Lighting the Way: A Vision for Catholic School Education

Strategic Planning Goals and Objectives

Archdiocese of Cincinnati

Submitted to: Archbishop Dennis Schnurr, Archbishop of Cincinnati Dr. Jim Rigg, Director of Educational Services and Superintendent of Catholic Schools and the Strategic Vision Steering Committee

by University of Notre Dame ACE Consulting

TABLE OF CONTENTS

Introduction………………………………………………………………………………………………………..2

Methodology……………………………………………………………………………..………………………..3

Foundational Statements…………………………………………………………………………………………..4

Task Force Membership…………………………………………………………………………………………..6

Guiding Principles…………………………………………………………………………………………..…….7

Overview of Task Force Results………………………………..………………………………………………...8  Catholic Identity and Religious Formation  Academic Excellence  Marketing and Enrollment  Leadership  Finance  Governance

Conclusion………………………………………………………………………….……………………………13

Appendix 1……………………………………..……………………………………………………………...…14

Appendix 2………………………………………………..……………………………………………………...39

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 1 INTRODUCTION

Under the direction of Archbishop Dennis Schnurr, and through the leadership of Dr. Jim Rigg, Director of Educational Services and Superintendent of Schools, the Archdiocese of Cincinnati embarked on a comprehensive assessment of Catholic school education in the Archdiocese and a subsequent process to develop a strategic plan for Catholic schools. This comprehensive initiative required the involvement of the full spectrum of Catholic school education stakeholders and the sustained efforts of the Vision Steering Committee (VSC). The Vision Steering Committee, established in November 2010, was appointed by Archbishop Schnurr and chaired by Dr. Jim Rigg. The following individuals served on the VSC representing all key stakeholder groups: Dan Andriacco, Greg Bell, Jim Frede, Karyn Hecker, Kathy Kane, Fr. George Kunkel, Fr. Jim Manning, Laura Meibers, Mike Miller, Sr. Patrick Ann O’Connor and Chris Pastura. This initiative was given the title of “Lighting the Way: A Vision for Catholic School Education.”

In the fall of 2010, Dr. Rigg and the Vision Steering Committee conducted a national search for a consulting firm to support this initiative. In January 2011, the Alliance for Catholic Education (ACE) Consulting at the University of Notre Dame was engaged to conduct the schools assessment and facilitate the planning process. The assessment process commenced in February 2011 and resulted in a report from ACE Consulting issued in September 2011. The assessment report and related documents were published on the “Lighting the Way” website: http://www.catholiccincinnati.org/education/lighting_the_way/. In September 2011, the VSC members formed six Task Forces with an expansive membership of 47 individuals who worked tirelessly to develop strategic planning goals and objectives outlined in this report. It is clear, by the large number of people who responded and actively engaged in a variety of stakeholder opportunities, that Catholic school education is highly valued and has played a significant role in the lives of parishioners and families in the Archdiocese of Cincinnati.

None of this work would have been possible without Archbishop Schnurr’s outstanding commitment and leadership on behalf of Catholic school education in the Archdiocese of Cincinnati. In addition to authorizing the strategic planning process, Archbishop Schnurr provided sage counsel throughout the process Dr. Jim Rigg, chaired the Vision Steering Committee, passionately and consistently championed the strategic planning process to an array of internal stakeholders and to the general public. His leadership for the mission of Catholic school education inspired all who worked diligently to complete this work and to set the stage for a successful implementation process.

The overall engagement lasted eighteen months and was designed to be completed in two phases. Phase I was conducted from February 2011 to August 2011 and focused on an initial assessment of specific domains that are vital for effectively carrying out the academic and religious mission of Catholic schools. The domains assessed were:

 Catholic Identity and Faith Formation  Academic Excellence  Marketing and Enrollment  Leadership  Finance  Governance

The Vision Steering Committee (VSC) worked closely with the ACE Consulting Team throughout Phase I and served as Task Force Chairpersons during the strategic planning process in Phase II. The results of Phase I were presented to Archbishop Schnurr, Dr. Rigg and the Vision Steering Committee in a document entitled, Initial Assessment Report, Lighting the Way: A Vision for Catholic School Education, in September 2011. This report was also shared with approximately 800 parish and school leaders through a series of three archdiocesan-wide meetings in October 2011. In addition to the public presentations, the report was also posted on the “Lighting the Way” web site for the general public to view.

The work of Phase II was to develop a strategic plan for Catholic school education, complete the writing of Foundational Statements of Mission, Vision and Collective Commitments and conduct additional Visioning Sessions, as needed, to inform the work of specific Task Forces. The findings and strategic directions presented in the Initial Assessment Report served as the basis for the work of Phase II. The goals, objectives and action steps presented in this report represent the

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 2 work of six Task Forces that met from September 2011 to June 2012. This report provides a clear direction for each domain and time lines by which goals are to be accomplished over a three (3) year period. In addition, the Foundational Statements included in this report, set the context within which the strategic plan was developed and will serve as the reference point for plan implementation. METHODOLOGY

Under the leadership and direction of Archbishop Schnurr and Dr. Jim Rigg, six Task Forces were established to begin the work of developing goals, objectives and action steps for each domain:

 Catholic Identity and Faith Formation  Academic Excellence  Marketing and Enrollment  Leadership  Finance  Governance

Task Force members were appointed by Archbishop Schnurr. The members represented various stakeholders and possessed skills and expertise that aligned with and supported the work of specific domains. Catholic Schools Office personnel and other appropriate Archdiocesan personnel also served on Task Forces. Each Task Force was chaired or co- chaired by members of the Vision Steering Committee. Their dedication and work products testify to their commitment to strengthening the vitality of Catholic School education throughout the Archdiocese of Cincinnati.

As the work of the Task Forces moved forward, Dr. Rigg and ACE Consulting kept Archbishop Schnurr informed as to the progress and direction of each Task Force. The Archbishop’s ideas and input regarding emerging plans were particularly helpful as was the insightful input and feedback provided by Dr. Rigg throughout the strategic planning process.

To begin the work of Phase II, each Task Force studied the Initial Assessment Report with particular attention given to findings and strategic directions for specific domains to which Task Forces were assigned. Subsequently, each Task Force assessed the need for additional data to inform its work. ACE Consulting served as a resource providing relevant templates and best practices information to assist the Task Forces in addressing key goal areas.

Each Task Force met approximately five times between October, 2012 and April, 2012 to develop goal areas, sets of objectives specific to each goal and action steps to achieve the goals in a timely manner. Task Force Chairs met as a group with the ACE Consulting Team in September and November, 2011 and in January, February and May, 2012. The purpose of these meetings was to review the work product of each Task Force, to identify areas of overlap, areas where there were gaps or inconsistencies and to support the ongoing efforts of the Task Forces. In addition, Task Force chairs participated in approximately three “check-in” calls with the ACE Consulting Team in those months when no formal meeting was scheduled. The purpose of these calls was to maintain ongoing communication, anticipate needs and provide support and direction as needed.

As the work of Phase II progressed, three Task Forces: Finance, Governance and Leadership, decided additional engagement of stakeholder groups was needed to gather specific input concerning directions they were considering for goal areas. ACE Consulting, in collaboration with the chairs and co-chairs of the three Task Forces, developed Visioning Session Process and content. ACE Consulting, in collaboration with the Task Force chairpersons, conducted two visioning sessions in February 2012, one in the Cincinnati area and one in Dayton area. These sessions engaged pastors and business managers to solicit their feedback on measurements for determining financial viability, on ways for improving the financial health of Catholic schools and on the role the Catholic Schools Office could play in helping schools improve their financial position. These sessions were also used, to solicit feedback regarding the future role of the pastor with respect to Catholic schools and the role of the Archdiocese with respect to hiring, training and evaluating principals. Eighty (80) pastors and fifty-seven (57) business managers attended.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 3

A similar session was conducted for one hundred and fifteen (115) principals and presidents in February, 2012. This session solicited feedback on similar questions as those presented in the sessions for pastors and business managers. Dr. Rigg convened and facilitated the principal and president sessions.

A separate report was written by the ACE Consulting Team summarizing the findings from the three sessions. These data were used by the relevant Task Forces to inform their work.

The Vision Steering Committee recommended the work product of each Task Force and the overall content of the Phase II report. Dr. Rigg, on behalf of the Vision Steering Committee, presented the report to Archbishop Schnurr for his review and feedback in early July of 2012. Archbishop Schnurr approved the Phase II report entitled “Lighting the Way: A Vision for Catholic School Education Strategic Goals and Objectives in July, 2012.

FOUNDATIONAL STATEMENTS

During Phase I, a process was launched to gather data to inform the development of Foundational Statements of Mission, Vision and Collective Commitments for Catholic school education in the Archdiocese of Cincinnati. Seven (7) Visioning Sessions were conducted to gather the opinions, perspectives, and concerns of a broad group of Catholic school stakeholders. Approximately 800 stakeholders participated in these sessions. A sub-committee of the Vision Steering Committee was formed and charged with reviewing stakeholder feedback and developing Foundational Statements drafts.

The sub-committee met initially during Phase I and on a regular basis throughout Phase II. As drafts were completed, they were shared with various stakeholders during January, February, and March 2012. Feedback from stakeholders was solicited and used by the sub-committee to refine the Foundational Statements. The statements are viewed as a “living document” that will require timely evaluation and adjustments to reflect the dynamic reality in which Catholic schools operate in the Archdiocese of Cincinnati.

The Foundational Statements strongly articulate the core purpose and identity of Catholic schools in the Archdiocese of Cincinnati and how the Catholic Schools Office seeks to provide leadership in carrying out the Church’s educational mission today and into the future. They provide a clear direction for Catholic schools and serve as the inspiration and framework for the strategic plan. In addition, they influence decision-making and the allocation of resources. These Foundational Statements capture the passion of all stakeholders in the ministry of Catholic school education. Throughout the strategic planning process each Task Force was asked to formally reflect on the Foundational Statements and to use them as a guide to inform its work.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 4 FOUNDATIONAL STATEMENTS

Lighting the Way Catholic Schools of the Archdiocese of Cincinnati

Our Unified Mission

Vital to the evangelizing and educational mission of the Catholic Church, we are Christ-centered communities dedicated to the faith formation, academic excellence, and individual growth of our students, all rooted in the Gospel message of Jesus.

Our Vision

United in our celebrated diversity, we are vibrant Catholic communities and models of excellence and innovation that welcome and inspire all students to be faithful leaders in the modern world.

Our Collective Commitments

We, the Catholic Schools of the Archdiocese of Cincinnati are committed to:

Spiritual Growth: An atmosphere in which the Gospel message is proclaimed, community in Christ experienced, service to our brothers and sisters is achieved, and thanksgiving and worship of our God is cultivated.

Academic Excellence: Academically rigorous and innovative schools that set the standard for excellence, and are supported by exceptional caring adults who reflect the Light of Christ.

Vibrant Community: Dynamic, welcoming, compassionate communities that are available to all.

Family Partnerships: Partnering with and upholding parents and guardians in their role as primary educators of their children.

Education of the Whole Person: Well-rounded, high quality education that empowers students to achieve their potential and use their gifts to serve God and others.

Global Awareness: Catholic schools that nurture the personal integrity and faith development of students and that challenge them to know and understand our brothers and sisters around the world.

Stewardship of God’s Educational Ministry: Ensuring a vibrant, sustainable future for our schools through unified support and faithful management of resources.

These Foundational Statements and Collective Commitments are necessary to ensure a cohesive and collaborative approach to strengthening Catholic education throughout the Archdiocese of Cincinnati.

Recognition must be given to the men and women who gave and continue to give so generously of their time and talent to ensure the ultimate success of this undertaking.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 5 TASK FORCE MEMBERSHIP The following section provides a list of chairpersons and membership of each of six (6) Task Forces. Their fine work and dedication are recognized and very much appreciated. The Archdiocese of Cincinnati Catholic school community and stakeholders owe a debt of gratitude to these individuals who generously gave of their time and talent to plan for the ongoing vitality of Catholic school education. They are commended for their work and commitment. It is important to note than many other individuals contributed directly to the planning process by serving as advisors, participating on Task Force subcommittees, and in other capacities.

