people gather. This is where being perceived as family-friendly falls and also helps communities retain their character. Second, there will be a convergence of cultural heritage institutions – digitalization is the main manifestation of this trend currently. An example is NC ECHO. Third, libraries follow inclusive service mandates along with a commitment to social justice. This is the struggle to supply equal access to all users. Lastly, libraries must sustain the public sphere – act as a public commons where citizens can meet and voice interests and concerns. In this sense the library can serve as an unofficial, informal town hall and news center, much as commons did in New England towns during colonial times. Combined together these trends support lifelong learning.
If the IMLS is renewed past 2009 library and museum collaborations or partnerships will probably increase due to two factors. One being that the IMLS represents both types of institutions coupled with the harsh reality of reduced funding (both public and private). Those institutions that would normally be an island may be forced to find a partner/partners. In the future one may expect to see multiple partners in collaborations, not just two, because of lack of funding and the publicity and public relations advantages. In addition, corporate sponsorships may be combined with grants and partnerships in a hybrid partnership. However, for this to work to best effect the public sector and the private sector should be co-equal partners. IMLS research shows that working together libraries and museums can increase access to information in their communities and enhance education. Also, they can attract new audiences and expand and complement the reach of their programs. Libraries and museums share common educational goals and the preservation of culture as common bonds. As more collaborations/partnerships have taken place the “rules of engagement” and protocols have been established between the two institutions in order for them to share expertise. Many staff members from the two organizations have developed a dialog due to previous collaboration efforts. The possibility of future regional and state conferences that would unite library and museum decision makers is more likely because of past successful collaborations between these and other cultural institutions. This base of support could be expanded to include educational organizations (schools) and the private sector (businesses), as well as government at the local, state, and national level. Finally, library-museum partnerships could be used in order to promote tourism in certain areas of the nation and therefore, economically benefit their communities.
The fate of libraries and other cultural institutions are in their own hands and may well be decided by how quickly they adapt to ever-changing technology, educational and cultural needs, and public perceptions. Librarians need no longer be passive and hope the powers that fund them will “do the right thing.” They must aggressively promote themselves in new ways and partner with other organizations and businesses that share at least some common goals and that can be mutually beneficial to them. New library skills needed in the twenty-first century include technological aptitude, business-type management skills for scheduling and prioritizing, and shameless self-promotion as well as the ability to broker and negotiate deals/prices (haggling). The ideal Century Twenty-One Librarian might be part techno-geek, part bookworm, part used-car salesman, part entrepreneur, part teacher, and part activist. This combination may be what is needed in order for libraries and librarians to survive into the twenty-second century.
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How public libraries can overcome budget cuts through cultural, educational, and business partnerships
By Thomas Badgett
In the current difficult economic times, libraries of all sizes and types face budget cuts, often quite severe. At the same time the need and demand for library services surges. In order to minimize cutbacks libraries need to play to their strengths and promote how much value they offer to anyone who chooses to use them. They need to inform the public that they are available and promote what they offer in the way of services and alternatives to paid entertainment. As the public becomes more aware of libraries and what they offer, they may come to their support and demand more funding from politicians and bureaucrats.
During economic downturns, people cut back on unnecessary spending and seek value on what they do spend funds for. There is no better value than free. Public libraries provide services and materials to users that no competitor can beat because they are usually free. Families seek activities and places they can go to interact, be entertained, and spend quality time together. Libraries provide all this plus educational value, whether it be for self-help, school homework help, free choice learning for lifelong learners, or reference help. Also, libraries can preserve a community’s identity by recording oral histories, housing artifacts, and staging programs informing users of the history and culture of their community as it has evolved. Libraries should play to their strengths as educational and cultural institutions while also promoting their value as free and family friendly social centers.
Ways in which libraries might promote themselves as family-friendly centers include advertising at other family gathering venues such as bowling alleys, movie theaters, ice ream shops, and dining establishments. Libraries could establish booths for self-promotion at special events such as sporting events (soccer and baseball games), festivals (wine, music, crafts), concerts (classical, country, jazz, rock), and baseball card and toy shows. Perhaps the IMLS or ALA would sponsor a NASCAR team? To get the attention of young readers a library could sponsor comic book shows at one of their meeting rooms or have a kiosk/booth at a comic book convention. Cooperation with local booksellers and comic book stores or newsstands would be another way to publicize library services. The library could advertise certain businesses in its lobby and perhaps have signage donated by other businesses (in a manner like sports stadiums are doing). Even bookstores and libraries could refer users to each other in a sense of cooperation since both have a vested interest in the printed word. Libraries could also build relationships with hobby and craft stores and sponsor craft fairs or model kit shows in their community. In addition, the library could build a dialogue with local community members who are craftspeople or model collectors or any other collector. Card games could be sponsored at the library – a cribbage tournament, for example – or a poker tournament (with no gambling). There are innumerable ways for libraries to build relationships and get their message out to the public in addition to the Internet.
