This worksheet guides students in finding a research paper topic. It includes ideas, resources, and questions.

This document's goal is to help students develop a strong research question. It contains note-taking space for in-class lecture, as well as a research question template to guide students in their writing.

This document will aid students by providing a bibliography template as they write research papers. It can be adapted to reflect different teachers' requirements.

The journaling prompts in this document are related to Benjamin Franklin's Poor Richard proverbs. Students are asked to evaluate proverbs from the collection.

This document contains a reading schedule for Madeleine L'Engle's A Wrinkle in Time. It also provides many journaling prompts for students to chose from as they read the book.

Many of the journaling prompts in this document were taken or adapted from "Teacher's Guide for A Wrinkle in Time," published by Macmillan Children's Publishing Group. This teachers guide is available for free here: Madeleine L'Engle's Wrinkle in Time: Teacher Resources

This documents contains a journal prompt to help students interact with Earnest Hemmingway's The Old Man and the Sea. The prompt focuses on the existentialism found in the book and asks students to compare this philosophy with Christianity.

This document contains discussion questions for chapters 13-14 of The Chosen by Chaim Potok. It also includes a final reading journal prompt so that students can reflect on the book.

This is the first journal prompt for students as they read The Adventures of Huckleberry Finn by Mark Twain.

Recently, a non-profit ministry leader asked me this poignant question: “What are we going to do about our Mennonite boards?” As we developed this question more specifically, we recognized a need to develop our future board members. As a general rule, non-profit organizations, boards, and committees have served our Anabaptist people well. Putting aside all of the committee jokes, it really can be an effective way to bring together diverse ways of thinking into a place of wise governance for organizations. It can also be an effective waste of time if not performed well. For a more in-depth look at board structure and function, Gerald Miller digs deeply into this subject in his presentation at CASBI 2024.

Succession planning should be a regular discussion at both the executive and board-level discussions in our organizations. How are we training our next principal? This should not be a threat to our current principal, but it should be a relief. The principal can then know that when he is ready to step down from his role, there will be another to fill in the gap that is prepared. The current leader will not have to feel guilty for leaving a gap if there is one ready to step into that role. This discussion should also happen at the board level. How are we training our next chairman or secretary? Are we able to develop these skills before there is an opening?       

What is succession planning?

One of the things that makes boards the most unproductive is members of the board who have very limited experience serving on boards. This is not to say that inexperienced members are a problem or that they shouldn’t be placed on a board. It means that boards that bring inexperienced board members without orientation or training are likely going to experience growing pains as the member adapts to the board structure and function.

Succession planning is all about planning for how you will replace the board and the executives in your organization. These discussions should be ongoing even when you have a committed and steady leadership presence. In fact, it may be said that this discussion should happen especially under these circumstances. Succession planning just makes good business sense. We are most successful in business when we are prepared for the challenges before they arrive. This is also true in our schools and non-profits.

Why do we need succession planning?

When we have a planned promotion of an executive in our business, we take time to mentor and develop this individual into the leader who will continue the trajectory of the business in the way that the owner desires. However, far too often, when we need a principal, we hire the person who is willing to say yes and promote them to this position without any development or preparation. We expect them to know what the board expects and to operate the school the way in which it has historically operated. Not only are these expectations unrealistic, but they are also a recipe for disaster.

Succession planning is about intentional leadership of our organizations by preparing leaders before they need to be in the position of executive leadership. This ensures that when there is a leadership opening, we are prepared to fill it and not leave a gap in our organizational plans.

What if they do not share the vision?

Sometimes, ideas such as succession planning or mentoring young leaders look daunting to those who have served for some time, because with new people come new ideas. Culturally, we are conservative people and tend to try to conserve our traditions and values. Bringing on inexperienced members onto our teams requires work to ensure that each person understands the mission and vision of the organization. This is a great opportunity to teach the next generation about the value that the school organization brings to the community that it serves. New people bring new ideas, and sometimes those of us who have served for some time can view new ideas as a threat to the traditions and values of the organization. Sometimes, however, they actually enhance the vision and values of the organization. Bringing on new leaders also requires that the current leaders orient these leaders to the form and function of the teams. Too often, the current members of the team really do not understand their values and methods well enough to teach the next generation. This is a cycle that is important to break for future generations.  The best way to ensure that the mission carries on for generations is to take the time to teach the younger generation how to function on a team and the vision of the organization. Another important need in bringing on younger leaders is to ensure they understand how to make wise decisions.

Some practical suggestions

First, plan ahead. In no situation is planning neglected quite as much as in our schools and our non-profits. We must have people prepared for openings prior to the openings happening. The more prepared we are for the future, the fewer the ripples that impact those that we serve, such as our students. Good planning advances the mission and vision of the organization.

Secondly, teach the next generation important leadership skills that will assist them in working well on a board.  Prior to having a board opening, we should be teaching people about boards and how they function. Should this be incorporated into bible school and high school curricula? How could this be incorporated into our church teaching programs? It is not so important where these skills are taught as it is that these skills are taught. We should be teaching the younger generation what a team looks like and how it should function. They should also be taught about the purpose and function of a board. Understanding the role of the board ensures that they do not misuse their board role for personal gain. This is especially important in church-based school boards.

