Bishop Maginn Task Force Report

JANUARY 2015

Bishop Maginn Task Force Report 1 Task Force Report Table of Contents

Section 1 — Background Pg. 4

Section 2 — Process Pg. 6

Section 3 — Work of the Committees Pg. 7

Section 4 — The Challenges Pg. 8

Section 5 — Options Considered & Eliminated Pg. 12

Section 6 — Options Given Serious Consideration Pg. 13

Section 7 — Recommendations Pg. 22

Section 8 — Conclusion Pg. 24

APPENDICES

Appendix A — Recent Enrollment Trends

Appendix B — CASDA Report

Appendix C — Task Force Members

Appendix D — Demographic Data

Bishop Maginn Task Force Report 2 Bishop Maginn High School’s vision is “Providing young men and women with an experience of values and learning in the Catholic tradition that will last a lifetime.”

While that remains as true as ever, over the last several years, a number of internal and external factors have begun threatening the long-term viability of Bishop Maginn in continuing to provide those values and education. Significant material changes are required to ensure Bishop Maginn can continue to implement its vision for years to come.

Bishop Maginn’s mission statement defines its goals:

Bishop Maginn High School is a Catholic, Diocesan, co-educational high school serving students in grades nine through twelve in the Albany and Greater Capital District Areas. Bishop Maginn provides a college preparatory program following the New York State Learning Standards and meeting the academic needs of a diverse student population. The dedicated professional staff at Bishop Maginn High School integrates spiritual and moral values into the curriculum within a safe, structured and supportive learning environment. The school community embraces the traditions of its heritage schools, while instilling students with a sense of discipline and respect, as well as challenging them to achieve their greatest potential.

The Bishop Maginn Task Force was assembled by the Albany Diocese to review the challenges faced by the school, to identify and evaluate all possible solutions, and to make recommendations for changes to help ensure the future of the school.

The Diocese has made clear to the task force and to the school community that its goal is to continue Catholic high school education in Albany.

The task force hereby submits its findings and recommendations to the Diocese, putting forth a roadmap that, if followed, will help lead to a reinvigorated and thriving Bishop Maginn.

Bishop Maginn Task Force Report 3 SECTION 1: Background

Bishop Maginn High School is a Catholic high school in the Diocese of Albany serving grades 9-12 and located at 99 Slingerland Street. The school was created in 1977 from the merger of two other Catholic high schools, Vincentian Institute and Cardinal McCloskey Memorial High School.

Declining Enrollment, Increasing Deficits

The school’s enrollment has dropped by more than 50% in recent years — from 300 students in 2008 to 142 students in 2014, with a low of 132 students in 2012. (See Appendix A)

Since the 2010-11 school year, expenses have been reduced 4 percent, but revenues have also declined 4 percent.

The declines in enrollment and revenue have resulted in significant annual operating deficits. In each of the last two years, the deficit has exceeded $400,000, and over the last decade, the school has accumulated $2.2 million in debt to the Diocese to help pay daily operating expenses. (See Appendix B: CASDA Report, Pg. 18)

Recent Operating Deficits at Bishop Maginn High School

2009-10 $245,514 2010-11 $350,000 2011-12 $254,150 2012-13 $472,467 2013-14 $438,607

During the 2013-14 school year, the Diocese informed the Bishop Maginn School Board that it is no longer able to provide loans to cover the excessive operating deficits at the school’s current location. In the spring of 2014, the Diocese raised the idea of re-locating the school to the nearby former Cathedral Academy, a smaller building, for the 2014-15 school year. The Diocese agreed to continue subsidizing the school’s operating deficits following a move, based on expectations of lower annual operating costs at the smaller facility.

A potential move to Cathedral Academy was met with opposition from the Bishop Maginn community. In light of these concerns, Bishop Howard Hubbard declared in April 2014 that

Bishop Maginn Task Force Report 4 there would be no changes to the school for the 2014-15 school year. In May, Diocesan Schools Superintendent Michael Pizzingrillo formed a task force comprised of individuals from various constituencies associated with Bishop Maginn High School to help identify a viable path forward.

Timeline

The task force was charged with identifying potential options to strengthen the financial viability of Bishop Maginn High School and provide for its long-term sustainability. Upon completion of its work, the task force submitted its recommendations in a written report to the Superintendent and Diocesan School Board in January 2015. The Diocesan School Board is expected to review the report, and forward its recommendations to Bishop Edward Scharfenberger, who will make a final decision in March 2015.

The task force hosted a public meeting at Bishop Maginn High School in January 2015, to review this report with parents, students, staff and members of the community.

Bishop Maginn Task Force Report 5 SECTION 2: Process

The role of the Bishop Maginn task force was to: • Represent the Maginn community constituencies • Focus on the future of Bishop Maginn High School • Identify potential solutions to ensure the school’s long-term viability

Sister Mary Anne Heenan, CSJ, was selected to chair the task force. Sister Heenan is a former School Superintendent for the Roman Catholic Diocese of Syracuse, and a former senior consultant with Milwaukee-based Meitler, a national consulting firm providing assistance to faith- based organizations and schools.

The task force was comprised of individuals including parents, students, faculty members, a school administrator, Bishop Maginn School Board members, Diocesan School Board members, community leaders, alumni, and others. A list of task force members (excluding the names of the student representatives) is included in Appendix C.

Task force members held their first meeting on May 21, 2014. At that time, three committees were formed: Facilities/Location; Program; and Finance & Demographics, with task force members volunteering to serve on them according to interest and expertise. The task force met monthly from May through December while the committees conducted their work between meetings of the full task force.

In an effort to gather input from all interested parties, the task force reached out to the Bishop Maginn community (parents, staff, alumni, donors and others) via email, letter and postcard over the course of the summer. In addition, the task force hosted public sessions at Bishop Maginn High School on June 18 and Aug. 27 to share information and solicit ideas, concerns and questions. A total of approximately 150 people turned out for these meetings to participate in the process and have their voices heard.

A dedicated email address was established for the task force and shared with the public, and task force members received comments, suggestions and questions throughout the course of the summer and fall.

Bishop Maginn Task Force Report 6 SECTION 3: The Work of the Committees

Theprogram committee identified the essential elements needed to maintain a quality academic and co-curricular program, wherever the location of the school. The committee specifically identified the need for science labs for chemistry and physics; technology infrastructure to provide students with an appropriate digital learning experience; space for clubs and after-school activities; ample parking for events, including school plays, sporting events and meetings; appropriate sports facilities for high school athletics; and areas for spiritual programs for students.

Thefinance and demographics committee reviewed the school budget and financial reports to identify ways to reduce the operating deficit and determine the financial impact of changes in location, programs, etc. This committee also gathered important demographic information related to the school’s students and catchment area for potential students.

The committee also drafted an initial strategic plan and marketing program to present to the Bishop Maginn School Board, which CASDA supported and included in its report (See CASDA Report, Pp. 26-29)

The facilities/location committee reviewed both the current Bishop Maginn building, and sought to identify potential alternative locations that may be more suitably sized for the current student body population. The committee identified and investigated several options for a new location and ultimately determined the only potentially suitable alternative to be the former Cathedral Academy. The committee arranged for task force members to tour this building in June.

As the full task force studied the issues related to a move to the Cathedral Academy, it became apparent that an objective analysis of the renovations and related costs needed to equip Cathedral Academy to accommodate a high school program was needed, as was an analysis of the potential for the current Bishop Maginn High School campus to generate additional revenue.

At the request of the task force, the Superintendent of Schools engaged the consulting services of the Capital Area School Development Association (CASDA) to conduct an in-depth analysis. Two former public school superintendents led the project. They studied both buildings, reviewed the school’s enrollment trends, looked at traditional feeder schools, conducted interviews and met with focus groups to gather information. A copy of the CASDA report is attached.

Bishop Maginn Task Force Report 7 SECTION 4: The Challenges Facing Bishop Maginn

The task force identified the following challenges that must be addressed to ensure a successful future for the school: a) Need for Increased Revenues b) Need to Reduce Expenses c) Need for Greater Strategic Planning d) Shrinking Pool of Students from Traditional Feeder Sources

a) Need for Increased Revenues The task force identified a range of options for increasing revenue.

Increase enrollment. Without a critical mass of students, the school will not be viable for the long-term. While the long-term trend has shown a significant decline in the number of students, there is reason for optimism. Over the last four years, enrollment stabilized after years of decline, and for the current school year, enrollment increased by nine students, despite widespread concern about the school’s future.

School 2007- 2008- 2009- 2010- 2011- 2012- 2013- 2014- Ye a r : 08 09 10 11 12 13 14 15 Total Enrollment: 295 300 227 148 132 132 133 142

Seek additional full-paying students. While the stated tuition at Bishop Maginn is $6,000 per student, a majority of the student population is not paying the full price. The Albany Diocese has stated its commitment to continue providing Bishop Maginn with subsidies to cover the tuition costs for those families who are not able to afford the tuition. However, if Bishop Maginn is to significantly reduce its accumulated debt and annual operating deficits, it will need to recruit students who are able to pay the full tuition. To do so, the task force recommends expanding the traditional geographic recruiting base for students beyond the traditional urban communities into the suburban areas of Albany (particularly Rensselaer, Greene and Columbia counties, as well as Latham, Loudonville, Guilderland, Colonie, and other communities).

