Lighting the Way: A Vision for Catholic School Education
Strategic Planning Goals and Objectives
Archdiocese of Cincinnati
Submitted to:
Archbishop Dennis Schnurr, Archbishop of Cincinnati
Dr. Jim Rigg, Director of Educational Services
and Superintendent of Catholic Schools
and the Strategic Vision Steering Committee
by
University of Notre Dame
ACE Consulting
TABLE OF CONTENTS
Introduction………………………………………………………………………………………………………..2
Methodology……………………………………………………………………………..………………………..3
Foundational Statements…………………………………………………………………………………………..4
Task Force Membership…………………………………………………………………………………………..6
Guiding Principles…………………………………………………………………………………………..…….7
Overview of Task Force Results………………………………..………………………………………………...8
 Catholic Identity and Religious Formation
 Academic Excellence
 Marketing and Enrollment
 Leadership
 Finance
 Governance
Conclusion………………………………………………………………………….……………………………13
Appendix 1……………………………………..……………………………………………………………...…14
Appendix 2………………………………………………..……………………………………………………...39
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INTRODUCTION
Under the direction of Archbishop Dennis Schnurr, and through the leadership of Dr. Jim Rigg, Director of Educational
Services and Superintendent of Schools, the Archdiocese of Cincinnati embarked on a comprehensive assessment of
Catholic school education in the Archdiocese and a subsequent process to develop a strategic plan for Catholic schools.
This comprehensive initiative required the involvement of the full spectrum of Catholic school education stakeholders and
the sustained efforts of the Vision Steering Committee (VSC). The Vision Steering Committee, established in November
2010, was appointed by Archbishop Schnurr and chaired by Dr. Jim Rigg. The following individuals served on the VSC
representing all key stakeholder groups: Dan Andriacco, Greg Bell, Jim Frede, Karyn Hecker, Kathy Kane, Fr. George
Kunkel, Fr. Jim Manning, Laura Meibers, Mike Miller, Sr. Patrick Ann O’Connor and Chris Pastura. This initiative was
given the title of “Lighting the Way: A Vision for Catholic School Education.”
In the fall of 2010, Dr. Rigg and the Vision Steering Committee conducted a national search for a consulting firm to
support this initiative. In January 2011, the Alliance for Catholic Education (ACE) Consulting at the University of Notre
Dame was engaged to conduct the schools assessment and facilitate the planning process. The assessment process
commenced in February 2011 and resulted in a report from ACE Consulting issued in September 2011. The assessment
report
and
related
documents
were
published
on
the
“Lighting
the
Way”
website:
http://www.catholiccincinnati.org/education/lighting_the_way/. In September 2011, the VSC members formed six Task
Forces with an expansive membership of 47 individuals who worked tirelessly to develop strategic planning goals and
objectives outlined in this report. It is clear, by the large number of people who responded and actively engaged in a
variety of stakeholder opportunities, that Catholic school education is highly valued and has played a significant role in
the lives of parishioners and families in the Archdiocese of Cincinnati.
None of this work would have been possible without Archbishop Schnurr’s outstanding commitment and leadership on
behalf of Catholic school education in the Archdiocese of Cincinnati. In addition to authorizing the strategic planning
process, Archbishop Schnurr provided sage counsel throughout the process Dr. Jim Rigg, chaired the Vision Steering
Committee, passionately and consistently championed the strategic planning process to an array of internal stakeholders
and to the general public. His leadership for the mission of Catholic school education inspired all who worked diligently
to complete this work and to set the stage for a successful implementation process.
The overall engagement lasted eighteen months and was designed to be completed in two phases. Phase I was conducted
from February 2011 to August 2011 and focused on an initial assessment of specific domains that are vital for effectively
carrying out the academic and religious mission of Catholic schools. The domains assessed were:



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

Catholic Identity and Faith Formation
Academic Excellence
Marketing and Enrollment
Leadership
Finance
Governance
The Vision Steering Committee (VSC) worked closely with the ACE Consulting Team throughout Phase I and served as
Task Force Chairpersons during the strategic planning process in Phase II. The results of Phase I were presented to
Archbishop Schnurr, Dr. Rigg and the Vision Steering Committee in a document entitled, Initial Assessment Report,
Lighting the Way: A Vision for Catholic School Education, in September 2011. This report was also shared with
approximately 800 parish and school leaders through a series of three archdiocesan-wide meetings in October 2011. In
addition to the public presentations, the report was also posted on the “Lighting the Way” web site for the general public
to view.
The work of Phase II was to develop a strategic plan for Catholic school education, complete the writing of Foundational
Statements of Mission, Vision and Collective Commitments and conduct additional Visioning Sessions, as needed, to
inform the work of specific Task Forces. The findings and strategic directions presented in the Initial Assessment Report
served as the basis for the work of Phase II. The goals, objectives and action steps presented in this report represent the
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work of six Task Forces that met from September 2011 to June 2012. This report provides a clear direction for each
domain and time lines by which goals are to be accomplished over a three (3) year period. In addition, the Foundational
Statements included in this report, set the context within which the strategic plan was developed and will serve as the
reference point for plan implementation.
METHODOLOGY
Under the leadership and direction of Archbishop Schnurr and Dr. Jim Rigg, six Task Forces were established to begin the
work of developing goals, objectives and action steps for each domain:






Catholic Identity and Faith Formation
Academic Excellence
Marketing and Enrollment
Leadership
Finance
Governance
Task Force members were appointed by Archbishop Schnurr. The members represented various stakeholders and
possessed skills and expertise that aligned with and supported the work of specific domains. Catholic Schools Office
personnel and other appropriate Archdiocesan personnel also served on Task Forces. Each Task Force was chaired or cochaired by members of the Vision Steering Committee. Their dedication and work products testify to their commitment to
strengthening the vitality of Catholic School education throughout the Archdiocese of Cincinnati.
As the work of the Task Forces moved forward, Dr. Rigg and ACE Consulting kept Archbishop Schnurr informed as to
the progress and direction of each Task Force. The Archbishop’s ideas and input regarding emerging plans were
particularly helpful as was the insightful input and feedback provided by Dr. Rigg throughout the strategic planning
process.
To begin the work of Phase II, each Task Force studied the Initial Assessment Report with particular attention given to
findings and strategic directions for specific domains to which Task Forces were assigned. Subsequently, each Task
Force assessed the need for additional data to inform its work. ACE Consulting served as a resource providing relevant
templates and best practices information to assist the Task Forces in addressing key goal areas.
Each Task Force met approximately five times between October, 2012 and April, 2012 to develop goal areas, sets of
objectives specific to each goal and action steps to achieve the goals in a timely manner. Task Force Chairs met as a group
with the ACE Consulting Team in September and November, 2011 and in January, February and May, 2012. The purpose
of these meetings was to review the work product of each Task Force, to identify areas of overlap, areas where there were
gaps or inconsistencies and to support the ongoing efforts of the Task Forces. In addition, Task Force chairs participated
in approximately three “check-in” calls with the ACE Consulting Team in those months when no formal meeting was
scheduled. The purpose of these calls was to maintain ongoing communication, anticipate needs and provide support and
direction as needed.
As the work of Phase II progressed, three Task Forces: Finance, Governance and Leadership, decided additional
engagement of stakeholder groups was needed to gather specific input concerning directions they were considering for
goal areas. ACE Consulting, in collaboration with the chairs and co-chairs of the three Task Forces, developed Visioning
Session Process and content. ACE Consulting, in collaboration with the Task Force chairpersons, conducted two visioning
sessions in February 2012, one in the Cincinnati area and one in Dayton area. These sessions engaged pastors and
business managers to solicit their feedback on measurements for determining financial viability, on ways for improving
the financial health of Catholic schools and on the role the Catholic Schools Office could play in helping schools improve
their financial position. These sessions were also used, to solicit feedback regarding the future role of the pastor with
respect to Catholic schools and the role of the Archdiocese with respect to hiring, training and evaluating principals.
Eighty (80) pastors and fifty-seven (57) business managers attended.
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A similar session was conducted for one hundred and fifteen (115) principals and presidents in February, 2012. This
session solicited feedback on similar questions as those presented in the sessions for pastors and business managers. Dr.
Rigg convened and facilitated the principal and president sessions.
A separate report was written by the ACE Consulting Team summarizing the findings from the three sessions. These data
were used by the relevant Task Forces to inform their work.
The Vision Steering Committee recommended the work product of each Task Force and the overall content of the Phase II
report. Dr. Rigg, on behalf of the Vision Steering Committee, presented the report to Archbishop Schnurr for his review
and feedback in early July of 2012. Archbishop Schnurr approved the Phase II report entitled “Lighting the Way:
A Vision for Catholic School Education Strategic Goals and Objectives in July, 2012.
FOUNDATIONAL STATEMENTS
During Phase I, a process was launched to gather data to inform the development of Foundational Statements of Mission,
Vision and Collective Commitments for Catholic school education in the Archdiocese of Cincinnati. Seven (7) Visioning
Sessions were conducted to gather the opinions, perspectives, and concerns of a broad group of Catholic school
stakeholders. Approximately 800 stakeholders participated in these sessions. A sub-committee of the Vision Steering
Committee was formed and charged with reviewing stakeholder feedback and developing Foundational Statements drafts.
The sub-committee met initially during Phase I and on a regular basis throughout Phase II. As drafts were completed, they
were shared with various stakeholders during January, February, and March 2012. Feedback from stakeholders was
solicited and used by the sub-committee to refine the Foundational Statements. The statements are viewed as a “living
document” that will require timely evaluation and adjustments to reflect the dynamic reality in which Catholic schools
operate in the Archdiocese of Cincinnati.
The Foundational Statements strongly articulate the core purpose and identity of Catholic schools in the Archdiocese of
Cincinnati and how the Catholic Schools Office seeks to provide leadership in carrying out the Church’s educational
mission today and into the future. They provide a clear direction for Catholic schools and serve as the inspiration and
framework for the strategic plan. In addition, they influence decision-making and the allocation of resources. These
Foundational Statements capture the passion of all stakeholders in the ministry of Catholic school education. Throughout
the strategic planning process each Task Force was asked to formally reflect on the Foundational Statements and to use
them as a guide to inform its work.
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FOUNDATIONAL STATEMENTS
Lighting the Way
Catholic Schools of the Archdiocese of Cincinnati
Our Unified Mission
Vital to the evangelizing and educational mission of the Catholic Church, we are Christ-centered communities dedicated
to the faith formation, academic excellence, and individual growth of our students, all rooted in the Gospel message of
Jesus.
Our Vision
United in our celebrated diversity, we are vibrant Catholic communities and models of excellence and innovation that
welcome and inspire all students to be faithful leaders in the modern world.
Our Collective Commitments
We, the Catholic Schools of the Archdiocese of Cincinnati are committed to:
Spiritual Growth: An atmosphere in which the Gospel message is proclaimed, community in Christ
experienced, service to our brothers and sisters is achieved, and thanksgiving and worship of our God is
cultivated.
Academic Excellence: Academically rigorous and innovative schools that set the standard for excellence, and
are supported by exceptional caring adults who reflect the Light of Christ.
Vibrant Community: Dynamic, welcoming, compassionate communities that are available to all.
Family Partnerships: Partnering with and upholding parents and guardians in their role as primary educators
of their children.
Education of the Whole Person: Well-rounded, high quality education that empowers students to achieve
their potential and use their gifts to serve God and others.
Global Awareness: Catholic schools that nurture the personal integrity and faith development of students and
that challenge them to know and understand our brothers and sisters around the world.
Stewardship of God’s Educational Ministry: Ensuring a vibrant, sustainable future for our schools through
unified support and faithful management of resources.
These Foundational Statements and Collective Commitments are necessary to ensure a cohesive and collaborative
approach to strengthening Catholic education throughout the Archdiocese of Cincinnati.
Recognition must be given to the men and women who gave and continue to give so generously of their time and talent to
ensure the ultimate success of this undertaking.
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TASK FORCE MEMBERSHIP
The following section provides a list of chairpersons and membership of each of six (6) Task Forces. Their fine work and
dedication are recognized and very much appreciated. The Archdiocese of Cincinnati Catholic school community and
stakeholders owe a debt of gratitude to these individuals who generously gave of their time and talent to plan for the
ongoing vitality of Catholic school education. They are commended for their work and commitment. It is important to
note than many other individuals contributed directly to the planning process by serving as advisors, participating on Task
Force subcommittees, and in other capacities.