Scheduling and management skills on the part of librarians are now more important than ever since less money for staff translates into fewer man-hours for service. Library hours of operation should be based on peak demand times in the library’s community and not traditional banking hours. This is especially critical if the library intends to promote itself as a family or social center. Libraries need to be open when families can use them, not necessarily when it is most convenient for staff to be there. There may be no faster way to render libraries defunct than to cling to traditional banker-style hours Monday through Friday as in the past – unless a library tax is created. Weekends may become a peak demand time in some communities and library staff will have to adapt or face career extinction. In the short-term, at least, certain non-traditional skills (like scheduling in order to meet demand) should gain importance. As libraries continue to evolve additional new skills and a blurring of departments may occur in public libraries. For instance, reference may play a smaller role and customer service skills will be much more in demand. Every library, now more than ever, must focus on what services and materials are needed to provide service to its users.
The IMLS, whose mission is to create strong libraries and museums that connect people to information and ideas, is dedicated to serving a nation of learners. In addition to the NLG program, an International Strategic Partnership Initiative is in place to connect educational and cultural institutions from all over the world. The NLG program fosters collaboration between educational and cultural institutions on various projects, especially digitalization projects, in order for them to reach a broader range of users and make access easier for these users. Collaborations are both short-term and long-term in length, ranging from rotating exhibits between institutions to the multi-state Colorado Digitalization Program. Cultural heritage and educational institutions like libraries, museums, archives, and historical societies are good fits for partnerships through IMLS grants. However, schools and private sector businesses are also potential partners as the cultural/educational network expands.
One major goal of the IMLS is to preserve culture, whether it is local, regional, national, or international in nature. Through digitalization and the spreading of information this goal may be realized. Partnerships between cultural and educational institutions may help to ensure their survival through this severe recession, the longest in post-war history. Not only should partnerships result in more users, they may eliminate duplication of positions and result in streamlining of staff in these institutions, thereby placing them in an advantageous position for growth when the economy recovers. Collaboration projects enable libraries and museums to explore common issues and challenges, build networks for collaboration, share information and best practices, and further develop their institutions.
Museums today are active partners with libraries, archives, historical societies, and others in building digital libraries in order to emphasize their role as educational institutions. Museums have had a long and productive relationship with academic and special libraries and are now collaborating more often with public libraries. Two important considerations for producing digital resources are good cataloging (library strength) and accurate, knowledgeable description according to appropriate standards (museum strength). A broader, more diverse audience may be reached through collaboration and digitalization because the institutions complement each other. Also, the wear and tear on parts of the museum collection may be reduced once digital reproductions are created for Web consumption. Library web-sites should be interactive and participatory, much like many museum web-sites are. This interactive/participatory model lends itself well to free choice learning, which represents half of all learning (after formal schooling and work). In free choice learning the individual is the entry point in the framework of learning. The individual user decides what participation method, learning style, learning venue, and content they wish to engage in.
Library-museum partnerships may also collaborate with educators. In Illinois, the Illinois Library Association (ILA) noticed that school visits to museums and libraries were on the rise once collaboration projects began. Home school educators use museum and library resources also. Ways educators and museum staff can work together is through professional development workshops and training sessions at museums. Also, students can create their own museums in schools. Museums and museum web-sites can be excellent resources for teachers to use for the curriculum. NC ECHO is creating online curriculum resources for K-12 educators in North Carolina.
In addition to educators, government can play a role in library-museum partnerships. The Institute of Museum and Library Services (IMLS) is an agency within the Executive Branch charged with the mission of funding collaboration between cultural institutions like libraries and museums. Libraries were moved out of the Department of Education in the FY 1998 federal budget and placed under the umbrella of the IMLS. According to Diane Frankel, IMLS Director in 1997, museums are starting to understand that they need to serve a more diverse audience – while librarians have always realized that. Frankel describes libraries and museums as being “community anchors” and social places to spend time together, as well as educational institutions. These functions make these entities natural partners and the IMLS intends to facilitate more collaborations and partnerships through grant funding with the National Leadership Grant (NLG) program.
Dilevko criticizes some library-museum collaboration efforts, describing exhibits as “edutainment” since many museum exhibits shown at libraries have nothing to do with the library collection or community. Instead he recommends a library-museum hybrid that can be based on one of two models. The first model is the cabinet of curiosities – where books and objects are co-located to enhance investigation and learning. This model is often found in academic libraries. The second model is the popular collections model in which public libraries use individuals’ popular collections of objects to design exhibits that heighten the interconnections among libraries, information, and user communities.
Originally a phenomenon of private collectors, the cabinet of curiosities displays (or cabinets) of rare and curious pieces –using deaccessioned and stored museum objects – can have a bearing on learning. These artifacts, along with books from the library collection create an interdisciplinary environment to be explored by the user. The popular collections model utilizes objects that are affordable and appealing to the majority of people in order to connect to an audience of users. Corporate sponsorship may play a role in the blurring of the educational and entertainment functions of museums, raising concerns regarding control over the content of displays and exhibits (either at the museum itself or at a library partner). Museums seem to be making a shift from emphasizing “authentic objects” to “authentic experiences” in order to attract more users to the museum experience. This could lead to a problem in that the museum provides services and facilities that don’t relate to the museum’s collection. Libraries may fall into the same trap by hosting museum displays/exhibits that have nothing to do with the library community or collection.