Bishop Maginn Task Force Report 8 Increase tuition. The task force noted that the Bishop Maginn School Board has opted not to raise the tuition for the last four years. While maintaining a flat rate is a noble goal, the fiscal realities demand that the school consider a modest increase in tuition that would strengthen revenues, while not creating an insurmountable burden on families.

The Diocese’s three other high schools — Notre Dame-Bishop Gibbons in Schenectady ($6,600), Catholic Central in Troy ($6,400), and Saratoga Central in Saratoga Springs ($7,550) — all charge higher tuition.

Lease space in the building. The school building is significantly larger than currently needed, and is configured in a manner that would allow for a relatively simple apportionment of a wing for another entity. Leasing the space to an appropriate tenant (another small private educational institute, or a small business incubator with opportunities for internships for Maginn students, for example) would provide additional revenue.

Lease athletic fields at the property. Bishop Maginn has ample outdoor space for practice fields that has drawn inquiries from a potential private lessee. The lessee would consider developing athletic fields that would in turn be rented to community sports teams, without impacting school schedules. Such an arrangement would improve the condition of the current fields, allow Bishop Maginn to play its home games at the school, provide additional revenue from the lease payments, and reduce expenses currently used to rent athletic space at other locations.

b) Need to Reduce Expenses

It is clear that raising revenues is only one part of the equation. Reducing expenses must also be given careful consideration if Bishop Maginn is to operate with a balanced budget.

As the finance committee reviewed the budget, it identified few places where significant cuts could be made. Bishop Maginn High School has already reduced staffing, laying off two staff members in the last two years and bringing the number of instructional staff to 15 — considered by the task force, the school administration, the Diocesan schools office, and CASDA to be the minimum number of instructors for the current enrollment.

The cost-reduction opportunities evaluated by the committee are as follows:

Restructure the school administration. Task force members questioned whether a school with an enrollment of approximately 140 students needs, or can afford, two full-time

Bishop Maginn Task Force Report 9 administrators. A review by CASDA found the average ratio between principals and students in New York is 1 to 350.

The current two-administrator system was adopted at Bishop Maginn in the 2009-2010 school year, and the Diocese provided an additional $225,000 in temporary assistance for three school years as the school adjusted to the additional costs.

Move to a smaller location. An obvious way to reduce annual costs is to consider moving to a smaller location, such as the Cathedral Academy, which occupies approximately 41,000 square feet as compared to the 78,000-square-foot Bishop Maginn building. A smaller building footprint reduces the need for heat, electricity and general maintenance costs.

c) Need for Greater Strategic Planning

Bishop Maginn High School has lacked a focused, actionable strategic plan and has not developed a comprehensive written marketing plan to attract new students. Such responsibility ultimately lies with the Bishop Maginn School Board and administration. The school has conducted traditional marketing campaigns on a sporadic basis in the past, and has seen some success, but has not prepared a long-range plan and vision to achieve sustainability.

The task force believes the development and implementation of such a plan is vital to the success of the school, and has recommended a template for the school board to follow in developing a comprehensive road map for the future.

d) Shrinking Pool of Students from Traditional Sources

A review of demographic data by the finance and demographic committee determined the following facts and trends (see Appendix D for charts):

• The population of school-aged children, in Albany County has been declining (Chart A).

• Population projections for high school age children in the Albany Diocese show decline for future years, with the Bishop Maginn area (Albany, Rensselaer, Columbia & Greene counties) at a greater rate of decline than the Diocese as a whole (Table B).

Bishop Maginn Task Force Report 10 • Enrollment for Bishop Maginn is not broad enough. For 2013-14 enrollment, Bishop Maginn had at least one student from 28 different ZIP codes, covering eight counties in the Diocese. However, over 50 percent of the school’s enrollment came from just four ZIP codes in the City of Albany (Table C).

• A compounding factor is that the calculated Median Household Income for those four zip codes is less than $41,000; where a family paying full tuition of $6,000 for one student accounts for nearly 15 percent of their income. (Table C).

Further, CASDA noted in their report that at one time, 10 Catholic elementary schools served as feeder schools for Bishop Maginn. Today, there are only three in the City of Albany and a handful in other communities (CASDA Report, Pg. 19). There are, however, untapped opportunities for recruiting students from Catholic elementary schools in nearby counties, as well as neighboring communities in Albany County.

Bishop Maginn Task Force Report 11 SECTION 5: Options Considered and Eliminated

Based on the feedback received and the suggestions of the task force members, a number of options improving the long-term sustainability of Bishop Maginn were initially explored and determined to be not feasible:

A. Partnering with another Catholic High School by sharing space Inquiries were made to the private, independent Catholic high schools in the region (La Salle Institute, Christian Brothers Academy, and Academy of the Holy Names). It was determined that a collaborative partnership was not an option.

B. Moving to a location other than Cathedral Academy The facilities committee contacted the Diocese’s Director of Real Property to review other potentially available Diocesan properties, and it was determined no other feasible properties were available. Likewise inquiries about available public school properties did not provide any possibilities. After giving initial consideration to the rental of commercial property, or building new construction on vacant land, the committee determined such plans were not cost-effective, and in fact were prohibitively expensive based on preliminary investigations.

C. Transform Bishop Maginn High School to a non-traditional high school The feasibility of Bishop Maginn High School adopting the Cristo Rey model was briefly discussed. Cristo Rey is a national model of a collaborative program between a Catholic high school and area businesses, to create a non-traditional high school that provides students with real-world experience, in addition to classroom study. The Cristo Rey model has been successful in some large cities, but its prospects for success in Albany appear low at this time.

Bishop Maginn Task Force Report 12 SECTION 6: Options given serious consideration

A. Remaining at the present location The present location is perceived positively by the broader Maginn community. It is equipped to support a quality high school academic program and provides adequate parking and a potential option for improved athletic fields, all of which support a comprehensive high school program. However, to remain viable for the long-term, a number of steps must be taken:

Reduce Costs

One opportunity identified for reducing costs at the current location involves a restructuring of the two-administrator system, with resultant savings. Such a step would not be made lightly, as task force members recognize the talents of both administrators, and the tremendous affinity the Bishop Maginn community has for them. However, the task force has determined that a two administrator structure is not sustainable based on the enrollment and corresponding revenues at the school. In addition, the current structure is not in line with high schools across the state, as noted earlier in the CASDA report.

Increase Revenues

The task force believes that the best opportunity for the long-term success of Bishop Maginn requires an increase in revenue, and has identified a number of options:

• Increase high school student enrollment • Lease a portion of the existing building • Enter into a lease agreement for the school athletic fields • Increase tuition • Improve and expand fund-raising/alumni donations • Develop a middle school at the school • Develop a Pre-Kindergarten program at the school

Bishop Maginn Task Force Report 13 Increase student enrollment

The task force examined ways to increase revenue at the current location. The most obvious is to increase the number of tuition-paying students.

The committee developed a revenue/expense projection that found the school would balance its budget by the 2017-2018 based on implementing a number of factors, including increasing enrollment by seven students per year.

Given the demographics of its main catchment area and the limited number of Catholic feeder schools, increasing the enrollment will be a challenge. Still, even with the future location of Bishop Maginn High School uncertain, enrollment at the school increased by 9 students this school year (see chart on Pg. 8 of this report). With the execution of a strong enrollment strategy and marketing plan, and the identification of transportation options, the committee believes the catchment area can be broadened geographically and that the projected level of growth can be realized over the next four years. Repeating the success of this year (adding 9 new students annually) is believed to be an achievable goal.

The school administration is also working closely with an international student organization, and expects to finalize a program to bring up to 10 international students to Bishop Maginn for the 2015-2016 school year. Through this program, the school would be paid $10,000 per student.

Lease a portion of the building

News of the school’s financial difficulties has prompted unsolicited interest in leasing space in the Bishop Maginn building. Such proactive interest makes clear to the task force that there may be a viable market for leasing a portion of the building to bring in additional revenue for the school.

Leasing the athletic fields

The school has received a preliminary proposal from a private entity that currently leases fields from Maginn, expressing an interest in a long-term lease for the existing practice fields, and making a significant investment to improve those fields, and then renting them to community sports leagues outside of school use hours. Bishop Maginn would receive annual lease payments, and the proposal calls for the existing fields to be upgraded,

Bishop Maginn Task Force Report 14 including lighting. This could allow Bishop Maginn football to play its home games at the school, rather than renting field space at Bleecker Stadium, as it currently does.

The preliminary offer involves graduating payments to Bishop Maginn over a five-year term.

Athletics are not, and should not be, the focus of a Catholic education, but the task force recognizes that the opportunities for extracurricular activities are important to prospective students and their parents. Improvements to the playing fields would provide an additional boost to the look and vibrancy of the school campus — an important asset as the school seeks to attract additional students.