Catholic Identity and Faith Formation Task Force
Chair:
Rev. George Kunkel: Pastor: St. Vincent Ferrer Church
Members: Dan Andriacco: Communications Director, Archdiocese of Cincinnati
Catie Blum: Principal, St. John Catholic School, Dry Ridge
Jean Carr: Parent & Coordinator of Religious Ed., St. Albert Catholic School
Rev. Earl Fernandes: Academic Dean, Athenaeum of Ohio, Mt. St. Mary’s Seminary
Ken Gleason: Director: Office of Evangelization and Catechesis, Archdiocese of Cincinnati
Kelli Kinnear: Director of Campus Ministry, Chaminade Julienne High School
Ron Sayler: Parent, Piqua Catholic Elementary School
Academic Excellence Task Force
Co-Chairs: Karyn Hecker: Principal, Immaculate Conception Catholic School
Carole Roberts: Director of Curriculum & Assessment, CSO, Archdiocese of Cincinnati
Members: Blane Collision: Principal, Archbishop Moeller High School
Mickie Gummer: Director, Initiative for Catholic Schools, Xavier University
Burt Mattice: Parent; V.P. Regulatory Systems and Strategic Sourcing, Hartzell Propeller; Board Member,
Piqua Catholic School
Bill Morter: Technology Coordinator, St. Luke Catholic School
Erik Okerson: Partner, Grayden Head Law Associates
Lenora Roach: Principal, John Paul II Catholic School
Mary-Kate Sableski: Faculty, School of Education, University of Dayton
Marketing and Enrollment Task Force
Co-Chairs: Sr. Patrick Ann O’Connor, SC: Former Principal and Teacher
Pat Armstrong: Former Assistant Superintendent and Principal
Members: David Brecount: Partner and Owner, US Digital Partners
Jack Bunker: Independent Marketing and Advertising professional
Sharon Civitello: Communications Coordinator, Catholic Inner City Education Fund (CISE)
Laurie Cornett Cross: Parent, Business Manager, Mary Queen of Peace School
June Landrum-Springer: Member, Archdiocesan Pastoral Council
Chris Pastura: Director of School Strategic Planning, CSO, Archdiocese of Cincinnati
Tim Reilly: Principal, St. Ignatius Loyola School
Robert Stautberg: President, General Factory/WD Supply; Vice-President, St. Xavier High School
Leadership Task Force
Co-Chair: Mike Miller: Principal, Bishop Fenwick High School
Laura Meibers: Deputy Superintendent, CSO, Archdiocese of Cincinnati
Members: Thomas Bill: Graduate Program Coordinator, Xavier University
David Dolph: Chair: Department of Educational Leadership, University of Dayton
Jodi Fedders: Parent, Board Chair, Aileron Leadership Center
Kevan Hartman: Principal, St. Susanna School
Rev. Daniel Meyer: Pastor, Holy Angels Church
Mary Lynn Naughton: Parent, St. Peter School (Huber Heights)
Cheryl Reichel: Principal, Incarnation School
Steve Schad: Principal, Roger Bacon High School
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Finance Task Force
Co-Chair: Greg Bell: Parent, Nativity Catholic School, and St. Xavier High School
Jim Frede: Business Manager, Our Lady of Lourdes Parish and School
Members: Rev. Robert Bueter, SJ: Associate Director, Center for Catholic Education, Xavier University; Board Chair,
St. Nicholas Academy
Tony Ciani: Chair, Seeds of Growth Fund
Greg Ionna: Parent; President & CEO, CM Paula Company
Richard Kelly: Chief Financial Officer, Archdiocese of Cincinnati
Wayne Morse: Associate Director-School Finances, CSO, Archdiocese of Cincinnati
Bob Obert: Business Manager, Purcell-Marian High School
Tom Otten: Principal, Archbishop Elder High School
Rev. Larry Tharp: Pastor, Sacred Heart Catholic Church
Governance Task Force
Co-Chairs: Kathy Kane: Principal, Our Lady of Victory Catholic School
Rev. Jim Manning: Pastor, St. Mary’s Catholic Church, Franklin; President, Archbishop Alter
High School
Members: Bishop Joseph Binzer: Auxiliary Bishop, Archdiocese of Cincinnati
David Crowe, Parent and Former Board President, John Paul II School
Susie Gibbons: Assistant Superintendent of Schools, CSO, Archdiocese of Cincinnati
Bob Herring: Principal, Nativity Catholic School
Chris Pastura: Director of School Strategic Planning, CSO, Archdiocese of Cincinnati
Sharon Willmes: Principal, St. Teresa of Avila Catholic School
ACE Consulting Research Team
The Research Team for this assessment and related activities was comprised of the following ACE Consulting staff from
the University of Notre Dame:
Sr. Kathleen Carr, CSJ., Ph.D., Director of Planning and Operations
Tony DeSapio, M.Ed., Associate Director
Brandy J. Ellison, Ph.D., Associate Director of Research
Shannon Stackhouse Flores, Ph.D., Research Associate
John Waller, M.B.A., Senior Financial Consultant
GUIDING PRINCIPLES
Before presenting the goal areas of each Domain Task Force, it is important to identify the premises upon which the goals
are based. These premises are rooted in stakeholder feedback, changing demographics within clergy personnel and in the
broader community, and financial and human resource realities. A review of the body of work as a whole, across all Task
Forces, sets a direction to ensure long-term school vitality and recognizes the following:
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the decentralized mode of operating schools is not sustainable on a broad basis
standardization, as relates to curriculum, policies and procedures, staff development and teacher and
administrative certification and evaluation is necessary
the leadership role of Catholic Schools Office role should be strengthened to provide appropriate oversight of
Catholic school education
additional positions in the Catholic Schools Office will be required to effectively implement the plan
school leadership will be accountable for maintaining the education and religious integrity of the school
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OVERVIEW OF TASK FORCE RESULTS
The work of the Task Forces reflects the best thinking of many people who value the difference Catholic Education has
made in their lives and who want Catholic school education to thrive in service to young people throughout the
Archdiocese of Cincinnati.
This section of the report presents Domain specific goals and an overview of the context and issues each Task Force
considered in its deliberations. The Foundational Statements were the prism through which each Task Force viewed its
respective Domain. It is important to remember that the following goals are intended to be implemented over the next
three years.
A complete set of Domain Task Force goals, objectives and action steps is included in Appendix 1 of this report.
Catholic Identity and Religious Formation
Catholic School education has been a powerful anchor for Catholic families in the Archdiocese of Cincinnati since the
first school opened in 1824. Schools have provided faith-filled communities rooted in gospel values and traditions along
with strong academic programs designed to meet the academic and developmental needs of students.
The religious mission of Catholic schools, its Catholic identity and faith formation, is the soul of the school’s program and
activities. The Foundational Statements clearly hold out the religious mission as the factor that distinguishes Catholic
schools from other educational options. We believe that Catholic Schools have demonstrated that they have been and
continue to be successful in this mission. In order to maintain this success in these changing times, there must be a strong
cooperative effort among pastors, principals, teachers, parents and the Catholic Schools Office to promote faith formation
at all levels of the Catholic School community and parish.
Catholic Identity and Faith Formation Goals:
1. Cultivate an atmosphere within each school that incarnates Gospel values (i.e. those exemplified in the
Corporal and Spiritual works of mercy), and celebrates the vitality of the Catholic faith.
2. Provide opportunities for adult faith formation whenever parent/guardians (adults) gather so they will be
empowered to fulfill their responsibility as the primary religious educators of their families (children).
3. Promote the integration of their students into being active members of their parish.
Academic Excellence
The academic program provides the scope and structure that nurtures the spiritual, intellectual and developmental needs of
students. The strength and vitality of the academic program inclusive of all curricular offerings, extra-curricular offerings
and educational and developmental support services forms the basis upon which schools are compared and rated by
society at large. Ensuring the instructional program meets student-learning needs enabling each to reach his or her full
potential is of critical importance. Supervision and evaluation of teacher performance, a common set of learning
standards, student achievement measures and educational resources are the foundation upon which the academic program
stands.
A strong academic program is a compelling incentive that can attract new students and retain current students.
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Academic Excellence Goals:
1. Create an environment that maintains Archdiocesan standards of academic excellence while encouraging
students to discover and fulfill their potential
2. Build and sustain a culture where educators have an enthusiasm and a vested interest in their professional
development
3. Ensure that the Archdiocese has a uniform and effective teacher evaluation system.
Marketing and Enrollment
In today’s competitive environment, utilizing an effective marketing program is essential to the continued development
and growth of the institution. A “value proposition” and proprietary strengths that distinguish Catholic schools from other
educational options are necessary to sustain current enrollment and attract new students.
There is a pronounced need to both increase student enrollment and develop marketing tools that promote the wonderful
gift of Catholic education. This message must be communicated not only to Catholic parents, but to all parents, and the
broader community of alumni, parishioners, civic and political leaders, and the community at large.
Through a coordinated effort of both Archdiocesan and local marketing, drawn upon the marketing and enrollment
expertise of stakeholders at both levels, schools can benefit from access to new families and donor sources. This must
truly be a collaborative effort that emerges from a widely disseminated understanding of enrollment and demographic
data, predicated upon a common promotion of Catholic education, as a concept, throughout the Archdiocese.
Marketing and Enrollment Goals:
1. Improve Catholic School enrollment and retention rates by identifying and sharing best marketing practices.
2. Develop and coordinate strategic marketing plans for both the Archdiocese and individual schools needing
assistance.
3. Establish systems whereby all parishes share in the provision of spiritual resources and, as able, financial
support for families who cannot afford to enroll their children.
Leadership
Leadership is a critical dimension of effective organizations – perhaps the most critical. Research indicates that
leadership can be enhanced through well-designed and ongoing professional development programming tied to
measurable and observable outcomes.
Data related to leadership in the Archdiocese reveals that there are specific challenges that need to be addressed. These
challenges include but are not limited to declining enrollment rates, significantly changed Catholic school student
demographics in the last 10 years, rising tuition costs, clergy leadership that continues to be pulled in multiple directions,
the lack of a leadership recruitment program for future Catholic school leaders, the absence of training or professional
preparation designed specifically for Catholic school leaders, a Catholic school culture that has just begun to embrace data
driven instructional methodologies for academic excellence, Catholic school leaders that are requesting training in
professional management concepts, and finally the value proposition for Catholic Education that has not been made
effectively for these current challenges.
Leaders in Catholic schools must be proficient in the skills required for spiritual, educational and organizational
leadership.
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Leadership Goals:
1. Establish a position within the Archdiocese of Cincinnati Catholic Schools Office for professional development of
school leaders (i.e. principals, teacher leaders, pastors, and board members).
2. Establish criteria to review the current principal evaluation process.
3. Establish criteria to identify potential Catholic School leaders within and outside of the system, with emphasis on
recognizing, promoting, and developing administrative leadership among the teacher leaders of our schools.
4. Create a formal and ongoing training and development program for current Catholic school principals.
5. Create a formal and ongoing training and development program for current pastors and future pastors of Catholic
schools.
6. Create a formal and ongoing training and development program for current board members and future board
members for Catholic schools.
7. Provide for ongoing structures of communication, support, and advice for Archdiocesan and School Educational
Leaders.
Finance
In any organization, finances are the bedrock upon which all facets of the organization are built. Enrollment, the efficacy
of the academic program, acquiring and retaining highly qualified personnel, the structural integrity of the buildings, etc.
are all driven by the financial health and vitality of the school and its sponsoring parish(es).
The Finance Task Force agreed on the following parameters for the committee’s work on determining school vitality and
viability:

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
Develop a list of key performance measurements to identify the current vitality and future viability of each school
in the Archdiocese of Cincinnati.
Create a list of Financial Management best practices for the Archdiocesan central office and individual parish
school to improve current vitality and insure ongoing financial health and viability.
Recommend a methodology to roll out the newly developed key measurements to parish school level and focus
attention on ongoing improvement.
Measurement
The committee created a report by parish school that includes financial and other operating measurements. Information
for the report came from the Archdiocesan Annual Financial Report, the Superintendents’ Annual Enrollment Report, and
the records on Parish Financial Asset Accounts (restricted funds invested with the Archdiocese). A spreadsheet with the
information has been given to the Superintendent of Schools. The Finance Task Force identified 36 high level
measurements that categorized under 8 key metrics targeting sound financial management. The following key metrics
were agreed upon as indicative of the strength of the financial vitality and ongoing viability of each parish/school:
Total Enrollment Metric
Total Tuition Metric
Total Revenue Metric
Total Instructional Cost Metric
Total Administrative Cost Metric
Total Plant Metric
Total Affordability Metric
Total Liquidity Metric
A ninth metric measures the Overall Vitality of each school and can be used as a starting point for analysis; however, the
committee feels the liquidity measurement ranks first in importance when considering financial vitality. Appendix 2
contains a draft of this metric, using a fictional elementary school of the Archdiocese (see Table 6).
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Finance Goals:
1. Create a climate and structures to enable “Unified Support” for the sustainability and growth of Catholic
Schools.
2. Ensure Local School Health and Sustainability
3. Increase Private Support of Catholic Schools
4. Optimize the Use of Archdiocesan and Public Finance Resources
5.
Governance
Catholic school education in America is essential to the Church’s mission to transmit the faith to the next generation.
Established to serve the immigrant population arriving on our shores in the late 19th and early 20th centuries and staffed by
religious communities supported by lay men and women, these schools continue to serve a vital function of evangelization
in the 21st century Church in the United States.
The increased role of the laity in instruction and administration of our Catholic schools as well as a heightened awareness
of and commitment to the rights of employees requires that our Church establish policies and procedures that successfully
promote the mission of the Catholic schools and respect the rights of those entrusted with that mission.
Catholic School Governance in the Archdiocese of Cincinnati
Catholic elementary schools were originally established as schools sponsored by a particular parish. For parishes with
sufficient resources and informed leadership, the parish model continues to work well. In Saving American’s Urban
Catholic Schools, A Guide for Donors,1 Saroki and Levenick describe the traditional model of governance for the parish
school.
Characteristics of schools that operate as a ministry of the parish are:
 The pastor is the hiring agent and, in consultation with the Education Commission, selects the principal.
 Funding the school is the responsibility of the parish.
 The principal is the instructional leader of the school.
 Funding is determined by the pastor with the advice and consent of the Parish Council, Finance Commission and
Education Commission.