Catholic Identity and Faith Formation Task Force

Chair: Rev. George Kunkel: Pastor: St. Vincent Ferrer Church Members: Dan Andriacco: Communications Director, Archdiocese of Cincinnati Catie Blum: Principal, St. John Catholic School, Dry Ridge Jean Carr: Parent & Coordinator of Religious Ed., St. Albert Catholic School Rev. Earl Fernandes: Academic Dean, Athenaeum of Ohio, Mt. St. Mary’s Seminary Ken Gleason: Director: Office of Evangelization and Catechesis, Archdiocese of Cincinnati Kelli Kinnear: Director of Campus Ministry, Chaminade Julienne High School Ron Sayler: Parent, Piqua Catholic Elementary School

Academic Excellence Task Force

Co-Chairs: Karyn Hecker: Principal, Immaculate Conception Catholic School Carole Roberts: Director of Curriculum & Assessment, CSO, Archdiocese of Cincinnati Members: Blane Collision: Principal, Archbishop Moeller High School Mickie Gummer: Director, Initiative for Catholic Schools, Xavier University Burt Mattice: Parent; V.P. Regulatory Systems and Strategic Sourcing, Hartzell Propeller; Board Member, Piqua Catholic School Bill Morter: Technology Coordinator, St. Luke Catholic School Erik Okerson: Partner, Grayden Head Law Associates Lenora Roach: Principal, John Paul II Catholic School Mary-Kate Sableski: Faculty, School of Education, University of Dayton

Marketing and Enrollment Task Force

Co-Chairs: Sr. Patrick Ann O’Connor, SC: Former Principal and Teacher Pat Armstrong: Former Assistant Superintendent and Principal Members: David Brecount: Partner and Owner, US Digital Partners Jack Bunker: Independent Marketing and Advertising professional Sharon Civitello: Communications Coordinator, Catholic Inner City Education Fund (CISE) Laurie Cornett Cross: Parent, Business Manager, Mary Queen of Peace School June Landrum-Springer: Member, Archdiocesan Pastoral Council Chris Pastura: Director of School Strategic Planning, CSO, Archdiocese of Cincinnati Tim Reilly: Principal, St. Ignatius Loyola School Robert Stautberg: President, General Factory/WD Supply; Vice-President, St. Xavier High School

Leadership Task Force

Co-Chair: Mike Miller: Principal, Bishop Fenwick High School Laura Meibers: Deputy Superintendent, CSO, Archdiocese of Cincinnati Members: Thomas Bill: Graduate Program Coordinator, Xavier University David Dolph: Chair: Department of Educational Leadership, University of Dayton Jodi Fedders: Parent, Board Chair, Aileron Leadership Center Kevan Hartman: Principal, St. Susanna School Rev. Daniel Meyer: Pastor, Holy Angels Church Mary Lynn Naughton: Parent, St. Peter School (Huber Heights) Cheryl Reichel: Principal, Incarnation School Steve Schad: Principal, Roger Bacon High School

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 6

Finance Task Force

Co-Chair: Greg Bell: Parent, Nativity Catholic School, and St. Xavier High School Jim Frede: Business Manager, Our Lady of Lourdes Parish and School Members: Rev. Robert Bueter, SJ: Associate Director, Center for Catholic Education, Xavier University; Board Chair, St. Nicholas Academy Tony Ciani: Chair, Seeds of Growth Fund Greg Ionna: Parent; President & CEO, CM Paula Company Richard Kelly: Chief Financial Officer, Archdiocese of Cincinnati Wayne Morse: Associate Director-School Finances, CSO, Archdiocese of Cincinnati Bob Obert: Business Manager, Purcell-Marian High School Tom Otten: Principal, Archbishop Elder High School Rev. Larry Tharp: Pastor, Sacred Heart Catholic Church

Governance Task Force

Co-Chairs: Kathy Kane: Principal, Our Lady of Victory Catholic School Rev. Jim Manning: Pastor, St. Mary’s Catholic Church, Franklin; President, Archbishop Alter High School Members: Bishop Joseph Binzer: Auxiliary Bishop, Archdiocese of Cincinnati David Crowe, Parent and Former Board President, John Paul II School Susie Gibbons: Assistant Superintendent of Schools, CSO, Archdiocese of Cincinnati Bob Herring: Principal, Nativity Catholic School Chris Pastura: Director of School Strategic Planning, CSO, Archdiocese of Cincinnati Sharon Willmes: Principal, St. Teresa of Avila Catholic School

ACE Consulting Research Team

The Research Team for this assessment and related activities was comprised of the following ACE Consulting staff from the University of Notre Dame:

Sr. Kathleen Carr, CSJ., Ph.D., Director of Planning and Operations Tony DeSapio, M.Ed., Associate Director Brandy J. Ellison, Ph.D., Associate Director of Research Shannon Stackhouse Flores, Ph.D., Research Associate John Waller, M.B.A., Senior Financial Consultant GUIDING PRINCIPLES

Before presenting the goal areas of each Domain Task Force, it is important to identify the premises upon which the goals are based. These premises are rooted in stakeholder feedback, changing demographics within clergy personnel and in the broader community, and financial and human resource realities. A review of the body of work as a whole, across all Task Forces, sets a direction to ensure long-term school vitality and recognizes the following:

 the decentralized mode of operating schools is not sustainable on a broad basis  standardization, as relates to curriculum, policies and procedures, staff development and teacher and administrative certification and evaluation is necessary  the leadership role of Catholic Schools Office role should be strengthened to provide appropriate oversight of Catholic school education  additional positions in the Catholic Schools Office will be required to effectively implement the plan  school leadership will be accountable for maintaining the education and religious integrity of the school

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 7 OVERVIEW OF TASK FORCE RESULTS

The work of the Task Forces reflects the best thinking of many people who value the difference Catholic Education has made in their lives and who want Catholic school education to thrive in service to young people throughout the Archdiocese of Cincinnati.

This section of the report presents Domain specific goals and an overview of the context and issues each Task Force considered in its deliberations. The Foundational Statements were the prism through which each Task Force viewed its respective Domain. It is important to remember that the following goals are intended to be implemented over the next three years.

A complete set of Domain Task Force goals, objectives and action steps is included in Appendix 1 of this report.

Catholic Identity and Religious Formation

Catholic School education has been a powerful anchor for Catholic families in the Archdiocese of Cincinnati since the first school opened in 1824. Schools have provided faith-filled communities rooted in gospel values and traditions along with strong academic programs designed to meet the academic and developmental needs of students.

The religious mission of Catholic schools, its Catholic identity and faith formation, is the soul of the school’s program and activities. The Foundational Statements clearly hold out the religious mission as the factor that distinguishes Catholic schools from other educational options. We believe that Catholic Schools have demonstrated that they have been and continue to be successful in this mission. In order to maintain this success in these changing times, there must be a strong cooperative effort among pastors, principals, teachers, parents and the Catholic Schools Office to promote faith formation at all levels of the Catholic School community and parish.

Catholic Identity and Faith Formation Goals:

1. Cultivate an atmosphere within each school that incarnates Gospel values (i.e. those exemplified in the Corporal and Spiritual works of mercy), and celebrates the vitality of the Catholic faith.

2. Provide opportunities for adult faith formation whenever parent/guardians (adults) gather so they will be empowered to fulfill their responsibility as the primary religious educators of their families (children).

3. Promote the integration of their students into being active members of their parish.

Academic Excellence

The academic program provides the scope and structure that nurtures the spiritual, intellectual and developmental needs of students. The strength and vitality of the academic program inclusive of all curricular offerings, extra-curricular offerings and educational and developmental support services forms the basis upon which schools are compared and rated by society at large. Ensuring the instructional program meets student-learning needs enabling each to reach his or her full potential is of critical importance. Supervision and evaluation of teacher performance, a common set of learning standards, student achievement measures and educational resources are the foundation upon which the academic program stands.

A strong academic program is a compelling incentive that can attract new students and retain current students.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 8 Academic Excellence Goals:

1. Create an environment that maintains Archdiocesan standards of academic excellence while encouraging students to discover and fulfill their potential

2. Build and sustain a culture where educators have an enthusiasm and a vested interest in their professional development

3. Ensure that the Archdiocese has a uniform and effective teacher evaluation system.

Marketing and Enrollment

In today’s competitive environment, utilizing an effective marketing program is essential to the continued development and growth of the institution. A “value proposition” and proprietary strengths that distinguish Catholic schools from other educational options are necessary to sustain current enrollment and attract new students.

There is a pronounced need to both increase student enrollment and develop marketing tools that promote the wonderful gift of Catholic education. This message must be communicated not only to Catholic parents, but to all parents, and the broader community of alumni, parishioners, civic and political leaders, and the community at large.

Through a coordinated effort of both Archdiocesan and local marketing, drawn upon the marketing and enrollment expertise of stakeholders at both levels, schools can benefit from access to new families and donor sources. This must truly be a collaborative effort that emerges from a widely disseminated understanding of enrollment and demographic data, predicated upon a common promotion of Catholic education, as a concept, throughout the Archdiocese.

Marketing and Enrollment Goals:

1. Improve Catholic School enrollment and retention rates by identifying and sharing best marketing practices.

2. Develop and coordinate strategic marketing plans for both the Archdiocese and individual schools needing assistance.

3. Establish systems whereby all parishes share in the provision of spiritual resources and, as able, financial support for families who cannot afford to enroll their children.

Leadership

Leadership is a critical dimension of effective organizations – perhaps the most critical. Research indicates that leadership can be enhanced through well-designed and ongoing professional development programming tied to measurable and observable outcomes.

Data related to leadership in the Archdiocese reveals that there are specific challenges that need to be addressed. These challenges include but are not limited to declining enrollment rates, significantly changed Catholic school student demographics in the last 10 years, rising tuition costs, clergy leadership that continues to be pulled in multiple directions, the lack of a leadership recruitment program for future Catholic school leaders, the absence of training or professional preparation designed specifically for Catholic school leaders, a Catholic school culture that has just begun to embrace data driven instructional methodologies for academic excellence, Catholic school leaders that are requesting training in professional management concepts, and finally the value proposition for Catholic Education that has not been made effectively for these current challenges.

Leaders in Catholic schools must be proficient in the skills required for spiritual, educational and organizational leadership.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 9 Leadership Goals:

1. Establish a position within the Archdiocese of Cincinnati Catholic Schools Office for professional development of school leaders (i.e. principals, teacher leaders, pastors, and board members).

2. Establish criteria to review the current principal evaluation process.

3. Establish criteria to identify potential Catholic School leaders within and outside of the system, with emphasis on recognizing, promoting, and developing administrative leadership among the teacher leaders of our schools.

4. Create a formal and ongoing training and development program for current Catholic school principals.

5. Create a formal and ongoing training and development program for current pastors and future pastors of Catholic schools.

6. Create a formal and ongoing training and development program for current board members and future board members for Catholic schools.

7. Provide for ongoing structures of communication, support, and advice for Archdiocesan and School Educational Leaders.

Finance

In any organization, finances are the bedrock upon which all facets of the organization are built. Enrollment, the efficacy of the academic program, acquiring and retaining highly qualified personnel, the structural integrity of the buildings, etc. are all driven by the financial health and vitality of the school and its sponsoring parish(es).

The Finance Task Force agreed on the following parameters for the committee’s work on determining school vitality and viability:

 Develop a list of key performance measurements to identify the current vitality and future viability of each school in the Archdiocese of Cincinnati.  Create a list of Financial Management best practices for the Archdiocesan central office and individual parish school to improve current vitality and insure ongoing financial health and viability.  Recommend a methodology to roll out the newly developed key measurements to parish school level and focus attention on ongoing improvement.