Increase Tuition

The school should consider a modest increase in tuition. At $6,000, the annual tuition has not changed in four years. Maintaining a flat rate for tuition, while beneficial for families, creates an increasing gap between revenue and expenses as certain costs to operate a school, such as insurance, continue to increase unabated.

Expand Fundraising

In the 2013-14 school year, donations and grants totaled $107,000 — nearly 20% below the school’s $130,000 target for the year. While there may have been obstacles to giving due to the negative news about the uncertain future of the school, the Bishop Maginn school board has not developed a comprehensive and strategic fundraising plan, and the result has allowed a significant potential revenue source to go largely untapped. The task force is not unrealistic in its expectations, but believes a minimal 10% increase in donations can be readily achieved if a plan is developed and fully executed. It is understood that such an increase will not resolve the significant financial burdens of the school, but if Bishop Maginn is to be successful in the long run, it must rely on multiple sources of revenue.

In addition, the school board and administration would be well served to foster a stronger relationship with its alumni. Approximately 16 percent of alumni have donated to the school, through an average gift of $85. A more effective outreach program would raise both the participation rate and the donation amounts among alumni. The task force did note that the administration has received significant gifts

Bishop Maginn Task Force Report 15 from select alumni, including a recent donation of Google Chromebook laptops for all students. Building on this success will be important.

The task force recognizes that increasing fundraising would require dedicated time, and currently under the two administrator system, day-to-day fundraising responsibilities fall to one of the administrators. Based on the earlier recommendation to move to one administrator, the task force believes a development director would be needed — though at a lower salary than an administrator.

Other potential sources of increased revenue include:

Adding a Pre-Kindergarten, 6-8 grade, or 7-8 grade programs to the building.The current facility is under-utilized, and the task force believes there is an opportunity to concentrate the high school students into one section of the building, allowing other areas to be used for other educational purposes.

It should be noted that the addition of education programs that would require hiring of additional staff must be carefully planned and properly executed.

A minimum number of students must be agreed upon, and commitments should be required with enough lead time to allow for the hiring of staff and reconfiguring of classrooms. In addition, the lead time must be sufficient so that, should the minimum number of students not enroll, those who have will be provided time to select an alternative option.

Pre-Kindergarten

There is a lack of Pre-Kindergarten programs in the city of Albany, as evidenced by the increase in numbers of families registering children. In Diocesan schools with Pre-Kindergarten, there was an average 3 percent increase in the last three years, but Diocesan schools in Albany County saw at 12 percent increase in the same period.

Providing such a program at Bishop Maginn would also provide less-expensive alternatives to parents who may be using daycare for their 3- and 4-year-old children. In addition, Pre-Kindergarten tuition can be paid via pre-tax dollars through a Dependent Care Assistance Account, similar to a Health Savings Account.

Bishop Maginn Task Force Report 16 County Departments of Social Services also provide full tuition payments for Pre-Kindergarten for eligible families.

A program with four classrooms at Bishop Maginn has the potential to add approximately $82,000 in net income annually, based on the following assumptions:

Revenue 80 students (20 per class) at $4,250 annual tuition = $340,000 Total Anticipated Revenue = $340,000

Expenses 4 teachers (1 per classroom) at $45,000 salary & benefits = $180,000 2 aides (between the 4 classes) at $31,000 salary & benefits = $62,000 Equipment (desks, books, materials, etc.) at $4,000 per class = $16,000 Total Expenses = $258,000

Expected annual net revenue gain = $82,000

Middle School (6-8) / Junior High (7-8)

The idea of developing a Middle School or Junior High School program presents both pros and cons in the city of Albany. Bishop Maginn may be able to attract families who are looking for an alternative to the overcrowded Albany middle schools, or the recently closed charter schools, as well as recruiting students from surrounding areas. Additionally, a student body of 6th graders through 8th graders in the building would provide a fairly predictable source of new freshman for Bishop Maginn High School each year, in addition to those students acquired through traditional outside recruitment efforts.

While the region’s Catholic elementary schools may be resistant to such a plan, as it has the potential to decrease their enrollments, the task force believes there is a significant potential enrollment pool that does not involve recruiting middle school students from Catholic schools, but instead providing an attractive alternative to public school.

In addition, the number of charter middle schools in Albany is declining — providing additional opportunities to recruit new students. Albany Prepartory

Bishop Maginn Task Force Report 17 Charter School and Achievement Academy Charter School both closed in the last two years, and recent news reports note the SUNY Charter Schools Institute is recommending the closure of another two Albany charter middle schools serving 475 students. (Times Union, 12/22/14)

Preliminary estimates on annual net income is $115,000, based on the following assumptions:

Revenue 60 students (20 per grade for 6, 7, 8 grades) $4,500 tuition per student Total Anticipated Revenue = $270,000

Expenses 3 additional teachers (1 per grade) ($45,000 salary and benefits per teacher) Miscellaneous (books, supplies, etc.) $20,000 Total Expenses = $155,000

Expected annual net revenue gain = $115,000

B. Moving to Cathedral school Formerly known as “Cathedral Academy,” the building was a Catholic elementary school affiliated with the Cathedral of the Immaculate Conception parish. The Cathedral is located less than a block away. The school is adjacent to the Executive Mansion, and within walking distance of the Empire State Plaza and New York State Museum.

Renovations Required to Building

The current Maginn building, with 34 classrooms and five additional rooms available for counseling and other purposes, is too large for the current student population. However, the task force has concerns about the ability of the Cathedral school to handle the unique needs of high school students. In particular, the building lacks a standard high-school sized gymnasium, does not have school lockers, does not have a cafeteria, does not currently have a science lab, and does not have a dedicated space for religious devotion.

Bishop Maginn Task Force Report 18 The CASDA report notes that the school would require a “significant investment … to provide for an effective high school program.” CASDA’s review quoted a preliminary cost of $100,000 to $150,000 “to transition the current high school program to the new location,” but notes that the estimate does not include costs for creation of a science lab, rental of athletic facilities, or the development of a large multi-purpose room for programs. In addition, CASDA notes the Cathedral school property lacks adequate parking for a high school, and does not have any outdoor fields for athletic practices. [CASDA Report, Pg. 20]

The costs of moving to the Cathedral school must also factor in the additional annual expense of renting practice fields for outdoor sports, and the likely need to rent a gymnasium for home basketball games, as well as the associated transportation costs.

The CASDA report recommends “a complete architectural review … to determine the costs of upgrading and/or renovating Cathedral [school] prior to any potential transition.” [CASDA Report, Pg. 20]

Anticipated Enrollment Drop

The task force heard clearly at public meetings that many parents are opposed to a move to the Cathedral school, and would transfer their child to another high school if such a move is made. The concerns were often related to a perception of safety in the neighborhood. (The Bishop Maginn school board received a report from the city’s police department indicating the area near the Cathedral school had a higher crime rate than the neighborhood immediately surrounding the current school location.) According to data provided by the board, the city’s police department ranked the zone around 75 Park Ave. (the Cathedral school address) as the third highest crime area in the city, while Bishop Maginn’s current location is ranked seventh among the police department’s zones.

Task force members noted that charter middle schools used the building for two years (2011-12 and 2012-13) without any safety incidents, but recognize that concerns about safety can be difficult to overcome.

The CASDA consultants, in focus group meetings with parents, heard the same concerns. “Projections also indicated that Bishop Maginn’s enrollment could decline by as much as 1/3 if the school relocates to Cathedral based on focus group discussions with parents.” [CASDA Report, Pg. 9]

Bishop Maginn Task Force Report 19 While a definitive estimate of the costs of fully transitioning Cathedral school into a high school is critical in reviewing the fiscal impacts of such a move, it is possible that the loss of revenue resulting from a drop in enrollment could override the savings achieved from the smaller building.

The CASDA report, while not specifying a dollar amount, estimates, “All things being equal, the Diocese could realize a small savings by moving to Cathedral Elementary School. This would be in the area of operations and maintenance as it is a smaller building.” [CASDA Report, Pg. 22]

Bishop Maginn’s annual building and equipment costs averaged $175,000 over the last two full school years (2012-13 and 2013-14). While a move to the smaller Cathedral school would reduce expenses, it would not be able to eliminate the annual operating deficits, and would risk the loss of some students (and the corresponding revenue). For example, the utilities costs (gas and electric) at the current location totaled $64,500 for the 2012-2013 school year. During that same year, a charter school renting the Cathedral building incurred $40,800 ­— a savings of less than $24,000.

While focus groups suggested enrollment could decline as much as 33%, even a conservative estimate of enrollment declining by 15% following such a move could represent a loss of more than $90,000 in annual revenue. (21 students times $4,300 (average tuition paid by students, not counting financial aid) = $90,300.)

Any reduction in operating savings does not take into account any costs associated with renovations or the move.

In addition, Bishop Maginn’s largest line item in its annual budget relates to human resources. Salaries and benefits for staff represent 69% of the budget, and this cost would not decrease by moving to the Cathedral school.

