“Learning in the light of the Gospel”
Strategic Plan
3618 W Indian Trail Rd.
Spokane, WA 99208
Phone: (509) 328-1115
2014
Table of Contents
1. Introduction by School Board Chair ..................................................................3
2. Roster of Committees .......................................................................................4
3. Executive Summary ...........................................................................................5
4. History/Profile of the School .............................................................................7
5. Mission Statement/Vision Statement ............................................................... 11
6. Recommendations/Rationales/Strategies ......................................................... 12
6.1 Enrollment
6.2 Alternate Funding
6.3 Expansion of Academic Programs
6.3.1 Technology
6.3.2 Improvements in PE, Music, Art
6.3.3 Utilization of School and Parish Community
7. Priorities and Budget Projections..................................................................... 18
8. Implementing, Monitoring, and Evaluating the Plan ....................................... 20
9. Appendices ....................................................................................................... 21
Appendix A. Marketing Plan
Appendix B. Enrollment Data
Appendix C. Cost Over Time
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Introduction
Thank you for your interest in Assumptions Parish School’s strategic plan. The
School Advisory Council, faculty, parents, principal, and pastor have all worked
diligently to ensure we are on the right path to keep the school viable for years to
come. This process started in 2012 with a self study and will continue through
2018 and beyond. As we meet each goal, the SAC will formulate another plan
that will lead us even further into the future.
Using the information gathered from our self study, the SAC identified three areas
of focus for this document. They are:



Increasing enrollment
Fund raising
Improvement and expansion of academic programs
Each of the areas above is critical to long-term success of the school. Currently,
the parish provides us with a large subsidy which has kept the school running, but
we need to increase enrollment and fund raising to the point where the school is
fiscally responsible. Improving and expanding our academic programs will
recruit more families, thus increasing enrollment, funds, etc. As you can see,
these three areas are integrally related.
Completing each of the tasks is going to take a lot of hard work and many man
hours. Together with the parish, this school has a strong community dedicated to
seeing our children grow to be children of God. This strength will help lead us to
success throughout this process. It is at this point where I am asking for your
help. There are so many ways you can get involved. Believe me when I say no
task to too small. Here are just a few things you can do:

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Recruit new families
o The last few years have proven that our best marketing is our
current families. Talk about the school with friends, family,
and other parishioners every chance you get.
Work on a committee
Donate your time
Donate your talents
Share your ideas
Thank you for your time. I look forward to working closely with each and every
one of you in the future
Christopher Greiner
SAC Chair 2013-2014
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Strategic Planning Committee
Reverend Matthew Larsen
Pastor
JD, JCL
John Cervelli
V.P. Sales
BA, BS Business
Carmen Himenes
Principal
Doctor of Education
TJ Romano
Teacher
Masters in Educational Leadership, BA
Education
Christopher Greiner
Pharmacist
Doctor of Pharmacy
Ronald Niederstadt
Public Safety (Police Officer USAF)
Some College
Cheryl Gould
Special Ed. Teacher
BA Education, MAEd Technology
Education
Matt Ries
Attorney
Law School
Ray Picicci
School Administrator
BS Zoology, BS Biology, Masters in
Teaching
Teresa Dugger
Civil Engineer
BS-Civil Engineering, MS-Civil
Engineering
Vic Plese
R.E. Broker
Some College
Colin Kelly, CFA
Portfolio Manager
BA Finance and Marketing
Subcommittees Members
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Executive Summary
Assumption Parish School embarked on a strategic planning process as a response
within the Diocesan strategic plan for all Catholic Schools in October, 2014.
Assumption School had just completed the self-study for the accreditation process
through the Western Catholic Education Association for review in February 2014.
Using the data collected for that self- study which included the surveys of all the
stakeholders, enrollment figures, curriculum reviews, and other student activities
and parent involvement factors, the School Advisory Council began the process of
drafting the school’s strategic plan.
Previously to a written strategic plan, the School Advisory Council (SAC) had
determined goals based on the critical needs of the school. The two most critical
needs were tracking the recruitment and retention of students to gain enrollment
and the need to address the financial issues of the school that included a growing
deficit. The last few years have been devoted to those causes and the entire
school community worked together to achieve some gains in each area.