Not all parishes have sufficient resources to continue as the sole school sponsor.
 The decline in the number of priests has resulted in increased responsibilities of the clergy, some of whom serve
as pastor of multiple parishes. This trend is projected to continue over the next 10-year period. Within the next
five years, it is highly probable that one priest will be assigned to a pastoral region or a group of parishes, with
more than one parish school.
 Religious communities, who traditionally staffed schools and received little compensation, have experienced a
decline in their numbers. Parish schools are now largely staffed by lay administrators and teachers.
 The need to stay current with changing and emerging technologies, the cost of medical insurance, and salary
increases place growing demands on limited financial resources and have significantly influenced many parishes
ability to fund their schools.
 Changing demographics and population shifts have adversely affected the viability of both the school and parish.
 Each parish has its own unique characteristics as to location, demographics, diversity, level of education and
economics. No two parishes are exactly alike. Therefore, one type of school governance will not fit every parish,
group of parishes, or pastoral region. A thoughtful process that examines all the variables is required to determine
the model of governance that will enable them to best transmit our faith to their children.
1
Saroki, Stephanie and Christopher Levenick. Saving American’s Urban Catholic Schools
A Guide for Donors. (Washington, D.C.: The Philanthropy Roundtable, 2009) 85-86.
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Like elementary schools, the governance structures of high schools have varied. Archdiocesan high schools can be owned
and operated by a religious institute, a private board of trustees, or the Archdiocese itself. Two forms of governance
dominate the secondary level: Schools that operate with a single principal who works with an advisory board, and schools
that employ a president who works with a Board of Trustees or a Board of Limited Jurisdiction. The CSO serves as a
resource to all schools and welcomes the opportunity to support schools by providing board development and training and
collaborating in a variety of ways to provide the highest quality Catholic education for all students in the Archdiocese of
Cincinnati.
See Table 2 and 3 in Appendix 2 for a complete profile of elementary and high school governance structures currently
operating in the Archdiocese of Cincinnati.
Table 4 provides information regarding new approaches to governance being used in various parts of the country. The
information in Table 4 represents the result of six months of research conducted by the Governance Task Force which
included extensive deliberations and review of various models and strategic planning reports of multiple dioceses across
the country. Consideration was also given to relevant research regarding governance, feedback from visioning sessions,
and research provided by ACE Consulting.
Feedback from the Catholic community was loud and clear in visioning sessions that “one size does not fit all.” The
Governance Task Force agrees. The information contained herein is meant to serve as a starting point for the discussion
of the governance of Catholic schools in the Archdiocese of Cincinnati.
Governance Goals:
1. Develop, cultivate, and sustain successful and innovative models of governance for K-12 Catholic education in
the Archdiocese of Cincinnati that will allow the mission of Catholic education to thrive.
2. Develop the capacity of people with the authority to make governance decisions and policies in Catholic schools.
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FAX: 574-631-2131
WEB: HTTP://ACECONSULTING.ND.EDU
12
CONCLUSION
The strategic directions set forth in this plan provide a clear pathway for the Archdiocese of Cincinnati Catholic schools
for the next three years. To realize the full benefit of the plan will require sustained leadership, the ongoing involvement
of stakeholders and the investment of both Archdiocesan and external resources.
The leadership of the Catholic Schools Office is essential to operationalize the plan and oversee its implementation. Over
the course of this tenure, Dr. Rigg has consistently expanded the capacity and outreach of the Catholic Schools Office.
Through collaborative partnerships and deepened resource development, the Catholic Schools Office is well positioned to
initiate the implementation phase of the strategic plan. The plan reflects the clear feedback of stakeholders calling for an
active and expanded role for the Catholic Schools Office going forward. This will require the continued enhancement of
the Catholic Schools Office’s capacity through the recruitment of additional personnel to carry out the assigned
responsibilities.
To support plan implementation, it has been recommended by the Vision Steering Committee and the Governance Task
Force that a coordinating committee of representative stakeholders, including both elementary and secondary school
leaders, be formed to collaborate with the Catholic Schools Office to provide oversight for plan implementation and
systematic review. This committee will be responsible for developing a system to review the prioritization of goal areas
across all domains and sequence the implementation of each over the next three years. In addition, this committee will be
responsible for ensuring timelines are met, assessing progress, recommending plan adjustments, communicating progress
to stakeholders, promoting the use of Foundational Statements to inform the implementation process and recommending
further innovation and/or research needs to support the implementation process.
This vision and plan for Catholic school education in the Archdiocese of Cincinnati is entitled “Lighting the Way”. The
work accomplished in the past eighteen months has resulted in a well-defined “way” to build upon the traditions of the
past and create a unified direction to sustain and revitalize preschool, elementary and secondary school of education for
our children’s future. Going forward, we will rely on God’s grace and inspiration and the support and prayers of
colleagues and all stakeholders to realize and fulfill the mission of Catholic School education in the Archdiocese of
Cincinnati.
PHONE 574-631-4646
FAX: 574-631-2131
WEB: HTTP://ACECONSULTING.ND.EDU
13
APPENDIX 1
Strategic Plan Goals, Objectives and Action Steps for Each Domain
Strategic Planning Report
Domain: Catholic Identity/Religious Formation
STRATEGIC GOAL #1 – Cultivate an atmosphere within each school that incarnates Gospel values (i.e.
those exemplified in the Corporal and Spiritual works of mercy), and celebrates the vitality of the
Catholic faith.
Goal #1 - Objective #1: Principals and faculty members will grow in their faith through in-services and faith
formation courses as set forth by Archdiocesan norms and will model that faith in the classroom and that the
Archdiocese provide courses to support this effort.
Step #
Action Step
Assigned To
Require every school to have a religious inservice program each school year.
Develop a faith formation process for new
principals.
1
2
Principals
CSO & OEC
Start Date
Due Date
Resources
Fall 2012
Ongoing
OEC
Summer
2013
Ongoing
Athenaeum of
Ohio
Goal #1 - Objective #2: Raise student awareness of vocations to the priesthood and religious life.
Step #
Action Step
Assigned To
Start Date
Principals
January
2013
Due Date
Ongoing
1.
Celebrate vocation awareness week.
2.
Priests, deacons, and religious should be
actively present in the school.
Pastors & Principals
Fall
2012
Ongoing
Encourage Catholic schools to visit the
Athenaeum of Ohio.
Pastors & Principals
Fall
2012
Ongoing
3.
Resources
Vocation Office
& Seminary
Priest Personnel
Office, Deacon
Formation
Office,
Religious Office
Catholic
Schools Office,
Athenaeum
Goal #1 - Objective # 3: Encourage students to participate in prayer and faith sharing with each other.
Step #
Action Step
Assigned To
1.
Begin each class with prayer or a faith sharing
activity.
Principals
2.
Provide opportunities for student retreats.
Principals
PHONE 574-631-4646
FAX: 574-631-2131
Start Date
Due Date
Fall 2012
Ongoing
Fall 2013
Spring 2014
WEB: HTTP://ACECONSULTING.ND.EDU
Resources
Parish Faith
Formation
Director
Local Retreat
Houses
14
Goal #1 - Objective #4: Consideration will be given to the compatibility of the candidate with Catholic identity
as part of the hiring process for teachers and staff.
Step #
Action Step
Assigned To
Develop guidelines for the hiring process to
ensure candidate’s compatibility with the
teachings of the Catholic faith.
1
CSO & OEC
Start Date
Fall
2012
Due Date
Resources
Fall
2014
Department of
Educational
Services
Goal #1 - Objective #5. Integrate the Catholic worldview in all subject areas.
Step #
1
2.
3.
Action Step
Conformance with the religion/faith
formation curriculum established by the
Archdiocesan Office of Evangelization &
Catechesis will be required of all
elementary schools.
Conformance with the Archdiocesan
Religion course of studies will be required
of all high schools.
Assigned To
Start Date
Due Date
Resources
Principals and DRE’s
Fall
2012
Ongoing
Department of
Educational
Services
CSO
Fall
2012
October
2017
CSO
Fall
2012
Ongoing
Research will be undertaken to identify
resource available for all subject areas.
Department of
Educational
Services
USCCB and
Catholic Relief
Services
Goal #1 - Objective # 6. Provide for the celebration of the Eucharist on a regular basis (ideally on a weekly
schedule) and invite parents/guardians and the community-at-large to attend.
Step #
Action Step
Assigned To
Start Date
Due Date
CSO
Fall
2012
December
2012
Identify the challenges that prevent the
celebration of Mass on a weekly basis.
CSO
January
2013
May
2013
Investigate solutions that would allow for the
regular celebration of the Mass.
CSO
Summer
2013
Summer
2014
Administrators &
Teachers
Fall
2014
Ongoing
Identify the Catholic schools having Mass
celebrated on a weekly basis.
1.
2.
3.
4.
Prepare students to participate in the
Eucharist.
PHONE 574-631-4646
FAX: 574-631-2131
WEB: HTTP://ACECONSULTING.ND.EDU
Resources
A survey by the
Department of
Educational
Services
Priest Personnel
Office,
Worship Office,
Department of
Educational
Services
Ad hoc
Committee by
Department of
Educational
Services
Principals and
DRE’s
15
Goal #1 - Objective # 7. Designate a properly qualified catechetical leader in each school to assist the principal in
religious leadership.
Step #
Action Step
Assigned To
Start Date
Due Date
Resources
1.
Identify properly qualified catechetical
leaders in parish/school communities.
OEC
Fall
2012
December
2012
A survey by the
OEC
2.
Ensure that a relationship exists between the
principal and the catechetical leader.
OEC
January
2013
Fall
2013
OEC
STRATEGIC GOAL #2 – Provide opportunities for adult faith formation whenever parent/guardians
(adults) gather so they will be empowered to fulfill their responsibility as primary religious educators of
their families (children).
Goal #2 - Objective #1: Implement the “Nurturing Family Faith Initiative” strategies in our Catholic schools.
Step #
Action Step
1.
Require that principals attend the
Domestic Church Summit in October 2012.
Assigned To
Start Date
Due Date
Resources
Superintendent
Fall
2012
October 1-2
2012
To be
announced
Goal #2 – Objective #2: Use the ACRE test results with faculty and parent/guardians to assist in faith
development.
Step #
Action Step
Assigned To
Start Date
Due Date
1
Develop resources and train teachers on how
to use the ACRE results to enhance student
faith development.
OEC
Fall
2012-2013
June
2013
2
Require the ACRE inventory include
questions specific to the Archdiocese of
Cincinnati.
OEC
Fall
2012
January
2015
Resources
National
Catholic
Education
Association
NCEA, Graded
Course of
Studies
Goal #2 – Objective #3: Identify opportune moments and resources for faith formation of parents/guardians.
Action Step
Step #
1.
2.
3.
Communicate upcoming events using school
and parish social media.
Provide training to local personnel to
maximize the use of technology and develop
a plan with local leaders to secure necessary
technology resources.
Include faith formation activities as a part of
all events where parent/guardians and other
adults are present.
PHONE 574-631-4646
Assigned To
Start Date
Due Date
Resources
Principals (or their
designee) and DRE’s
Fall
2014
Ongoing
Webmaster of
Parish websites
CSO
Fall
2012
Ongoing
CSO Director of
Professional
Development
Principals and DRE’s
Fall
2012
Ongoing
Department of
Educational
Services
FAX: 574-631-2131
WEB: HTTP://ACECONSULTING.ND.EDU
16
Goal #2 – Objective #4: Develop a Catholic Identity Vitality Metric to measure the effectiveness of Catholic
identity in our schools.
Step #
1.
2.
3.
4.
Action Step
Develop a Catholic Identity Vitality Metric
that provides individualized assessments of
the quality of Catholic identity and faith
formation in elementary and secondary
schools.
Provide Catholic Identity Metric to school
and parish leaders. Assist schools in
interpreting metric results.
Identify poorly performing schools on the
Catholic Identity Metric. Devise plans to
improve performance.
Evaluate the Catholic Identity Metric
regularly. Modify when needed.
Assigned To
Start Date
Due Date
Resources
CSO, OEC,
Regional Focus
Groups
Fall
2012
Summer
2013
Financial
Vitality Metric,
Focus Groups
CSO, OEC
Fall
2013
Ongoing
Catholic
Identity Metric
CSO, OEC
Fall
2013
Ongoing
Catholic
Identity Metric
CSO, OEC
Spring
2014
Ongoing
Catholic
Identity Metric
STRATEGIC GOAL # 3 - All schools will promote the integration of their students into being active
members of their parish.
Goal #3 - Objective # 1: Create opportunities for priests and students to interact.
Step #
Action Step
Assigned To
1.
Invite priests to celebrate Mass, give vocation
talks, retreats, be present at report card
distribution, sporting events, plays etc.
Pastors &
Principals
Start Date
Fall
2013
Due Date
Resources
June
2014
Priest
Personnel
Office,
Vocations
Office, OEC
Goal # 3- Objective # 2: Encourage students to become integrated into the parish through service and
ministerial opportunities.
Step #
Action Step
1.
Develop student pastoral leadership
skills within each school
community.
Pastors, Principals, DRE’s,
Campus Ministers
Fall
2012
Fall
2014
2.
Offer service awards to students
who give outstanding service to their
parish.
CSO, OEC
Fall
2012
Fall
2014
Pastors, Principals, DRE’s,
Youth Ministers
Fall
2012
Fall
2014
Pastors, Principals, DRE’s,
Youth Ministers
Fall
2012
Fall
2014
3.