Measurement

The committee created a report by parish school that includes financial and other operating measurements. Information for the report came from the Archdiocesan Annual Financial Report, the Superintendents’ Annual Enrollment Report, and the records on Parish Financial Asset Accounts (restricted funds invested with the Archdiocese). A spreadsheet with the information has been given to the Superintendent of Schools. The Finance Task Force identified 36 high level measurements that categorized under 8 key metrics targeting sound financial management. The following key metrics were agreed upon as indicative of the strength of the financial vitality and ongoing viability of each parish/school:

Total Enrollment Metric Total Administrative Cost Metric Total Tuition Metric Total Plant Metric Total Revenue Metric Total Affordability Metric Total Instructional Cost Metric Total Liquidity Metric

A ninth metric measures the Overall Vitality of each school and can be used as a starting point for analysis; however, the committee feels the liquidity measurement ranks first in importance when considering financial vitality. Appendix 2 contains a draft of this metric, using a fictional elementary school of the Archdiocese (see Table 6).

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 10

Finance Goals:

1. Create a climate and structures to enable “Unified Support” for the sustainability and growth of Catholic Schools. 2. Ensure Local School Health and Sustainability 3. Increase Private Support of Catholic Schools 4. Optimize the Use of Archdiocesan and Public Finance Resources 5. Governance

Catholic school education in America is essential to the Church’s mission to transmit the faith to the next generation. Established to serve the immigrant population arriving on our shores in the late 19th and early 20th centuries and staffed by religious communities supported by lay men and women, these schools continue to serve a vital function of evangelization in the 21st century Church in the United States.

The increased role of the laity in instruction and administration of our Catholic schools as well as a heightened awareness of and commitment to the rights of employees requires that our Church establish policies and procedures that successfully promote the mission of the Catholic schools and respect the rights of those entrusted with that mission.

Catholic School Governance in the Archdiocese of Cincinnati

Catholic elementary schools were originally established as schools sponsored by a particular parish. For parishes with sufficient resources and informed leadership, the parish model continues to work well. In Saving American’s Urban Catholic Schools, A Guide for Donors,1 Saroki and Levenick describe the traditional model of governance for the parish school.

Characteristics of schools that operate as a ministry of the parish are:  The pastor is the hiring agent and, in consultation with the Education Commission, selects the principal.  Funding the school is the responsibility of the parish.  The principal is the instructional leader of the school.  Funding is determined by the pastor with the advice and consent of the Parish Council, Finance Commission and Education Commission.

Not all parishes have sufficient resources to continue as the sole school sponsor.  The decline in the number of priests has resulted in increased responsibilities of the clergy, some of whom serve as pastor of multiple parishes. This trend is projected to continue over the next 10-year period. Within the next five years, it is highly probable that one priest will be assigned to a pastoral region or a group of parishes, with more than one parish school.  Religious communities, who traditionally staffed schools and received little compensation, have experienced a decline in their numbers. Parish schools are now largely staffed by lay administrators and teachers.  The need to stay current with changing and emerging technologies, the cost of medical insurance, and salary increases place growing demands on limited financial resources and have significantly influenced many parishes ability to fund their schools.  Changing demographics and population shifts have adversely affected the viability of both the school and parish.  Each parish has its own unique characteristics as to location, demographics, diversity, level of education and economics. No two parishes are exactly alike. Therefore, one type of school governance will not fit every parish, group of parishes, or pastoral region. A thoughtful process that examines all the variables is required to determine the model of governance that will enable them to best transmit our faith to their children.

1 Saroki, Stephanie and Christopher Levenick. Saving American’s Urban Catholic Schools A Guide for Donors. (Washington, D.C.: The Philanthropy Roundtable, 2009) 85-86.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 11 Like elementary schools, the governance structures of high schools have varied. Archdiocesan high schools can be owned and operated by a religious institute, a private board of trustees, or the Archdiocese itself. Two forms of governance dominate the secondary level: Schools that operate with a single principal who works with an advisory board, and schools that employ a president who works with a Board of Trustees or a Board of Limited Jurisdiction. The CSO serves as a resource to all schools and welcomes the opportunity to support schools by providing board development and training and collaborating in a variety of ways to provide the highest quality Catholic education for all students in the Archdiocese of Cincinnati.

See Table 2 and 3 in Appendix 2 for a complete profile of elementary and high school governance structures currently operating in the Archdiocese of Cincinnati.

Table 4 provides information regarding new approaches to governance being used in various parts of the country. The information in Table 4 represents the result of six months of research conducted by the Governance Task Force which included extensive deliberations and review of various models and strategic planning reports of multiple dioceses across the country. Consideration was also given to relevant research regarding governance, feedback from visioning sessions, and research provided by ACE Consulting.

Feedback from the Catholic community was loud and clear in visioning sessions that “one size does not fit all.” The Governance Task Force agrees. The information contained herein is meant to serve as a starting point for the discussion of the governance of Catholic schools in the Archdiocese of Cincinnati.

Governance Goals:

1. Develop, cultivate, and sustain successful and innovative models of governance for K-12 Catholic education in the Archdiocese of Cincinnati that will allow the mission of Catholic education to thrive.

2. Develop the capacity of people with the authority to make governance decisions and policies in Catholic schools.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 12

CONCLUSION

The strategic directions set forth in this plan provide a clear pathway for the Archdiocese of Cincinnati Catholic schools for the next three years. To realize the full benefit of the plan will require sustained leadership, the ongoing involvement of stakeholders and the investment of both Archdiocesan and external resources.

The leadership of the Catholic Schools Office is essential to operationalize the plan and oversee its implementation. Over the course of this tenure, Dr. Rigg has consistently expanded the capacity and outreach of the Catholic Schools Office. Through collaborative partnerships and deepened resource development, the Catholic Schools Office is well positioned to initiate the implementation phase of the strategic plan. The plan reflects the clear feedback of stakeholders calling for an active and expanded role for the Catholic Schools Office going forward. This will require the continued enhancement of the Catholic Schools Office’s capacity through the recruitment of additional personnel to carry out the assigned responsibilities.

To support plan implementation, it has been recommended by the Vision Steering Committee and the Governance Task Force that a coordinating committee of representative stakeholders, including both elementary and secondary school leaders, be formed to collaborate with the Catholic Schools Office to provide oversight for plan implementation and systematic review. This committee will be responsible for developing a system to review the prioritization of goal areas across all domains and sequence the implementation of each over the next three years. In addition, this committee will be responsible for ensuring timelines are met, assessing progress, recommending plan adjustments, communicating progress to stakeholders, promoting the use of Foundational Statements to inform the implementation process and recommending further innovation and/or research needs to support the implementation process.

This vision and plan for Catholic school education in the Archdiocese of Cincinnati is entitled “Lighting the Way”. The work accomplished in the past eighteen months has resulted in a well-defined “way” to build upon the traditions of the past and create a unified direction to sustain and revitalize preschool, elementary and secondary school of education for our children’s future. Going forward, we will rely on God’s grace and inspiration and the support and prayers of colleagues and all stakeholders to realize and fulfill the mission of Catholic School education in the Archdiocese of Cincinnati.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 13 APPENDIX 1

Strategic Plan Goals, Objectives and Action Steps for Each Domain

Strategic Planning Report

Domain: Catholic Identity/Religious Formation

STRATEGIC GOAL #1 – Cultivate an atmosphere within each school that incarnates Gospel values (i.e. those exemplified in the Corporal and Spiritual works of mercy), and celebrates the vitality of the Catholic faith.

Goal #1 - Objective #1: Principals and faculty members will grow in their faith through in-services and faith formation courses as set forth by Archdiocesan norms and will model that faith in the classroom and that the Archdiocese provide courses to support this effort.

Step # Action Step Assigned To Start Date Due Date Resources Require every school to have a religious in- Principals 1 Fall 2012 Ongoing OEC service program each school year. Develop a faith formation process for new Summer Athenaeum of 2 CSO & OEC Ongoing principals. 2013 Ohio

Goal #1 - Objective #2: Raise student awareness of vocations to the priesthood and religious life.

Step # Action Step Assigned To Start Date Due Date Resources January Vocation Office 1. Celebrate vocation awareness week. Principals Ongoing 2013 & Seminary Priest Personnel Office, Deacon Priests, deacons, and religious should be Fall 2. Pastors & Principals Ongoing Formation actively present in the school. 2012 Office, Religious Office Catholic Encourage Catholic schools to visit the Fall 3. Pastors & Principals Ongoing Schools Office, Athenaeum of Ohio. 2012 Athenaeum

Goal #1 - Objective # 3: Encourage students to participate in prayer and faith sharing with each other.

Step # Action Step Assigned To Start Date Due Date Resources Parish Faith Begin each class with prayer or a faith sharing Principals 1. Fall 2012 Ongoing Formation activity. Director Local Retreat 2. Provide opportunities for student retreats. Principals Fall 2013 Spring 2014 Houses

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 14

Goal #1 - Objective #4: Consideration will be given to the compatibility of the candidate with Catholic identity as part of the hiring process for teachers and staff.

Step # Action Step Assigned To Start Date Due Date Resources Develop guidelines for the hiring process to Department of Fall Fall 1 ensure candidate’s compatibility with the CSO & OEC Educational 2012 2014 teachings of the Catholic faith. Services

Goal #1 - Objective #5. Integrate the Catholic worldview in all subject areas.

Step # Action Step Assigned To Start Date Due Date Resources Conformance with the religion/faith formation curriculum established by the Department of Fall 1 Archdiocesan Office of Evangelization & Principals and DRE’s Ongoing Educational 2012 Catechesis will be required of all Services elementary schools. Conformance with the Archdiocesan Department of Fall October 2. Religion course of studies will be required CSO Educational 2012 2017 of all high schools. Services USCCB and Research will be undertaken to identify Fall 3. CSO Ongoing Catholic Relief resource available for all subject areas. 2012 Services

Goal #1 - Objective # 6. Provide for the celebration of the Eucharist on a regular basis (ideally on a weekly schedule) and invite parents/guardians and the community-at-large to attend.

Step # Action Step Assigned To Start Date Due Date Resources A survey by the Identify the Catholic schools having Mass Fall December Department of 1. celebrated on a weekly basis. CSO 2012 2012 Educational

Services Priest Personnel Office, Identify the challenges that prevent the January May Worship Office, 2. CSO celebration of Mass on a weekly basis. 2013 2013 Department of Educational Services Ad hoc Committee by Investigate solutions that would allow for the Summer Summer 3. CSO Department of regular celebration of the Mass. 2013 2014 Educational Services Prepare students to participate in the Principals and Administrators & Fall 4. Eucharist. Ongoing DRE’s Teachers 2014

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 15

Goal #1 - Objective # 7. Designate a properly qualified catechetical leader in each school to assist the principal in religious leadership.

Step # Action Step Assigned To Start Date Due Date Resources

Identify properly qualified catechetical Fall December A survey by the 1. OEC leaders in parish/school communities. 2012 2012 OEC

Ensure that a relationship exists between the January Fall 2. OEC OEC principal and the catechetical leader. 2013 2013

STRATEGIC GOAL #2 – Provide opportunities for adult faith formation whenever parent/guardians (adults) gather so they will be empowered to fulfill their responsibility as primary religious educators of their families (children).

Goal #2 - Objective #1: Implement the “Nurturing Family Faith Initiative” strategies in our Catholic schools.

Step # Action Step Assigned To Start Date Due Date Resources Require that principals attend the Fall October 1-2 To be 1. Superintendent Domestic Church Summit in October 2012. 2012 2012 announced

Goal #2 – Objective #2: Use the ACRE test results with faculty and parent/guardians to assist in faith development.

Step # Action Step Assigned To Start Date Due Date Resources National Develop resources and train teachers on how Fall June Catholic 1 to use the ACRE results to enhance student OEC 2012-2013 2013 Education faith development. Association Require the ACRE inventory include NCEA, Graded Fall January 2 questions specific to the Archdiocese of OEC Course of 2012 2015 Cincinnati. Studies

Goal #2 – Objective #3: Identify opportune moments and resources for faith formation of parents/guardians.

