St Micahel School 5 Year Plan

7/31/2019 St Micahel School 5 Year Plan

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St. Michael School 5 Year Sustainability Plan

I. Introduction

In a 2005 statement on Catholic education, the United States Conference of Catholic

Bishops re-committed and re-directed their energies to addressing the current signs ofthe times by convening meetings of educational, business and community leaders to

address critical issues impacting the future of Catholic schools. These included ourCatholic identity, marketing, affordability and accessibility, finance, and religious

education and academic quality.

To support and implement the direction of the Bishops in their support of Catholic

education in the future, the Diocese of Columbus developed a five year sustainability

planning model. This model was intended to aid schools in the development of a strategicplan to ensure their continuation and improvement. The planning process offered each

school an opportunity for self-study and discovery, to learn about challenges before they

are realized, and to identify and draw on a schools strengths as needed.

II. Approach

In October 2007 the St. Michael School Advisory Board (SMSAB) board met with arepresentative of the Office of Catholic Schools to learn more about the process and to

begin planning for the creation of a sustainability plan for St. Michael School (SMS). A

steering committee comprising two SMSAB members (one of whom served as chair ofthe sustainability planning process for SMS), the principal and pastor was formed.

The process focused on three primary areas: finance and development; marketing andenrollment; and facilities and capital improvement. Chairs for each of these areas of the

process were identified, and subcommittees were formed. The chairs and members of the

subcommittees were identified by the SMSAB, attempting in large part to encourageparticipation by individuals with knowledge and experience in the subject matter, as well

as key groups within the St. Michael community, i.e., Parish Council, Finance

Committee, Knights of Columbus, etc.

In parallel to this effort, the SMSAB conducted a survey of school parents and collected

other data for use in the planning process.

To assist and provide direction to the planning process, as first step the Steering

Committee developed a Preferred Future statement for SMS. The Preferred Future is

meant to provide direction of the school in a proactive way, based on an understanding ofthe school and environment in which it exists.

The Steering Committee and three Subcommittees relied heavily on the following in the

creation of the Preferred Future statement and subsequent components of theSustainability Plan:


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An analysis of the strengths, weaknesses, opportunities and threats facing theschool

Data generated from survey results Historical enrollment trends An assessment and ranking of the schools facilities Feedback from families who have left the school

Basedon guidance and direction received from the Preferred Future statement and

conclusions drawn from numerous brainstorming and committee sessions and data

collected to support those efforts the planning process yielded a number of long term,strategic goals for the school to consider. These goals, and the steps needed to reach

them, represent a tool kit that can be drawn from to address specific deficiencies, or

opportunities, as the SMSAB, in consultation with the school community, deemsnecessary to ensure the continuation and improvement of SMS. Each goal will need to be

periodically revisited and evaluated in terms of its then-current relevance to the schoolssustainability.

III. Preferred Future for Saint Michael School, 2008 2013

As a result of this five year plan, Saint Michael School will:

In the spirit of the Catholic tradition, ensure the education of the whole child(mind, heart, and soul) in support of the school mission;

Develop and nurture the Catholicity of each student and inspire life-long Catholiclearning;

Provide a Catholic and academic curriculum that is equal, or superior, to the bestschools in Central Ohio;

Ensure that staffing and class size is conducive to the whole child learningenvironment for each student;

Continue to attract, retain and develop the finest faculty and staff in the diocese; Support parents in their role as primary educators through a faith-based

community;

Maintain and promote state-of-the-art technology integrated into all subject areas; Ensure the schools financial and economic stability through stewardship, a

development program, and an integral relationship with the parish;

Ensure that a Catholic education is available and financially accessible to all; Promote energetic stewardship and volunteerism in students, parents and staff;


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Continue to promote the successes of Saint Michael School in the community anddeliver the right message to the right audience;

Foster strong relationships with all parishes; Provide a safe, clean, well-maintained faith-based environment conducive to

learning;

Expand or improve upon facilities to foster the schools mission and studentsneeds; and

Inform others and actively promote the value of a Catholic education.IV. General Findings

Based on the results of parent survey, enrollment data, facilities assessments and theoutcome of several brainstorming sessions, the steering committee made the following

observations:

A St. Michael education is perceived as a good value from a cost perspective,when compared to the cost of other Catholic schools, as well as in terms of the

quality of instruction, the values/morals instilled, etc.

Cost does however present a hurdle to many, and per pupil costs have increaseddramatically over last 6 years. Many costs are beyond the schools control.

Class sizes are perceived as a disadvantage, although the teacher/pupil ratio, whenincluding teacher aids, is on a par with public schools.

School families are generally satisfied with the school. SMS has good namerecognition, strong leadership, and a reputation for quality religious and academic

education.

The general devaluation of faith by society has had an impact on Catholic schoolenrollment.

o Waiting lists at St. Michael, once common, are largely a thing of the past.

SMS is dependent on its feeder parishes to maintain needed enrollment levels.o While St. Peters has more families in its parish than St. Michael, it sends

very few children. St. Peters represents a source of increased enrollment

o St. Joan of Arc represents over 20% of the 2008-09 St. Michael enrollment exposing the school to a drop if St. Joan were to build a school.

o The underlying reason why so many PSR families do not send theirchildren to SMS needs to be understood and addressed.