Dilevko and Gottlieb contend that libraries will have a more difficult time asserting their importance to a community if they act and look like so many other places – an obvious swipe at bookstores. They also mention that the digital age has created the notion of re-establishing the museum as a physical space – a place where people would want to gather. Libraries and museums, they add, should avoid the situation where the experience-based concepts used to bring people to the library/museum do not translate into meaningful experiences that meet the scope of their mandates. Libraries must make the distinction between the goal of simply attracting visitors and of attracting library users. Libraries lack rare or impressive artifacts that draw people to them for study. They are partnering with museums often on collaborative digitalization projects for educational use. Also, libraries host traveling museum exhibits – which may erode the importance of the library’s own resources in the community. Many times these exhibits have little to do with the library’s permanent collection. The creation of virtual museum-libraries conflicts with the library’s need to reestablish itself as a physical space and presence in the community. A Catch 22 situation exists whereby the library expands its access electronically and loses physical users. One solution is to develop their own exhibitions that combine museum objects and artifacts with the library’s own collection.
Museums have recently begun to recognize what Dana practiced nearly a century ago – the value of local collectors in connecting to their communities. Some museums have a “collector in residence scheme” and in England, museums sponsor “People’s Shows” – collective displays in a museum environment of a number of private collections that range from pencil erasers to pulp fiction. Popular collections models based on users in a library community could be supplemented with objects from the library collection serving as a form of community outreach. An example would be a model collector proposing an exhibit based on his/her plastic kit collection of World War Two aircraft and the library adding books and magazines about aircraft and World War Two from its own collection and perhaps sponsoring a community plastic model kit-building contest (or show). Both the cabinet of curiosities model and the popular collections model can provide experiences to draw people to an educational institution. The library-museums can maintain control over how the information is presented (without corporate sponsorship). The library-museum hybrid is another method of these two cultural/educational institutions partnering together as places where people gather together.
According to McCook, libraries of the future will follow four main trends. First, they need to provide a sense of place – a third place (not home and not work) – where people gather. This is where being perceived as family-friendly falls and also helps communities retain their character. Second, there will be a convergence of cultural heritage institutions – digitalization is the main manifestation of this trend currently. An example is NC ECHO. Third, libraries follow inclusive service mandates along with a commitment to social justice. This is the struggle to supply equal access to all users. Lastly, libraries must sustain the public sphere – act as a public commons where citizens can meet and voice interests and concerns. In this sense the library can serve as an unofficial, informal town hall and news center, much as commons did in New England towns during colonial times. Combined together these trends support lifelong learning.
If the IMLS is renewed past 2009 library and museum collaborations or partnerships will probably increase due to two factors. One being that the IMLS represents both types of institutions coupled with the harsh reality of reduced funding (both public and private). Those institutions that would normally be an island may be forced to find a partner/partners. In the future one may expect to see multiple partners in collaborations, not just two, because of lack of funding and the publicity and public relations advantages. In addition, corporate sponsorships may be combined with grants and partnerships in a hybrid partnership. However, for this to work to best effect the public sector and the private sector should be co-equal partners. IMLS research shows that working together libraries and museums can increase access to information in their communities and enhance education. Also, they can attract new audiences and expand and complement the reach of their programs. Libraries and museums share common educational goals and the preservation of culture as common bonds. As more collaborations/partnerships have taken place the “rules of engagement” and protocols have been established between the two institutions in order for them to share expertise. Many staff members from the two organizations have developed a dialog due to previous collaboration efforts. The possibility of future regional and state conferences that would unite library and museum decision makers is more likely because of past successful collaborations between these and other cultural institutions. This base of support could be expanded to include educational organizations (schools) and the private sector (businesses), as well as government at the local, state, and national level. Finally, library-museum partnerships could be used in order to promote tourism in certain areas of the nation and therefore, economically benefit their communities.
The fate of libraries and other cultural institutions are in their own hands and may well be decided by how quickly they adapt to ever-changing technology, educational and cultural needs, and public perceptions. Librarians need no longer be passive and hope the powers that fund them will “do the right thing.” They must aggressively promote themselves in new ways and partner with other organizations and businesses that share at least some common goals and that can be mutually beneficial to them. New library skills needed in the twenty-first century include technological aptitude, business-type management skills for scheduling and prioritizing, and shameless self-promotion as well as the ability to broker and negotiate deals/prices (haggling). The ideal Century Twenty-One Librarian might be part techno-geek, part bookworm, part used-car salesman, part entrepreneur, part teacher, and part activist. This combination may be what is needed in order for libraries and librarians to survive into the twenty-second century.
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Catholic Education: a Framework for Catholic Administrators in Thailand
Nicholas Phiranant Numkanisorn asked:
Reason to exist as Catholic school
The Purpose of a Catholic School is to be a Catholic School. Any institution which bears the name Catholic and participates in this mission must find its own specific mission under its maternal shadow. The Catholic school must be of, with and for the church because her purpose, identity and mission proceed from the Communion of the Church. In words of Congregation for Catholic school, the church clearly indicates that the establishment of catholic school is for the mission of the church. It asserts that “To carry out her saving mission, the Church uses, above all, the means which Jesus Christ has given her. She also uses other means which at different times and in different cultures have proved effective in achieving and, promoting the development of the human person. She establishes her own schools because she considers them as a privileged means of promoting the formation of the whole man, since the school is a centre in which a specific concept of the world, of man, and of history is developed and conveyed”.