It is important to note that if Bishop Maginn were to move, it would allow the Diocese to sell the current building and property, valued at $5.52 million, according to the 2014 City of Albany assessment rolls. If annual deficits remained in the $400,000 range, any gains the school could realize from a potential sale would be depleted in less than 15 years. The task force does not see this as a long-term viable solution for the future of Bishop Maginn.

Bishop Maginn Task Force Report 20 Lack of Growth Opportunities

The task force and the CASDA consultants also recognized a move to the Cathedral School would restrict opportunities for significant future growth. The current location has nearly 40 available classroom spaces, while Cathedral school has approximately 20 classroom spaces.

If a strategic marketing and enrollment plan is instituted at Bishop Maginn High School, where none has existed, there is a potential for growth, but there must be space available to accommodate that growth.

Bishop Maginn Task Force Report 21 SECTION 7: Recommendations

Based on seven months of meetings, public feedback, analysis and study, the task force puts forward the following list of recommendations. Green indicates new revenue; blue indicates reduced expenses; red indicates new costs.

RECOMMENDATION Financial Financial Financial Impact Yr. 1 Impact Yr. 2 Impact Yr .3 Remain at current location (no change) (no change) (no change) Lease a portion of the building to a third party (confidential) (confidential) (confidential)

Increase tuition to $6,250 $35,500 N/A N/A Increase enrollment by seven freshmen annually $43,750 $43,750 $43,750 Add a pre-Kindergarten program $82,000 $82,000 $82,000 Add a Middle School program $115,000 $115,000 $115,000 Increase fundraising by 10% annually $11,783 $12,960 $14,257 Move to a one-administrator system (confidential) (confidential) (confidential) Add a “director of development” (confidential) (confidential) (confidential) Increase staff salaries and benefits by 5% annually $51,811 $54,402 $57,122

Institute a strategic marketing plan $50,000 $50,000 $50,000

Bishop Maginn Task Force Report 22 Utilizing recommendations listed above, Bishop Maginn High School will be able to eliminate its annual deficit and realize a surplus within three years — by the conclusion of the 2017-2018 school year.

The scenario above includes the following: • $250 tuition increase • Seven additional students added each year • Additional annual revenue for a tenant • Annual savings by moving from two administrator system to one administrator and a director of development • $115,000 in annual revenue for a Middle School beginning in 2016-17 • A 10% increase in fund-raising revenue annually • $50,000 in annual expenditures for marketing • A 5% annual increase in salary and benefits expenses

The bottom line could be further improved through: • Adding a Pre-Kindergarten Program — $82,000 in additional annual revenue

Bishop Maginn Task Force Report 23 SECTION 8: Conclusion

Bishop Maginn High School has a passionate, committed community of administrators, faculty, parents and students. The Diocese has also shown its commitment to the school through its financial support of more than $2 million over the last decade. This is above and beyond the traditional annual support for Catholic schools across the Diocese.

Shifting urban population demographics, a loss of Catholic elementary feeder schools, increased competition from charter schools, and a lack of strategic planning have all played a role in leading Bishop Maginn to the crossroads it faces today.

At the same time, the school is blessed with extraordinary support, and has untapped potential to address its challenges head-on. The task force members are proud to play a role in the future success of Bishop Maginn, and offer their support through the careful and thorough review of future options as outlined in this report.

Bishop Maginn Task Force Report 24 Appendices

Bishop Maginn Task Force Report 25 Appendix A

Bishop Maginn Task Force Report 26 Appendix B

Capital Area School Development Association (CASDA) Report

See attached document

Bishop Maginn Task Force Report 27 Appendix C

Bishop Maginn Task Force Report 28 Appendix D Chart A

Bishop Maginn Task Force Report 29 Table B Appendix D

Table C

Bishop Maginn Task Force Report 30

Diocese of Albany Catholic Schools

A Review of Options for the Future of Bishop Maginn High School

November 2014

Prepared by CASDA Faculty Members Terrance L. Brewer Dr. Jerome D. Steele

University at Albany, East Campus 5 University Place – A409 Rensselaer, New York 12144

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Table of Contents

Introduction ------page 3 Overview of Bishop Maginn High School ------page 3-4 Scope of the Study ------page 5 Methodology ------page 6 CASDA Findings on Bishop Maginn High School------page 8-13 CASDA Findings on Cathedral Elementary------page 13-17 Financial Review for School Operations------page 17-19 Essential Questions for Consideration and Recommendations------page 19-22 Summary ------page 22 Appendices ------page 24 Appendix A – Scope of Work------page 24 Appendix B – Focus Group Questions------page 25 Appendix C – Planning Template------page 26 Appendix D – Covenant for Education------page 30 Appendix E – Floor Plans for BMHS------page 31-32 Appendix F – Floor Plans for Cathedral Elementary------page 33

Table 1. Enrollment trends for BMHS------page 9 Table 2. BMHS Chart of Rooms and Utilization------page 11 Table 3. Cathedral Elementary Chart of Rooms and Utilization------page 15 Table 4. Five year trend of deficits------page 18 Table 5. Summary of Revenue, Expenditures and Operating Deficits- page 18

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Introduction

The Capital Area School Development Association (CASDA) was requested to conduct a review of Bishop Maginn High School at the current location of 99 Slingerland Street, Albany New York. The purpose of this study is to provide the Diocese of Albany Catholic Schools with an objective review of the current building and facilities as an appropriate location for Bishop Maginn High School. The CASDA faculty working with the Diocese Task Force for the school review will complete an independent study of the school facilities, review the proposed alternate location for the high school, as well as meet with parents, staff and students of Bishop Maginn to assess location preference and the potential impact of relocation from the current site of Bishop Maginn High School. The report will provide recommendations regarding school finances, enrollment trends and options to establish an efficient and effective educational setting for students, staff and the community of Bishop Maginn High School.

The Diocese of Albany Catholic Schools charged the Bishop Maginn Task Force and CASDA with the responsibility of “providing the best thinking of constituent groups, based on research and facts; that may change the current operations of Bishop Maginn High School to become more efficient, accountable and financially stable, as a school in delivering educational opportunities to students, staff and the community”.

In preparing recommendations for the Diocese and Task Force, CASDA is aware that the Diocese and Task Force may accept the recommendations in whole, part, or none of the recommendations. CASDA’s responsibility is to provide an independent review of the best location for Bishop Maginn as a high school in delivering the mission of Catholic Education in the Albany region.

Overview of Bishop Maginn High School

Bishop Maginn High School is one of four high schools supported by the Diocese of Albany Catholic Schools in the Capital Region. The location of Bishop Maginn at 99 Slingerland Street in Albany provides a unique educational opportunity for students based on Catholic traditions for residents of this urban center within the Capital Region. The other three high schools; Notre Dame-Bishop Gibbons in Schenectady, Catholic Central High in Troy, and Saratoga Central Catholic in Saratoga provide Catholic based education in strategically designated locations throughout the Capital region as well.

Bishop Maginn High School has a deep tradition of Catholic Education within the Albany community. Bishop Maginn is founded on the Catholic traditions of six Heritage Schools that preceded it as a high school: Vincentian institute, Cardinal McCloskey, Cathedral, St. Joseph’s, St. John’s and St. Ann’s. Bishop Maginn High School began as a school in 1977 from the merger of Vincentian Institute and Cardinal McCloskey. The newly merged school has seen both positive and negative impacts from the merger that occurred over 37 years ago.

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Bishop Maginn High School is nestled in a neighborhood slightly away from the center of the Capital Offices and Immaculate Conception Cathedral in the south end of Albany. The location appears to provide an atmosphere of solitude for students and families attending the school. Bishop Maginn is housed in a facility that is owned by the Catholic Diocese and has ample capacity for the educational programs and activities of the school and school community. However, the building in underutilized for the current enrollment of the school and could be used more effectively for Catholic educational opportunities. The building has forty rooms of various sizes with approximately twenty rooms being used on a regular daily basis. The overall physical structure of the facility is in good repair and requires minor repairs for daily use by students and staff.

Cathedral Elementary

Bishop Maginn High School

The current staffing for the school; Administrators (2), instructional staff (15), instructional support staff ( ); school nurse (1) part-time, office staff (2), custodial (2) and a cafeteria service from an outside vendor. The staff supports a student enrollment of 140 as of October 1, 2014. The staffing patterns for the school have been consistent over the past two years. Prior to the 2011-12 schools year, there was two additional instructional staff for the school. The positions were eliminated as enrollment decreased to meet budgetary constraints for the 2012-2013 school year.

The connection for current families to Bishop Maginn is very strong and supportive, while students from past generations that attended Vincentian and McClo skey have less connection

4 Capital Area School Development Association (CASDA) to Bishop Maginn High School. The connections between a school and its alumni can have a significant impact on the success of a school as it moves its educational mission forward in financially difficult times.

The trends for attendance for Bishop Maginn High School indicate a declining pattern of enrollments for grades 9-12 from July, 2010 of 231 students, to a current enrollment of 140 students as of October 1, 2014. The 39% decrease in enrollment has a significant impact on school programs and operations. The enrollment trends within the Albany Diocese also show a steady decline in Albany County from 23,659 students in 2010 to 21,653 in 2015. This is a loss of 8.8% of students for Catholic schools such as Bishop Maginn to draw from for enrollment. The reduction in overall enrollment, plus the closure of elementary feeder schools within the city of Albany including St. Mary’s, Cathedral, St. Francis of Assisi (Delaware Ave) and St Francis of Assisi (4th St at Franklin St.) is contributing to the decline of school enrollment at the high school level.