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Like other schools, SMS is also influenced by larger demographic trends.o Due to an increase in birth rates since 9/11, the school could see an

increase in enrollment in the coming years.

SMS competes with public schools Worthington and Olentangy are highly ratedand well-funded districts.

o In addition to enhancing the school and educational environment, addingair conditioning to the school would help close a perceived gap with

neighboring public schools.

o Lack of support for higher teachers salaries through increased tuition mayimpact our ability to recruit and retain good teachers.

Transportation and traffic can impact enrollmento The planned re-construction of 270/23 interchange could result in some

Lewis Center families choosing St. Marys over SMS

o The addition of new school buildings in Olentangy can negatively impactthe availability of busing available to nearby St. Michael families.

The school building, although dated in many areas, is well maintained. Mostidentified deficiencies are a function of the schools age and space limitations due

to its location and physical characteristics. These include:

o out-dated or non-existent heating, cooling and ventilationo limited electric/phone/computer cable infrastructureo lack of sheltered walkways (largely due to cafeteria in separate building)o insufficient space to meet educational, intervention, athletic, student life,

parking/traffic, storage and future expansion needs.


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V. Sustainability Plan Goals

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A. Marketing

Goal #1: Continue to promote the success of SMS in the community and deliver theright message to the right audiences.

Tactics1. Develop aspirational marketing/brand commitment statement

- Unique nature and points of difference of SMS compared to other schoolsparticularly other Catholic schools

- Personality attributes- Essence- Characteristics

2. Identify and understand target audiences and focus on the most relevant (lowhanging fruit)

- Families at feeder parishes- Families with pre-school children- Home school families- PSR families- Families in Columbus public- The Worthington community in general

3. Develop communication framework/plan from which all communication piecesare developed

4. Identify and develop communication mediums relevant to each target audience- Website.- Public relations- Direct mail- Bulletins- Catholic schools week activities- Festivals- Advertising- Word of mouth

Implementation StepsVia ongoing communications and marketing activities undertaken by SMS:

1. ensure item 1 above considered in the committees activities2. initiate targeted campaigns as deemed appropriate and feasible for item 2 above3. pursue item 3 above to ensure consistency across all of SMS activities4. consider how any of the items in 4 above could be pursued


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Goal #2: Provide a Catholic and academic curriculum that is equal to or superior to

the best schools in Central Ohio.

Tactics1. Create a curriculum that differentiates SMS and promote it2. Promote technology that is available at SMS3. Continue to attract staff to develop and deliver a superior curriculum

Implementation Steps

1. Identify the strengths and unique attributes of the SMS curriculum (versus publicschools or other Catholic schools) and promote those attributes in SMS marketing

materials (without making any direct comparisons). Note the SMS technology

program as one such attribute.

2. Ensure the SMS work environment is the best possible and compensation levelsare as competitive as possible

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B. Staffing/Enrollment

Goal #1: Ensure the education of the whole child, especially developing theCatholicity and inspiring life-long Catholic learning.

Tactics1. Through strong faith formation, students will be able to explain and defend their

faith to others

2. Through volunteerism, students will be able to demonstrate their Catholic beliefsand values.

- Have parents volunteer with their children so that charity becomes real tothe students and not just another subject to study.

- Ensure students are visible while volunteering at feeder parishes.- Take field trips (Special Olympics, Nursing Homes, Vinton County).


1. Continually emphasize the importance of our Catholic faith through all aspects ofstudent life, especially via religious curriculum

2. Encourage school families to ensure student service activities are appropriate andoffer students andparents an opportunity to display Catholic values.


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Goal #2: Provide a Catholic and academic curriculum that is equal to or superior to

the best schools in Central Ohio.

Tactics1. Develop and offer a choice of foreign languages in the junior high grades (6th,

7th, and 8th).- Develop and offer a foreign language survey course in 6th grade.- Develop and offer several foreign languages for the students to choose

from in 7th and 8th grade.

2. Ensure that our students are fully prepared to take algebra in the 8th grade.- Develop and implement a math curriculum that fully supports an 8th grade

algebra offering by combining the 7th and 8th grade course of study.

- Offer several math curriculum paths similar to the public schools.3. Offer some flexibility in our Music/Arts program, (i.e. a general music class and a

Strings/Band program).- Investigate contracting with the public schools to offer more choices in

our Music/Arts curriculum.

- Investigate alternative scheduling options.4. Investigate more options for early childhood education.

- Determine the need to offer a full day kindergarten or to extend thepresent kindergarten day.

- Conduct a full study to determine feasibility of adding pre-kindergartenand pre-school programs.

5. Continue to lead in technology resources and application.- Support the Technology Committees maintenance and replacement plans- Update and maintain the school website as a dynamic reflection of the

schools value, mission and beliefs. The school website should include

school communications (monthly newsletter, calendar, and lunchschedule) as well as class websites updated by teachers which would

include assigned homework and other important class information.