Step # Action Step Assigned To Start Date Due Date Resources Communicate upcoming events using school Principals (or their Fall Webmaster of 1. Ongoing and parish social media. designee) and DRE’s 2014 Parish websites Provide training to local personnel to CSO Director of maximize the use of technology and develop Fall 2. CSO Ongoing Professional a plan with local leaders to secure necessary 2012 Development technology resources. Include faith formation activities as a part of Department of Fall 3. all events where parent/guardians and other Principals and DRE’s Ongoing Educational 2012 adults are present. Services

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 16 Goal #2 – Objective #4: Develop a Catholic Identity Vitality Metric to measure the effectiveness of Catholic identity in our schools.

Step # Action Step Assigned To Start Date Due Date Resources Develop a Catholic Identity Vitality Metric that provides individualized assessments of CSO, OEC, Financial Fall Summer the quality of Catholic identity and faith Regional Focus Vitality Metric, 1. 2012 2013 formation in elementary and secondary Groups Focus Groups schools. Provide Catholic Identity Metric to school Fall Catholic and parish leaders. Assist schools in CSO, OEC Ongoing 2. 2013 Identity Metric interpreting metric results. Identify poorly performing schools on the Fall Catholic Catholic Identity Metric. Devise plans to CSO, OEC Ongoing 3. 2013 Identity Metric improve performance. Evaluate the Catholic Identity Metric Spring Catholic CSO, OEC Ongoing 4. regularly. Modify when needed. 2014 Identity Metric

STRATEGIC GOAL # 3 - All schools will promote the integration of their students into being active members of their parish.

Goal #3 - Objective # 1: Create opportunities for priests and students to interact.

Step # Action Step Assigned To Start Date Due Date Resources Priest Invite priests to celebrate Mass, give vocation Personnel Pastors & Fall June 1. talks, retreats, be present at report card Office, Principals 2013 2014 distribution, sporting events, plays etc. Vocations Office, OEC

Goal # 3- Objective # 2: Encourage students to become integrated into the parish through service and ministerial opportunities.

Resources Step # Action Step Assigned To Start Date Due Date

Worship Develop student pastoral leadership Office, Youth Pastors, Principals, DRE’s, Fall Fall 1. skills within each school Ministry Campus Ministers 2012 2014 community. Office, Local Retreat Houses Financial Offer service awards to students Services & Fall Fall 2. who give outstanding service to their CSO, OEC Stewardship 2012 2014 parish. Offices

Invite students to take part in the Pastors, Principals, DRE’s, Fall Fall Local Parish 3. Evangelization processes of their Youth Ministers 2012 2014 parish. Develop age appropriate, liturgical Local Parish & Ministers in each school community Pastors, Principals, DRE’s, Fall Fall 4. Worship (server, reader, Eucharistic minister, Youth Ministers 2012 2014 Commission etc.).

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 17 Strategic Planning Report

Domain: Academic Excellence Task Force

STRATEGIC GOAL #1 - Create an environment that maintains Archdiocesan standards of academic excellence while encouraging students to discover and fulfill their potential.

Goal #1 - Objective #1: Research, develop, and implement Archdiocesan Academic Standards that are based on the Common Core Standards. Step # Action Step Assigned To Start Date Due Date Resources Implement newly written Math Graded Fall 1. School Administrators Ongoing GCS Course of Study. 2012 Provide professional development for CSO administrators and teachers of math and Fall Sites, 2. Curriculum Office, Ongoing for each content area as each new GCS is 2012 materials School Administrators published. Verify implementation through CSO Directors, School Fall Instruments 3. assessments, i.e. ITBS, Common Ongoing Administrators 2012 Assessments. Develop and promulgate CSO Curriculum April January State/Nat'l 4. Reading/Language Arts GCS. Office, Committee 2012 2014 standards

GCS, Create a timeline for remaining content Spring, Fall Educational 5. areas as Common Core Standards become CSO Curriculum Office 2013 2013 Policy available. Manual

Goal #1 - Objective #2: Develop measures to document the academic growth of each child.

Step # Action Step Assigned To Start Date Due Date Resources Arch Create and promulgate use of standards- CSO, advisors, School Ongoing as Fall Standards, 1 based student report card for all schools Administrators, standards 2012 other within the Archdiocese. Teachers available dioceses Assessments, Measure longitudinal student growth by CSO, School June data 2 Ongoing using consecutive grade test results. Administrators 2012 gathering software Choose standardized tests that are aligned CSO, School Fall Published 3 Ongoing with Common Core Standards. Administrators 2013 assessments Choose high school placement test that CSO, H.S. Fall Published 4 will be an accurate predictor of student Ongoing Administrators 2014 assessments success in high school.

Develop a process to share academic data CSO, School January January 5 ITBS among school administrators. Administrators 2013 2014

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 18

Goal #1 - Objective #3: Develop an Academic Vitality Metric to measure the quality of academics in the Catholic schools.

Step # Action Step Assigned To Start Date Due Date Resources

Financial Develop an Academic Vitality Metric that CSO, Curriculum Vitality provides individualized assessments of the Fall Summer 1. Committee, Regional Metric, quality of academics in elementary and 2012 2013 Focus Groups Focus secondary schools. Groups Provide Academic Vitality Metric to Academic Fall 2. school and parish leaders. Assist schools in CSO Curriculum Office Ongoing Vitality 2013 interpreting metric results. Metric Identify poorly performing schools on the Academic Fall 3. Academic Vitality Metric. Devise plans to CSO Curriculum Office Ongoing Vitality 2013 improve performance. Metric Academic Evaluate the Academic Vitality Metric Spring 4. CSO Curriculum Office Ongoing Vitality regularly. Modify when needed. 2014 Metric

Goal #1 - Objective #4: Incorporate technology to enhance the teaching and learning experience.

Step # Action Step Assigned To Start Date Due Date Resources Software Establish a standardized data collection, Superintendent, publishers, Fall Fall 1 storage and tracking system for managing Committee, IT hardware, 2012 2013 student academic growth (e.g. CEMIS). Personnel Grant and other money CSO, School Revise and update technology curriculum Administrators, Fall Fall Current 2 based on best practices. Teachers, Tech 2013 2014 research Coordinators Assess current use of technology uses and CSO, School Fall Survey 3 needs. Annually Administrators 2013

Develop a process to ensure that all CSO, School January June Testing 4 schools are using current technology tools Administrators 2014 2014 Research for instruction and testing/assessment. Educational Develop policies to ensure that teachers CSO, School Fall January Policy 5 and students integrate technology in all Administrators 2013 2014 Manual grades.

Develop standardized social media platforms for professional development Fall Online 6 Teachers Committee Ongoing activities and for use as a learning 2012 resources community.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 19 Goal #1 - Objective #5: Develop and measure the effectiveness of instructional programs based on the Academic Standards of the Archdiocese to meet the individual needs of students.

Step # Action Step Assigned To Start Date Due Date Resources Define the services and personnel Survey, Fall 1 necessary to meet the academic needs of Superintendent Ongoing funding (i.e. 2012 all students and schools. grants, etc.) Develop policies and programs for Fall Available 2 meeting the needs of the gifted, special CSO, ACOE Ongoing Research needs and ESOL students. 2012 Develop and implement a common Fall Director of 3 application form to identify student CSO Fall, 2013 2013 Curriculum academic needs. Promote, introduce, and support State preschool programs at elementary schools Fall 4 CSO Ongoing Preschool throughout the Archdiocese (where 2012 Guidelines possible). Assessments ( i.e. ITBS, Analyze assessment and reporting data to CSO, School June, data 5 determine student's annual yearly growth Ongoing Administrators 2013 gathering and determine effectiveness of programs. software, etc.)

STRATEGIC GOAL # 2 - Build and sustain a culture where educators have an enthusiasm and an invested interest in their professional development.

Goal #2 - Objective # 1: Formulate professional development policies for administrators and teachers that ensure their continuous growth in best practices. Step # Action Step Assigned To Start Date Due Date Resources Develop a Director's position in the CSO for CSO Budget, January July 1 the purpose of guiding professional Superintendent outside 2013 2013 development for teachers. funding? Form a committee of administrators and teachers to work with CSO staff and CSO, Advisors, School January June 2 university staff on professional development Administrators 2015 2015 policies. Implement professional development CSO, School June January Educational 3 policies. Administrators 2015 2016 Policy Manual Establish an Archdiocesan wide calendar of January Diocesan & June 4 in-service days for Archdiocese and local CSO 2013 and School 2012 school professional development. annually Calendars Survey principals for individual school March Instrument 5 CSO Annually professional development needs. 2013 Grants, Title Superintendent, II, Individual Develop and expand strategic academic Universities' Schools of January schools' 6 relationships: XU, UD, training centers. Ongoing Education & Centers 2013 professional

for Catholic Education development budgets

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 20 STRATEGIC GOAL #3 - Ensure that the Archdiocese has a uniform and effective administrator and teacher evaluation system.

Goal #3- Objective #1: Develop, implement and measure the effectiveness of administrators and teachers evaluation programs that are based on Archdiocesan academic standards and professional best practices.

Step # Action Step Assigned To Start Date Due Date Resources Data, feedback Assess the effectiveness of the new Fall 1 CSO Ongoing from administrator evaluation program. 2012 principals and pastors Create committee to develop an Samples of CSO, School Fall June 2 Archdiocesan teacher evaluation system evaluation Administrators 2012 2013 that is aligned with state standards. programs

Implement and measure teacher evaluation CSO, School Fall Instruments, 3 Ongoing system. Administrators 2013 software

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 21

Strategic Planning Process

Domain: Marketing/Enrollment

STRATEGIC GOAL #1 – Improve Catholic School enrollment and retention rates by identifying, sharing, and implementing best marketing practices.

Goal #1 – Objective 1: Enhance the Catholic Schools Office personnel dedicated to marketing and support CSO personnel with marketing expertise committed to gathering and disseminating marketing best practices.

Step # Action Step Assigned to Start Date Due Date Resources Fall Spring Office budget, outside 1 Employ a full time CSO Marketing Director. Superintendent 2012 2013 funding? Form a marketing advisory committee of experts composed of Catholic school and Superintendent, Fall Spring Similar committees in 2 corporate personnel to advise the CSO Strategic 2012 2013 other dioceses Marketing Director on current and future Planning Office marketing best practices. CSO Create a marketing guide on the CSO website Marketing Advisory Marketing that can be used by individual schools. Committee, ACE Director, Spring Fall 3 Review and model marketing guide Consulting Marketing 2013 2013 information from other dioceses. Marketing Advisory Research Committee Present a hard copy binder of the CSO CSO Spring Fall 4 marketing guide to each principal in the Marketing Marketing data 2013 2013 Archdiocese. Director Maintain contact list of marketing personnel CSO Fall 5 at each school to send periodic Ongoing Marketing data 2012 communication and updates. Provide regular meeting/professional CSO Fall Marketing data, 6 development opportunities for school Marketing Ongoing 2013 funding marketing personnel and Principals per year. Director

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 22 Goal #1 – Objective 2: Explore the potential for new students among Catholic and non-Catholic families, with a specific focus on publicly funded opportunities and the growing Latino population.