The Sacred congregation for Catholic School emphasizes catholic school to present itself catholic and states clearly that for this reason only that catholic school has the right to exist. It states the following:
“While acknowledging this duty of the local Churches, the Sacred Congregation believes that now is the opportune moment to offer its own contribution by re-emphasising clearly the educational value of the Catholic school. It is in this value that the Catholic school’s fundamental reason for existing and the basis of its genuine apostolate is to be found. “
In line with the above, the great Western Bishop Augustine states “Catholic schools are an extension of the Catholic Church, a cell of the Body of Christ”. Since the church has its mission in evangelization, She establishes her own schools because she considers them as a privileged means of promoting the formation of the whole man, since the school is a centre in which a specific concept of the world, of man, and of history is developed and conveyed.
In support of the above view, Deacon Keith Fournier, a Deacon of the Diocese of Richmond, Virginia asserted that “The Catholic School derives its’ very reason for existence, its’ identity, by living in the Heart of the Church. It finds its missionary assignment only when it sees its placement within the Ark of the Church. Thus, like the Church of which she is an extension, the Catholic school shares in the mission of Jesus Christ”.
To conclude the catholic school does not exist for itself. It owns its existence on the mission of the church that is to evangelize. The existence of catholic is therefore is to inform and educate the whole student, who is an integrated human person, in the teaching, “the mind” of the Catholic Church, thus preparing men and women with a profoundly Catholic Vision of life. Catholic school therefore finds its true justification in the mission of the Church. This justification finds its meaning on an educational philosophy in which faith, culture and life are brought into harmony. Through it, the catholic school evangelizes, educates, and contributes to the formation of a healthy and morally sound life-style among its students. Only by doing this will the Catholic school fulfill its vital mission and has the right to pursue its existence.
Catholic school mission
As mentioned above, Catholic school attaches its meaning to mission of the church. The church herself is clear of her mission for She always and seriously reflects on it. In the Catholic school (1977), she states the Church is constantly deepening her awareness of herself and meditating on the mystery of her being and mission. Thus she is ever rediscovering her living relationship with Christ “in order to discover greater light, energy, and joy in fulfilling her mission and determining the best way to ensure that her relationship with humanity is closer and more efficacious” – that humanity of which she is a part and yet so undeniably distinct. Her destiny is to serve humanity until it reaches its fullness in Christ. Evangelisation is, therefore, the mission of the Church; that is she must proclaim the good news of salvation to all, generate new creatures in Christ through Baptism, and train them to live knowingly as children of God.
In light of the above catholic school as part of the church can not do otherwise, but to evangelize, that is it must proclaim the good news of salvation to all, generate new creatures in Christ through Baptism, and train them to live knowingly as children of God.
The church herself realizes that to find Her light and strength she needs to constantly renew Her living relationship with Christ. Moved by the same Spirit, Catholic school must always deepen its awareness and meditates on the mystery of its being and mission so that it is ever rediscovering its living relationship with Christ. As a result Catholic school will be able to discover greater light, energy, and joy in fulfilling its mission and determining the best way to ensure that its educational mission with the young will be more efficacious and more fruitful until it reaches its fullness in Christ.
In the words of the Congregation for Catholic education, the church further shed light to catholic school of its commitment. It asserts:
“The Catholic school is committed thus to the development of the whole man, since in Christ, the Perfect Man, all human values find their fulfillment and unity. Herein lies the specifically Catholic character of the school. Its duty to cultivate human values in their own legitimate right in accordance with its particular mission to serve all men has its origin in the figure of Christ. He is the One Who ennobles man, gives meaning to human life, and is the Model which the Catholic school offers to its pupils.”
The document continues to insist that Catholic school should transition itself from an institution to a community. This community dimension is primarily built on theological concept rather than a sociological category. Catholic school therefore should reflect its mission entrusted to it by the Lord, the Church gradually develops its pastoral instruments so that they may become ever more effective in proclaiming the Gospel and promoting total human formation. The Catholic school is one of these pastoral instruments; its specific pastoral service consists in mediating between faith and culture: being faithful to the newness of the Gospel while at the same time respecting the autonomy and the methods proper to human knowledge.
The document further ascertains that the Catholic school finds its true justification in the mission of the Church; it is based on an educational philosophy in which faith, culture and life are brought into harmony. Through it, the local Church evangelizes, educates, and contributes to the formation of a healthy and morally sound life-style among its members. The Holy Father affirms that “the need for the Catholic school becomes evidently clear when we consider what it contributes to the development of the mission of the People of God, to the dialogue between Church and the human community, to the safeguarding of freedom of conscience …”. Above all, according to the Holy Father, the Catholic school helps in achieving a double objective: “of its nature it guides men and women to human and Christian perfection, and at the same time helps them to become mature in their faith. For those who believe in Christ, these are two facets of a single reality”
Thus the catholic school needs to deepen its understanding on the mission of the church. Realizing the importance of its mission will provide a clear and distinct picture of what catholic school should be like and run itself in such a way that its service will be directed to the right path in enhancing its students in line with the mission of the church.