After reviewing the school self-study, the SAC found that the school has the
following strengths:
1. Community of active parents and faculty truly committed to Catholic
Education, Catholic values, and faith formation.
2. Academic excellence taught by a highly qualified staff
3. A strong Parish committed to the development and viability of the school.
The SAC unanimously agreed to the following critical areas needing
improvement:
1. Limited enrollment
2. Ability to raise funds.
3. Need for facility improvements and expansion of programs.
Having identified the key strengths and critical areas of improvement, the School
Advisory Council (SAC) spent several meetings, reviewing data that would
indicate the necessary actions that would address the critical areas. The SAC then
created goals and strategies that targeted the specific areas of improvement.
The three areas have been developed with concrete objectives that would realize
the positive outcome for the school. In many cases, the timeline for its initial
development was between three to five years.
Enrollment has a targeted goal of 7 new students every year for the next five years
in the K- 8 program. In order to accomplish the goal, a multiple phase marketing
plan is developed to help Assumption School reach its targeted goal.
The ability to provide alternative funding for the school income is a need to keep
the costs affordable so families can choose a Catholic education. Tuition is only
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one source of funding that cannot meet the actual costs per student. Parents
commit themselves to major fundraising projects throughout the year to make up
the difference between the tuition charged and the actual costs per student. The
parish continues to subsidize the school as its educational mission, but needs the
school to be more financially viable in the future. The SAC is committed to
building an active alumni association that would provide for additional funding
and a connection with Assumption School that would help with enrollment
increases. There is also a plan to hire a Development Director for the school as
funds become available. The Development Director would be responsible for the
recruitment of new students, the alumni organization, and the application for grant
funding of projects within the school.
The final critical area of need is about expanding the academic program. This
includes targeting volunteers who might provide special expertise in learning
goals. It also includes hiring additional staff to enhance programs for the future in
technology and the arts.
The Assumption School community is dedicated to achieve success in all areas.
With strong community support, the expertise of a committed faculty and
administration, and the expertise and dedication of the School Advisory Council,
Assumption School will achieve the goals of the Strategic Plan or alter them as
necessary in providing for the future of the school.
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History/Profile of the School
Assumption Catholic School opened in 1959 by the Dominican Sisters of Kettle
Falls, Washington. The charism of the Dominicans is based on the Third order of
St. Dominic. This order’s charism is based on four pillars: prayer; study;
community; and apostolate. In the school, this charism is lived out in three ways:
to praise; to bless; and to teach. The building of an active faith community is a
critical element for the entire school and parents comment on the value of it for
their families. The faculty and staff see this ministry as a definite vocation and
live out the mission of the school in their lives daily.
In 1959, the school opened with grades one through five. By 1962, the school
offered eight grades and kindergarten was added in 1980. Assumption’s preschool was opened in 1988. The pre-school program began with a four-year-old
program and then included a three-year-old program as well two years later. In
the fall of 1993, an all-day kindergarten program was implemented. Presently,
there are two programs within the pre-school: a full day four-year-old program
and a three-year-old program.
Assumption School has 185 students enrolled in the pre-school through grade
eight program. Of these students, the kindergarten to grade 8 represent 90
families with 136 students enrolled in the elementary program. Of those families,
84% are Catholic, 86% are Caucasian, 8% Hispanic, and 3% Asian.
A
significant change in the demographics of the school is the number of single
parent families. Currently, Assumption School has ten single parent families,
representing 11% of the total family population and 10% of the student body.
This change alone has dramatically affected the financial impact for families in
meeting rising tuition costs. In reviewing registration records, most parents work
outside the home. Parent occupations vary widely with the majority of parents
having completed some form of higher education, including college and/or trade
school.