Mission: “Bishop Maginn High School is a Catholic, Diocesan, co-educational high school serving students in grades nine through twelve in the Albany and Greater Capital District Areas. Bishop Maginn provides a college preparatory program following the New York State Learning Standards and meeting the academic needs of a diverse student population.

The dedicated professional staff at Bishop Maginn High School integrates spiritual and moral values into the curriculum within a safe, structured and supportive learning environment. The school community embraces the traditions of its heritage schools, while instilling students with a sense of discipline and respect, as well as challenging them to achieve their greatest potential.” (School brochures and publications, 2014)

Vision: “Providing young men and women with an experience of values and learning in the Catholic tradition that will last a lifetime.”

The mission and vision of Bishop Maginn is embedded with a strong commitment from students, staff and school community. The student’s identify the school as a friendly and comfortable learning environment that supports diversity and individuality of students as learners and community members. The rigor of the curriculum and support of staff provides a quality education for students. They are attached to the school for its long term commitment to Catholic traditions and family values. Bishop Maginn is considered “home” to the students based on the culture and traditions that are part of the daily life at the school.

The staff is committed to the educational mission of Catholic Education and traditions of Bishop Maginn. As the only co-educational school for Catholic education in Albany County, Bishop Maginn provides unique educational opportunities for students within Albany and the surrounding communities. The uncertainty of the school’s future direction as an educational institution concerns the staff regarding the consistency and stability of school operations. The staff is committed to the mission of the school and is looking for clarity on how to accomplish the mission in these uncertain times.

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The Bishop Maginn alumni and current school community supports the mission of Catholic Education as defined in the mission statement. The educational opportunities that Bishop Maginn offers their students as an educational institution is supported by this group of people. Parents and alumni feel that the mission of Catholic education that is provided at Bishop Maginn could be compromised by moving to an alternate location. Parents have faith in the mission but are concerned about how the mission will be supported in the long term. Financially, alumni and families have provided a consistent level of funding through the annual appeal donating on average $116,000 per year for the past three years. The uncertainty about location, a long term commitment to Catholic urban education in Albany and financial needs of Catholic education for Albany leave parents concerned about the stability of educational opportunities at Bishop Maginn. The perception of instability and potential lack of continuity of educational opportunities for families and students does not allow for a long term commitment to Bishop Maginn as a transitional process is discussed.

Scope of Work for the CASDA Study of Bishop Maginn High School

A preliminary discussion with Superintendent, Michael Pizzingrillo, and Task Force Chairperson, Sister Mary Anne Heenan, on the potential relocation of Bishop Maginn High School from its current location at 99 Slingerland Ave in Albany to the Cathedral Elementary School at 75 Park Avenue in Albany was discussed with Dr. Jerome Steele and Mr. Terrance Brewer, CASDA faculty on August 24, 2014. The discussion focused on an independent review of Maginn High School in the following areas; use of facilities, enrollment trends and potential financial benefits of relocating the school to the alternate location in Albany. The identified components were developed into a CASDA proposal for a school organization and operations review for Superintendent Pizzingrillo and the Bishop Maginn Tack Force to consider. . The identified components of this review were to include the following:

1. What is the current state of Bishop Maginn for use as a high school?  Student enrollment trends  Financial reports and data funding school programs and operations  Staffing for educational programs and school operations  Space utilization at the schools

2. What are the program and staffing and program needs for Bishop Maginn for 2015 and beyond?  District mission, vision and educational philosophy  School and community concerns regarding academic programs and school operations  Potential academic and operational changes for Bishop Maginn to an alternate location at the Cathedral School.

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3. How would school relocation impact school programs, operations and school community?  Potential concerns of students, staff and parents regarding school relocation.  Assessment of each school for programs and operations as a high school.  Financial implications; costs, savings, staffing, transitioning impact, operations associated with restructuring schools for high school programs and operations.

Methodology for CASDA Review

The CASDA faculty, Terrance Brewer and Jerome Steele met with the Bishop Maginn Task Force on September 30, 2014 to review the process for CASDA’s involvement in assessing the facilities and mission of Bishop Maginn High School. The charge for CASDA was aligned to the Task Force charge from The Diocese of Albany Catholic Schools. Dr. Steele reviewed the parameters of the study and discussed the independent review process that CASDA would use to assess the facilities and mission of Bishop Maginn. Dr. Steele emphasized the importance of full disclosure on the status of Bishop Maginn and the importance of clear communications throughout the review process.

Mr. Brewer and Dr. Steele outlined the process for reviewing Bishop Maginn and Cathedral School facilities as options for a high school. The process would also include focus group discussions with Bishop Maginn students, staff, parents, administrators and the Superintendent of Schools for the Albany Diocese. A uniform set of questions will be asked of all focus group participants to ensure a consistent discussion on facilities and mission of the school. (Appendix, B).

A series of visits were established to review the objectives outlined in the CASDA proposal. The process included a review of school staffing, visits of schools for room and program utilization, review of enrollment trends, and review financial data on school operations. A summary report of CASDA findings and recommendations will be provided to Superintendent Pizzingrillo, Sister Mary Anne Heenan, Task Force Chairperson, and the Bishop Maginn Task Force in mid- November.

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CASDA Findings on Bishop Maginn High School

The CASDA faculty began working with Bishop Maginn administrators and staff in late September 2014 by gathering data on school operations, enrollment trends, and financial data on school operations and programs, and the review of classroom spaces for programs and operations at Bishop Maginn and Cathedral School.

A. Current Bishop Maginn High School and Staffing:

Bishop Maginn is located at 99 Slingerland Street in Albany. The location of the school is nestled in a neighborhood slightly away from the center of the Capital Offices and the Cathedral of the Immaculate Conception in the south end of Albany. The location appears to provide an atmosphere of solitude for students and families attending the school. Bishop Maginn is housed in a facility that is owned by the Catholic Diocese and has ample capacity for the educational programs and activities of the school and school community. The building has forty rooms of various sizes with approximately twenty rooms being used on a regular daily basis. The overall physical structure of the facility is in good repair and requires minor repairs for daily use by students and staff.

The current staffing for the school; Administrates (2), instructional staff (15), instructional support staff; school nurse (1) part-time, office staff (2), custodial (2) and a cafeteria service from an outside vendor. The staff supports a student enrollment of 140 as of October 1, 2014. The staffing patterns for the school have been consistent over the past two years.

B. Student Enrollment and Staffing

As previously stated (p.4) Bishop Maginn’s student population has declined from an enrollment high of approximately 231 students in the 2009-2010 school years to a current enrollment of 140 students in the 2014-2015 school years, an enrollment decrease over the period of nearly 39%. The enrollment trends, in general, show a steady decline in Albany County from 23,659 students in 2010 to 21,653 in 2015. This is a loss of 8.8% of students for Catholic schools such as Bishop Maginn to draw from for enrollment.

Bishop Maginn has a declining feeder system of support for enrollment growth for the school. Over the past several years the closing of Catholic Elementary Schools in the City of Albany and the growth of Charter Schools has reduced the number of students considering Catholic high school education as an option. The reduction in overall enrollment, plus the closure of elementary feeder schools, St. Mary’s Albany, Cathedral, St. Francis of Assisi (Delaware Ave) and St Francis of Assisi (4th St at Franklin St.) is contributing to the decline of school enrollment at the high school level.

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Table 1. Enrollment Patterns for Bishop Maginn High School 2010 – 2016:

Grade: 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 9 29 47 28 30 37 47* 10 28 29 47 28 30 37 11 31 28 29 45 28 30 12 54 31 28 29 45 28 Total 142 135 132 132 140 142*

 *The projected enrollment for 2015-2016 school year is slightly increased based on interest indicated at recent open houses and maintaining enrollment if Bishop Maginn is housed at the current location. Projections also indicated that Bishop Maginn’s enrollment could decline as much as 1/3 if the school relocates to Cathedral based on focus group discussions with parents.  Enrollment declines impact the revenue stream for programs and operations. A declining enrollment pattern impacts the revenue stream at $6000 per student for each student not returning or selecting to attend Bishop Maginn. (Data from District Office enrollment reports and Task Force notes)

C. Staffing Patterns and Trends:

Bishop Maginn High School is a Catholic, Diocesan, co-educational high school serving students in grades nine through twelve in the Albany and Greater Capital District Areas. Bishop Maginn provides a college preparatory program following the New York State Learning Standards and meeting the academic needs of a diverse student population.

Bishop Maginn has addressed staffing needs and operational costs as student enrollment has declined over the past several years. The school has reduced staff from approximately twenty- two staff inclusive of administrative (2), instructional staff (17) and instructional support staff (4) in 2013 to approximately twenty staff in 2014-2015: administrators (2), instructional staff (15) and instructional support staff (4) for school operations and programs. The current staffing levels are projected to be maintained for the 2015-2016 school year. The staffing for the school will be determined by overall enrollment and financial support over the next few years.