Examination of Catholic School Mission: A Synthesis of Faith, Culture, and Life
In order to respond to the new challenges faithfully and truthfully, Catholic school needs to examine its distinguishing characteristic of a Catholic school. Moreover the Church also invites Catholic school to reflect whether or not the words of the Council have become a reality. The Church describes it this way: “The Catholic school pursues cultural goals and the natural development of youth to the same degree as any other school. What makes the Catholic school distinctive is its attempt to generate a community climate in the school that is permeated by the Gospel spirit of freedom and love. It tries to guide the adolescents in such a way that personality development goes hand in hand with the development of the “new creature” that each one has become through baptism. It tries to relate all of human culture to the good news of salvation so that the light of faith will illumine everything that the students will gradually come to learn about the world, about life, and about the human person” (the Religious Dimension of Education in Catholic School).
In Declaration on Christian Education, the document asserts that “Christ is the foundation of the whole educational enterprise in a Catholic school. His revelation gives new meaning to life and helps man to direct his thought, action and will according to the Gospel, making the beatitudes his norm of life. The fact that in their own individual ways all members of the school community share this Christian vision, makes the school “Catholic”; principles of the Gospel in this manner become the educational norms since the school then has them as its internal motivation and final goal.” This vision is to form pupils into development of the whole man, in Christ, the Perfect Man. In Him all human values find their fulfilment and unity.
Meaning to say the core of Catholic school mission is on Christ and in Him it finds its manifestation in the principles of the Gospel. Catholic school must therefore be aware of this and devotes itself to cultivate human values in their own legitimate right in accordance with its particular mission to serve all pupils and its origin in the figure of Christ. In so doing only Catholic school can claim its achievement and on these educational norms only catholic school can qualify itself.
In the light of this vision, the Church suggests a means to form Her children in school. She considers culture as a means of communication to do so. She states “the Catholic school has as its aim the critical communication of human culture and the total formation of the individual, it works towards this goal guided by its Christian vision of reality “through which our cultural heritage acquires its special place in the total vocational life of man””
The church further suggests that Catholic school becomes aware of the existing relationship between faith and human culture in them and help them grow beyond this limited human reality. In GAUDIUM ET SPES, it stresses: “Human culture remains human, and must be taught with scientific objectivity. But the lessons of the teacher and the reception of those students who are believers will not divorce faith from this culture. This would be a major spiritual loss. The world of human culture and the world of religion are not like two parallel lines that never meet; points of contact are established within the human person. ……….Everyone should work together, each one developing his or her own subject area with professional competence, but sensitive to those opportunities in which they can help students to see beyond the limited horizon of human reality.”
The church clearly sees where the achievement of Catholic education lies in. She considers the achievement of the aim of catholic school not so much in the method of teaching or the subject matters but in the person of teacher who must be able to integrate culture and faith together. In the same document, it states “To achieve this specific aim of the Catholic school depends not so much on subject matter or methodology as on the people who work there. The extent to which the Christian message is transmitted through education depends to a very great extent on the teachers. The integration of culture and faith is mediated by the other integration of faith and life in the person of the teacher. The nobility of the task to which teachers are called demands that, in imitation of Christ, the only Teacher, they reveal the Christian message not only by word but also by every gesture of their behaviour. This is what makes the difference between a school whose education is permeated by the Christian spirit and one in which religion is only regarded as an academic subject like any other.”
Here too, in the communication of culture, teachers have a special role to play. They are the authors of, and the sharers in, the more lay aspects of culture; their mission, then, is to help the students come to understand, from a lay point of view, the global character that is proper to culture, the synthesis which will join together the lay and the religious aspects of culture, and the personal contribution which those in the lay state can be expected to make to culture.
Moreover the church considers teachers to be in an excellent position to guide pupil to a deepening of his faith and to enrich and enlighten his human knowledge with the data of the faith. The church suggests that teachers need to find occasions in teaching when pupils can be stimulated by insights of faith. They can use academic subjects to form pupils towards the development of a mature Christian and a total commitment to Christ. Furthermore teachers should also be concerned with the educational context when they apply their methods of teaching. In support of this aspect the church states:
“The communication of culture in an educational context involves a methodology, whose principles and techniques are collected together into a consistent pedagogy. A variety of pedagogical theories exist; the choice of the Catholic educator, based on a Christian concept of the human person, should be the practice of a pedagogy which gives special emphasis to direct and personal contact with the students. If the teacher undertakes this contact with the conviction that students are already in possession of fundamentally positive values, the relationship will allow for an openness and a dialogue which will facilitate an understanding of the witness to faith that is revealed through the behaviour of the teacher.”
From this it is clear that Catholic school has to review its entire programme of formation, both its content and the methods used, in the light of that vision of the reality from which it draws its inspiration and on which it depends. It means that all subjects and all activities in a Catholic School should be conducted and taught in consideration with culture of the pupils under the same aim that Christ is the center of their lives and in Him they find fulfillment of their lives. The achievement of this aim is mostly laid upon the endeavour of teachers, their endeavour to interweave faith and culture which has become the heart of individual subjects, makes for unity, articulation and coordination, bringing forth within what is learnt in school a Christian vision of the world, of life, of culture and of history.