Thirdly, properly orient board members and executives. Not only is this important for novice members, but it is also important for experienced board members. Even board members who have served on boards for many years need to understand the structure and function of this particular board. It will assist them in knowing the culture of this board. Ideally, the board should have an orientation manual developed for all new board members. This ensures that each member receives the same information regardless of who is providing the orientation. Some other things that should be given to each new board member is the operational handbook (day-to-day teachers handbook), the policy and procedure manual, the curriculum plan, the past 12 months of board agendas and meeting minutes, and the financial information such as the past 12 months of profit and loss information and the most recent budget. If the school board does not have these documents available, they should develop these and have them as part of each board meeting.

Finally, hold regular board and principal retreats. These could be as little as an annual meeting designated to strategy and planning, as opposed to routine governance that is completed at regular board meetings. I would recommend at least a full afternoon of meetings, including eating a meal together. Eating together strengthens the board socially and emotionally, just as a family is strengthened by gathering for dinner each evening.  These retreats are also served well by having a guest speaker come in and teach on a subject that the board identifies as an opportunity within the organization. These speakers can talk about anything from academics, relationships, leadership, or governance.  Another suggestion is to bring in a facilitator to lead strategic planning discussions. Sometimes a facilitator can help a group really dive into their organization in a way that the board and principal cannot see because of their proximity to the organization and the day-to-day challenges.

Conclusion   

Operating a school or non-profit takes an incredible amount of dedication and intentionality. It requires the board and leaders to be prepared at all times for the expected and unexpected day-to-day challenges. The board and leaders also need to have the bandwidth to focus on the future and the trajectory of the organization so that they can anticipate future challenges and opportunities. It takes a lot of time and energy to serve on a board. Board members should not view their commitment as just a two-hour meeting once a month. When board members and organizational leaders understand the mission and vision and their role within that mission and vision, they can serve in a much more effective way. When boards and leaders understand the need to invest in the future of the organization by planning ahead and by training up the future generations of leaders, they strengthen the mission and vision of the organization for years to come. 

Photo by Volodymyr Hryshchenko on Unsplash

This assignment provides guidance to students as they watch a short documentary on the American South's literary renaissance: https://www.learner.org/series/american-passages-a-literary-survey/southern-renaissance/. Students are asked to summarize and interact with the material in the video by answering several questions.

This assignment provides guidance to students as they watch a short documentary: https://www.learner.org/series/american-passages-a-literary-survey/regional-realism/. Students are asked to summarize and interact with the material in the video.

This evaluation sheet is meant to be a companion to Ralph Waldo Emerson's poem "Self-Reliance." Students are asked to compare statements in the poem with Biblical truth.

This PowerPoint introduces students to several early American poets: Anne Bradstreet, Edward Taylor, and Phillis Wheatley.

A worksheet that walks high school literature students through a poetry analysis. The assignment is adapted from Helen Vendler's Poems, Poets, and Poetry: An Introduction and Anthology (2nd ed.).

This multi-speaker session is focused on appreciating:

• Criticism: Ed Bontrager Jr.
• Discipline: Aaron Derstine
• Limitations: Verlin Miller
• Book Reports: Darren Birky, Ben Troyer, Seth Kropf

"Six Minute Talks: Appreciating Criticism, Discipline, Limitations, Book Reports" was presented at Western Fellowship Teachers' Institute 2017.

This multi-speaker session discusses communicating with:

• Words: Jonah Avina

• Actions: Conrad Smucker

• Appearance: Paul Bear

"Communicating with Words, Actions, & Appearance" was presented at Western Fellowship Teachers' Institute 2017.

In this workshop on efficient school board meetings, James Beachy shares research and encourages group input about:

• Agenda
• Atmosphere
• Inclusivity
• Decisions
• When to end

"Board--Redeeming Board Meeting Time" was presented at Western Fellowship Teachers' Institute 2017.

Peter Whitt introduces accommodations and remediation for dyslexia, focusing on the Susan Barton Orton-Gillingham program and why it suits dyslexic learners better than standard phonics. He covers practical supports like oral testing, reading buddies, and adjusted grading, plus dyscalculia, early intervention, and separating disability from behavior.

"Accommodations and Remediations" was presented at Western Fellowship Teachers' Institute 2017.

Aaron Derstine shares personal stories and practical tips to inspire fellow teachers to teach real drawing (not just crafts) in their classrooms, emphasizing creativity, observation, and encouragement. His main points are:

• Why Teach Art?
• Overcome Fear
• Core Method
• Fun Projects
• Pro Tips

"Art Projects" was presented at Western Fellowship Teachers' Institute 2017.

Jonathan Kropf traces the biblical and historical roots of Christian education from Anabaptist origins through Reformation influences and early America, warning against losing vision to state-controlled secular systems. He urges reclaiming church responsibility for schooling, defining clear goals, and safeguarding the heritage for future generations.

"Board--Stewards of the Past" was presented at Western Fellowship Teachers' Institute 2017.