Implementation Steps1. Continue ongoing accreditation efforts2. Form teams comprising school board members, faculty and interested parents to

further explore the feasibility and options for pursuing items 1, 2, 3 and 4 above.

3. Annually review the schools website and content to ensure its effective use.


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Goal #3: To continue to attract, retain and develop the finest faculty and staff.

Tactics

1. Look at endowment opportunities and HSA monies to help teachers pay licensurefees, other teacher fees, supplies, continuous education and offer free tuition.

2. Look at expanding support staff such as full-time aides, and recess monitors sothat teachers can use their valuable time planning and working with students.

3. Conduct a teacher focus group to determine other areas for improvement.Implementation Steps

1. Initiate effort to quantify costs associated with 1 and 2 above, and hold focusgroups and/or conduct survey of teachers to understand how additional fundscould be best leveraged.

2. Rank order activities/items against costs and consider/pursue sources of funding_____________________________________________________________

C. Facilities / Capital Improvement

Goal #1: To ensure the stability of the infrastructure of the school.

Tactics

1. Upgrade the power distribution system, phone and PA system, and ceiling andlighting.

2. Replace boiler and the HVAC system3. Review security and develop a plan for improvement (ie add cameras, etc.)

Implementation Steps1. Understand the required improvements and evaluate the feasibility and costs to

implement


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Goal #2: To expand the school building to meet present and future school/parish

needs.

Tactics1. Begin planning/designing a campus connector which would connect the church

with the school at the present location of St. Anns. It would allow forreallocation of space not just for the school but also for a new adoration chapel,parish offices, and additional meeting space that could be used for both parish and

school personnel. It would eliminate a major safety concern by providing an

enclosed walkway for the students to go to lunch. This

expansion/connector/circulation core has great flexibility as to how large (orsmall) it needs to be. The most attractive aspect of this proposed capital

improvement is the fact that it meets multiple needs:

student/staff circulation at 2-3 levels/floors vertical circulation for school/church for elderly and handicapped added school/parish "programmed space" for a range of identified & yet to be

identified programs (such as preschool or other additional classrooms) a central point of entrance/arrival for the school/parish offices.....enhancingsecurity, efficiency of staff/reception and providing a "front door".

2. If option #1 above is not feasible: Begin planning/designing vertical circulationby installing an elevator, a walkway to Marian Hall for the safety of the students,

and accessibility ramps.


1. Convene a group of interested members of the school community and othershareholders to begin to develop detail around reach option and potential costs

Goal #3: Ensure the continuous maintenance of the school building .

Tactics

1. Address the water problem in the Kindergarten classroom.2. Upgrade the Emergency Exit signs/lights

Implementation Steps1. Work with school/parish maintenance and buildings and grounds to document the

problems and needs, options to address, and associated cost

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D. Finance/Development

Goal #1: To ensure a Catholic education is financially accessible to all by reducing

and/or eliminating tuition

Tactics:1. Ensure the long-term financial stability of the school by increasing enrollment and

decreasing per pupil costs

Explore full-day kindergarten to increase school enrollment, with possibletuition adjustments to meet increased costs

If full-day kindergarten is adopted, explore parish subsidy for kindergartenstudents.

Better understand the financial situation of the current After-K program. Create greater financial transparency to foster stronger relationships with the

schools community

Educate parents on tax deferred options such as Coverdale IRAs.2. Create a long-term development plan

Investigate other money raising strategies such as:o Wichita model (tithe contribution by parishioners to support school and

eliminate tuition for all active parishioners)

o Endowment fund: consider professional assistance for targeting parishdonors, create an annual fund and giving clubs and educate the parish on

planned giving

o Explore grant for reducing costs of initiatives3.

Investigate how fundraisers could reduce tuition, e.g., implement a script programthat would benefit either a tuition assistance program or direct tuition payment, at

the direction of the parishioner.


1. Assemble a team comprising school board members, faculty and interestedparents to further explore feasibility of offering pre-K and pre-school programs as

well as all-day kindergarten

2. Gather information on Coverdale IRAs and other options for reducing out-of-pocket tuition costs

3. Participate in broader parish initiatives focusing on tithing, i.e., Wichita model.


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Goal #2: Ensure the schools financial stability by creating and fostering

relationships/partnerships within and beyond the parish

Tactics1. Continue to promote greater parental stewardship2. Formalize parent stewardship responsibilities, with commitments for fundraising

and the religious education of their children

3. Priests and religious laity to continue to be visible role models4. Create multi-generational program to build relationships and improve learning

opportunities within the parish

Inform, and outreach to, alumni Create alumni community online

5.

Create partnerships with local business

6. Create endowment opportunities for alumni, parents, and parish7. Reach out to feeder parishes8. Tap into parish stewardship database and enlist talent


1. Formalize a program to continually highlight the importance of stewardship andother parish and community support to the school

Goal #3: Assist the parish in fund raising for any needed school improvements

Implementation Steps1. Actively partner with the parish to assist in any fund raising/development

activities that support school improvements and projects

- letters to parents participation- enlist support of other school organizations (HAS, SMSAB, etc)

Documents

St Micahel School 5 Year Plan