Conclusion
The attempt of this paper was to present to catholic Educators in Thailand a framework on which they can base their response to the new challenges such as the crisis of values assumes the forms, often exalted by the media, of subjectivism, moral relativism and nihilism, the extreme pluralism pervading contemporary society leads to behaviour patterns which are at times so opposed to one another as to undermine any idea of community identity, and the rapid structural changes, profound technical innovations and the globalization of the economy affect human life more and more throughout the world (The Catholic School on the Threshold of Third millennium).
To function as an effectively Catholic educational institute, Catholic school can not but realize itself as Catholic. The understanding on Catholic school concept will come as an accident. It needs to be in continual reflection on its mission as part of the church which is to evangelize.
Deepening itself in the true knowledge of its mission catholic school will ultimately crystallize its idea of what Catholic school is like in the light of church’s teaching. As a result, a framework on which new content, new capabilities and new educational models can be drawn to face the new challenges. This framework focuses on the importance of synthesis of Faith culture and Life that means to integrate all the different aspects of human knowledge and growth of the virtues characteristic of the Christian through the subjects taught, in the light of the Gospel.
The achievement of this aim is mostly laid upon the endeavour of teacher, their endeavour to interweave faith and culture which has become the heart of individual subjects, makes for unity, articulation and coordination, bringing forth within what is learnt in school a Christian vision of the world, of life, of culture and of history. Teacher also has to lead the pupil on to a personal integration of faith and life through the relationship that will allow for an openness and a dialogue which will facilitate an understanding of the witness to faith that is revealed through the behaviour of the teacher.”
From this writing the following points are proposed:
1. Catholic schools in Thailand should not be clouded only with the vision of how to respond relevantly to the new challenges but also how to preserve their identity as catholic school.
2. Catholic school should give due importance to the formation of its teachers and also provide them with adequate knowledge and practice.
3. Establishment of Advanced Learning for Catholic Educators should be considered urgent and necessary.
REFERENCES
Congregation for Catholic Education, The Catholic School, 1977.
Congregation for Catholic Education, Lay Catholics in Schools: Witnesses to Faith, 1982.
Congregation for Catholic Education, The Religious Dimension of Education in a Catholic School, 1988. Pope John Paul II, At the Beginning of the Third Millennium, 2001. Pope John Paul II, The Church in America, 1999.
Congregation for Catholic Education, The Catholic School on the Threshold of the Third Millennium, 1997.
education
Reason to exist as Catholic school
The Purpose of a Catholic School is to be a Catholic School. Any institution which bears the name Catholic and participates in this mission must find its own specific mission under its maternal shadow. The Catholic school must be of, with and for the church because her purpose, identity and mission proceed from the Communion of the Church. In words of Congregation for Catholic school, the church clearly indicates that the establishment of catholic school is for the mission of the church. It asserts that “To carry out her saving mission, the Church uses, above all, the means which Jesus Christ has given her. She also uses other means which at different times and in different cultures have proved effective in achieving and, promoting the development of the human person. She establishes her own schools because she considers them as a privileged means of promoting the formation of the whole man, since the school is a centre in which a specific concept of the world, of man, and of history is developed and conveyed”.
The Sacred congregation for Catholic School emphasizes catholic school to present itself catholic and states clearly that for this reason only that catholic school has the right to exist. It states the following:
“While acknowledging this duty of the local Churches, the Sacred Congregation believes that now is the opportune moment to offer its own contribution by re-emphasising clearly the educational value of the Catholic school. It is in this value that the Catholic school’s fundamental reason for existing and the basis of its genuine apostolate is to be found. “
In line with the above, the great Western Bishop Augustine states “Catholic schools are an extension of the Catholic Church, a cell of the Body of Christ”. Since the church has its mission in evangelization, She establishes her own schools because she considers them as a privileged means of promoting the formation of the whole man, since the school is a centre in which a specific concept of the world, of man, and of history is developed and conveyed.
In support of the above view, Deacon Keith Fournier, a Deacon of the Diocese of Richmond, Virginia asserted that “The Catholic School derives its’ very reason for existence, its’ identity, by living in the Heart of the Church. It finds its missionary assignment only when it sees its placement within the Ark of the Church. Thus, like the Church of which she is an extension, the Catholic school shares in the mission of Jesus Christ”.
To conclude the catholic school does not exist for itself. It owns its existence on the mission of the church that is to evangelize. The existence of catholic is therefore is to inform and educate the whole student, who is an integrated human person, in the teaching, “the mind” of the Catholic Church, thus preparing men and women with a profoundly Catholic Vision of life. Catholic school therefore finds its true justification in the mission of the Church. This justification finds its meaning on an educational philosophy in which faith, culture and life are brought into harmony. Through it, the catholic school evangelizes, educates, and contributes to the formation of a healthy and morally sound life-style among its students. Only by doing this will the Catholic school fulfill its vital mission and has the right to pursue its existence.
Catholic school mission
As mentioned above, Catholic school attaches its meaning to mission of the church. The church herself is clear of her mission for She always and seriously reflects on it. In the Catholic school (1977), she states the Church is constantly deepening her awareness of herself and meditating on the mystery of her being and mission. Thus she is ever rediscovering her living relationship with Christ “in order to discover greater light, energy, and joy in fulfilling her mission and determining the best way to ensure that her relationship with humanity is closer and more efficacious” – that humanity of which she is a part and yet so undeniably distinct. Her destiny is to serve humanity until it reaches its fullness in Christ. Evangelisation is, therefore, the mission of the Church; that is she must proclaim the good news of salvation to all, generate new creatures in Christ through Baptism, and train them to live knowingly as children of God.