D. Facilities and School Conditions:

CASDA faculty Terrance Brewer and Dr. Jerome Steele visited each of the schools under consideration for housing Bishop Maginn as a high school. The school visits included a review of each buildings internal and external structure, a room by room visit for space and instructional qualities, assessment of support areas such as: nurse’s office, meeting spaces for large group instruction, counseling areas, food services and religious services areas.

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The school visits were conducted with a school administrator to explain how spaces were currently used or projected to be used for future instruction. In addition to this review, the CASDA faculty discussed the structural integrity of each facility and overall maintenance schedule and plan for each building with the head of maintenance and operations.

A review of each school is provided for comparative analysis and potential cost for each structure to provide a quality high school program.

Bishop Maginn High School 99 Slingerland Street Albany, New York

The current setting of Bishop Maginn High School is located at 99 Slingerland Street in Albany. The building and grounds for the school are set in a neighborhood a few blocks away from Albany’s Capital District on approximately 14 acres of land. The building is approximately 40 years old and is in good condition with green spaces and open areas on the property accessible for school activities. The building is physically and mechanically sound with maintenance repairs completed annually. Potential areas of concern are the roof which is approximately 20 years old, electrical upgrades to lighting and technology infrastructure for wide area and wireless access for instruction and compliance with American Disability Act (ADA) for access points in the building. The building is compliant with fire alarms and safety access to the building. The outside fields are adequate for practice fields and provide ample on-site space for physical education classes.

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The current facility has 40 large and small class room spaces for instruction and independent locations for physical education, lunch services with a large kitchen, library media center, health office, main office, counseling rooms and a number of rooms for religious services. The current high school uses approximately 20 classrooms for instruction and the large group instruction along with the independent areas as mentioned above.

The current facility is underutilized for the general classroom spaces and could use the larger spaces more efficiently based on program needs in the future. The current Bishop Maginn location provides an opportunity for expansion of programs for future use as a high school and the potential for repositioning other services into the building.

Table 2. Bishop Maginn Chart of Rooms and Utilization:

Type/Style of Room Space/Size Instructional Purpose Comments 29 Regular Classroom General Size is 660 sq. ft. General instructional Rooms are large enough for to 750 sq. ft. spaces for English, Math, class sizes and instruction. Social Studies, and other Could use more connections curriculum areas. for technology, upgraded lighting and cosmetic repairs. 5 larger classrooms for General size is 900 Larger spaces for science Rooms have ample space for science and large group square feet for a science classes and labs, larger instruction, lab work, and instruction class with lab space spaces for testing, and water. class meetings. Cosmetic repairs to ceilings and painting. 3 Rooms for counseling, Smaller rooms from 250 Rooms for counseling Rooms are clean, adequate and school nurse. sq. feet to 400 sq, ft. and work with students and appropriate for this in a private space. function. Gymnasium A two station physical Appropriate for high The space is large enough to education classroom school physical education meet the standards for high with adjoining locker classes and athletic school athletic contests and rooms for boys and girls. contests. physical education programs. Cafeteria-Auditorium A large room for Lager area for serving An independent space for cafeteria seating and lunch and alternate instructional or large group stage area for school school programs for large access. Can be a multi- programs that does not groups. purpose room for the school infringe upon other This is an independent or community. spaces for instruction. area that will not impact instruction if used throughout the day.

Kitchen A full operating kitchen A fully working kitchen A fully working kitchen with with service equipment, with direct service lines direct service lines to the stoves, ventilation, to the cafeteria. The cafeteria. The cafeteria is electrical support and cafeteria is independently operated. fire /smoke controls. independently operated.

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Library/Media Center Larger instructional area The reference materials, The library-media center and media center with seating and research could be updated with computer lab @ 1500 sq. space is appropriate for a computer, wireless access ft. high school program. and instructional technologies. The weeding of materials should be completed to make the space more functional for instruction. Weight room for Physical Small room Second floor room Room is well equipped and Education and Athletics approximately 600sq.ft. that is used for physical uses space appropriately to education, weight support the physical training and athletics. education/athletic programs. Religious/Meditation 2 small rooms @250 sq. Smaller counseling and Rooms are quiet spaces for ft. for religious religious service rooms religious meditation and counseling for students and staff. counseling. Supportive of the Catholic mission Main office 4 offices for the Centrally located in the Centrally located in the secretary, building building for access by building for access by administrators and a students, staff and students, staff and small conference room community members. community members. Foyer and Entrance Large welcoming space Centrally located in the The foyer and main for students, staff and building for access, sets a entrance sets a tone for the community members. tone for education and school. The tradition and the history of the school, history of the school is a bright and open area. created in this space.

Maintenance and The maintenance and The space is clean and Boilers have recently been Operations operations space is well maintained. cleaned and refurbished, the located on the first floor The boilers and water hot water system for locker with access to the system have recently rooms and the kitchen has outside areas. been upgrade to meet been upgraded, repairs to the operational demands the roof and other cosmetic of the school. repairs are scheduled as needed.

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CASDA Findings regarding Cathedral Elementary School

Cathedral Elementary School 75 Park Avenue Albany, New York

Cathedral Elementary School is located at 75 Park Avenue in Albany. The school is located one block from the State Office Complex, adjacent to the Governor’s Mansion and the Cathedral of the Immaculate Conception on Eagle Street in Albany. Cathedral Elementary School is also adjacent to Lincoln Park a City owed facility that has several playfields and playground on the property. The Cathedral School is approximately three blocks away from Bishop Maginn’s current location. Cathedral Elementary School is not owned by the Albany Diocese and would require a rental agreement for Bishop Maginn to locate to this property.

Main entrance of Cathedral Elementary from Park Avenue.

Cathedral Elementary School has been used for a variety of educational programs over the years. The school has been primarily used as an elementary school and most recently as a Charter school. The building has been unoccupied for two years and is currently being maintained by the Cathedral of the Immaculate Conception maintenance department.

The school building is in good condition with an abandoned technology system in place, a fire alarm system and security system is in working condition and bathrooms are ADA compliant. The outside areas and entrance to the building are primarily blacktop that needs repair. The

13 Capital Area School Development Association (CASDA) school is on a small parcel of land that has limited parking and no green space. The school has no fields for outside activities on the property. School access to green spaces and fields for physical education and athletics would have to be negotiated with the City of Albany at Lincoln Park.

The school has approximately 20 classrooms, an office area and a small elementary style gymnasium that serves as a multiple purpose area; gymnasium, auditorium and cafeteria. The school has a modified kitchen for food service that requires upgrades to appliances, cooking areas and electrical upgrades. The gymnasium area does not have locker-rooms or seating for spectators at athletic events, or appropriate lighting. The overall area is undersized for high school physical education or athletic events. The current scoreboard may need to be upgraded for Section II athletics. The school does not have large instructional spaces and there is limited space for counseling rooms or meditation areas for Catholic support services. The facility has limited growth potential for programs and operations as a school for future planning as a high school.

Eagle Street side of building.

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Rear of Cathedral Elementary which borders the Governor’s Mansion.

Table 3. Cathedral Elementary Chart of Rooms and Utilization:

Type/Style of Room Space and Size Instructional Purpose Comments 15 Regular classroom Classrooms Regular education Classrooms are of regular approximately 650 sq. ft. classrooms with space for instruction. to 700sq. ft. technology wiring. Some with cosmetic repairs such as painting or ceiling tile replacements. Classrooms have stand- alone AC units. 5 Regular style classroom Classrooms Classroom could be used Limited space for science with small sinks and approximately 650 sq. ft. for regular instruction or labs or converted to water. to 700sq. ft smaller sized science counseling rooms. classrooms 2 small rooms primarily Approximate size 150 Currently storage and Limited lighting, no used as storage spaces sq.ft. book rook. windows or full with no windows Potential use for office ventilation system. area. Main office off of Approximately 450 sq. ft A small closet area is The internet boards are entrance to building. The space is suitable for adjacent to the office as a still in the closet and a secretary and one utility and would need rewiring. The administrator communications area for telephone system would internet wiring. for need to be reconnected throughout the building. Library/Media Center A regular size classroom The library-media center The library –media area of 660 sq.ft. houses a small collection is undersized for a high

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of books. The technology school and has limited area is very small with space for large group four computer stations. instruction or research. Kitchen Area The kitchen area small The kitchen is standard The kitchen does not approximately 500sq.ft. kitchen without industrial have a serving area for cooking equipment or students; the cafeteria is stations. The facility also the gymnasium. A needs electrical upgrades dish room and cleaning and work to replace system was not evident. stoves and other cooking equipment. Gymnasium Gymnasium is an The gymnasium is only a The gymnasium is elementary size space0f teaching station without undersized for high approximately 2800 sq. locker rooms and older school physical ft. lighting. A stage is at one education and high end of the gym that is school athletic events. small and limited for use The space has no locker as a presentation area. rooms. The lighting The area would have to system s old and needs severe as a multiple use significant upgrades. The area, cafeteria, large facility does not have group instruction/testing seating for spectators. space and large group assembly area. The scheduling process for this area would be ineffective for high school programs.