Step # Action Step Assigned to Start Date Due Date Resources Obtain data and track how many school-aged Fall January 1 children at each parish are attending their CSO School Surveys 2012 2013 own or other Catholic Schools. Market to families in all parishes that are not currently sending students to Catholic Parish Schools and Pastors, Spring Fall 2 Schools through the CCD or other religious Archdiocesan Principals, CSO 2013 2013 education programs. personnel

Evaluate areas of potential new schools or programs in the Archdiocese. Engage with CSO Strategic Spring 3 Ongoing Demographic data local leaders to develop plans to meet Planning Office 2013 emerging potential needs. Focus marketing on current preschool and kindergarten parents and Non-Catholic Pastors, Spring Enrollment data, 4 Ongoing families within parish boundaries who could Principals, CSO 2013 marketing strategies benefit from a Catholic school education. Establish forums where leaders of schools who are currently using Ed Choice vouchers Fall Spring EdChoice Voucher 5 or other scholarship programs can discuss CSO 2013 2014 data strategies on how best to market to these students. CSO Strategic Monitor new government programs such as Government programs Planning the Jon Peterson scholarship and advise Fall data, emerging 6 Office, Ongoing schools on implementation of these 2012 legislation, CCO Catholic programs. resources Conference of Ohio Assign a staff position to specifically serve the Latino population who will publish Superintendent, Outside funding, Fall 7 marketing materials in Spanish and ensure Coordinator of Ongoing Latino outreach 2012 that there are Spanish-speaking staff Latino Outreach research members to help engage interested families Partner with groups that already serve the Coordinator of Fall 8 various Latino populations to recruit new Ongoing Local agencies Latino Outreach 2012 students.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 23 STRATEGIC GOAL #2 – Develop and coordinate strategic marketing plans.

Goal #2 – Objective #1 – Provide marketing consultation and guidelines.

Step # Action Step Assigned to Start Date Due Date Resources Develop and communicate the CSO annual marketing plan to all schools by January 1st of each year. This plan will include basic CSO Marketing Spring 1 On going Marketing plan information and timing of Archdiocesan-wide Director 2013 marketing initiatives for the following school year. Define acceptable marketing practices for CSO Spring Summer Marketing plan, 2 elementary schools to protect our common Marketing 2013 2012 RWB Agreement mission. Director Continue to implement and monitor the Recruitment Without Boundaries (RWB) Fall 3 CSO Ongoing RWB Agreement agreement between high schools. Review and 2012 revise as needed. CSO Regional Marketing Directors, Fall strategies, 4 Monitor school marketing communications. Ongoing CSO 2012 Archdiocesan Marketing Marketing Plan Director Request next year's marketing plan from elementary and high schools on the closing CSO CSO June 5 school report due by June 30th of each year Marketing Ongoing Support 2013 (change the current school closing report to Director Staff include marketing planning information).

Goal #2 – Objective #2 – Develop and coordinate strategic marketing plans. Step # Action Step Assigned to Start Date Due Date Resources

Develop metrics to evaluate the efficacy of CSO CSO 1 the CSO and individual school marketing Marketing Summer 2013 On going Support plans by June 30th yearly. Director Staff

Marketing Coordinate Archdiocesan marketing and Director, Fall Archdiocesan 2 monitor and support individual school Ongoing Marketing 2013 Marketing Plan marketing. Advisory Board Develop a process to encourage ongoing communication between the CSO and the leaders of private Catholic schools when changes in grade configuration are under Spring 3 consideration (i.e. adding a Pre-K level to an CSO Ongoing Marketing data 2013 elementary school, or a 7th and 8th grade to a high school, or discontinuing specific grade levels such as eliminating junior high grades at the elementary level).

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 24

Goal #2 – Objective #3 - Develop an archdiocesan wide growth plan to increase enrollment.

Step # Action Step Assigned to Start Date Due Date Resources Gather Archdiocesan-level enrollment data; identify trends and specific enrollment growth opportunities CSO Strategic Archdiocesan 1 such as: capacity availability, opportunities through Planning 6/15 7/15 Marketing new tuition assistance sources and potential growth in Office Plan specific underserved regions.

Strategic Goal #3 - Establish systems to strengthen a culture whereby parishes provide spiritual and, to the degree that they are able, financial support to parish families with children who desire a Catholic education.

Goal 3 – Objective # 1 – Foster clergy support for Catholic school education.

Step # Action Step Assigned to Start Date Due Date Resources

Petition Archbishop Schnurr for a pastoral letter that identifies Catholic education as a September December 1 Superintendent Archbishop ministry priority for all Catholic parishes in 2012 2012 the Archdiocese.

Identify clergy who actively support Catholic school education and create a plan Archbishop, for them to engage with parishes that Auxiliary Fall 2 Ongoing Vision Report demonstrate a concern about the provision Bishop, Select 2012 of spiritual and financial support for Priests Catholic education.

Goal 3 – Objective #2 – Foster a culture of advocacy for Catholic schools by implementing systems to engage all parishes and parish leaders in active support of Catholic school education.

Step # Action Step Assigned to Start Date Due Date Resources Enhance communication and information sharing from the Catholic Schools Office to Parish Records, all parishes and parish leaders by ensuring CSO Strategic January May 1 Parish October that all parishes are included in updates on Planning Office 2013 2013 Counts developments within Catholic School education. Enhance collaboration between the Catholic Schools Office and parish leaders by CSO Strategic Parish Records, January May 2 establishing parish demographic data Planning Parish October 2013 2013 sharing protocol. Office Counts

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 25

Strategic Planning Report

Domain: Leadership

STRATEGIC GOAL #1: Establish a position within the Archdiocese of Cincinnati Catholic Schools’ Office for Professional Development of School Leaders (i.e. Principals, Teacher Leaders, Pastors, and Board Members).

Goal #1: Objective 1: Establish the Director of Professional Development position and formulate a strategic Archdiocesan professional development program for school leaders.

Resources Step # Action Step Assigned To Start Date Due Date

Develop a Director's position in the CSO for the January July CSO Budget, 1. purpose of guiding professional development for Superintendent 2013 2013 Funding (grants?) administrators and teachers. Review and evaluate current Professional Professional Fall Spring 2. Development program(s) for Catholic School CSO Development 2012 2013 Leaders. Programs/Research Review best practices for leadership Fall Spring 3. CSO Research development. 2012 2013 Identify leadership development delivery systems (mentoring, coaching, traditional Fall Spring 4. CSO Research classroom, experiential learning, and virtual 2012 2013 learning). Identify key content for Leadership development Fall Spring 5. (to include instructional, organizational and CSO Research 2012 2013 spiritual leadership development). Develop and implement professional Fall 6. CSO Ongoing Research development program. 2013

STRATEGIC GOAL # 2: Establish criteria to review the current Principal Evaluation Process.

Goal #2: Objective 1: The Archdiocesan Catholic Schools’ Office will develop a formal process for evaluating Catholic school leaders.

Step # Action Step Assigned To Start Date Due Date Resources Data, feedback from Assess the effectiveness of the new Fall 1 CSO Ongoing principals and administrator evaluation program. 2012 pastors Fall 2. Review best practices for Principal evaluation. CSO Ongoing Research 2012 Fall Spring Principal Evaluation 3. Develop and implement evaluation process. CSO 2013 2014 System

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 26

STRATEGIC GOAL #3: Establish criteria to identify potential Catholic School leaders within and outside of the system; with emphasis on recognizing, promoting, and developing administrative leadership among the teacher leaders of our schools.

Goal #3 – Objective 1: Create a formal process for identifying, recruiting, and orienting new Catholic school leaders.

Step # Action Step Assigned To Start Date Due Date Resources

Review and evaluate current Principal hiring Fall Spring Principal Hiring 1. CSO process. 2012 2013 Packet Review best practices for new principal Fall Spring 2. CSO Research identification and recruitment. 2012 2013 Identify existing resources for leadership Fall Spring Universities, other 3. CSO formation. 2012 2013 local agencies Establish a “leadership institute” for new and Fall Spring Similar models in 4. CSO aspiring school leaders. 2013 2014 other dioceses

STRATEGIC GOAL #4: Create a formal and ongoing training and development program for current Catholic School Principals.

Goal #4 – Objective 1: A design an implementation plan for an Archdiocesan Principal Academy will be developed by the Archdiocesan Catholic Schools’ Office.

Step # Action Step Assigned To Start Date Due Date Resources

Current Review and evaluate current Professional Fall Spring professional 1. Development program(s) for Catholic School CSO 2012 2013 development Leaders. programs Review best practices for leadership Fall Spring Research, 2. CSO development. 2012 2013 universities Identify leadership development delivery systems (mentoring, coaching, traditional Fall Spring Research, 3. CSO classroom, experiential learning, and virtual 2012 2013 universities learning). Identify key content for Leadership development (to include instructional, Fall Spring Research, 4. CSO organizational and spiritual leadership 2012 2013 universities development). Fall 5. Establish Principals’ Academy. CSO Ongoing Research 2013

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 27

STRATEGIC GOAL # 5: Create a formal and ongoing training and development program for current Pastors and future Pastors of Catholic Schools.

Goal #5: Objective 1: A design and implementation plan for training Pastors and Seminarians will be developed by the Archdiocesan Catholic Schools’ Office.

Step # Action Step Assigned To Start Date Due Date Resources

Review and evaluate current Professional Current programs, Spring Fall 1. Development program(s) and training for CSO Seminary, Priestly 2013 2013 Pastors and Seminarians. Formation Office Research, Review best practices for Professional Spring Fall Seminary, 2. Development program(s) and training for CSO 2013 2013 Priestly Pastors and Seminarians. Formation Office Identify leadership development delivery Priest Personnel systems (mentoring, coaching, traditional Spring Fall 3. CSO Office, Priestly classroom, experiential learning, and virtual 2013 2013 Formation Office learning). Identify key content for Leadership Spring Fall 4. CSO Research development. 2013 2013 Establish development program for pastors and Spring Similar programs 5. CSO Ongoing future pastors. 2014 in other dioceses

STRATEGIC GOAL #6: Create a formal and ongoing training and development program for current Board Members and future Board Members for Catholic Schools.

Goal #6: Objective 1: A design and implementation plan for training Board Members of Catholic Schools will be developed by the Archdiocesan Catholic Schools’ Office.

Resources Step # Action Step Assigned To Start Date Due Date

Review and evaluate current Professional CSO Strategic Fall Spring 1. Development program(s) and training for Current programs Planning Office 2012 2013 Board Members. Review best practices for Professional CSO Strategic Fall Spring 2. Development program(s) and training for Research Planning Office 2012 2013 Board Members. Identify leadership development delivery CSO Strategic Fall Spring 3. Research systems for Board Members. Planning Office 2012 2013 Identify key content for Leadership CSO Strategic Fall Spring 4. Research development systems for Board Members. Planning Office 2012 2013 Establish professional development program CSO Strategic Fall Spring Similar programs 5. for Board Members. Planning Office 2012 2013 in other dioceses

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 28

STRATEGIC GOAL #7: Provide for ongoing structures of communication, support, and advice for Archdiocesan and School Educational Leaders.

Goal #7: Objective 1: Provide for structure of communication, support, and advice for the Archbishop, Superintendent, and Catholic Schools Office on Educational Matters.

Resources Step # Action Step Assigned To Start Date Due Date

Continue the functions of the Archdiocesan ACOE Commission on Education (ACOE). Ensure Fall 1. Superintendent Ongoing Constitution & that geographic regions and various stakeholder 2012 Bylaws groups are represented on this commission. ACOE Decommission the Regional Area Constitution and Commissions on Education. Transition desired Archbishop, Fall January 2. Bylaws, Regional functions to the ACOE and Governance CSO 2012 2013 Commission Advisory Committee. Bylaws Continue the functions of the Principals’ Advisory Committee to the Superintendent Fall 3. Superintendent Ongoing PACTS Bylaws (PACTS). Provide concrete bylaws and term 2012 limits. Research the potential of a Pastors’ Advisory Similar Archbishop, Spring Fall 4. Committee to the Superintendent. Implement committees in CSO 2013 2013 committee if feasible/desired/warranted. other dioceses

Goal #7: Objective 2: Ensure that all schools utilize a functional School Board or School Education Commission.