4.
Assigned To
Invite students to take part in the
Evangelization processes of their
parish.
Develop age appropriate, liturgical
Ministers in each school community
(server, reader, Eucharistic minister,
etc.).
PHONE 574-631-4646
FAX: 574-631-2131
Start Date
Due Date
WEB: HTTP://ACECONSULTING.ND.EDU
Resources
Worship
Office, Youth
Ministry
Office, Local
Retreat Houses
Financial
Services &
Stewardship
Offices
Local Parish
Local Parish &
Worship
Commission
17
Strategic Planning Report
Domain: Academic Excellence Task Force
STRATEGIC GOAL #1 - Create an environment that maintains Archdiocesan standards of academic
excellence while encouraging students to discover and fulfill their potential.
Goal #1 - Objective #1: Research, develop, and implement Archdiocesan Academic Standards that are based
on the Common Core Standards.
Step #
Action Step
Assigned To
Start Date
Due Date Resources
Implement newly written Math Graded
Course of Study.
Provide professional development for
administrators and teachers of math and
for each content area as each new GCS is
published.
Verify implementation through
assessments, i.e. ITBS, Common
Assessments.
Develop and promulgate
Reading/Language Arts GCS.
1.
2.
3.
4.
Create a timeline for remaining content
areas as Common Core Standards become
available.
5.
School Administrators
Fall
2012
Ongoing
GCS
CSO
Curriculum Office,
School Administrators
Fall
2012
Ongoing
Sites,
materials
CSO Directors, School
Administrators
Fall
2012
Ongoing
CSO Curriculum
Office, Committee
April
2012
January
2014
State/Nat'l
standards
CSO Curriculum Office
Spring,
2013
Fall
2013
GCS,
Educational
Policy
Manual
Instruments
Goal #1 - Objective #2: Develop measures to document the academic growth of each child.
Step #
Action Step
Assigned To
Start Date
Due Date
Resources
1
Create and promulgate use of standardsbased student report card for all schools
within the Archdiocese.
CSO, advisors, School
Administrators,
Teachers
Fall
2012
Ongoing as
standards
available
Arch
Standards,
other
dioceses
2
Measure longitudinal student growth by
using consecutive grade test results.
CSO, School
Administrators
June
2012
Ongoing
3
Choose standardized tests that are aligned
with Common Core Standards.
CSO, School
Administrators
Fall
2013
Ongoing
4
Choose high school placement test that
will be an accurate predictor of student
success in high school.
CSO, H.S.
Administrators
Fall
2014
Ongoing
Published
assessments
5
Develop a process to share academic data
among school administrators.
CSO, School
Administrators
January
2013
January
2014
ITBS
PHONE 574-631-4646
FAX: 574-631-2131
WEB: HTTP://ACECONSULTING.ND.EDU
Assessments,
data
gathering
software
Published
assessments
18
Goal #1 - Objective #3: Develop an Academic Vitality Metric to measure the quality of academics in the
Catholic schools.
Step #
Action Step
Assigned To
Start Date
Due Date
Resources
1.
Develop an Academic Vitality Metric that
provides individualized assessments of the
quality of academics in elementary and
secondary schools.
CSO, Curriculum
Committee, Regional
Focus Groups
Fall
2012
Summer
2013
2.
Provide Academic Vitality Metric to
school and parish leaders. Assist schools in
interpreting metric results.
CSO Curriculum Office
Fall
2013
Ongoing
3.
Identify poorly performing schools on the
Academic Vitality Metric. Devise plans to
improve performance.
CSO Curriculum Office
Fall
2013
Ongoing
Academic
Vitality
Metric
4.
Evaluate the Academic Vitality Metric
regularly. Modify when needed.
CSO Curriculum Office
Spring
2014
Ongoing
Academic
Vitality
Metric
Financial
Vitality
Metric,
Focus
Groups
Academic
Vitality
Metric
Goal #1 - Objective #4: Incorporate technology to enhance the teaching and learning experience.
Step #
Action Step
Assigned To
Start Date
Due Date
Resources
1
Establish a standardized data collection,
storage and tracking system for managing
student academic growth (e.g. CEMIS).
Superintendent,
Committee, IT
Personnel
Fall
2012
Fall
2013
Software
publishers,
hardware,
Grant and
other money
2
Revise and update technology curriculum
based on best practices.
CSO, School
Administrators,
Teachers, Tech
Coordinators
Fall
2013
Fall
2014
Current
research
CSO, School
Administrators
Fall
2013
Annually
3
Assess current use of technology uses and
needs.
Survey
4
Develop a process to ensure that all
schools are using current technology tools
for instruction and testing/assessment.
CSO, School
Administrators
January
2014
June
2014
Testing
Research
5
Develop policies to ensure that teachers
and students integrate technology in all
grades.
CSO, School
Administrators
Fall
2013
January
2014
Educational
Policy
Manual
6
Develop standardized social media
platforms for professional development
activities and for use as a learning
community.
Teachers Committee
Fall
2012
Ongoing
PHONE 574-631-4646
FAX: 574-631-2131
WEB: HTTP://ACECONSULTING.ND.EDU
Online
resources
19
Goal #1 - Objective #5: Develop and measure the effectiveness of instructional programs based on the
Academic Standards of the Archdiocese to meet the individual needs of students.
Step #
1
2
3
4
5
Action Step
Assigned To
Start Date
Due Date
Resources
Superintendent
Fall
2012
Ongoing
Survey,
funding (i.e.
grants, etc.)
Ongoing
Available
Research
Define the services and personnel
necessary to meet the academic needs of
all students and schools.
Develop policies and programs for
meeting the needs of the gifted, special
needs and ESOL students.
Develop and implement a common
application form to identify student
academic needs.
Promote, introduce, and support
preschool programs at elementary schools
throughout the Archdiocese (where
possible).
Fall
CSO, ACOE
2012
Analyze assessment and reporting data to
determine student's annual yearly growth
and determine effectiveness of programs.
CSO
Fall
2013
Fall, 2013
Director of
Curriculum
CSO
Fall
2012
Ongoing
State
Preschool
Guidelines
Ongoing
Assessments
( i.e. ITBS,
data
gathering
software,
etc.)
CSO, School
Administrators
June,
2013
STRATEGIC GOAL # 2 - Build and sustain a culture where educators have an enthusiasm and an
invested interest in their professional development.
Goal #2 - Objective # 1: Formulate professional development policies for administrators and teachers that
ensure their continuous growth in best practices.
Step #
1
2
3
4
5
6
Action Step
Develop a Director's position in the CSO for
the purpose of guiding professional
development for teachers.
Form a committee of administrators and
teachers to work with CSO staff and
university staff on professional development
policies.
Implement professional development
policies.
Establish an Archdiocesan wide calendar of
in-service days for Archdiocese and local
school professional development.
Survey principals for individual school
professional development needs.
Develop and expand strategic academic
relationships: XU, UD, training centers.
PHONE 574-631-4646
Assigned To
Start Date
Due Date
Resources
Superintendent
January
2013
July
2013
CSO Budget,
outside
funding?
CSO, Advisors, School
Administrators
January
2015
June
2015
CSO, School
Administrators
June
2015
CSO
June
2012
January
2016
January
2013 and
annually
CSO
March
2013
Superintendent,
Universities' Schools of
Education & Centers
for Catholic Education
FAX: 574-631-2131
January
2013
Annually
Ongoing
WEB: HTTP://ACECONSULTING.ND.EDU
Educational
Policy Manual
Diocesan &
School
Calendars
Instrument
Grants, Title
II, Individual
schools'
professional
development
budgets
20
STRATEGIC GOAL #3 - Ensure that the Archdiocese has a uniform and effective administrator and
teacher evaluation system.
Goal #3- Objective #1: Develop, implement and measure the effectiveness of administrators and teachers
evaluation programs that are based on Archdiocesan academic standards and professional best practices.
Step #
Action Step
Assigned To
Start Date
Due Date
Resources
CSO
Fall
2012
Ongoing
Data,
feedback
from
principals
and pastors
Create committee to develop an
Archdiocesan teacher evaluation system
that is aligned with state standards.
CSO, School
Administrators
Fall
2012
June
2013
Samples of
evaluation
programs
Implement and measure teacher evaluation
system.
CSO, School
Administrators
Fall
2013
Ongoing
Instruments,
software
1
Assess the effectiveness of the new
administrator evaluation program.
2
3
PHONE 574-631-4646
FAX: 574-631-2131
WEB: HTTP://ACECONSULTING.ND.EDU
21
Strategic Planning Process
Domain: Marketing/Enrollment
STRATEGIC GOAL #1 – Improve Catholic School enrollment and retention rates by identifying,
sharing, and implementing best marketing practices.
Goal #1 – Objective 1: Enhance the Catholic Schools Office personnel dedicated to marketing and support
CSO personnel with marketing expertise committed to gathering and disseminating marketing best practices.
Step #
Action Step
Assigned to
Start Date
Due Date
Resources
Office budget, outside
funding?
1
Employ a full time CSO Marketing Director.
Superintendent
Fall
2012
Spring
2013
2
Form a marketing advisory committee of
experts composed of Catholic school and
corporate personnel to advise the CSO
Marketing Director on current and future
marketing best practices.
Superintendent,
Strategic
Planning Office
Fall
2012
Spring
2013
Similar committees in
other dioceses
Spring
2013
Fall
2013
Marketing Advisory
Committee, ACE
Consulting
Marketing
Research
Spring
2013
Fall
2013
Marketing data
Fall
2012
Ongoing
Marketing data
Fall
2013
Ongoing
Marketing data,
funding
3
4
5
6
Create a marketing guide on the CSO website
that can be used by individual schools.
Review and model marketing guide
information from other dioceses.
Present a hard copy binder of the CSO
marketing guide to each principal in the
Archdiocese.
Maintain contact list of marketing personnel
at each school to send periodic
communication and updates.
Provide regular meeting/professional
development opportunities for school
marketing personnel and Principals per year.
PHONE 574-631-4646
FAX: 574-631-2131
CSO
Marketing
Director,
Marketing
Advisory
Committee
CSO
Marketing
Director
CSO
CSO
Marketing
Director
WEB: HTTP://ACECONSULTING.ND.EDU
22
Goal #1 – Objective 2: Explore the potential for new students among Catholic and non-Catholic families, with
a specific focus on publicly funded opportunities and the growing Latino population.
Step #
1
2
3
4
5
6
7
8
Action Step
Obtain data and track how many school-aged
children at each parish are attending their
own or other Catholic Schools.
Market to families in all parishes that are not
currently sending students to Catholic
Schools through the CCD or other religious
education programs.
Evaluate areas of potential new schools or
programs in the Archdiocese. Engage with
local leaders to develop plans to meet
emerging potential needs.
Focus marketing on current preschool and
kindergarten parents and Non-Catholic
families within parish boundaries who could
benefit from a Catholic school education.
Establish forums where leaders of schools
who are currently using Ed Choice vouchers
or other scholarship programs can discuss
strategies on how best to market to these
students.
Monitor new government programs such as
the Jon Peterson scholarship and advise
schools on implementation of these
programs.
Assign a staff position to specifically serve
the Latino population who will publish
marketing materials in Spanish and ensure
that there are Spanish-speaking staff
members to help engage interested families
Partner with groups that already serve the
various Latino populations to recruit new
students.
PHONE 574-631-4646
Assigned to
Start Date
Due Date
Resources
CSO
Fall
2012
January
2013
School Surveys
Pastors,
Principals, CSO
Spring
2013
Fall
2013
Parish Schools and
Archdiocesan
personnel
CSO Strategic
Planning Office
Spring
2013
Ongoing
Demographic data
Pastors,
Principals, CSO
Spring
2013
Ongoing
Enrollment data,
marketing strategies
CSO
Fall
2013
Spring
2014
EdChoice Voucher
data
Fall
2012
Ongoing
Government programs
data, emerging
legislation, CCO
resources
Superintendent,
Coordinator of
Latino Outreach
Fall
2012
Ongoing
Outside funding,
Latino outreach
research
Coordinator of
Latino Outreach
Fall
2012
Ongoing
Local agencies
CSO
Strategic
Planning
Office,
Catholic
Conference
of Ohio
FAX: 574-631-2131
WEB: HTTP://ACECONSULTING.ND.EDU
23
STRATEGIC GOAL #2 – Develop and coordinate strategic marketing plans.
Goal #2 – Objective #1 – Provide marketing consultation and guidelines.
Step #
1
2
3
Action Step
Develop and communicate the CSO annual
marketing plan to all schools by January 1st of
each year. This plan will include basic
information and timing of Archdiocesan-wide
marketing initiatives for the following school
year.
Define acceptable marketing practices for
elementary schools to protect our common
mission.
Continue to implement and monitor the
Recruitment Without Boundaries (RWB)
agreement between high schools. Review and
revise as needed.
Assigned to
Start Date
Due Date
Resources
CSO Marketing
Director
Spring
2013
On going
Marketing plan
CSO
Marketing
Director
Spring
2013
Summer
2012
Marketing plan,
RWB Agreement
CSO
Fall
2012
Ongoing
RWB Agreement
Fall
2012
Ongoing
Marketing
strategies,
Archdiocesan
Marketing Plan
June
2013
Ongoing
CSO
Support
Staff
4
Monitor school marketing communications.
CSO
Regional
Directors,
CSO
Marketing
Director
5
Request next year's marketing plan from
elementary and high schools on the closing
school report due by June 30th of each year
(change the current school closing report to
include marketing planning information).