Foyer and Entrance A small area that is Limited area for show- adjacent to the central casing school events and hall way. accomplishments. Meditation areas none Counseling Centers none Maintenance Area in the cellar of the Good storage area, Good space for storage, building central controls for heating system in good heating, electrical and repair, a standard hot standard hot water tank water system of 50 for minimal washing. gallon tank, primarily for kitchen.

Costs to upgrade the The school has several Upgrades to outside The gymnasium space is facility for high school areas of upgrades walkways and black top undersized and cannot use necessary for high school replacement, be expanded, field space use. reconnecting phone and and rentals for technology systems, instructional use. significant repairs to the An architect needs to gymnasium space. evaluate the facility for repairs and upgrades.

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Lincoln Park located across the street and down the hill from Cathedral Elementary.

Financial Review for School Operations

The Bishop Maginn Board of Education, Task Force and Superintendent of the Dioceses of Albany Catholic Schools continue to address the financial issues facing Bishop Maginn High School. A historical review of the funding streams for Bishop Maginn has shifted significantly over the years. The primary analysis indicates the following; a) Enrollment decline over the past several years from a high of approximately 450 students in the late 1990’s to a current enrollment of approximately 140 students reduces the revenue stream for operations and programs. Using the current tuition rate of $ 6,000 and the loss of 310 students during that time frame, the loss of revenue is equal to (310 students X $6000) = $1,860,000. b) The loss of feeder schools as a result of elementary school closings and the choice of public schools in the region, along with the emergence of Charter Schools have resulted in less students selecting Catholic High Schools in urban areas. The struggle to maintain enrollments requires more outreach for students that are not coming through the Catholic School education process. The revenue streams to support the expenditure needs of Bishop Maginn require additional support from alumni donations, currently at approximately $100,000 per year. Since 2008, the Diocese has provided approximately $1.6 million dollars of funding as part of the normal revenue needed to support Bishop Maginn. However, Diocesan investment in Bishop

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Maginn has increased to approximately $200,000 each year between 2008 and 2014-15 school years. An additional support of $225,000 from the Diocese has been provided from the 2010 through 2013 school years. This additional support was designed to offset the operating deficits. This continued support to offset operating deficits is not sustainable over the long term. c) The cost for maintenance and repairs to Bishop Maginn’s roof, boiler systems and annual maintenance of the facility has created debt service costs in the annual budget. The debt service costs are being reduced annually. The infusion of additional revenues from alumni groups and from the Diocese has not reduced the operating deficits for Bishop Maginn High School. A historical review of financial operations indicates the following.

Table 4. Deficits – Five year trend

School Year Deficit 2009-2010 $245,514.00 2010-2011 $350,000.00 2011-2012 $254,150.00 2012-2013 $472,467.00 2013-2014 $438,607.00

Source: PowerPoint DACS – June 18, 2014

The expenditure and revenue accounting provided by the Bishop Maginn Task Force identify similar revenue deficits. An analysis of expenditure and revenue accounts by the CASDA faculty also confirms a continual operating deficit for Bishop Maginn.

Table 5. Total Revenues, Expenditures and Operating Deficits

School Year Enrollment Total Total Net Operating Revenues Expenditures Surplus/Deficit 2010-11 142 $ 1,201,208.54 $ 1,569,637.79 $ (368,429.54) 2011-12 135 $ 1,118,941.32 $ 1,529,235.89 $ (410,294.57) 2012-13 132 $ 1,105,639.00 $ 1,634,564.54 $ (528,934.54) 2013-14 132 $ 1,033,676.00 $ 1,475,950.00 $ (442,274.00) Provided by the Bishop Maginn Task Force

Regardless of any consideration of transitioning Bishop Maginn High School to an alternate location, the essential element for funding Bishop Maginn High School is enrollment. Without a significant increase in enrollment, the current situation is not sustainable. However with proper planning and budgeting over the short term, increases in revenue could be realized.

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This would require a comprehensive business and financial plan that addresses all aspects of Bishop Maginn High School operations.

This idea will be tied into the recommendations in the following section of this report.

Essential Questions for Consideration and Recommendations

The impact of declining enrollment is a phenomenon that has had an impact upon public as well as non public schools. Rural school districts in New York have been particularly affected by this trend. For Catholic Schools in the Albany Diocese the trend of declining enrollment has exacerbated the problem of funding these schools.

Since the turn of the 21st century, the Roman Catholic Diocese of Albany has faced a number of issues that have had an impact on Catholic education. First of all, with the declining number of priests, there have been closings and/or consolidations of Catholic Churches which has been painful for the Diocese as well as for these long standing parishes. At the same time, not only were parishes being closed and/or consolidated with other parishes, but Catholic Elementary schools were also being closed. This has been the case in the city of Albany which at one time had as many as 10 Catholic Elementary schools that served as feeders to the local Catholic High Schools. Currently, there are only 3 in the city of Albany.

Bishop Maginn is the only Diocesan Catholic High School within the city of Albany. The foundational support from the feeder school has drastically declined in the last 10 to 14 years. During the same time period the emergence of Charter Schools and other private school options have made it more difficult for Bishop Maginn to attract the enrollment it once commanded.

Since 2008 the decline in enrollment has been significant and coupled with the economic downturn many families have yet to recover financially. Prior to this period, families that were economically disadvantaged may have been able to select Catholic urban education as an option. However, since 2008 many families have opted to reconsider public education in the home districts or charter schools. Families that have been less affected by economics have consistently had more options available to them.

All of these issues, one way or another, has potentially impacted the enrollment trends at Bishop Maginn.

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Is it possible to transition Bishop Maginn High School from its current location to Cathedral Elementary School?

It is certainly possible that Bishop Maginn High School could move from its current location to Cathedral Elementary School. Given the current enrollment of approximately 140 students without future consideration of increasing enrollment or expanding current programs, it could be done. There are a number of considerations that must be evaluated before any final decision is made as there are a number of drawbacks to relocating the High School to this facility.

1. No large instructional spaces 2. No Cafeteria 3. Limited Kitchen 4. No large multi-purpose rooms for programs 5. No locker rooms 6. No green space 7. Limited parking 8. Undersized gymnasium (not designed for High School Athletic Competition) 9. No science labs 10. No Space for Religious services or counseling

In order to effectively transition Cathedral Elementary to a High School facility, significant investment will be necessary to provide for an effective high school program. Based upon our experience in the public setting an initial cost of $100,000 to $150,000 would be necessary to bring the building up to the specifications for a high school of 140 plus students at this site. This cost only considers the transition of the current high school program to the new location and may not address the many concerns listed above. Most of these costs would be to make the site and building meet the mission and vision of BMHS. It does not account for any other expenses that may need to be incurred. A complete architectural review should be conducted to determine the cost of upgrading and/or renovating Cathedral prior to any potential transition.

Additionally, based upon conversations we conducted with parents and students, a significant reduction of enrollment is possible if the transition is made to Cathedral. As enrollment is the driving force for revenue, any reduction in this area exacerbates the financial situation.

What is the potential for developing additional revenue streams as well as educational programs at the current campus of BMHS?

Although it has been suggested that consideration has been given to create additional revenue streams for BMHS at its current location, we believe that there is potential for current and future growth in this area. As was mentioned in the introduction to this section, the lack of a

20 Capital Area School Development Association (CASDA) consistent feeder program for BMHS creates a number of problems for sustainability. Consider the following possibilities: 1. Create a Pre K / Day Care / Before and After school Program separate from BMHS but housed on campus. Students from BMHS could work as part of a service project within the program. Possibly through Maria College 2. Create Grade 6 – 12 Urban Catholic Education Campus 3. Create a K – 12 Urban Catholic Education Campus 4. Rent space to/or relocate other Catholic Agencies on the BMHS Campus 5. Work with Capital Region BOCES to rent special education classrooms and/or alternative classrooms on the campus 6. Work with St. Rose and Siena College to create incubator education programs. 7. Create additional educational opportunities by partnering with Hudson Valley as well Schenectady Community College that would enable students at BMHS to receive college credit 8. Work with local businesses to create incubator programs through renting space at Bishop Maginn as well as partnering for student internships within these businesses (ex: Schodack Central School District) 9. Work with the three other Diocesan High Schools to coordinate programs and offerings through Distance Learning. 10. Review current enrollment trends in Albany City and surrounding districts and build upon opportunities to enhance enrollment at Bishop Maginn

Should any consideration be given to the administrative structure at BMHS?

Bishop Maginn High School currently has two full time administrators. This was put into effect in 2009-2010. With only 140 students currently enrolled, two administrators seem somewhat excessive given the administrative support structure provided Catholic School Office personnel and staff. Statistics from the New York State Education Department suggests that the ratio between principals and students is on average 1 to 350. CASDA’s recommendation is that a review be conducted to ascertain the necessity of two full time administrators given the financial constraints of BMHS.

Could a comprehensive financial and business plan help alleviate current operating deficits at BMHS?