Forty seven percent of the families are on Fair Share tuition rates. As reported on
the Fair Share guidelines, 8.8% report incomes below $20,000, 13.3% earn
between $20,000 and $39,999, 27.7% earn between $40,000 and $59,999, 25.8%
earn between $60,000 and $75,000, 24.4% earn over $75,000 annually. Forty six
percent of the families pay full tuition. Eight percent of the families pay the per
pupil cost. The changing demographics at Assumption School are evident when
comparing these statistics with the self-study profile done in 2008. At that time,
the school had the same amount of families paying full tuition rates but the
percentages in the income categories were different.
Family
2008
12.7%
Income
15.3%
rates
Family
2012
8.8%
Earning Categories
Below 20,000
Between 20,000
39,999
and
income
rates
13.3%
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16%
20%
45%
Between 40,000
59,999
Between 60,000
75,000
Over 75,000
and
and
27.7%
25.8%
24.4%
The middle class category has increased on the lower end by 11% and the upper
level income has decreased by 20.6%. This data confirms that the demographics
of the school are changing and families have a more difficult time meeting the
costs of increasing tuition. This trend matches the demographic data using
Spokane community indicators. During the period 1990 to 2010, the median
household income increased by 67% from $29,943 to $50,046. In 2011, the
annual unemployment rate for Spokane County as a whole stood at 9.4%, much
higher than the 1990 rate of 5.4%. This demographic explains the increased need
for the Fair Share tuition program. In 2011, 14.9% of Spokane County residents
were living below the Federal Poverty Level. This represents an 11% increase
from the year 2000.
Assumption Catholic School has a highly qualified and dedicated teaching staff.
All members of the staff are Caucasian. There are nine teachers in grades K-8,
comprised of eight women and one man. The preschool staff has two main
teachers and three aides. Four teachers and the principal hold advanced degrees.
All teachers hold some level, or are in the process of gaining a level of
catechetical certification. Eight out of the nine teachers in the K-8 program have
taught at Assumption School for ten or more years. Parents were overwhelmingly
positive about the teachers and staff. Teachers and staff were viewed as easily
accessible and approachable regarding all matters related to student progress and
the building of the school faith community. Some of the quotes from the survey
validate their positive feelings: “The teachers and staff are superb. I never have
any problems that I can’t address with any of them.” “I have had nothing but
positive interactions with all staff members. My children love going to school
every day.”
Enrollment has been an issue for Assumption School. In reviewing the data
contained in Appendix B-1, the school experienced a significant drop in 2007 and
suffered losses for the next three years. The last three years, the school retained
the same number of students but growth in this area is needed. There is a
significant drop in enrollment yearly after kindergarten. A reason for this is that
Assumption School is one of the few schools that offer an all-day kindergarten
program. Once parents have children complete this program, many choose to
move them into public schools. As the classes lose numbers in grade one, there is
difficulty in recruiting numbers for the school in the progressing grades. In the
last three years, there has been a planned and directed recruitment and retention
committee to encourage and connect with newer families to promote retention of
students. Demographic data from Spokane community indicators state that in
2011, the largest age group was in the 35-64 age category, with 39% of the
population. The share of this group has increased from 29% in 1980. The second
largest share difference is the youth (0-17 years old) at 23%, dropping from 28%
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in 1980. These indicators validate the existence of an older population with
decreasing school-aged children.
Graduates of Assumption School do very well in high school and beyond. Of the
23% families who have had children graduate from the school, most indicate that
their children were well-prepared for high school. One parent stated, “They are
well-prepared academically and adjust well to the fast pace of high school.”
Assumption School has a 100% acceptance level of students choosing to go to
Gonzaga Preparatory School, the only Catholic high school in the area. In the
Spring of 2013, two graduates of Assumption received the Ignatian Award from
Gonzaga Preparatory School. This award recognized two Assumption students as
one of the top nine enrollees who have a love of scholarly pursuits, an
appreciation for academic excellence and a concern for others. Of those who
graduate from G-Prep, many of them are accepted into colleges of their choice.
Academic excellence is one of the strengths at Assumption Catholic School. A
variety of assessment methods are utilized to measure student learning.