In light of the above catholic school as part of the church can not do otherwise, but to evangelize, that is it must proclaim the good news of salvation to all, generate new creatures in Christ through Baptism, and train them to live knowingly as children of God.
The church herself realizes that to find Her light and strength she needs to constantly renew Her living relationship with Christ. Moved by the same Spirit, Catholic school must always deepen its awareness and meditates on the mystery of its being and mission so that it is ever rediscovering its living relationship with Christ. As a result Catholic school will be able to discover greater light, energy, and joy in fulfilling its mission and determining the best way to ensure that its educational mission with the young will be more efficacious and more fruitful until it reaches its fullness in Christ.
In the words of the Congregation for Catholic education, the church further shed light to catholic school of its commitment. It asserts:
“The Catholic school is committed thus to the development of the whole man, since in Christ, the Perfect Man, all human values find their fulfillment and unity. Herein lies the specifically Catholic character of the school. Its duty to cultivate human values in their own legitimate right in accordance with its particular mission to serve all men has its origin in the figure of Christ. He is the One Who ennobles man, gives meaning to human life, and is the Model which the Catholic school offers to its pupils.”
The document continues to insist that Catholic school should transition itself from an institution to a community. This community dimension is primarily built on theological concept rather than a sociological category. Catholic school therefore should reflect its mission entrusted to it by the Lord, the Church gradually develops its pastoral instruments so that they may become ever more effective in proclaiming the Gospel and promoting total human formation. The Catholic school is one of these pastoral instruments; its specific pastoral service consists in mediating between faith and culture: being faithful to the newness of the Gospel while at the same time respecting the autonomy and the methods proper to human knowledge.
The document further ascertains that the Catholic school finds its true justification in the mission of the Church; it is based on an educational philosophy in which faith, culture and life are brought into harmony. Through it, the local Church evangelizes, educates, and contributes to the formation of a healthy and morally sound life-style among its members. The Holy Father affirms that “the need for the Catholic school becomes evidently clear when we consider what it contributes to the development of the mission of the People of God, to the dialogue between Church and the human community, to the safeguarding of freedom of conscience …”. Above all, according to the Holy Father, the Catholic school helps in achieving a double objective: “of its nature it guides men and women to human and Christian perfection, and at the same time helps them to become mature in their faith. For those who believe in Christ, these are two facets of a single reality”
Thus the catholic school needs to deepen its understanding on the mission of the church. Realizing the importance of its mission will provide a clear and distinct picture of what catholic school should be like and run itself in such a way that its service will be directed to the right path in enhancing its students in line with the mission of the church.
Examination of Catholic School Mission: A Synthesis of Faith, Culture, and Life
In order to respond to the new challenges faithfully and truthfully, Catholic school needs to examine its distinguishing characteristic of a Catholic school. Moreover the Church also invites Catholic school to reflect whether or not the words of the Council have become a reality. The Church describes it this way: “The Catholic school pursues cultural goals and the natural development of youth to the same degree as any other school. What makes the Catholic school distinctive is its attempt to generate a community climate in the school that is permeated by the Gospel spirit of freedom and love. It tries to guide the adolescents in such a way that personality development goes hand in hand with the development of the “new creature” that each one has become through baptism. It tries to relate all of human culture to the good news of salvation so that the light of faith will illumine everything that the students will gradually come to learn about the world, about life, and about the human person” (the Religious Dimension of Education in Catholic School).
In Declaration on Christian Education, the document asserts that “Christ is the foundation of the whole educational enterprise in a Catholic school. His revelation gives new meaning to life and helps man to direct his thought, action and will according to the Gospel, making the beatitudes his norm of life. The fact that in their own individual ways all members of the school community share this Christian vision, makes the school “Catholic”; principles of the Gospel in this manner become the educational norms since the school then has them as its internal motivation and final goal.” This vision is to form pupils into development of the whole man, in Christ, the Perfect Man. In Him all human values find their fulfilment and unity.
Meaning to say the core of Catholic school mission is on Christ and in Him it finds its manifestation in the principles of the Gospel. Catholic school must therefore be aware of this and devotes itself to cultivate human values in their own legitimate right in accordance with its particular mission to serve all pupils and its origin in the figure of Christ. In so doing only Catholic school can claim its achievement and on these educational norms only catholic school can qualify itself.
In the light of this vision, the Church suggests a means to form Her children in school. She considers culture as a means of communication to do so. She states “the Catholic school has as its aim the critical communication of human culture and the total formation of the individual, it works towards this goal guided by its Christian vision of reality “through which our cultural heritage acquires its special place in the total vocational life of man””
The church further suggests that Catholic school becomes aware of the existing relationship between faith and human culture in them and help them grow beyond this limited human reality. In GAUDIUM ET SPES, it stresses: “Human culture remains human, and must be taught with scientific objectivity. But the lessons of the teacher and the reception of those students who are believers will not divorce faith from this culture. This would be a major spiritual loss. The world of human culture and the world of religion are not like two parallel lines that never meet; points of contact are established within the human person. ……….Everyone should work together, each one developing his or her own subject area with professional competence, but sensitive to those opportunities in which they can help students to see beyond the limited horizon of human reality.”