Resources Step # Action Step Assigned To Start Date Due Date

Research the current presence and functionality Parish CSO Strategic Fall March 1. of School Boards and Education Commissions Commission Planning Office 2012 2013 in Catholic schools. Handbook Establish a common set of constitutions and CSO Strategic Spring Fall 2. bylaws for Boards at Archdiocesan High Board Bylaws Planning Office 2013 2013 Schools. Modify and implement the Parish Commission Parish CSO Strategic Spring Fall 3. Handbook. Monitor Commissions to ensure Commission Planning Office 2013 2013 that they comply with policies. Handbook Provide emerging research and support for CSO Strategic Fall Spring Research, Board 4. leaders and boards of non-Archdiocesan Planning Office 2013 2014 Bylaws schools.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 29

Strategic Planning Report

Domain: Finances

STRATEGIC GOAL #1: Create the climate and structures to enable “Unified Support” for the sustainability and growth of Catholic Schools.

Goal # 1 - Objective #1: Organize and communicate the “Case Statement” describing the value and benefits of Catholic Schools and the reasons why sustainable Catholic Schools are a benefit to all community stakeholders: Catholics, non-Catholics, individuals, companies and organizations.

Step # Action Step Assigned to Start Date Due Date Resources CSO Strategic Planning Enhance the Existing Draft Document of the Office, Fall December 1 Case Statement. Vision Report Marketing 2012 2012

Advisory Committee Publish Case Statement and achieve buy-in January 2 CSO Ongoing Case Statement from potential supporters. 2013

Goal #1 - Objective #2: Support development, marketing, and promotion of an integrated and unifying “Catholic Schools Brand Image.”

Step # Action Step Assigned to Start Date Due Date Resources CSO Strategic Planning Office, Summer August 1 Create a Catholic Schools Brand Image. Marketing firm Marketing 2012 2012 Advisory Committee CSO Strategic Brand, Make the “brand” a Centerpiece in Dialogues Planning Office, August 2 Ongoing Archdiocesan with Constituents. Marketing 2012 Marketing Plan Advisory Committee CSO Create a Unifying Catholic Schools website Strategic Marketing firm, that allows users to reach all Catholic Schools Planning Office, August December 3 Archdiocesan websites and that communicates the value Marketing 2012 2012 Marketing Plan attributes of all Catholic Schools. Advisory Committee Integrate the Catholic Schools Brand into Marketing Brand, August 4 Coordinated Marketing, Recruitment, and Fundraising, and Ongoing Archdiocesan 2012 Fundraising Efforts. Schools Marketing Plan

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 30

Goal #1 - Objective #3: Invite and Coordinate Key Individuals and Organizations to participate in and support the Lighting the Way implementation phase with contributions of Time, Talent, Leadership, and Passion.

Step # Action Step Assigned to Start Date Due Date Resources Recruit a cadre of Lighting the Way CSO, Vision Vision Report, August 1 Ambassadors to communicate the ongoing Implementation Ongoing Foundational 2012 need for Catholic schools. Committee Statements CSO, Vision Vision report, August 2 Orient and coordinate Ambassadors. Implementation Ongoing Foundational 2012 Committee Statements

STRATEGIC GOAL #2: Ensure local school financial health, operations and Sustainability by providing data and analysis tools to enhance and support financial decision-making at the local school level.

Goal 2 -Objective #1: Develop Local School Health and Sustainability Metrics to allow schools and parishes to better understand their financial strengths and areas for improvement.

Step # Action Step Assigned to Start Date Due Date Resources Four years of Gather specific, current and historical financial CSO Strategic Fall AOC Annual 1 data for all parish schools throughout the Completed Planning Office 2011 Parish and School Archdiocese of Cincinnati. Financial Reports Using Step 1 Data, pare down the specific AOC Annual measurements to a list of high level financial CSO Strategic Spring 2 Completed Superintendent’s metrics judged to accurately reflect financial Planning Office 2012 Report vitality and ongoing viability. Categorize the high level metrics chosen in Published Step 2 into 9 specific metrics of vitality and materials across ongoing viability (Enrollment, Tuition, the US for Revenue, Instruction, Administration, Plant, CSO Strategic Spring identifying 3 Affordability, Liquidity, Overall). Provide Completed Planning Office 2012 financial format flexibility to enable ranking all parish benchmarks and schools by Overall metric and by any other Financial Best Viability Measurement. Use Step 1 and Step 2 Practices data as back up for drill down if required.

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 31 Goal 2 - Objective #2: Support Schools and Parishes in their efforts to be good stewards of their parish and inter-parish shared Catholic School Ministries. Step # Action Step Assigned to Start Date Due Date Resources Present Vitality Metrics to CSO staff, Vision Objective One Steering Committee, and parish/school CSO Strategic Spring 1 Completed Financial Vitality representative stakeholders. Revise as Planning Office 2012 Metrics necessary. Provide site-specific Vitality Metrics to each CSO Strategic Spring Narrative and 2 Completed school and parish. Planning Office 2012 PowerPoint Previous and current year Ensure that Vitality Measurements are updated CSO Strategic Summer Ongoing 3 financial data as on an annual basis. Planning Office 2012 (annually) outlined in objective 1 above Assist individual schools in interpreting the Vitality Measurements and identifying CSO Strategic Fall Financial Vitality 4 Ongoing opportunities for improvement and best Planning Office 2012 Metrics practices. Identify the bottom performing 25% of schools based on the Financial Vitality Metrics. Work with local leaders to develop site-specific Financial Vitality intervention plans. Identify other vulnerable CSO Strategic Fall Metrics, 5 schools and regions of schools where the data Ongoing Planning Office 2012 school/parish implies a potential or future need for an budgets increase or decrease in school ministry capacity. Coordinate with changes in governance and other strategic planning efforts. STRATEGIC GOAL #3: Increase Private Support to Catholic Schools.

Goal #3 - Objective #1: Establish a Private, Independent, and Unified Fundraising and Scholarship Foundation that operates in close partnership with the Catholic Schools Office and the AOC. Start Step # Action Step Assigned to Due Date Resources Date Foundation Develop a proposed Vision, Mission and Implementation Purpose for a unified fundraising and Similar Team made up of scholarship organization. Determine an Foundations in CSO, Finance Office, Fall January 1 appropriate structural alignment with existing other Dioceses, Stewardship Office, 2012 2013 archdiocesan fundraising and scholarship Temporal Affairs CISE and Foundation organizations such as CISE and Seeds of Document Subcommittee Growth. Members Determine organizational structure, board Similar CSO, Foundation structure, and organizational documents. Foundations in Implementation Fall January 2 Create legal entity. Determine additional needs other Dioceses, Team, Stewardship 2012 2013 for implementation subcommittees. Identify Temporal Affairs Department initial board of trustees. Document Develop initial plans for fundraising, marketing, and scholarship distribution criteria CSO, Foundation October January Fundraising 3 and administration in preparation for annual Board, Stewardship 2012 2013 Consultant? fundraising, scholarship distribution, and a Department future capital endowment campaign. Conduct regional fundraising effort. Direct funds to new foundation. Evaluate the potential CSO, Foundation Fall January Local funding 4 of future regionally-directed fundraising Board, Stewardship 2012 2013 sources efforts. Engage with existing regional funding Department sources. CSO, Foundation Spring Summer Foundation 5 Secure necessary staff to operate the fund. Board 2013 2013 Bylaws

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 32 Goal 3 - Objective #2: Initiate and coordinate an Archdiocesan capital campaign to generate funds for Scholarship Foundation.

Step # Action Step Assigned to Start Date Due Date Resources CSO, Foundation Plan for capital campaign. Develop Prior campaigns, Board & Staff, Fall Spring 1 Feasibility Study, Goals and Objectives, similar campaigns Stewardship 2013 2014 Operating Budget, Planning Budget, etc. in other dioceses Department CSO, Foundation Board, Spring May Local volunteer 2 Recruit volunteer solicitors. Stewardship 2014 2014 databases Department CSO, Foundation Initiate and conduct a unified capital Prior campaigns, Board & Staff, Fall Spring 3 campaign for Catholic School similar campaigns Stewardship 2014 2015? Scholarship Foundation. in other dioceses Department CSO, Foundation Support Fund through Annual Capital campaign Board & Staff, Spring 4 Fundraising and additional fundraising Ongoing data, donor Stewardship 2015 events. database Department Goal #3 - Objective #3: Coordinate for Maximum In-Kind Support from individuals and corporations on implementation efforts.

Step # Action Step Assigned to Start Date Due Date Resources CSO, Foundation Spring Fall Existing donor 1 Identify Sources for In-Kind Support. Board 2013 2013 databases CSO, Foundation Spring Fall Existing donor 2 Solicit In-Kind Supporters and Volunteers. Board 2013 2013 databases

STRATEGIC GOAL #4: Optimize the Use of Archdiocesan and Public Finance Resources.

Goal #4 - Objective #1: Optimize the Use of Archdiocesan Resources.

Step # Action Step Assigned to Start Date Due Date Resources Inventory and evaluate underutilized CSO Strategic Fall Spring Catholic Ministries 1 assets for repurposing or reinvestment Planning Office, 2012 2013 Appeal Data into the Catholic Schools Ministry. Finance Office Evaluate the allocation structure of the CSO Strategic Catholic Ministries Appeal to determine Planning Office, whether Catholic schools should be Spring Catholic Ministries 2 Finance Office, Fall2013 additional beneficiaries. Incorporate 2013 Appeal Data Stewardship Catholic Schools into the Appeal if Office possible/warranted/desired. Evaluate the possibility of offering some CSO Strategic Spring CSO Duties 3 forms of CSO or archdiocesan services Planning Office, Fall2013 2013 Assessment and support on an at cost fee basis. Finance Office

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 33 Goal #4 - Objective #2: Identify most efficient and effective Roles, Responsibilities, and Services to be provided by CSO and other archdiocesan offices.

Step # Action Step Assigned to Start Date Due Date Resources Offer centralized support services in areas where local efforts are inefficient, CSO Strategic Fall Parish/School 1 Ongoing infrequent, or lacking expertise and Planning Office 2012 Financial data experience. CSO Strategic Planning Office, Parish Business Consider or expand centralized Fall Spring 2 Consolidated Managers, procurement cooperative efforts. 2012 2013 Purchasing purchasing data Committee Support and share best practices relative CSO Strategic Fall Parish/School 3 to cost control and effective use of assets Ongoing Planning Office 2012 Financial data and resources. Implement common financial reporting Fall Spring Financial reporting 4 Finance Office system in parishes and parish schools. 2012 2014 system Encourage innovation in technology and Parish/School other instructional methods as means to CSO Strategic Spring Financial data, 5 Ongoing improved instruction and potentially Planning Office 2013 technology lower net cost of instruction. assessment

Goal #4 - Objective #3: Optimize school use of funds from the State of Ohio.

Step # Action Step Assigned to Start Date Due Date Resources May school closing Collect and analyze historical usage of CSO Strategic Spring reports, Catholic 1 State auxiliary funding and develop Ongoing Planning Office 2013 Conference of recommendations for best practices. Ohio Ohio Department Expand training opportunities for school of Education and CSO Strategic Spring 2 leadership on best practices and Ongoing Catholic Planning Office 2013 administration of government programs. Conference of Ohio Database of 3rd Initiate and develop relationships with CSO Strategic Summer party contractors, 3 local educational agency programs Ongoing Planning Office 2013 Auxiliary service personnel and 3rd party contractors. records Ohio Department of Education, Lead discussions about best practices in Catholic regard to the EdChoice, Jon Peterson, CSO Strategic Fall Conference of 4 Transportation, and Autism scholarship Ongoing Planning Office 2013 Ohio, and School programs and monitor program changes Choice Ohio, as they occur. veteran school principals Director of Ohio Department Monitor and apply for State grants to Fall 5 Resource Ongoing of Education and address individual school needs. 2013 Development Governor’s Office

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 34 Goal #4 - Objective #4: Optimize school use of funds from the Federal Government.