Standardized national tests, the Iowa Test of Basic Skills and Cognitive Aptitude
Test, are given yearly in grades three through seven. In 2010, the average
composite score of all students in all classes was in the seventy-three percentile
range. In 2011, the average composite score of all students in all classes was in
the seventy-two percentile. In 2012, the average composite score of all students
in all classes was in the seventy-eighth percentile range. Most students
consistently score above the national averages in language, mathematics, social
studies, and science. Students receive regular reports throughout the quarter.
Assessments are sent home for parent signatures and teachers are available for
tutoring students as needed. Mid- term reports are given in grades four through
eight. Report cards are sent home quarterly to all parents in all grades.
Additionally, on-line grading is available for parent and student review.
Parent/teacher conferences are held semi-annually, but teachers are accessible
upon parent request throughout the year to discuss student progress. Other forms
of assessment include, but are not limited to projects and portfolios. Dibels, an
assessment in oral fluency, is administered in grades kindergarten through five.
Simple Solutions Math increases math retention, student confidence and test
scores.
Parent surveys taken in 2012, revealed an overwhelmingly positive image of
Assumption School. 78% of the families returned the completed survey. The
results of this survey are reflected in this strategic plan. The parents cited the top
three reasons for sending their children to Assumption: 1) Catholic Values; 2)
Academic Excellence; 3) Catholic Faith Formation. Parents commented that the
strengths of the school were:



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
A sense of community
Caring teachers
A loving, caring, nurturing and safe environment
Small class sizes: low teacher-to-student ratio
Religious values and parental involvement
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
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Common values and expectations between school and families
Challenging program for advanced learners
Discipline and accountability
Outstanding academic program
Family atmosphere
Connection to the parish community
Always striving to be better.
The improvements parents cited were:

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Hiring of specialists in the areas of music, PE, art
Foreign language instruction
Better integration of technology in the classroom
Increased service activities that expose students to the poor and
vulnerable
Increased enrollment for financial viability
More hands on learning, especially in Science
Remodeling of facilities
In the area of curriculum and instruction 96% of the parents rated the religion
program as highly effective or effective. 90% of the parents rated most other
subjects as highly effective, or effective. Science was the only subject that
revealed varied results. 74% of the parents rated science as highly effective or
effective. 19% rated it as somewhat effective. 90% of the parents agreed that the
academic demands of the school were about right.
The school profile is reviewed and revised yearly in the reports made to other
diocesan, public, and national entities and for the planning and development of
national, diocesan and local trends. The School Advisory Council reviews the
profile to study trends and provide for adjustments in planning to maintain high
achievement of all students.
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Mission Statement
Assumption Parish School is an educational ministry established by Assumption
of the Blessed Virgin Mary Parish for the education and formation of its children
from preschool through eighth grade in the vision and faith tradition of the Roman
Catholic Church.
Presuming an active faith is practiced in both the home and the parish community,
this ministry is provided for Catholic and other Christian families who strive for
excellence in personal responsibility for self and society in light of the Gospel of
Jesus Christ.
Vision Statement
Assumption Catholic School educates its students to excel academically, and to
grow spiritually in a faith community rooted in the Catholic Church and under the
guidance of the Bishop of Spokane. Assumption Catholic School educates its
students to foster the development of a personal and loving relationship with God,
to value themselves and others, and to learn to serve the needs of others in the
community in the following ways:



Will assure its viability through its students, parents, and faculty living as
witnesses to the Gospel, and expanding their presence in the local
community.
Collaborate with parents, students, faculty, and the broader Assumption
Parish faith community, Assumption Catholic School provides new
educational opportunities to enhance its instructional and spiritual
formation programs.
Work with the Parish Community to enhance an environment that nurtures
strong partnerships with parents in the faith formation of their children in
the pursuit of academic excellence.
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Recommendations, Rationales, and Strategies
Goal 1:
Increase K-8 enrollment by 7 students per year to a minimum of 180 in 5
years.
Rationale:
Currently at 64% of the total capacity of 225 students in K-8.
Graduating smaller classes and maintain adequate enrollment in younger grades.
Preschool enrollment is thriving and promotes a viable future.
What is to be done?
