GREAT BAY--Charlotte Brookson Academy for the Performance Arts & Management (CBA) has taken steps to strengthen accountability, financial oversight and institutional decision-making through a three-day workshop focused on the strategic governance of lump-sum funding.
Held on August 20, 21 and 27, the workshop brought together members of CBA’s Board of Directors, Management and Human Resources for an in-depth examination of the financial, operational and governance responsibilities associated with the lump-sum funding model.
The training was facilitated by Marcus Nicholas, MSc, MPhil, Education Specialist, Technologist and Researcher. The sessions focused on translating the complexities of lump-sum funding into practical knowledge that can support executive, financial and operational decision-making within the school.
The workshop was initiated by CBA Board Treasurer Josianne Fleming-Artsen, who recognized the importance of developing a stronger collective understanding of the funding model and the impact institutional decisions can have on the Academy’s financial position and long-term sustainability.
“I felt it was important for us to create an opportunity where the Board, Management and Human Resources could develop a shared understanding of the lump-sum funding model and how our decisions affect the institution financially and operationally,” Fleming-Artsen said. “Responsible financial stewardship requires us to understand not only what resources are available, but how every decision we make today can impact the sustainability of CBA tomorrow.”
Over the three days, participants examined how student enrolment influences CBA’s lump-sum allocation and how available funding translates into class formations, curriculum hours, staffing requirements and the overall institutional budget.
A key area of focus was the relationship between curriculum delivery and financial sustainability. Participants examined how the number of classes, subjects offered, required teaching hours and teacher schedules must be aligned with the hours and resources actually funded. Particular attention was given to the difference between actual teaching hours and funded teaching hours, and the financial consequences that can arise when the two are not properly aligned.
With Human Resources represented during the sessions, the discussions also addressed workforce planning and personnel decisions that carry financial implications. These included staffing levels, teacher schedules, additional lessons, leave and professional development.
Participants further examined the importance of protecting allocations intended for essential operational needs, including maintenance, educational materials, repairs, infrastructure and professional development. The workshop also considered the longer-term consequences when funding designated for these areas is redirected to meet other expenses.
Educational materials and textbook costs were also discussed, including the financial impact that changing editions and other commercial practices within the publishing sector can have on schools and families.
Another important area centered on clearly defined roles, responsibilities and decision-making authority within the institution. The sessions emphasized the need to establish who is authorized to make decisions carrying financial consequences, while ensuring appropriate oversight, communication and accountability between the Board, Management, Finance and Human Resources.
For CBA, the workshop went beyond understanding the mechanics of a funding formula. It provided an opportunity for institutional reflection and discussion about how governance, finances, human resources and the delivery of education are connected.
Chair of the CBA Board of Directors Mayling Chun-Derby described the workshop as an eye-opening and impactful experience, saying it reinforced the importance of alignment throughout the institution.
“This workshop was truly an eye-opener and extremely impactful. It allowed us to see the full picture of lump-sum funding and how interconnected our decisions really are. A decision concerning staffing, curriculum hours, additional lessons or the allocation of resources is not an isolated decision; it can have a direct impact on the financial sustainability of the institution and ultimately on the quality of education we provide to our students,” Chun-Derby said.
She added: “What stood out was the importance of alignment and having a shared understanding of our responsibilities. Good governance means asking the right questions, understanding the financial consequences of our decisions and ensuring that the resources entrusted to the school are managed responsibly. We came away from these sessions better informed and with an even stronger appreciation for accountability, transparency and long-term planning.”
CBA views the training as part of an ongoing effort to strengthen its governance structures, institutional capacity and responsible management of resources, while keeping the interests of students and the long-term sustainability of the Academy at the center of its decision-making.
Photo caption:Members of the CBA Board of Directors, Management and Human Resources during the Strategic Governance of Lump-Sum Funding workshop facilitated by Marcus Nicholas, MSc, MPhil, Education Specialist, Technologist and Researcher.