Step # Action Step Assigned to Start Date Due Date Resources Collect and analyze historical usage of Government federal funding programs and develop CSO Strategic Spring Reports from 1 recommendations for best practices. Ongoing Planning Office 2013 various public Programs to include: Title I, IDEA-B, Free school districts and Reduced lunch, Title III. Title IIA Analyze use of Title IIA consortium funds applications and CSO Strategic Spring 2 and create an annual plan to maximize Ongoing Hamilton County Planning Office 2013 effectiveness. Educational Service Center Catholic Expand training opportunities for school Conference of CSO Strategic Spring 3 leadership on best practices and Ongoing Ohio and Office of Planning Office 2013 administration of federal programs. Nonpublic Education Ohio Department of Education, Lead discussions about best practices in Catholic regard to Title I, IDEA-B, Free and CSO Strategic Spring Conference of 4 Ongoing Reduced lunch, Title III programs and Planning Office 2013 Ohio, and School monitor program changes as they occur. Choice Ohio, veteran school principals US Department of Education and Monitor and apply for Federal grants to CSO Strategic Spring 5 Ongoing Office of address individual school needs. Planning Office 2013 Nonpublic Education

Goal #4 - Objective #5: Increase lobbying efforts to legislators on behalf of Catholic school issues.

Step # Action Step Assigned to Start Date Due Date Resources CSO, Catholic Advocate for cost of living adjustments for Fall Local legislators, 1 Conference of Ongoing the Ed Choice program. 2012 advocacy groups Ohio Leverage Ohio Advocates for Catholic Schools (OACS) network to communicate CSO, Catholic Spring 2 with school parents and other stakeholders Conference of 2013 Ongoing OACS database about legislative issues that impact Ohio Catholic schools. CSO, Catholic CCO website, local Monitor and advocate for changes and/or Spring 3 Conference of Ongoing legislators, additions to government programs. 2013 Ohio advocacy groups

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 35 Strategic Planning Report

Domain: Governance

STRATEGIC GOAL #1 - Develop, cultivate, and sustain successful and innovative models of governance for K-12 Catholic education in the Archdiocese of Cincinnati that will allow the mission of Catholic education to thrive.

Goal #1 - Objective #1: Design a forum for communication between stakeholders and people leading the implementation of the strategic vision to ensure that decisions related to governance involve leaders from representative stakeholder groups (CSO, principals, clergy, finance, marketing, strategic planning, academic excellence, Catholic identity).

Step # Action Step Assigned To Start Date Due Date Resources Re-assign the responsibilities of the current position of Director of School Strategic Planning, Marketing, and Government Programs into two positions. Superintendent Fall January Funding 1.  Position 1: Director of School Strategic 2012 2013 sources Planning and Government Programs  Position 2: Director of Marketing and Enrollment

Goal #1 - Objective #2: Define and explain the governance (authority, responsibility, role, structure) for each of the existing and new models of governance for Catholic schools. Step # Action Step Assigned To Start Date Due Date Resources Meeting Form a Governance Advisory Committee to Superintendent, facilities modify and finalize governance charts for Fall January CSO Strategic and materials, 1. elementary and secondary schools. 2012 2013 Planning Office relevant

research Share a draft of these documents with January March Governance 2 priests, principals, and other relevant CSO 2013 2013 Documents stakeholders for input. Use the input received from the stakeholder CSO Strategic March June Governance 3 groups to prepare final documents. Planning Office 2013 2013 Documents

Present these documents to principals and August November Governance 4 pastors. CSO 2013 2013 Documents

Include these document(s) in all relevant CSO Strategic November Governance 5 CSO communications and policy Ongoing Planning Office 2013 Documents manuals/documents. CSO Strategic Review the governance charts annually with Planning Office, November Governance 6 the Governance Advisory Committee. Governance Ongoing 2013 Documents Advisory Committee

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 36 Goal #1 - Objective #3: Create a proactive long-range planning process to assist schools in making governance decisions. Step # Action Step Assigned To Start Date Due Date Resources Develop Vitality Metrics in the areas of Relevant Academic Excellence, Catholic Identity, Fall January research, Vision 1. CSO Finance, and Enrollment. 2012 2013 Report, Financial Vitality Metrics Present drafts of the Metrics to various Drafts of committees and stakeholding groups for January March 2. CSO Vitality Metrics, review and feedback and then prepare a 2013 2013 Vision Report final draft. Present a report with the final draft of the March March Vitality Metrics, 3. Metrics to the Archbishop for review and CSO 2013 2013 Vision Report feedback. Present the Metrics to pastors and March June Vitality Metrics, 4. CSO principals. 2013 2013 Vision Report Review the Metrics yearly and meet Fall Vitality Metrics, 5. yearly with principals and pastors to CSO Ongoing 2013 Vision Report discuss the Metrics for their schools. Review these Metrics yearly and update as Vitality Metrics, 6. CSO Fall 2013 Ongoing needed. Vision Report Provide the schools not meeting the benchmarks with planning support from Fall Vitality Metrics, 7. the CSO which may include CSO 2013 Ongoing Vision Report recommendations for a change in governance structure. Provide assistance, support and direction to schools and parishes desirous of change or in need of a change in their current Fall Vitality Metrics, 8. CSO Ongoing governance model. 2013 Vision Report

STRATEGIC GOAL #2 - Develop the capacity of people with the authority to make governance decisions and policies in Catholic schools.

Goal #2 - Objective #1: To provide transition support to Catholic schools during the process of a change in governance. Step # Action Step Assigned To Start Date Due Date Resources Governance Formulate a streamlined process for schools to Fall December 1. CSO data, ACOE change their governance models. 2012 2012 Bylaws Present the process for a change in governance Governance January March 2. model to the Archbishop for input and CSO Change 2013 2013 approval. Process Governance Communicate this process to all relevant March Summer 3. CSO Change personnel and stakeholder groups. 2013 2013 Process Designate members of a Transition Team that Governance assists schools when enacting changes in Summer 4. CSO Ongoing Change governance. Provide training for Transition 2013 Process Team members. Governance Implement governance change process Fall 5. CSO Ongoing Change (including Transition Team). 2013 Process Governance Spring 6. Review and update materials yearly. CSO Ongoing Change 2013 Process

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 37 Goal #2 - Objective #2: Establish a support process for schools and/or parishes in the hiring and evaluation of principals.

Step # Action Step Assigned To Start Date Due Date Resources Develop a required screening process through Fall December Principal Hiring 1. the Catholic Schools Office for principals new to CSO 2012 2012 Packet the Archdiocese. Update and promulgate the Principal Hiring Fall December Principal Hiring 2. CSO Packet. 2012 2012 Packet Develop a common evaluation tool for the Fall December Principal Hiring 3. CSO hiring agent for evaluating principals. 2012 2012 Packet Update the evaluation process, hiring pre- Revised Spring 4. screening procedures, and interview materials CSO Ongoing Principal Hiring 2013 yearly, as needed. Process

Goal #2 - Objective #3: Establish a process and a policy for the non-renewal of principals and a clearly defined Problem Resolution process and policy.

Step # Action Step Assigned To Start Date Due Date Resources Create a process and a policy for the non- CSO, Human Relevant research, renewal of principals that includes the input Spring Fall 1. Resources Archdiocesan HR and involvement of the Catholic Schools Office 2013 2013 Office policies and Human Resources Office. Develop a Problem Resolution process and CSO, Human Relevant research, Spring Fall 2. policy specifically to address issues related to Resources Archdiocesan HR 2013 2014 the non-renewal of principals. Office policies Present these processes and policies to the Archbishop for his feedback, make necessary December January Non-Renewal 3 CSO changes, and request a letter from the 2014 2015 Process Archbishop supporting the final documents. Include these policies and an explanation of both processes in the Educational Policy Manual, January March Non-Renewal 4 CSO Human Resources Policy Manual, and Priest 2015 2015 Process Personnel Manual. Present these documents to pastors, principals, March May Non-Renewal 5 CSO presidents, and boards. 2015 2015 Process Review and revise the non-renewal process and Fall Non-Renewal 6. CSO Ongoing policy. 2015 Process Goal #2 - Objective #4: Provide and/or continue to provide updated governance support documents for schools. Step # Action Step Assigned To Start Date Due Date Resources Provide and/or continue to provide governance support documents and drafts Fall 1. CSO Ongoing Archdiocesan of governance support documents for 2012 Educational schools. Revise Archdiocesan Educational Policy Policy Manual, regularly. Provide a hard copy of Legal counsel Spring 2. Archdiocesan Educational Policies to every CSO Ongoing and/or HR 2013 principal on a basis of at least every three support, as years. needed Financial Revise the Education Commission Handbook. Spring resources Printed 3. CSO Ongoing Revise this Handbook regularly. 2013 materials

PHONE 574-631-4646 FAX: 574-631-2131 WEB: HTTP://ACECONSULTING.ND.EDU 38 APPENDIX 2

SUPPLEMENTARY MATERIALS

Table 1 School-Parish Profile 2001-2012

Table 2 Elementary School Governance Models - Archdiocese of Cincinnati

Table 3 Secondary School Governance Models - Archdiocese of Cincinnati

Table 4 New Governance Models to Consider with Role Descriptions

Table 5 Elementary Catholic School Vitality Measurements

Table 6 Elementary Catholic School Vitality Measurements Sample

Table 1

School-Parish Profile 2011-2012 School Year

Total # of schools…...... 113* Elementary schools 93 High schools 23 *(Catholic Central, St. Rita School for the Deaf, and Summit Country Day are counted as both elementary and high schools)

Parish Information:

Total # of Parishes (separate juridic persons): ...... 226 Parishes that sponsor a single school: 70 Parishes that associate with a consolidated or inter-parish school: 41 Parishes that do not associate with a school: 115

School Governance Figures, Elementary:

Total # of elementary schools ...... 93 Single-parish schools 71 Consolidated schools 11 Inter-parish schools 3 Archdiocesan schools 1* Private schools 7 * = St. Rita School for the Deaf (Catholic Central is considered consolidated)

Elementary schools w/ Boards of Limited Jurisdiction 17 (includes all consolidated and inter-parish schools, St. Rita’s, and St. Mary (Greenville))

School Governance Figures, High School:

Total # of high schools ...... 23 Archdiocesan owned, operated 12 Religious order owned (“parochial”) 6 Private schools 5

Schools with Presidents 14 (5 Archdiocesan, 4 Religious, 5 Private) Schools with Principal only 8 (7 Archdiocesan, 1 Religious) Schools with Neither (“Head of School”) 1 ( 1 Religious) Elementary Consolidated Schools: Bishop Leibold, Catholic Central, Corryville Catholic, John Paul II, Mary Queen of Peace, Mother Bruner, Our Lady of Grace, Piqua Catholic, Prince of Peace, St. Nicholas Academy, St. Andrew/St. Elizabeth Ann Seton

Elementary Inter-Parish Schools: St. Joseph (Hamilton), St. John the Baptist (Dry Ridge), St. Gabriel

Elementary Archdiocesan Schools: St. Rita School for the Deaf (Elementary) Catholic Central is both Archdiocesan and Consolidated, but has been included in the Consolidated category

Elementary Private Schools: Good Shepherd Montessori, Mercy Montessori, Mother Theresa, Royalmont Academy, Sts. Peter and Paul Academy, Summit Country Day, St. Ursula Villa Elementary Consolidated Schools: Bishop Leibold, Catholic Central, Corryville Catholic, John Paul II, Mary Queen of Peace, Mother Bruner, Our Lady of Grace, Piqua Catholic, Prince of Peace, St. Nicholas Academy, St. Andrew/St. Elizabeth Ann Seton

Elementary Inter-Parish Schools: St. Joseph (Hamilton), St. John the Baptist (Dry Ridge), St. Gabriel

Elementary Archdiocesan Schools: St. Rita School for the Deaf (Elementary) Catholic Central is both Archdiocesan and Consolidated, but has been included in the Consolidated category

Elementary Private Schools: Good Shepherd Montessori, Mercy Montessori, Mother Theresa, Royalmont Academy, Sts. Peter and Paul Academy, Summit Country Day, St. Ursula Villa