Growing from preschool up, retention of current student population.
Increase marketing efforts.
Who will be involved?
Parents will be encouraged to recruit via word of mouth
Marketing Committee
Who will be responsible?
SAC and principal
What are the needed resources?
People
Time
Marketing materials (see appendix A)
What budget is needed?
$5,000 per year
How will it be evaluated? How will we know we are successful?
Increased enrollment between 3% and 5%
If we can increase enrollment by at least 7 students per year, we will know we are
successful.
When will it be accomplished?
5 years
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Recommendations, Rationales, and Strategies
Goal 2:
Increase alternative funding to maintain a balanced budget and enhance the
educational programs.
Rationale:
Enhance education while keeping tuition affordable.
Keep it affordable within the average family income ($52,000 to $55,000)
What is to be done?
Assess potential alternative sources- alumni, grants, impactful fundraising.
Who will be involved?
Principal, SAC and adhoc committees
Who will be responsible?
Principal and SAC
What are the needed resources?
Volunteers to organize alumni data to make contacts and plan events
Volunteer/committee to develop grants
Consider development director on commission
Form a volunteer committee to evaluate fundraising efforts
Committee driven board: committee on advancement and development (board
identifies potential donors)
Expansion of board membership to include broader membership beyond parent
community
What budget is needed?
$10-15,000 for development director or share this filled position with another
Catholic School in the area.
How will it be evaluated? How will we know we are successful?
Met budgeted and fundraising goals
When will it be accomplished?
Alumni: Year 1-data entry Year 2- contact/events newsletter Year 3- raise money
Grants: Year 1- 1 person Year 2- form committee Year 3- move toward
development director
Impactful Fundraising: Year 1- SAC review Year 2 timeline for events Year 3
turn to development director
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Recommendations, Rationales, and Strategies
Goal 3:
Expansion of the Academic Program
Strategy 1:
The integration of technology across the curriculum
Rationale:
A 21st century curriculum requires adequate use and exposure to technology. The
use of technology enhances instruction and aids student learning. The use of
technology allows students to display their understanding of concepts and give
them many creative ways of doing research on specific topics. The frequent use
of technology in education helps students to advance the skills and practices they
need to develop to be successful in life.
What is to be done?
Faculty will create a curriculum for technology integration: defining a philosophy
and integration at all levels. The faculty will decide on the choice of equipment
necessary and the approach to be used in each classroom. Professional
development will be planned to support the integration of technology at all levels.
Who will be involved?
Principal, teachers, School Advisory Council
Who will be responsible?
Principal/teachers
What are the needed resources?
Funds to purchase needed equipment
Time for planning
Faculty meetings
Professional Development workshops
What budget is needed?
To equip classrooms fully, the estimated costs are $1500 per classroom. There
are 10 classrooms that need the equipment package. There are 10 teachers and an
administrator that will need money to support professional development.
How will it be evaluated? How will we know we are successful?
There will be an evaluation of teachers with the principal on their use of
technology in the first year. The discussion will focus on what they have done/
what was successful/ what needs more support to provide effective practices.
We will know we are successful when students gain from the experience in the
classroom and innovate themselves on ways to improve their learning.
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Recommendations, Rationales, and Strategies
When will it be accomplished?
The first phase of the purchase of equipment will take place this summer based on
grants written and money raised at the School Auction in April. The numbers of
rooms to be equipped will be determined by the amount of money raised for this
cause.
The second phase will be working toward the integration of technology in
teaching and practice by teachers.
The third phase will be the use of computer devices in the classroom for learning.
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Recommendations, Rationales, and Strategies
Goal 3:
Expansion of academic program
Strategy 2:
The continual improvement of all academic programs and the enhancement
of technology, music, art, and P.E.
Rationale:
The school curriculum changes due to many factors affecting student learning.
Each year the faculty reviews data to provide for the best instructional practices to
improve student learning. The faculty and administration work together to design
an academic program that allows students to excel and meet their highest potential.
What is to be done?
Each year the administration and the faculty will select an area of instruction for
study. The academic area will be reviewed using testing data, recent research in
the subject area, standards and best teaching practices. Recommendations will be
made to improve the academic program and its positive effects for all students.