CSO
Marketing
Director
Goal #2 – Objective #2 – Develop and coordinate strategic marketing plans.
Step #
Action Step
1
Develop metrics to evaluate the efficacy of
the CSO and individual school marketing
plans by June 30th yearly.
2
Coordinate Archdiocesan marketing and
monitor and support individual school
marketing.
3
Develop a process to encourage ongoing
communication between the CSO and the
leaders of private Catholic schools when
changes in grade configuration are under
consideration (i.e. adding a Pre-K level to an
elementary school, or a 7th and 8th grade to a
high school, or discontinuing specific grade
levels such as eliminating junior high grades
at the elementary level).
PHONE 574-631-4646
Assigned to
Start Date
Due Date
Resources
CSO
Marketing
Director
Summer 2013
On going
CSO
Support
Staff
Marketing
Director,
Marketing
Advisory Board
Fall
2013
Ongoing
Archdiocesan
Marketing Plan
CSO
Spring
2013
Ongoing
Marketing data
FAX: 574-631-2131
WEB: HTTP://ACECONSULTING.ND.EDU
24
Goal #2 – Objective #3 - Develop an archdiocesan wide growth plan to increase enrollment.
Step #
1
Action Step
Assigned to
Start Date
Due Date
Resources
Gather Archdiocesan-level enrollment data; identify
trends and specific enrollment growth opportunities
such as: capacity availability, opportunities through
new tuition assistance sources and potential growth in
specific underserved regions.
CSO Strategic
Planning
Office
6/15
7/15
Archdiocesan
Marketing
Plan
Strategic Goal #3 - Establish systems to strengthen a culture whereby parishes provide spiritual and, to
the degree that they are able, financial support to parish families with children who desire a Catholic
education.
Goal 3 – Objective # 1 – Foster clergy support for Catholic school education.
Step #
Action Step
Assigned to
Start Date
Due Date
Resources
1
Petition Archbishop Schnurr for a pastoral
letter that identifies Catholic education as a
ministry priority for all Catholic parishes in
the Archdiocese.
Superintendent
September
2012
December
2012
Archbishop
2
Identify clergy who actively support
Catholic school education and create a plan
for them to engage with parishes that
demonstrate a concern about the provision
of spiritual and financial support for
Catholic education.
Archbishop,
Auxiliary
Bishop, Select
Priests
Fall
2012
Ongoing
Vision Report
Goal 3 – Objective #2 – Foster a culture of advocacy for Catholic schools by implementing systems to engage
all parishes and parish leaders in active support of Catholic school education.
Step #
1
2
Action Step
Assigned to
Enhance communication and information
sharing from the Catholic Schools Office to
all parishes and parish leaders by ensuring CSO Strategic
that all parishes are included in updates on Planning Office
developments within Catholic School
education.
Enhance collaboration between the Catholic
Schools Office and parish leaders by
CSO Strategic
establishing parish demographic data
Planning
sharing protocol.
Office
PHONE 574-631-4646
FAX: 574-631-2131
Start Date
Due Date
Resources
January
2013
May
2013
Parish Records,
Parish October
Counts
January
2013
May
2013
Parish Records,
Parish October
Counts
WEB: HTTP://ACECONSULTING.ND.EDU
25
Strategic Planning Report
Domain: Leadership
STRATEGIC GOAL #1: Establish a position within the Archdiocese of Cincinnati Catholic Schools’
Office for Professional Development of School Leaders (i.e. Principals, Teacher Leaders, Pastors, and
Board Members).
Goal #1: Objective 1: Establish the Director of Professional Development position and formulate a strategic
Archdiocesan professional development program for school leaders.
Step #
1.
2.
3.
4.
5.
6.
Action Step
Develop a Director's position in the CSO for the
purpose of guiding professional development for
administrators and teachers.
Review and evaluate current Professional
Development program(s) for Catholic School
Leaders.
Review best practices for leadership
development.
Identify leadership development delivery
systems (mentoring, coaching, traditional
classroom, experiential learning, and virtual
learning).
Identify key content for Leadership development
(to include instructional, organizational and
spiritual leadership development).
Develop and implement professional
development program.
Resources
Assigned To
Start Date
Due Date
Superintendent
January
2013
July
2013
CSO Budget,
Funding (grants?)
CSO
Fall
2012
Spring
2013
Professional
Development
Programs/Research
CSO
Fall
2012
Spring
2013
Research
CSO
Fall
2012
Spring
2013
Research
CSO
Fall
2012
Spring
2013
Research
CSO
Fall
2013
Ongoing
Research
STRATEGIC GOAL # 2: Establish criteria to review the current Principal Evaluation Process.
Goal #2: Objective 1: The Archdiocesan Catholic Schools’ Office will develop a formal process for evaluating
Catholic school leaders.
Step #
Action Step
Assigned To
Start Date
Due Date
Resources
Fall
2012
Ongoing
Data, feedback from
principals and
pastors
Ongoing
Research
Spring
2014
Principal Evaluation
System
1
Assess the effectiveness of the new
administrator evaluation program.
CSO
2.
Review best practices for Principal evaluation.
CSO
3.
Develop and implement evaluation process.
CSO
PHONE 574-631-4646
FAX: 574-631-2131
Fall
2012
Fall
2013
WEB: HTTP://ACECONSULTING.ND.EDU
26
STRATEGIC GOAL #3: Establish criteria to identify potential Catholic School leaders within and
outside of the system; with emphasis on recognizing, promoting, and developing administrative
leadership among the teacher leaders of our schools.
Goal #3 – Objective 1: Create a formal process for identifying, recruiting, and orienting new Catholic school
leaders.
Step #
1.
2.
3.
4.
Action Step
Assigned To
Review and evaluate current Principal hiring
process.
Review best practices for new principal
identification and recruitment.
Identify existing resources for leadership
formation.
Establish a “leadership institute” for new and
aspiring school leaders.
CSO
CSO
CSO
CSO
Start Date
Due Date
Resources
Fall
2012
Fall
2012
Fall
2012
Fall
2013
Spring
2013
Spring
2013
Spring
2013
Spring
2014
Principal Hiring
Packet
Research
Universities, other
local agencies
Similar models in
other dioceses
STRATEGIC GOAL #4: Create a formal and ongoing training and development program for current
Catholic School Principals.
Goal #4 – Objective 1: A design an implementation plan for an Archdiocesan Principal Academy will be
developed by the Archdiocesan Catholic Schools’ Office.
Step #
Action Step
1.
Review and evaluate current Professional
Development program(s) for Catholic School
Leaders.
2.
3.
4.
5.
Review best practices for leadership
development.
Identify leadership development delivery
systems (mentoring, coaching, traditional
classroom, experiential learning, and virtual
learning).
Identify key content for Leadership
development (to include instructional,
organizational and spiritual leadership
development).
Establish Principals’ Academy.
PHONE 574-631-4646
FAX: 574-631-2131
Assigned To
Start Date
Due Date
CSO
Fall
2012
Spring
2013
CSO
Fall
2012
Spring
2013
Current
professional
development
programs
Research,
universities
CSO
Fall
2012
Spring
2013
Research,
universities
CSO
Fall
2012
Spring
2013
Research,
universities
CSO
Fall
2013
Ongoing
Research
WEB: HTTP://ACECONSULTING.ND.EDU
Resources
27
STRATEGIC GOAL # 5: Create a formal and ongoing training and development program for current
Pastors and future Pastors of Catholic Schools.
Goal #5: Objective 1: A design and implementation plan for training Pastors and Seminarians will be
developed by the Archdiocesan Catholic Schools’ Office.
Step #
Action Step
Assigned To
Start Date
Due Date
Resources
1.
Review and evaluate current Professional
Development program(s) and training for
Pastors and Seminarians.
CSO
Spring
2013
Fall
2013
2.
Review best practices for Professional
Development program(s) and training for
Pastors and Seminarians.
CSO
Spring
2013
Fall
2013
CSO
Spring
2013
Fall
2013
Priest Personnel
Office, Priestly
Formation Office
Spring
2013
Spring
2014
Fall
2013
Research
Ongoing
Similar programs
in other dioceses
3.
4.
5.
Identify leadership development delivery
systems (mentoring, coaching, traditional
classroom, experiential learning, and virtual
learning).
Identify key content for Leadership
development.
Establish development program for pastors and
future pastors.
CSO
CSO
Current programs,
Seminary, Priestly
Formation Office
Research,
Seminary,
Priestly
Formation Office
STRATEGIC GOAL #6: Create a formal and ongoing training and development program for current
Board Members and future Board Members for Catholic Schools.
Goal #6: Objective 1: A design and implementation plan for training Board Members of Catholic Schools will
be developed by the Archdiocesan Catholic Schools’ Office.
Step #
1.
2.
3.
4.
5.
Action Step
Review and evaluate current Professional
Development program(s) and training for
Board Members.
Review best practices for Professional
Development program(s) and training for
Board Members.
Identify leadership development delivery
systems for Board Members.
Identify key content for Leadership
development systems for Board Members.
Establish professional development program
for Board Members.
PHONE 574-631-4646
FAX: 574-631-2131
Resources
Assigned To
Start Date
Due Date
CSO Strategic
Planning Office
Fall
2012
Spring
2013
Current programs
CSO Strategic
Planning Office
Fall
2012
Spring
2013
Research
CSO Strategic
Planning Office
CSO Strategic
Planning Office
CSO Strategic
Planning Office
Fall
2012
Fall
2012
Fall
2012
Spring
2013
Spring
2013
Spring
2013
Research
Research
Similar programs
in other dioceses
WEB: HTTP://ACECONSULTING.ND.EDU
28
STRATEGIC GOAL #7: Provide for ongoing structures of communication, support, and advice for
Archdiocesan and School Educational Leaders.
Goal #7: Objective 1: Provide for structure of communication, support, and advice for the Archbishop,
Superintendent, and Catholic Schools Office on Educational Matters.
Resources
Step #
Action Step
Assigned To
Start Date
Due Date
1.
Continue the functions of the Archdiocesan
Commission on Education (ACOE). Ensure
that geographic regions and various stakeholder
groups are represented on this commission.
Superintendent
Fall
2012
Ongoing
ACOE
Constitution &
Bylaws
2.
Decommission the Regional Area
Commissions on Education. Transition desired
functions to the ACOE and Governance
Advisory Committee.
3.
4.
Continue the functions of the Principals’
Advisory Committee to the Superintendent
(PACTS). Provide concrete bylaws and term
limits.
Research the potential of a Pastors’ Advisory
Committee to the Superintendent. Implement
committee if feasible/desired/warranted.
Archbishop,
CSO
Fall
2012
January
2013
ACOE
Constitution and
Bylaws, Regional
Commission
Bylaws
Superintendent
Fall
2012
Ongoing
PACTS Bylaws
Archbishop,
CSO
Spring
2013
Fall
2013
Similar
committees in
other dioceses
Goal #7: Objective 2: Ensure that all schools utilize a functional School Board or School Education
Commission.
Step #
1.
2.
3.
4.
Action Step
Research the current presence and functionality
of School Boards and Education Commissions
in Catholic schools.
Establish a common set of constitutions and
bylaws for Boards at Archdiocesan High
Schools.
Modify and implement the Parish Commission
Handbook. Monitor Commissions to ensure
that they comply with policies.
Provide emerging research and support for
leaders and boards of non-Archdiocesan
schools.
PHONE 574-631-4646
FAX: 574-631-2131
Resources
Assigned To
Start Date
Due Date
CSO Strategic
Planning Office
Fall
2012
March
2013
Parish
Commission
Handbook
CSO Strategic
Planning Office
Spring
2013
Fall
2013
Board Bylaws
CSO Strategic
Planning Office
Spring
2013
Fall
2013
Parish
Commission
Handbook
CSO Strategic
Planning Office
Fall
2013
Spring
2014
Research, Board
Bylaws
WEB: HTTP://ACECONSULTING.ND.EDU
29
Strategic Planning Report
Domain: Finances
STRATEGIC GOAL #1: Create the climate and structures to enable “Unified Support” for the
sustainability and growth of Catholic Schools.
Goal # 1 - Objective #1: Organize and communicate the “Case Statement” describing the value and benefits of
Catholic Schools and the reasons why sustainable Catholic Schools are a benefit to all community stakeholders:
Catholics, non-Catholics, individuals, companies and organizations.
Step #
1
2
Action Step
Enhance the Existing Draft Document of the
Case Statement.
Publish Case Statement and achieve buy-in
from potential supporters.
Assigned to
Start Date
Due Date
CSO Strategic
Planning
Office,
Marketing
Advisory
Committee
Resources
Fall
2012
December
2012
Vision Report
CSO
January
2013
Ongoing
Case Statement
Goal #1 - Objective #2: Support development, marketing, and promotion of an integrated and unifying
“Catholic Schools Brand Image.”
Step #
Action Step
Assigned to
1
Create a Catholic Schools Brand Image.
2
Make the “brand” a Centerpiece in Dialogues
with Constituents.
3
Create a Unifying Catholic Schools website
that allows users to reach all Catholic Schools
websites and that communicates the value
attributes of all Catholic Schools.
4
Integrate the Catholic Schools Brand into
Coordinated Marketing, Recruitment, and
Fundraising Efforts.