The church clearly sees where the achievement of Catholic education lies in. She considers the achievement of the aim of catholic school not so much in the method of teaching or the subject matters but in the person of teacher who must be able to integrate culture and faith together. In the same document, it states “To achieve this specific aim of the Catholic school depends not so much on subject matter or methodology as on the people who work there. The extent to which the Christian message is transmitted through education depends to a very great extent on the teachers. The integration of culture and faith is mediated by the other integration of faith and life in the person of the teacher. The nobility of the task to which teachers are called demands that, in imitation of Christ, the only Teacher, they reveal the Christian message not only by word but also by every gesture of their behaviour. This is what makes the difference between a school whose education is permeated by the Christian spirit and one in which religion is only regarded as an academic subject like any other.”
Here too, in the communication of culture, teachers have a special role to play. They are the authors of, and the sharers in, the more lay aspects of culture; their mission, then, is to help the students come to understand, from a lay point of view, the global character that is proper to culture, the synthesis which will join together the lay and the religious aspects of culture, and the personal contribution which those in the lay state can be expected to make to culture.
Moreover the church considers teachers to be in an excellent position to guide pupil to a deepening of his faith and to enrich and enlighten his human knowledge with the data of the faith. The church suggests that teachers need to find occasions in teaching when pupils can be stimulated by insights of faith. They can use academic subjects to form pupils towards the development of a mature Christian and a total commitment to Christ. Furthermore teachers should also be concerned with the educational context when they apply their methods of teaching. In support of this aspect the church states:
“The communication of culture in an educational context involves a methodology, whose principles and techniques are collected together into a consistent pedagogy. A variety of pedagogical theories exist; the choice of the Catholic educator, based on a Christian concept of the human person, should be the practice of a pedagogy which gives special emphasis to direct and personal contact with the students. If the teacher undertakes this contact with the conviction that students are already in possession of fundamentally positive values, the relationship will allow for an openness and a dialogue which will facilitate an understanding of the witness to faith that is revealed through the behaviour of the teacher.”
From this it is clear that Catholic school has to review its entire programme of formation, both its content and the methods used, in the light of that vision of the reality from which it draws its inspiration and on which it depends. It means that all subjects and all activities in a Catholic School should be conducted and taught in consideration with culture of the pupils under the same aim that Christ is the center of their lives and in Him they find fulfillment of their lives. The achievement of this aim is mostly laid upon the endeavour of teachers, their endeavour to interweave faith and culture which has become the heart of individual subjects, makes for unity, articulation and coordination, bringing forth within what is learnt in school a Christian vision of the world, of life, of culture and of history.
Conclusion
The attempt of this paper was to present to catholic Educators in Thailand a framework on which they can base their response to the new challenges such as the crisis of values assumes the forms, often exalted by the media, of subjectivism, moral relativism and nihilism, the extreme pluralism pervading contemporary society leads to behaviour patterns which are at times so opposed to one another as to undermine any idea of community identity, and the rapid structural changes, profound technical innovations and the globalization of the economy affect human life more and more throughout the world (The Catholic School on the Threshold of Third millennium).
To function as an effectively Catholic educational institute, Catholic school can not but realize itself as Catholic. The understanding on Catholic school concept will come as an accident. It needs to be in continual reflection on its mission as part of the church which is to evangelize.
Deepening itself in the true knowledge of its mission catholic school will ultimately crystallize its idea of what Catholic school is like in the light of church’s teaching. As a result, a framework on which new content, new capabilities and new educational models can be drawn to face the new challenges. This framework focuses on the importance of synthesis of Faith culture and Life that means to integrate all the different aspects of human knowledge and growth of the virtues characteristic of the Christian through the subjects taught, in the light of the Gospel.
The achievement of this aim is mostly laid upon the endeavour of teacher, their endeavour to interweave faith and culture which has become the heart of individual subjects, makes for unity, articulation and coordination, bringing forth within what is learnt in school a Christian vision of the world, of life, of culture and of history. Teacher also has to lead the pupil on to a personal integration of faith and life through the relationship that will allow for an openness and a dialogue which will facilitate an understanding of the witness to faith that is revealed through the behaviour of the teacher.”
From this writing the following points are proposed:
1. Catholic schools in Thailand should not be clouded only with the vision of how to respond relevantly to the new challenges but also how to preserve their identity as catholic school.
2. Catholic school should give due importance to the formation of its teachers and also provide them with adequate knowledge and practice.
3. Establishment of Advanced Learning for Catholic Educators should be considered urgent and necessary.
REFERENCES
Congregation for Catholic Education, The Catholic School, 1977.
Congregation for Catholic Education, Lay Catholics in Schools: Witnesses to Faith, 1982.
Congregation for Catholic Education, The Religious Dimension of Education in a Catholic School, 1988. Pope John Paul II, At the Beginning of the Third Millennium, 2001. Pope John Paul II, The Church in America, 1999.
Congregation for Catholic Education, The Catholic School on the Threshold of the Third Millennium, 1997.
education