Who will be involved?
Administration, Faculty, School Advisory Council, parents and students
Who will be responsible?
Principal and Teachers
What are the needed resources?
Coordination with the Diocesan Curriculum Leader
Title II funds to help teachers in their professional development in each subject
area
Financial resources to support the hiring of personnel to fill in the specialized
gaps of technology, music, art, and physical education.
What budget is needed?
Hiring of specialized personnel in specific areas ($30,000 plus benefits).
Curriculum updates for textbooks in each academic area ($12,000 yearly).
How will it be evaluated? How will we know we are successful?
As data is evaluated each year from the standardized test scores, the teachers and
administrators will be able to identify the positive changes made in the use of the
new resources developed.
When will it be accomplished?
At the end of each school year a plan will be adopted to build the academic
program with the financial resources in place to accomplish it.
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Recommendations, Rationales, and Strategies
Goal 3:
Expansion of academic program
Strategy 3:
Identify and utilize specialized skill sets within the school and parish
community. Explore having them introduce real-world concepts in the
classroom to engage students and faculty.
Rationale:
Bring parish community into the school to stimulate student’s interest in math,
science, arts and technology.
What is to be done?
Identify / Create a database of specialized talents of school and parish members
which can be drawn on by the teachers to enhance curriculum.
Who will be involved?
School and parish members.
Who will be responsible?
Volunteer coordinator
Development director
Principal
What are the needed resources?
-A directory of school and parish members with specialty skillset.
What budget is needed?
0
How will it be evaluated? How will we know we are successful?
Evaluated by teachers whether outside community supported or created additional
excitement in curriculum.
When will it be accomplished?
Establish directory in 2017. Launch program in 2018.
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Priorities and Budget Projections
The goals and initiatives within each action plan in the preceding document are ordered
according to the implementation priorities and timeline. The charts below provide a
simple view of the initiatives with associated cost estimates, grouped by a particular
school year.
The three main initiatives are related to enrollment management, expanding alternate
funding sources and the expansion and strengthening of the academic program. It is clear
to the committee that strengthening academic programs and effectively marketing them
will be clear priorities worthy of investment. Strengthening these areas will lead to
increased enrollment, thereby strengthening the school viability, securing the future of
Assumption Catholic School.
Academic Year 2014-2015
Item
Action
Enrollment
Core Messaging
Management
Alternate Funding
Expansion of
Program
Needs
Create document
Build Ambassadors
Volunteer
Grant Writing
Alumni Event
Alumni
Alumni Appeal
Purchase Ipads
Upgrade technology
and projectors
devices for teachers
Professional Develop
Begin search for volunteer expertise
TOTAL
Academic Year 2015-2016
Item
Action
Enrollment
Management
Create materials
Alternate Funding
Grant Writing
Alumni
Expansion of
Program
Student devices
Cost
$0
$0
$1,000
$500
$2000
$25,000
$3000
$0
$31,500
Cost
Design brochure
School newsletter
School website
Volunteer
Appeal/Event
30 Ipads
Upgrade technology
TOTAL
Academic Year 2016-2017
Item
Action
Needs
Enrollment
Ad development
Management
Grant Writing
Alternate Funding
Alumni
Technology
Expansion of
Additional Personnel
P.E. teacher
Program
Complete Directory of volunteer experts
TOTAL
Strategic Plan 2014
$5,000
$2500
$12,000
$19,500
Cost
$5,000
$2500
$5000
$30,000
$0
$42,500
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Academic Year 2017-2018
Item
Action
Enrollment
Marketing materials
Management
Grant Writing
Alumni
Alternate Funding
Hire Development
Director
Technology
Expansion of
Initiate Volunteer
Program
Program
Needs
Cost
$5,000
$2500
$12,000
$5,000
$0
TOTAL
Academic Year 2018-2019
Item
Action
Expansion of
Hire Music teacher
Program
$24,500
Needs
Cost
$30,000
TOTAL
$30,000
The above descriptions are based on projected amounts. These actions, of course, will
need increased enrollment and financial support. The actions will only take place as
there is revenue to support the plan.