PHONE 574-631-4646
FAX: 574-631-2131
CSO
Strategic
Planning Office,
Marketing
Advisory
Committee
CSO
Strategic
Planning Office,
Marketing
Advisory
Committee
CSO
Strategic
Planning Office,
Marketing
Advisory
Committee
Marketing
Fundraising, and
Schools
Start Date
Due Date
Resources
Summer
2012
August
2012
Marketing firm
August
2012
Ongoing
Brand,
Archdiocesan
Marketing Plan
August
2012
December
2012
Marketing firm,
Archdiocesan
Marketing Plan
August
2012
Ongoing
Brand,
Archdiocesan
Marketing Plan
WEB: HTTP://ACECONSULTING.ND.EDU
30
Goal #1 - Objective #3: Invite and Coordinate Key Individuals and Organizations to participate in and support
the Lighting the Way implementation phase with contributions of Time, Talent, Leadership, and Passion.
Step #
Action Step
Assigned to
1
Recruit a cadre of Lighting the Way
Ambassadors to communicate the ongoing
need for Catholic schools.
2
Orient and coordinate Ambassadors.
CSO, Vision
Implementation
Committee
CSO, Vision
Implementation
Committee
Start Date
Due Date
August
2012
Ongoing
August
2012
Ongoing
Resources
Vision Report,
Foundational
Statements
Vision report,
Foundational
Statements
STRATEGIC GOAL #2: Ensure local school financial health, operations and Sustainability by providing
data and analysis tools to enhance and support financial decision-making at the local school level.
Goal 2 -Objective #1: Develop Local School Health and Sustainability Metrics to allow schools and parishes
to better understand their financial strengths and areas for improvement.
Step #
1
2
3
Action Step
Assigned to
Gather specific, current and historical financial
data for all parish schools throughout the
Archdiocese of Cincinnati.
Using Step 1 Data, pare down the specific
measurements to a list of high level financial
metrics judged to accurately reflect financial
vitality and ongoing viability.
Categorize the high level metrics chosen in
Step 2 into 9 specific metrics of vitality and
ongoing viability (Enrollment, Tuition,
Revenue, Instruction, Administration, Plant,
Affordability, Liquidity, Overall). Provide
format flexibility to enable ranking all parish
schools by Overall metric and by any other
Viability Measurement. Use Step 1 and Step 2
data as back up for drill down if required.
PHONE 574-631-4646
FAX: 574-631-2131
Start Date
Due Date
Resources
CSO Strategic
Planning Office
Fall
2011
Completed
Four years of
AOC Annual
Parish and School
Financial Reports
CSO Strategic
Planning Office
Spring
2012
Completed
AOC Annual
Superintendent’s
Report
Completed
Published
materials across
the US for
identifying
financial
benchmarks and
Financial Best
Practices
CSO Strategic
Planning Office
Spring
2012
WEB: HTTP://ACECONSULTING.ND.EDU
31
Goal 2 - Objective #2: Support Schools and Parishes in their efforts to be good stewards of their parish and
inter-parish shared Catholic School Ministries.
Step #
Action Step
Assigned to
Start Date
Due Date
Resources
1
2
3
4
5
Present Vitality Metrics to CSO staff, Vision
Steering Committee, and parish/school
representative stakeholders. Revise as
necessary.
Provide site-specific Vitality Metrics to each
school and parish.
Ensure that Vitality Measurements are updated
on an annual basis.
Assist individual schools in interpreting the
Vitality Measurements and identifying
opportunities for improvement and best
practices.
Identify the bottom performing 25% of schools
based on the Financial Vitality Metrics. Work
with local leaders to develop site-specific
intervention plans. Identify other vulnerable
schools and regions of schools where the data
implies a potential or future need for an
increase or decrease in school ministry
capacity. Coordinate with changes in
governance and other strategic planning efforts.
Objective One
Financial Vitality
Metrics
CSO Strategic
Planning Office
Spring
2012
Completed
CSO Strategic
Planning Office
Spring
2012
Completed
CSO Strategic
Planning Office
Summer
2012
Ongoing
(annually)
CSO Strategic
Planning Office
Fall
2012
Ongoing
Financial Vitality
Metrics
CSO Strategic
Planning Office
Fall
2012
Ongoing
Financial Vitality
Metrics,
school/parish
budgets
Narrative and
PowerPoint
Previous and
current year
financial data as
outlined in
objective 1 above
STRATEGIC GOAL #3: Increase Private Support to Catholic Schools.
Goal #3 - Objective #1: Establish a Private, Independent, and Unified Fundraising and Scholarship Foundation
that operates in close partnership with the Catholic Schools Office and the AOC.
Start
Step #
Action Step
Assigned to
Due Date
Resources
Date
1
2
3
4
5
Develop a proposed Vision, Mission and
Purpose for a unified fundraising and
scholarship organization. Determine an
appropriate structural alignment with existing
archdiocesan fundraising and scholarship
organizations such as CISE and Seeds of
Growth.
Determine organizational structure, board
structure, and organizational documents.
Create legal entity. Determine additional needs
for implementation subcommittees. Identify
initial board of trustees.
Develop initial plans for fundraising,
marketing, and scholarship distribution criteria
and administration in preparation for annual
fundraising, scholarship distribution, and a
future capital endowment campaign.
Conduct regional fundraising effort. Direct
funds to new foundation. Evaluate the potential
of future regionally-directed fundraising
efforts. Engage with existing regional funding
sources.
Secure necessary staff to operate the fund.
PHONE 574-631-4646
FAX: 574-631-2131
Foundation
Implementation
Team made up of
CSO, Finance Office,
Stewardship Office,
CISE and Foundation
Subcommittee
Members
Fall
2012
January
2013
Similar
Foundations in
other Dioceses,
Temporal Affairs
Document
CSO, Foundation
Implementation
Team, Stewardship
Department
Fall
2012
January
2013
Similar
Foundations in
other Dioceses,
Temporal Affairs
Document
CSO, Foundation
Board, Stewardship
Department
October
2012
January
2013
Fundraising
Consultant?
CSO, Foundation
Board, Stewardship
Department
Fall
2012
January
2013
Local funding
sources
CSO, Foundation
Board
Spring
2013
Summer
2013
Foundation
Bylaws
WEB: HTTP://ACECONSULTING.ND.EDU
32
Goal 3 - Objective #2: Initiate and coordinate an Archdiocesan capital campaign to generate funds for
Scholarship Foundation.
Step #
Action Step
Assigned to
1
Plan for capital campaign. Develop
Feasibility Study, Goals and Objectives,
Operating Budget, Planning Budget, etc.
2
Recruit volunteer solicitors.
3
Initiate and conduct a unified capital
campaign for Catholic School
Scholarship Foundation.
4
Support Fund through Annual
Fundraising and additional fundraising
events.
CSO, Foundation
Board & Staff,
Stewardship
Department
CSO, Foundation
Board,
Stewardship
Department
CSO, Foundation
Board & Staff,
Stewardship
Department
CSO, Foundation
Board & Staff,
Stewardship
Department
Start Date
Due Date
Resources
Fall
2013
Spring
2014
Prior campaigns,
similar campaigns
in other dioceses
Spring
2014
May
2014
Local volunteer
databases
Fall
2014
Spring
2015?
Prior campaigns,
similar campaigns
in other dioceses
Spring
2015
Ongoing
Capital campaign
data, donor
database
Goal #3 - Objective #3: Coordinate for Maximum In-Kind Support from individuals and corporations on
implementation efforts.
Step #
Action Step
1
Identify Sources for In-Kind Support.
2
Solicit In-Kind Supporters and Volunteers.
Assigned to
Start Date
Due Date
CSO, Foundation
Board
CSO, Foundation
Board
Spring
2013
Spring
2013
Fall
2013
Fall
2013
Resources
Existing donor
databases
Existing donor
databases
STRATEGIC GOAL #4: Optimize the Use of Archdiocesan and Public Finance Resources.
Goal #4 - Objective #1: Optimize the Use of Archdiocesan Resources.
Step #
1
2
3
Action Step
Inventory and evaluate underutilized
assets for repurposing or reinvestment
into the Catholic Schools Ministry.
Evaluate the allocation structure of the
Catholic Ministries Appeal to determine
whether Catholic schools should be
additional beneficiaries. Incorporate
Catholic Schools into the Appeal if
possible/warranted/desired.
Evaluate the possibility of offering some
forms of CSO or archdiocesan services
and support on an at cost fee basis.
PHONE 574-631-4646
Assigned to
Start Date
Due Date
Resources
CSO Strategic
Planning Office,
Finance Office
Fall
2012
Spring
2013
Catholic Ministries
Appeal Data
CSO Strategic
Planning Office,
Finance Office,
Stewardship
Office
Spring
2013
Fall2013
Catholic Ministries
Appeal Data
CSO Strategic
Planning Office,
Finance Office
Spring
2013
Fall2013
CSO Duties
Assessment
FAX: 574-631-2131
WEB: HTTP://ACECONSULTING.ND.EDU
33
Goal #4 - Objective #2:
Identify most efficient and effective Roles, Responsibilities, and Services to be
provided by CSO and other archdiocesan offices.
Step #
Action Step
Assigned to
Start Date
Due Date
1
Offer centralized support services in areas
where local efforts are inefficient,
infrequent, or lacking expertise and
experience.
CSO Strategic
Planning Office
Fall
2012
Ongoing
Consider or expand centralized
procurement cooperative efforts.
CSO Strategic
Planning Office,
Consolidated
Purchasing
Committee
Fall
2012
Spring
2013
CSO Strategic
Planning Office
Fall
2012
Ongoing
Finance Office
Fall
2012
Spring
2014
CSO Strategic
Planning Office
Spring
2013
Ongoing
2
3
4
5
Support and share best practices relative
to cost control and effective use of assets
and resources.
Implement common financial reporting
system in parishes and parish schools.
Encourage innovation in technology and
other instructional methods as means to
improved instruction and potentially
lower net cost of instruction.
Resources
Parish/School
Financial data
Parish Business
Managers,
purchasing data
Parish/School
Financial data
Financial reporting
system
Parish/School
Financial data,
technology
assessment
Goal #4 - Objective #3: Optimize school use of funds from the State of Ohio.
Step #
Action Step
Assigned to
Start Date
Due Date
1
Collect and analyze historical usage of
State auxiliary funding and develop
recommendations for best practices.
CSO Strategic
Planning Office
Spring
2013
Ongoing
2
Expand training opportunities for school
leadership on best practices and
administration of government programs.
CSO Strategic
Planning Office
Spring
2013
Ongoing
3
Initiate and develop relationships with
local educational agency programs
personnel and 3rd party contractors.
CSO Strategic
Planning Office
Summer
2013
Ongoing
4
Lead discussions about best practices in
regard to the EdChoice, Jon Peterson,
Transportation, and Autism scholarship
programs and monitor program changes
as they occur.
CSO Strategic
Planning Office
Fall
2013
Ongoing
5
Monitor and apply for State grants to
address individual school needs.
Director of
Resource
Development
Fall
2013
Ongoing
PHONE 574-631-4646
FAX: 574-631-2131
Resources
May school closing
reports, Catholic
Conference of
Ohio
Ohio Department
of Education and
Catholic
Conference of
Ohio
Database of 3rd
party contractors,
Auxiliary service
records
Ohio Department
of Education,
Catholic
Conference of
Ohio, and School
Choice Ohio,
veteran school
principals
Ohio Department
of Education and
Governor’s Office
WEB: HTTP://ACECONSULTING.ND.EDU
34
Goal #4 - Objective #4: Optimize school use of funds from the Federal Government.
Step #
Action Step
Assigned to
Start Date
1
Collect and analyze historical usage of
federal funding programs and develop
recommendations for best practices.
Programs to include: Title I, IDEA-B, Free
and Reduced lunch, Title III.
Due Date
Resources
CSO Strategic
Planning Office
Spring
2013
Ongoing
Government
Reports from
various public
school districts
2
Analyze use of Title IIA consortium funds
and create an annual plan to maximize
effectiveness.
CSO Strategic
Planning Office
Spring
2013
Ongoing
3
Expand training opportunities for school
leadership on best practices and
administration of federal programs.
CSO Strategic
Planning Office
Spring
2013
Ongoing
4
Lead discussions about best practices in
regard to Title I, IDEA-B, Free and
Reduced lunch, Title III programs and
monitor program changes as they occur.
CSO Strategic
Planning Office
Spring
2013
Ongoing
5
Monitor and apply for Federal grants to
address individual school needs.
CSO Strategic
Planning Office
Spring
2013
Ongoing
Title IIA
applications and
Hamilton County
Educational
Service Center
Catholic
Conference of
Ohio and Office of
Nonpublic
Education
Ohio Department
of Education,
Catholic
Conference of
Ohio, and School
Choice Ohio,
veteran school
principals
US Department of
Education and
Office of
Nonpublic
Education
Goal #4 - Objective #5: Increase lobbying efforts to legislators on behalf of Catholic school issues.
Step #
Action Step
Assigned to
Start Date
Due Date
Resources
1
Advocate for cost of living adjustments for
the Ed Choice program.
CSO, Catholic
Conference of
Ohio
Fall
2012
Ongoing
Local legislators,
advocacy groups
2
Leverage Ohio Advocates for Catholic
Schools (OACS) network to communicate
with school parents and other stakeholders
about legislative issues that impact
Catholic schools.
CSO, Catholic
Conference of
Ohio
Ongoing
OACS database
3
Monitor and advocate for changes and/or
additions to government programs.