In our conversations with administration there have been attempt to create strategic plans, but these have not been fully implemented. Regardless of the final decision, a financial, business, and academic plan must be put in place that addresses the budgeting process for BMHS. This plan should be developed based upon the Mission and Vision of BMHS and Catholic Education within the Diocese of Albany. The basis of a plan was shared with CASDA Faculty as part of this review and can be found in Appendix C. This could serve as a model for plan development. As part of this plan, however, some essential items must be evaluated including:

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1. All staffing requirements currently and in the future 2. Administrative structure 3. Reducing operating deficits 4. Developing sound strategies for increasing enrollment 5. Alternate revenue streams as previously mentioned. 6. Create an Educational Foundation funded through fund raising to address specific needs (Set a goal of $1,000,000) It may take time. Draw upon the traditions of Bishop Maginn Alumni. Make it about the future and sustainability. 7. Review the financial support structure from the Office of Catholic Schools for the fiscal accountability for BMHS 8. Focus upon Urban Catholic Education in the 21st century as outlined in the Covenant for Education (Appendix D )

Summary

It is obvious from our conversations with everyone associated with Bishop Maginn High School that there is a strong commitment to the core values that embody the mission and vision of the school. Administrators, teachers, support staff, students and parents believe in Bishop Maginn. No one can question this commitment. However, Bishop Maginn High School is caught in a situation that calls for creative thinking regarding its future if urban Catholic High School education is to survive in the city of Albany. As outlined earlier in this study, the current revenue streams that support BMHS do not provide for eliminating the annual operating deficits that have plagued the school for the past decade. Enrollment is the driving force behind budgeting revenue for the school and declining enrollment exacerbates its financial status resulting in continuous operating deficits.

The Diocese of Albany has created a document entitled Covenant for Education which outlines the future of Catholic Education. The essence of this document is “to revitalize the mission of Catholic education in the Albany Diocese.” This document should be used by all stakeholders as the foundation for any and all decisions regarding the future of BMHS.

All things being equal, the Diocese could realize a small savings by moving to Cathedral Elementary School. This would be in the area of operations and maintenance as it is a smaller building. But with parental concerns regarding the location, enrollment could drop which would further impact revenue and would be self defeating. Additionally, Cathedral Elementary would need some renovation to provide for the current high school program.

The following recommendations are provided for consideration by the Bishop Maginn Task Force and the Diocese of Albany:

1. Before any decision regarding Cathedral Elementary, a complete architectural review should be completed to determine any cost related to transitioning to this site.

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2. Consider creating a Pre K – 12 Urban Catholic Education Campus at Bishop Maginn as well as post secondary opportunities through higher education partnerships

3. Consider creating a before and after school program

4. Consider renting space to other Diocesan agencies

5. Review the current administrative structure at BMHS

6. Create stronger partnerships with business and local Catholic institutions of higher learning

7. Develop a comprehensive financial/business plan that addresses the following: a. Long term enrollment b. Tuition c. Deficits d. Staffing e. Fund raising f. Other revenue streams

8. Creation of an Educational Foundation for the long term financial stability of BMHS a. Could be used for tuition grants for students b. Could be used for long term debt reduction c. Could be used for long term financial stability

9. Consider using the format for strategic planning as outlined in Appendix C

These recommendations are provided with the spirit that urban Catholic education will continue in the city of Albany. Currently, Bishop Maginn with its enrollment trends has stretched the financial capacity of the institution and Diocese. Whether at its current site or alternate site, a comprehensive financial plan must be put in place that addresses the current and future enrollment of the school, the overall operating budget, and the implications of the continuous operating deficits.

We have outlined our best thinking in each of these areas. Attempts may have been made in the past to address these areas. However, if Bishop Maginn High School is to be maintained as an urban Catholic education center, then now is the time for the Task Force and the Diocese to collaborate on this comprehensive plan that assures it future.

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Appendices

Appendix A - Scope of Work

ACTIVITIES TO COMPLETE PROPOSED STUDY

Activity Session Focus/Agenda CASDA Faculty Timeline #1 On-Site visit to  Assessment of Bishop Maginn’s Terry Brewer Week of Bishop Maginn HS current enrollment, classes, Jerry Steele September extracurricular needs, staffing, 29  Review of Bishop Maginn HS 1 - Day buildings and grounds and its potential for repurposing for additional uses as well as revenue streams #2 On-Site Visits  Review of facility and its Terry Brewer Week of Cathedral potential to house a 9 – 12 High Jerry Steele September Elementary School School 29 1 - Day #3 Calculation of costs  Review of any and all structural Terry Brewer October associated with considerations/adaptation to Jerry Steele 1 - Day transition and/or Cathedral Elementary repurposing of  Review of and/or calculation of Bishop Maginn costs related to the transition associated with Bishop Maginn #4 Report writing  Compilation of data from site Terry Brewer October – visits and document reviews Jerry Steele November

 Develop a working draft of the 2 - Days report to include the following: o Current strengths and

weaknesses o Cost to implement findings o Options o Additional comments

 Review all data and options as well as prepare information for final report including recommendations to Superintendent and Task Force

#6 Final Report to  Presentation of the final report Terry Brewer November Task Force and to the Superintendent of Jerry Steele 2014 Superintendent Schools for the Albany Diocese and Task Force

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Appendix B

Focus Group Questions

Parents

1. What do you view as the educational vision and mission of Bishop Maginn? 2. What concerns do you have regarding the possible relocation of the school to an alternate location? 3. If the school were to relocate, what are the essential elements that need to be in the new location in order to successfully meet your needs as a parent supporting the school? 4. If the school was relocated within the city of Albany, would you still consider sending your child to Bishop Maginn? What are the factors that would change your participation with Bishop Maginn? Would you enroll your child in another Catholic School? Which one would you consider? 5. How would you convince the Task Force that Bishop Maginn should stay or relocate to a different site?

Students

1. What elements of this school make it special for you as a student? 2. What concerns do you have regarding the possible relocation of the school to an alternate site? 3. If the school were to relocate, what are the essential elements that need to be in the new location? 4. If the school was relocated within the city of Albany, would you still consider attending Bishop Maginn? 5. How would you convince the Task Force that Bishop Maginn should stay or relocate to a different site?

Faculty and staff

1. What is the educational vision and mission of Bishop Maginn as it relates to the teaching and support staff of the school? 2. What concerns do you have regarding the possible relocation of the school to an alternate site? 3. If the school were relocated, what are the essential elements that need to be in the new location to successfully meet the vision and mission of Bishop Maginn? 4. If the school was relocated to a new site within the city of Albany, would you still consider teaching/working at Bishop Maginn? 5. How would you convince the Task Force that Bishop Maginn should stay or relocate to a different site?

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Appendix C

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Appendix D

Covenant for Education

The Covenant to Educate is the plan to revitalize the mission of Catholic education in the Albany Diocese. Our goal is that Diocese of Albany Catholic Schools will be recognized and respected for their distinct contribution to the educational constellation, resulting in information about our schools being sought out; enrollment will increase; alumni will remain engaged and supportive; donor engagement will increase; and educator recruitment will be invigorated.

Teaching/Learning Excellence: Diocese of Albany Catholic Schools will be known and esteemed for a unique combination of academic excellence and faith-based education. Our educators are highly proficient in developing 21st century skills and are committed to continuous improvement of their practice through reflection. State-of-the-art programs will focus on core academic subjects, and ensure global awareness, technological understanding and proficiency. Exposure to the arts, and flexibility in 21st century skill needs will challenge students with the spiritual underpinnings taught through Catholic faith. This responsive curriculum is reviewed regularly, changing over time.

We see that the quality of our educators has the greatest impact on students; we demand, recruit and hire excellent staff, employing only those who create vibrant and innovative learning environments for students. Our standards and assessments go above and beyond those set by New York State. Student-centered, our educators embrace all learning styles and differentiate instruction accordingly. Students are engaged in faith-based service learning throughout their experience in Diocesan schools, embodying Christian values. Learning from educators who have an exceptional passion for Catholic education and its mission imparts on students who share this passion. At the same time, Diocesan schools recognize parents, guardians and families as the primary educators and partner with them in their children’s education.

Partnerships: Diocese of Albany Catholic Schools will seek and sustain jointly beneficial partnerships with national and regional colleges and universities, businesses, government and the community. Further extension of course offerings to traditional K-12 students and the Catholic community will develop with online courses and collaboration through these channels. Our students will continue to have a college acceptance advantage with a wide range of post- graduation opportunities.

Colleges, business and community leaders seek out Diocese of Albany Catholic Schools for partnerships in developing opportunities for learning and support for students and educators, helping our schools to stay on the cutting edge of emerging technologies and best business practices.

- See more at: http://www.higherpoweredlearning.org/?page_id=42#sthash.7fwYqDDk.dpuf

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Appendix E.

First Floor Plan for BMHS

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Appendix E.

Second Floor Plan for BMHS

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Appendix F.

Floor Plans for Cathedral Elementary First Floor

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Appendix F.

Floor Plans for Cathedral Elementary Second Floor

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