See below a chart summarizing the funds projected for the five years:
Academic
Year
Costs
20142015
$31,500
20152016
$19,500
20162017
$42,500
20172018
$24,500
20182019
$30,000
Strategic Plan 2014
Total
$148,000
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Implementing, Monitoring and Evaluating the Plan
The plan is built on the collaborative efforts by the administration, faculty, staff,
and the School Advisory Council. The groups would be made responsible for the
different facets of the plan that relate to their particular roles in the school.
The first aspect of the implementation is to publicize the plan by communicating
with the entire school and parish community of the development and defined
outcomes of the strategic plan. The School Advisory Council (SAC) along with
administration will be the major implementers of the enrollment and financial
goals. The administration and faculty will provide for the expansion of programs
within the school curriculum in accordance with the financial means to fulfill
those goals.
There was a general meeting of all the stakeholders in March 2014 to publicize
the proposed plan with an invitation to add other dreams possible. The SAC was
the hosts of the meeting and planned the agenda to help the stakeholders own the
direction and future of Assumption School.
The SAC will be the lead agent for the implementation of the Strategic Plan.
Therefore, the SAC needs to be a committee-driven council with the
responsibility to implement, monitor, and evaluate the Strategic Plan. In order to
accomplish this task the SAC will form subcommittees of the following:
 Finance
 Enrollment Management
 Strategic Plan
 Academic Expansion of Program
Each committee will have a basic job description. Additional tasks will be taken
from the plan upon its implementation. Work on these committees should be
done prior to a Council meeting. As strategies are met in each goal area, data will
be evaluated to ensure that the changes do have a positive impact on the school.
There will be checkpoints quarterly to ensure that the work of each committee is
progressing.
A general report will be made yearly to the entire school and parish community
about the progress made on the strategic plan. A town hall meeting will be
planned yearly upon publication of the general report.
All stakeholders will work together to find the resources needed to accomplish the
advancement of the learning quality and the school environment for all students.
Strategic Plan 2014
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“Learning in the Light of the Gospel”
Appendices
Appendix A – Marketing Plan
Phase I – Foundational Messaging and Video Vignettes
DELIVERABLES
Core Messaging
Document
Video Vignettes
Subtotal
Admin Fee
Donation
ADDITIONAL NOTES
DHC will develop a messaging strategy for
Assumption based on SWOT analysis findings.
The document will include a messaging matrix
by audience branching from a key theme and
slogan. May include minimal preliminary
research with parents, faculty or alumni via
online survey tool. Includes three (2) rounds of
revisions with Assumption. May include
adaptation of messaging into a one sheet
document or business card format for staff and
parents to use when talking about Assumption.
Three ~0:30 video vignettes for Assumption’s
website featuring parents, students, alumni or
faculty testimonials. Produced in-house by
DHC, filmed on site at Assumption. We will
provide DVD’s and file download from our
FTP site.
TIMELINE
Draft: July 31
Final: August
12
COST
$3,500
Filming
Completed
by: August 17
Final: August
31
$2,500
6% on all billed hours which will be added to
the costs listed above to cover mileage,
supplies, long distance, etc.
As a demonstration of our commitment to
maximizing the value of our services and
ensuring we provide a solid foundation of
messaging for Assumption to work from in the
future, we would like to donate $1,360 of DHC
time to the initial Phase.
TOTAL
$6,000
$360
$1,360
$5,000
Phase II Menu – Collateral Package
DELIVERABLES
Print Newsletter
Template
Brochure
Logo and
letterhead
E-News Template
ADDITIONAL NOTES
Design newsletter template focusing on testimonials and news
stories supporting key messages. DHC will develop content for
first newsletter and provide ideas for future issues. Does not
include printing costs.
Design brochure piece for distribution to prospective families,
mailing, community partners. Focus on key messaging and fit
with design theme for other collateral. Does not include printing
costs.
Direct design of a new logo and overall visual theme for use
with collateral. Development of letterhead or one-page template
for ongoing and easy-to-tailor use. Does not include printing
costs.