CSO, Catholic
Conference of
Ohio
Ongoing
CCO website, local
legislators,
advocacy groups
PHONE 574-631-4646
FAX: 574-631-2131
Spring
2013
Spring
2013
WEB: HTTP://ACECONSULTING.ND.EDU
35
Strategic Planning Report
Domain: Governance
STRATEGIC GOAL #1 - Develop, cultivate, and sustain successful and innovative models of governance
for K-12 Catholic education in the Archdiocese of Cincinnati that will allow the mission of Catholic
education to thrive.
Goal #1 - Objective #1: Design a forum for communication between stakeholders and people leading the
implementation of the strategic vision to ensure that decisions related to governance involve leaders from
representative stakeholder groups (CSO, principals, clergy, finance, marketing, strategic planning, academic
excellence, Catholic identity).
Step #
Action Step
1.
Re-assign the responsibilities of the current position
of Director of School Strategic Planning, Marketing,
and Government Programs into two positions.
 Position 1: Director of School Strategic
Planning and Government Programs
 Position 2: Director of Marketing and
Enrollment
Assigned To
Start Date
Due Date
Resources
Superintendent
Fall
2012
January
2013
Funding
sources
Goal #1 - Objective #2: Define and explain the governance (authority, responsibility, role, structure) for each
of the existing and new models of governance for Catholic schools.
Step #
Action Step
Assigned To
Start Date
Due Date
Resources
1.
Form a Governance Advisory Committee to
modify and finalize governance charts for
elementary and secondary schools.
3
Share a draft of these documents with
priests, principals, and other relevant
stakeholders for input.
Use the input received from the stakeholder
groups to prepare final documents.
4
Present these documents to principals and
pastors.
2
5
6
Include these document(s) in all relevant
CSO communications and policy
manuals/documents.
Review the governance charts annually with
the Governance Advisory Committee.
PHONE 574-631-4646
FAX: 574-631-2131
Superintendent,
CSO Strategic
Planning Office
Fall
2012
January
2013
Meeting
facilities
and materials,
relevant
research
CSO
January
2013
March
2013
Governance
Documents
CSO Strategic
Planning Office
March
2013
June
2013
Governance
Documents
CSO
August
2013
November
2013
Governance
Documents
CSO Strategic
Planning Office
November
2013
Ongoing
Governance
Documents
CSO Strategic
Planning Office,
Governance
Advisory
Committee
November
2013
Ongoing
Governance
Documents
WEB: HTTP://ACECONSULTING.ND.EDU
36
Goal #1 - Objective #3: Create a proactive long-range planning process to assist schools in making governance
decisions.
Step #
Action Step
Assigned To
Start Date
Due Date
Resources
1.
2.
3.
4.
5.
6.
7.
8.
Develop Vitality Metrics in the areas of
Academic Excellence, Catholic Identity,
Finance, and Enrollment.
Present drafts of the Metrics to various
committees and stakeholding groups for
review and feedback and then prepare a
final draft.
Present a report with the final draft of the
Metrics to the Archbishop for review and
feedback.
Present the Metrics to pastors and
principals.
Review the Metrics yearly and meet
yearly with principals and pastors to
discuss the Metrics for their schools.
Review these Metrics yearly and update as
needed.
Provide the schools not meeting the
benchmarks with planning support from
the CSO which may include
recommendations for a change in
governance structure.
Provide assistance, support and direction
to schools and parishes desirous of change
or in need of a change in their current
governance model.
CSO
Fall
2012
January
2013
Relevant
research, Vision
Report, Financial
Vitality Metrics
CSO
January
2013
March
2013
Drafts of
Vitality Metrics,
Vision Report
CSO
March
2013
March
2013
Vitality Metrics,
Vision Report
CSO
March
2013
June
2013
Vitality Metrics,
Vision Report
CSO
Fall
2013
Ongoing
Vitality Metrics,
Vision Report
CSO
Fall 2013
Ongoing
Vitality Metrics,
Vision Report
CSO
Fall
2013
Ongoing
Vitality Metrics,
Vision Report
Ongoing
Vitality Metrics,
Vision Report
Fall
2013
CSO
STRATEGIC GOAL #2 - Develop the capacity of people with the authority to make governance decisions
and policies in Catholic schools.
Goal #2 - Objective #1: To provide transition support to Catholic schools during the process of a change in
governance.
Step #
Action Step
Assigned To
Start Date
Due Date
Resources
1.
Formulate a streamlined process for schools to
change their governance models.
CSO
Fall
2012
December
2012
2.
Present the process for a change in governance
model to the Archbishop for input and
approval.
CSO
January
2013
March
2013
3.
Communicate this process to all relevant
personnel and stakeholder groups.
CSO
March
2013
Summer
2013
4.
Designate members of a Transition Team that
assists schools when enacting changes in
governance. Provide training for Transition
Team members.
CSO
Summer
2013
Ongoing
5.
Implement governance change process
(including Transition Team).
CSO
Fall
2013
Ongoing
6.
Review and update materials yearly.
CSO
Spring
2013
Ongoing
PHONE 574-631-4646
FAX: 574-631-2131
WEB: HTTP://ACECONSULTING.ND.EDU
Governance
data, ACOE
Bylaws
Governance
Change
Process
Governance
Change
Process
Governance
Change
Process
Governance
Change
Process
Governance
Change
Process
37
Goal #2 - Objective #2: Establish a support process for schools and/or parishes in the hiring and evaluation of
principals.
Step #
1.
2.
3.
4.
Action Step
Develop a required screening process through
the Catholic Schools Office for principals new to
the Archdiocese.
Update and promulgate the Principal Hiring
Packet.
Develop a common evaluation tool for the
hiring agent for evaluating principals.
Update the evaluation process, hiring prescreening procedures, and interview materials
yearly, as needed.
Assigned To
Start Date
Due Date
Resources
CSO
Fall
2012
December
2012
Principal Hiring
Packet
Fall
2012
Fall
2012
December
2012
December
2012
Spring
2013
Ongoing
Principal Hiring
Packet
Principal Hiring
Packet
Revised
Principal Hiring
Process
CSO
CSO
CSO
Goal #2 - Objective #3: Establish a process and a policy for the non-renewal of principals and a clearly defined
Problem Resolution process and policy.
Step #
1.
2.
3
4
5
6.
Action Step
Create a process and a policy for the nonrenewal of principals that includes the input
and involvement of the Catholic Schools Office
and Human Resources Office.
Develop a Problem Resolution process and
policy specifically to address issues related to
the non-renewal of principals.
Present these processes and policies to the
Archbishop for his feedback, make necessary
changes, and request a letter from the
Archbishop supporting the final documents.
Include these policies and an explanation of both
processes in the Educational Policy Manual,
Human Resources Policy Manual, and Priest
Personnel Manual.
Present these documents to pastors, principals,
presidents, and boards.
Review and revise the non-renewal process and
policy.
Assigned To
Start Date
Due Date
Resources
CSO, Human
Resources
Office
Spring
2013
Fall
2013
Relevant research,
Archdiocesan HR
policies
CSO, Human
Resources
Office
Spring
2013
Fall
2014
Relevant research,
Archdiocesan HR
policies
CSO
December
2014
January
2015
Non-Renewal
Process
CSO
January
2015
March
2015
Non-Renewal
Process
March
2015
Fall
2015
May
2015
Non-Renewal
Process
Non-Renewal
Process
CSO
CSO
Ongoing
Goal #2 - Objective #4: Provide and/or continue to provide updated governance support documents for
schools.
Step #
Action Step
Assigned To Start Date
Due Date
Resources
1.
2.
3.
Provide and/or continue to provide
governance support documents and drafts
of governance support documents for
schools.
Revise Archdiocesan Educational Policy
regularly. Provide a hard copy of
Archdiocesan Educational Policies to every
principal on a basis of at least every three
years.
Revise the Education Commission Handbook.
Revise this Handbook regularly.
PHONE 574-631-4646
FAX: 574-631-2131
CSO
Fall
2012
Ongoing
CSO
Spring
2013
Ongoing
CSO
Spring
2013
Ongoing
Archdiocesan
Educational
Policy Manual,
Legal counsel
and/or HR
support, as
needed Financial
resources Printed
materials
WEB: HTTP://ACECONSULTING.ND.EDU
38
APPENDIX 2
SUPPLEMENTARY MATERIALS
Table 1
School-Parish Profile 2001-2012
Table 2
Elementary School Governance Models - Archdiocese of Cincinnati
Table 3
Secondary School Governance Models - Archdiocese of Cincinnati
Table 4
New Governance Models to Consider with Role Descriptions
Table 5
Elementary Catholic School Vitality Measurements
Table 6
Elementary Catholic School Vitality Measurements Sample
Table 1
School-Parish Profile
2011-2012 School Year
Total # of schools…. ...........................................................113*
Elementary schools
93
High schools
23
*(Catholic Central, St. Rita School for the Deaf, and Summit
Country Day are counted as both elementary and high schools)
Parish Information:
Total # of Parishes (separate juridic persons): .................226
Parishes that sponsor a single school:
70
Parishes that associate with a consolidated or inter-parish school: 41
Parishes that do not associate with a school:
115
School Governance Figures, Elementary:
Total # of elementary schools ................................................93
Single-parish schools
71
Consolidated schools
11
Inter-parish schools
3
Archdiocesan schools
1*
Private schools
7
* = St. Rita School for the Deaf (Catholic Central is considered
consolidated)
Elementary schools w/ Boards of Limited Jurisdiction 17
(includes all consolidated and inter-parish schools, St. Rita’s,
and St. Mary (Greenville))
School Governance Figures, High School:
Total # of high schools ...........................................................23
Archdiocesan owned, operated
12
Religious order owned (“parochial”)
6
Private schools
5
Schools with Presidents
(5 Archdiocesan, 4 Religious, 5 Private)
Schools with Principal only
(7 Archdiocesan, 1 Religious)
Schools with Neither (“Head of School”)
( 1 Religious)
14
8
1
Elementary Consolidated Schools: Bishop Leibold, Catholic Central, Corryville Catholic, John Paul II, Mary
Queen of Peace, Mother Bruner, Our Lady of Grace, Piqua Catholic, Prince of Peace, St. Nicholas Academy,
St. Andrew/St. Elizabeth Ann Seton
Elementary Inter-Parish Schools: St. Joseph (Hamilton), St. John the Baptist (Dry Ridge), St. Gabriel
Elementary Archdiocesan Schools: St. Rita School for the Deaf (Elementary)
Catholic Central is both Archdiocesan and Consolidated, but has been included in the Consolidated
category
Elementary Private Schools: Good Shepherd Montessori, Mercy Montessori, Mother Theresa, Royalmont
Academy, Sts. Peter and Paul Academy, Summit Country Day, St. Ursula Villa Elementary Consolidated
Schools: Bishop Leibold, Catholic Central, Corryville Catholic, John Paul II, Mary Queen of Peace, Mother
Bruner, Our Lady of Grace, Piqua Catholic, Prince of Peace, St. Nicholas Academy, St. Andrew/St. Elizabeth
Ann Seton
Elementary Inter-Parish Schools: St. Joseph (Hamilton), St. John the Baptist (Dry Ridge), St. Gabriel
Elementary Archdiocesan Schools: St. Rita School for the Deaf (Elementary)
Catholic Central is both Archdiocesan and Consolidated, but has been included in the Consolidated
category
Elementary Private Schools: Good Shepherd Montessori, Mercy Montessori, Mother Theresa, Royalmont
Academy, Sts. Peter and Paul Academy, Summit Country Day, St. Ursula Villa
Table 2 ELEMENTARY GOVERNANCE MODELS – ARCHDIOCESE OF CINCINNATI
Traditional Parish School
Parish School w/ Board of
Limited Jurisdiction
A traditional parish school in which
the pastor has designated defined
canonical powers to a Board
Parochial Consolidated
School
A school that was formed
through the consolidation of
two or more parish schools
Definition
A school founded and sponsored by a
single parish
Who owns the school?
Who is financially
responsible?
Canonical
Administrator
The parish
The parish
The parish
The parish
The sponsoring parishes
The sponsoring parishes
The Pastor
The Pastor, with defined canonical
powers designated to the Board
Pastors of the sponsoring
parishes
Role of Pastor(s)
Serves as Canonical Administrator.
Hires principal. Administers all parish
goods. Religious and sacramental
leader.
Exercises reserves powers; can sit as a
voting or non-voting member of the
Board
Role of Education
Commission or Board
Education Commission advises pastor
and principal on school policies,
strategic planning, marketing, etc.
Commission is advisory only.
Exercises defined powers; typically
decides matters related to policies,
budgeting, strategic planning, etc.
Evaluates the principal.
Pastors serve jointly as
Canonical Administrators.
Pastors make decisions on
majority vote, or designate a
single pastor to be canonical
administrator for each year.
School Advisory Board is
formed to advise the pastors
and principal on defined
issues. Board is advisory.
Who appoints
Commission or Board
Members?
Role of the CSO
The Pastor
The Pastor
Pastors of the sponsoring
parishes
Advises local leadership on policies,
strategic planning, marketing, etc.
Participates in principal evaluation.
Oversees OCSAA. Careful vigilance.
Advises local leadership on policies,
strategic planning, marketing, etc.
Participates in principal evaluation.
Oversees OCSAA. Careful vigilance.
# in Diocese
Example(s), as of the
2011-2012 school year
70
St. Dominic, Holy Angels, St.