Online version of newsletter with focus on fewer, more succinct
stories. Fits design theme. DHC will help write content for the
first e-news and provide ideas for future issues. Could utilize
video vignettes as content.
Strategic Plan 2014
COST
$3,000
$2,750
$2,500
$3,000
Page 21
“Learning in the Light of the Gospel”
Phase III Menu – Community Outreach and Advertising
DELIVERABLES
ADDITIONAL NOTES
Print ad
DHC would work to develop print for placement in highest
development
leverage publications to best reach Assumption’s geographic
market. We would likely target 3 – 5 publications during Spring
and Summer when parents are thinking about school for the next
year. Examples include the Inland Register, Spokane Family and
Inland NW Homes & Lifestyle.
Television ad
DHC would work to develop a 30 second video ad for
development
placement in Spokane television outlets. This would include
sub-contractors for highest quality film.
Multi-media buy
Focusing on highest leverage publications that target
populations in Assumption’s geographic range, parents and
faith-based media. DHC will outline a strategy for maximum
exposure and frequency with our media buyer on the major
networks to maximize budget and target parents at home.
Strategic Plan 2014
COST
$3,500
$5,000
$7,000
$7,000
$10,00
0
Page 22
“Learning in the Light of the Gospel”
Appendix B – Enrollment Over Time
By Grade
Year
Preschool
PK
K
1
2
3
4
5
6
7
8
2003-2004
2004-2005
2005-2006
2006-2007
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
2012-2013
2013-2014
8
7
8
12
17
6
11
16
14
16
23
16
14
14
17
24
19
12
18
24
30
27
24
12
18
21
18
22
22
11
17
21
23
24
31
17
17
15
10
13
16
11
17
19
28
24
29
18
16
13
12
13
9
10
18
26
25
20
28
17
16
14
12
16
10
13
24
28
25
18
23
14
12
13
11
16
12
28
27
30
27
13
22
15
11
13
14
16
28
27
29
28
27
13
24
15
11
14
16
21
27
29
30
29
32
19
29
19
15
17
28
20
26
26
28
30
30
16
29
19
11
Total Enrollment Over Time
2003
231
2004
221
2005
223
2006
213
2007
186
2008
172
2009
161
2010
170
2011
174
2012
182
2013
195
Total Students
250
200
150
100
50
0
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Total Students
Strategic Plan 2014
Page 23
“Learning in the Light of the Gospel”
Appendix C – Cost Over Time
Per Pupil Cost Over Time
Year
Amount
% Increase
2005
3835
3
2006
4045
5
2007
4980
23
2008
4939
-1
2009
5165
5
2010
5656
10
2011
5848
3
2012
6121
5
2013
5311
-13
Cost Per Pupil
$7,000
$6,000
$5,000
$4,000
$3,000
$2,000
$1,000
$0
2005
2006
2007
2008
2009
2010
2011
2012
2013
Cost Per Pupil
Strategic Plan 2014
Page 24
“Learning in the Light of the Gospel”
First Child’s Tuition Over Time
Year
Amount
% Increase
2005
3525
3
2006
4045
15
2007
3760
-7
2008
4000
6
2009
4200
5
2010
4450
6
2011
4200
-6
2012
4200
0
2013
4300
2
First Child's Tuition
$5,000
$4,500
$4,000
$3,500
$3,000
$2,500
$2,000
$1,500
$1,000
$500
$0
2005
2006
2007
2008
2009
2010
2011
2012
2013
First Child's Tuition
Strategic Plan 2014
Page 25
“Learning in the Light of the Gospel”
Tuition as a Percent of Per Pupil Cost
Year
Percent
2005
92
2006
100
2007
76
2008
81
2009
77
2010
79
2011
72
2012
69
2013
81
Tuition as a Percent of Per Pupil Cost
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2005
2006
2007
2008
2009
2010
2011
2012
2013
Tuition as a Percent of Per Pupil Cost
Strategic Plan 2014
Page 26
“Learning in the Light of the Gospel”