Susanna
1
St. Mary (Greenville)
Advises local leadership on
policies, strategic planning,
marketing, etc. Participates in
principal evaluation. Oversees
OCSAA. Careful vigilance.
7
Bishop Leibold, Our Lady of
Grace
Consolidated School w/ Board
of Limited Jurisdiction
A consolidated school in which
the pastors have designated
defined canonical powers to a
Board
The sponsoring parishes
The sponsoring parishes
Pastors of the sponsoring
parishes, with defined canonical
powers designated to the Board
Pastors exercise reserve powers;
can sit as voting or non-voting
members of the Board
Exercises defined powers;
typically decides matters related
to policies, budgeting, strategic
planning, etc. Evaluates the
principal.
Pastors, Board members, or
Archbishop (as defined by Board
Constitution)
Advises local leadership on
policies, strategic planning,
marketing, etc. Participates in
principal evaluation. Oversees
OCSAA. Careful vigilance.
3
St. Nicholas Academy,
Corryville Catholic
ELEMENTARY GOVERNANCE MODELS – ARCHDIOCESE OF CINCINNATI
Definition
Who owns the school?
Who is financially
responsible?
Canonical
Administrator
Role of Pastor(s)
Role of Education
Commission or Board
Who appoints
Commission or Board
Members?
Role of the CSO
# in Diocese
Example(s), as of the
2011-2012 school year
Inter-Parish School
A school sponsored by multiple
parishes; no consolidation took place
in the forming of the school
The sponsoring parishes
Archdiocesan School
A school owned and operated by the
Archdiocese
The sponsoring parishes
The Archdiocese
Pastors of the sponsoring parishes
The Archbishop
Pastors serve jointly as Canonical
Administrators. Pastors make
decisions on majority vote, or
designate a single pastor to be
canonical administrator for each year.
Can have a Board of Limited
Jurisdiction.
Can have an advisory board or a
Board of Limited Jurisdiction.
Pastors of the sponsoring parishes
Advises local leadership on policies,
strategic planning, marketing, etc.
Participates in principal evaluation.
Oversees OCSAA. Careful vigilance.
3
St. John’s (Dry Ridge); St. Gabriel’s
The Archdiocese
N/A
Can have an advisory board or a
Board of Limited Jurisdiction
The principal (for advisory boards) or
the Archbishop (for Boards of Limited
Jurisdiction)
Directly oversees administration of
school. Evaluates principal and
recommends principal to Archbishop.
Oversees OCSAA.
2
Catholic Central (Elementary), St.
Rita School for the Deaf (Elementary)
Private School
A school owned and operated
by a Religious Order or Board
of Trustees
Religious Order or Board of
Trustees
Religious Order or Board of
Trustees
Religious Order or Board of
Trustees
N/A
Can have an advisory board or
a Board of Trustees (with full
jurisdiction)
The Religious Order or Board
of Trustees
Advises local leadership on
policies, strategic planning,
marketing, etc. Oversees
OCSAA. Careful vigilance.
7
Mercy Montessori, Royalmont
Academy
Table 3 SECONDARY GOVERNANCE MODELS – ARCHDIOCESE OF CINCINNATI
Archdiocesan High School w/
Principal as CEO
A high school owned and operated by
the Archdiocese in which the principal
acts as the CEO/lead administrator
The Archdiocese
Archdiocesan High School
w/ President-Principal
Model
An Archdiocesan high school that
employs both a president (as CEO)
and principal
The Archdiocese
Who is financially
responsible?
Lead Administrator
(CEO)
Role of Board
The Archdiocese
The Archdiocese
Principal
President
Advisory only; advises the principal
on defined issues (policies, strategic
planning, budgeting, marketing, etc.)
Exercises defined powers not reserved
to the Archdiocese (typically policies,
strategic planning, budgeting,
marketing, etc.).
Exercises defined powers; can
be Board of Limited or Full
Jurisdiction
Exercises defined powers; can be
Board of Limited or Full
Jurisdiction
Who appoints Board
Members?
Who Hires Principal?
The principal
The Archbishop
Religious Order or Board
Religious Order or Board
The Archbishop
Role of the CSO
Directly oversees administration of
school. Evaluates principal. Oversees
OCSAA.
The Archbishop (with advisement
from the President)
Directly oversees administration of
school. Evaluates principal. Oversees
OCSAA.
# in Diocese
Example(s), as of the
2011-2012 school year
7
Elder, McNicholas, Carroll
5
Moeller, Alter, Lehman
Religious Order/Board or
President
Advises local leadership on
policies, strategic planning,
marketing, etc. Oversees
OCSAA. Careful vigilance.
2
Seton, Mount Notre Dame
Religious Order/Board or
President
Advises local leadership on
policies, strategic planning,
marketing, etc. Oversees
OCSAA. Careful vigilance.
9
St. Xavier, McAuley, Chaminade
Julienne
Definition
Who owns the school?
Non-Archdiocesan High
School w/ Principal as CEO
Non-Archdiocesan High School
w/ President-Principal Model
A non-Archdiocesan high
school in which the principal
acts as CEO/lead administrator
Religious Order or Board of
Trustees
Religious Order or Board of
Trustees
Principal or “Head of School”
A non-Archdiocesan high school
that employs both a president (as
CEO) and principal
Religious Order or Board of
Trustees
Religious Order or Board of
Trustees
President
Table 4
New Governance Models to Consider with Role Descriptions
Parochial School with an
Executive
Director and BLJ
Parochial School
with a BLJ
Consortium of Catholic Schools
Who owns
the school?
One parish
One parish
Can be shared among parishes
or consortium; could be a separate
501(c)(3)
Who is
financially
responsible?
Ultimately the parish although
the Executive Director and BLJ
are responsible for oversight of
all financial operations related to
the school
Ultimately the parish
although the BLJ is
responsible for oversight of
all financial operations
related to the school
Can be shared among parishes or
consortium; could be a separate
501(c)(3)
Catholic
Identity
Role of
Pastor
Canonical administration
delegated by the pastor to the
Executive Director; Has
Catholic identity because of the
Catholic identity of the local
parish
Has Catholic identity because
of the Catholic identity of the
local parish
Appoint/Approve BLJ members
Appoint/Approve BLJ
members
Reserved powers, which will be
detailed in the statutes of the
juridic person and/or the bylaws
for the BLJ
Overall educational ministry of
the parish, no direct supervision
of the executive director,
principal, or school personnel
Role of
Principal
Board/Presid
ent/Executive
Director
Role of the
CSO
Daily Operations as designated
by the BLJ
Board of Limited Jurisdiction
Executive Director
Specific areas of authority of the
BLJ and Executive Director
depend on the by-laws of the
BLJ
Shared decision with the BLJ on
the evaluation, hiring, renewal/
termination of principal
Careful vigilance
Education
Commission
Principal
Advisory
Board
Has Catholic identity because
of the Catholic identity of the
sponsoring parishes, or has
written permission from the
bishop to be called Catholic
Reserve some canonical
authority, may participate
on board
Reserved powers, which will
be detailed in the statutes of
the juridic person and/or the
bylaws for the BLJ
Overall educational ministry
of the parish, no direct
supervision of the
principal or school personnel
Daily Operations as
designated by the BLJ
Spiritual and pastoral leaders
Daily Operations
Board of Limited Jurisdiction
Option 1: Board of Directors
Specific areas of authority of
the BLJ and principal depend
on the by-laws of the BLJ
Option 2: BLJ and executive
director who reports to the
Board
Shared decision with the BLJ
on the evaluation, hiring,
renewal/termination of
principal
Option 1: Careful vigilance
Option 2: Careful vigilance
Careful vigilance
None
None
None
None
None
None
Parochial School with an
Executive Director and BLJ
Challenges
May have a lack of educational
expertise on the part of the BLJ
Having qualified people to serve
on the BLJ
Parochial School with a
BLJ
May have a lack of
educational expertise on the
part of the BLJ
Having qualified people to
serve on the BLJ
Conflicting reporting
relationships for school
leadership and the CSO
for issues like accreditation
Conflicting reporting
relationships for school
leadership and the CSO
for issues like accreditation
Consortium of Catholic Schools
Sacramental preparation
with multiple parishes
Conflicting reporting r
relationships for school
leadership and the CSO
(If there is an executive director,
the executive director reports to the
Board and to the superintendent.)
A consortium of schools is
composed of up to 5 schools that
share similar characteristics;
serving similar populations and
families of similar financial
resources. These schools may
consolidate into one school
building or continue to use multiple
buildings.
The Executive Director is hired
and evaluated by the BLJ.
Additional
Notes
Board leadership training is
critical
Board leadership training is
critical.
Inter-parish or Diocesan?
Shared administration, policy,
finance, resources, could
leverage buying power,
could increase teachers’
ability to collaborate
If schools have an executive
director, principals have more time
for instructional leadership.
Current
Example
Monterey
Executive director and/
or Board would lead
marketing/enrollment efforts.
Example from ACE:
Camden, NJ
Also: urban Indianapolis
Table 5 -Archdiocese of Cincinnati
Elementary Catholic School Vitality Measurements
Elementary Catholic School
Indication of size of school - ideally would be at a minimum 225 students for K-8
or 25 per class.
Vitality Measurements
Overall school enrollment should be at a minimum of 225 students or 25 per
classroom for efficiency.
Enrollment Trend
Declining trends or increasing trends can be indicative of problems at the school,
surrounding schools and parishes, or adjacent public schools and districts.
Enrollment % of Capacity
To maximize efficiency, schools should ideally be very close to their building
capacity.
Enrollment % of Catholics
Low enrollment of Catholic children can be indicative of problems at the school
itself, the parish, or the broader community.
Enrollment % Vouchers
High percentage of voucher enrolled students may indicate the school is highly
dependent on government programs.
Enrollment per parish Family
Abnormal values can indicate loss of parish support for the school, an
underdeveloped market within the parish.
Enrollment/3 Mile Population
Abnormal values can indicate underdeveloped market relative, or opportunities to
expand. Population is census based for children 5-14 years of age.
Enrollment by Grade
Abnormal trends can indicate need for investigation around declining facilities,
inadequate curriculum or extra-curricular activities, or lack of suitable progression
to secondary education.
Enrollment Retention by Grade
Abnormal trends can indicate particular grade level problems in curriculum,
faculty, or progression to secondary education.
Tuition Trend
Abnormally large increases can be indicative of financial stress and can
contribute to enrollment changes or inelastic demand.
Tuition Rank
Overall rank of tuition versus AoC schools. High tuition can be pricing families
out of the market.
Tuition % of Median Income
Tuition rates based community income tolerance can indicate tuition that prices
families out of the market. Measure is median income in 3 mile radius of the
school.
Tuition Collected vs. Calc.
Tuition as % of Revenue
Archdiocese Support % of Revenue
Low values can indicate poor tuition management or inappropriate discounts.
Low values relative to AoC can put pressure on parish subsidies.
High values can indicate too heavy reliance on Archdiocesan support which may
not be sustainable.
CISE Support % of Revenue
High values can indicate too heavy reliance on CISE support which may not be
sustainable.
Student Receipts % of Revenue
Low values can indicate too little contribution from tuition putting pressure on
alternate revenue streams.
Opportunity Loss Tuition
Lost tuition from actual enrollment versus capacity, can indicate inefficient
operations and big opportunity for enrollment management.
Non-Operating Revenue % of
Revenue
High values can indicate a reliance on revenue streams that are cyclical or
unsustainable in the long run.
Operating Revenue $ of Total
Expenses
High values can indicate too much reliance on parish subsidies - too little revenue
from sustainable sources.
Students/Instructional FTE
Ideal is to have 25 students/instructional FTE, higher can affect academic quality
and marketing, lower can indicate inefficiency.
Students/Instr. FTE Rank
Rank of students/instructor relative to AoC schools, lower generally supports
strong academics.
Instr Salary/FTE
Total Instructional Cost/Student
Total Instructional Cost/Capacity
Indication of Salary level versus other AoC schools.
Total Instruction/student indicates efficiency of instructional efforts.
Indicates how much of instructional cost is driven by non-optimal enrollment
levels, assuming small increases in class size would lead to efficiency. Only
applied to schools @ 80% of capacity.
Admin Salaries & Expense
Total Admin salaries & expenses relative to enrollment indicates efficiency of
administrative efforts.
Admin Salaries & Expense/Capacity
Indicates how much of administrative cost is driven by non-optimal enrollment
levels.
Plant Cost/Student
Indicates relative efficiency of the physical plant, maintenance, and operations.
Plant Cost/Capacity
Indicates how much of physical plant cost is driven by non-optimal enrollment
levels.
Net School Loss
Simple calculation of school revenues less school expenses - synonymous with
parish subsidy amount.
Net School Loss % of Total Cost
Indication of how much of costs are not being recovered through school
revenue streams - high values can be unsustainable.
Subsidy % of Parish Revenue
Indication of how much of parish revenue is being diverted to subsidize school
operations.
Subsidy per Parish Family
Indication of how the parish subsidy amount relates to the size of the parish
itself.
Number of Months Operating Cash
Indicates how cash balance can sustain normal school operations - can
indicate school liquidity issues.
Parish Investments/Annual Subsidy
Indication of how reserve level of investments could sustain school operations.
Parish Indebtedness
Parish Debt per Parish Family
Indication of overall financial health of the parish.
Indication of how parish debt relates to size of parish and sustainability.
Table 6 - Archdiocese of Cincinnati Elementary Catholic School Vitality Measurements Sample