Table 2 ELEMENTARY GOVERNANCE MODELS – ARCHDIOCESE OF CINCINNATI Traditional Parish School Parish School w/ Board of Parochial Consolidated Consolidated School w/ Board Limited Jurisdiction School of Limited Jurisdiction Definition A school founded and sponsored by a A traditional parish school in which A school that was formed A consolidated school in which single parish the pastor has designated defined through the consolidation of the pastors have designated canonical powers to a Board two or more parish schools defined canonical powers to a Board Who owns the school? The parish The parish The sponsoring parishes The sponsoring parishes Who is financially The parish The parish The sponsoring parishes The sponsoring parishes responsible? Canonical The Pastor The Pastor, with defined canonical Pastors of the sponsoring Pastors of the sponsoring Administrator powers designated to the Board parishes parishes, with defined canonical powers designated to the Board Role of Pastor(s) Serves as Canonical Administrator. Exercises reserves powers; can sit as a Pastors serve jointly as Pastors exercise reserve powers; Hires principal. Administers all parish voting or non-voting member of the Canonical Administrators. can sit as voting or non-voting goods. Religious and sacramental Board Pastors make decisions on members of the Board leader. majority vote, or designate a single pastor to be canonical administrator for each year. Role of Education Education Commission advises pastor Exercises defined powers; typically School Advisory Board is Exercises defined powers; Commission or Board and principal on school policies, decides matters related to policies, formed to advise the pastors typically decides matters related strategic planning, marketing, etc. budgeting, strategic planning, etc. and principal on defined to policies, budgeting, strategic Commission is advisory only. Evaluates the principal. issues. Board is advisory. planning, etc. Evaluates the principal. Who appoints The Pastor The Pastor Pastors of the sponsoring Pastors, Board members, or Commission or Board parishes Archbishop (as defined by Board Members? Constitution) Role of the CSO Advises local leadership on policies, Advises local leadership on policies, Advises local leadership on Advises local leadership on strategic planning, marketing, etc. strategic planning, marketing, etc. policies, strategic planning, policies, strategic planning, Participates in principal evaluation. Participates in principal evaluation. marketing, etc. Participates in marketing, etc. Participates in Oversees OCSAA. Careful vigilance. Oversees OCSAA. Careful vigilance. principal evaluation. Oversees principal evaluation. Oversees OCSAA. Careful vigilance. OCSAA. Careful vigilance. # in Diocese 70 1 7 3 Example(s), as of the St. Dominic, Holy Angels, St. St. Mary (Greenville) Bishop Leibold, Our Lady of St. Nicholas Academy, 2011-2012 school year Susanna Grace Corryville Catholic

ELEMENTARY GOVERNANCE MODELS – ARCHDIOCESE OF CINCINNATI Inter-Parish School Archdiocesan School Private School Definition A school sponsored by multiple A school owned and operated by the A school owned and operated parishes; no consolidation took place Archdiocese by a Religious Order or Board in the forming of the school of Trustees Who owns the school? The sponsoring parishes The Archdiocese Religious Order or Board of Trustees Who is financially The sponsoring parishes The Archdiocese Religious Order or Board of responsible? Trustees Canonical Pastors of the sponsoring parishes The Archbishop Religious Order or Board of Administrator Trustees Role of Pastor(s) Pastors serve jointly as Canonical Administrators. Pastors make decisions on majority vote, or designate a single pastor to be N/A N/A canonical administrator for each year. Can have a Board of Limited Jurisdiction. Role of Education Can have an advisory board or a Can have an advisory board or a Can have an advisory board or Commission or Board Board of Limited Jurisdiction. Board of Limited Jurisdiction a Board of Trustees (with full jurisdiction) Who appoints Pastors of the sponsoring parishes The principal (for advisory boards) or The Religious Order or Board Commission or Board the Archbishop (for Boards of Limited of Trustees Members? Jurisdiction) Role of the CSO Advises local leadership on policies, Directly oversees administration of Advises local leadership on strategic planning, marketing, etc. school. Evaluates principal and policies, strategic planning, Participates in principal evaluation. recommends principal to Archbishop. marketing, etc. Oversees Oversees OCSAA. Careful vigilance. Oversees OCSAA. OCSAA. Careful vigilance. # in Diocese 3 2 7 Example(s), as of the St. John’s (Dry Ridge); St. Gabriel’s Catholic Central (Elementary), St. Mercy Montessori, Royalmont 2011-2012 school year Rita School for the Deaf (Elementary) Academy

Table 3 SECONDARY GOVERNANCE MODELS – ARCHDIOCESE OF CINCINNATI Archdiocesan High School w/ Archdiocesan High School Non-Archdiocesan High Non-Archdiocesan High School Principal as CEO w/ President-Principal School w/ Principal as CEO w/ President-Principal Model Model Definition A high school owned and operated by An Archdiocesan high school that A non-Archdiocesan high A non-Archdiocesan high school the Archdiocese in which the principal employs both a president (as CEO) school in which the principal that employs both a president (as acts as the CEO/lead administrator and principal acts as CEO/lead administrator CEO) and principal Who owns the school? The Archdiocese The Archdiocese Religious Order or Board of Religious Order or Board of Trustees Trustees Who is financially The Archdiocese The Archdiocese Religious Order or Board of Religious Order or Board of responsible? Trustees Trustees Lead Administrator Principal President Principal or “Head of School” President (CEO) Role of Board Advisory only; advises the principal Exercises defined powers not reserved Exercises defined powers; can Exercises defined powers; can be on defined issues (policies, strategic to the Archdiocese (typically policies, be Board of Limited or Full Board of Limited or Full planning, budgeting, marketing, etc.) strategic planning, budgeting, Jurisdiction Jurisdiction marketing, etc.).

Who appoints Board The principal The Archbishop Religious Order or Board Religious Order or Board Members? Who Hires Principal? The Archbishop The Archbishop (with advisement Religious Order/Board or Religious Order/Board or from the President) President President Role of the CSO Directly oversees administration of Directly oversees administration of Advises local leadership on Advises local leadership on school. Evaluates principal. Oversees school. Evaluates principal. Oversees policies, strategic planning, policies, strategic planning, OCSAA. OCSAA. marketing, etc. Oversees marketing, etc. Oversees OCSAA. Careful vigilance. OCSAA. Careful vigilance. # in Diocese 7 5 2 9 Example(s), as of the Elder, McNicholas, Carroll Moeller, Alter, Lehman Seton, Mount Notre Dame St. Xavier, McAuley, Chaminade 2011-2012 school year Julienne

Table 4 New Governance Models to Consider with Role Descriptions Parochial School with an Parochial School Executive Consortium of Catholic Schools with a BLJ Director and BLJ Can be shared among parishes Who owns One parish One parish or consortium; could be a separate the school? 501(c)(3) Ultimately the parish although Ultimately the parish Who is the Executive Director and BLJ although the BLJ is Can be shared among parishes or financially are responsible for oversight of responsible for oversight of consortium; could be a separate responsible? all financial operations related to all financial operations 501(c)(3) the school related to the school Has Catholic identity because of the Catholic identity of the Canonical administration sponsoring parishes, or has delegated by the pastor to the Has Catholic identity because written permission from the Catholic Executive Director; Has of the Catholic identity of the bishop to be called Catholic Identity Catholic identity because of the local parish Catholic identity of the local Reserve some canonical parish authority, may participate on board Appoint/Approve BLJ Appoint/Approve BLJ members members

Reserved powers, which will be Reserved powers, which will detailed in the statutes of the be detailed in the statutes of juridic person and/or the bylaws Role of the juridic person and/or the for the BLJ Spiritual and pastoral leaders Pastor bylaws for the BLJ

Overall educational ministry of Overall educational ministry the parish, no direct supervision of the parish, no direct of the executive director, supervision of the principal, or school personnel principal or school personnel Role of Daily Operations as designated Daily Operations as Daily Operations Principal by the BLJ designated by the BLJ Board of Limited Jurisdiction Board of Limited Jurisdiction Option 1: Board of Directors Executive Director Board/Presid Specific areas of authority of the ent/Executive Specific areas of authority of Option 2: BLJ and executive BLJ and Executive Director Director the BLJ and principal depend director who reports to the depend on the by-laws of the on the by-laws of the BLJ Board BLJ Shared decision with the BLJ Shared decision with the BLJ on on the evaluation, hiring, the evaluation, hiring, renewal/ Option 1: Careful vigilance Role of the renewal/termination of termination of principal CSO principal Option 2: Careful vigilance

Careful vigilance Careful vigilance Education None None None Commission Principal Advisory None None None Board

Parochial School with an Parochial School with a Executive Director and BLJ Consortium of Catholic Schools BLJ May have a lack of May have a lack of educational educational expertise on the Sacramental preparation expertise on the part of the BLJ part of the BLJ with multiple parishes Having qualified people to serve Having qualified people to on the BLJ serve on the BLJ Conflicting reporting r relationships for school Challenges Conflicting reporting Conflicting reporting leadership and the CSO relationships for school relationships for school (If there is an executive director, leadership and the CSO leadership and the CSO the executive director reports to the for issues like accreditation for issues like accreditation Board and to the superintendent.)

A consortium of schools is composed of up to 5 schools that share similar characteristics; serving similar populations and families of similar financial resources. These schools may consolidate into one school building or continue to use multiple buildings. The Executive Director is hired and evaluated by the BLJ. Inter-parish or Diocesan? Board leadership training is

Additional critical. Board leadership training is Shared administration, policy, Notes critical finance, resources, could

leverage buying power, could increase teachers’ ability to collaborate

If schools have an executive director, principals have more time for instructional leadership.

Executive director and/ or Board would lead marketing/enrollment efforts. Example from ACE: Current Monterey Camden, NJ Example Also: urban Indianapolis

Table 5 -Archdiocese of Cincinnati Elementary Catholic School Vitality Measurements Elementary Catholic School Indication of size of school - ideally would be at a minimum 225 students for K-8 or 25 per class. Vitality Measurements Overall school enrollment should be at a minimum of 225 students or 25 per classroom for efficiency. Enrollment Trend Declining trends or increasing trends can be indicative of problems at the school, surrounding schools and parishes, or adjacent public schools and districts.

Enrollment % of Capacity To maximize efficiency, schools should ideally be very close to their building capacity. Enrollment % of Catholics Low enrollment of Catholic children can be indicative of problems at the school itself, the parish, or the broader community. Enrollment % Vouchers High percentage of voucher enrolled students may indicate the school is highly dependent on government programs. Enrollment per parish Family Abnormal values can indicate loss of parish support for the school, an underdeveloped market within the parish. Enrollment/3 Mile Population Abnormal values can indicate underdeveloped market relative, or opportunities to expand. Population is census based for children 5-14 years of age.

Enrollment by Grade Abnormal trends can indicate need for investigation around declining facilities, inadequate curriculum or extra-curricular activities, or lack of suitable progression to secondary education.

Enrollment Retention by Grade Abnormal trends can indicate particular grade level problems in curriculum, faculty, or progression to secondary education. Tuition Trend Abnormally large increases can be indicative of financial stress and can contribute to enrollment changes or inelastic demand. Tuition Rank Overall rank of tuition versus AoC schools. High tuition can be pricing families out of the market. Tuition % of Median Income Tuition rates based community income tolerance can indicate tuition that prices families out of the market. Measure is median income in 3 mile radius of the school.

Tuition Collected vs. Calc. Low values can indicate poor tuition management or inappropriate discounts. Tuition as % of Revenue Low values relative to AoC can put pressure on parish subsidies. Archdiocese Support % of Revenue High values can indicate too heavy reliance on Archdiocesan support which may not be sustainable. CISE Support % of Revenue High values can indicate too heavy reliance on CISE support which may not be sustainable. Student Receipts % of Revenue Low values can indicate too little contribution from tuition putting pressure on alternate revenue streams. Opportunity Loss Tuition Lost tuition from actual enrollment versus capacity, can indicate inefficient operations and big opportunity for enrollment management. Non-Operating Revenue % of High values can indicate a reliance on revenue streams that are cyclical or Revenue unsustainable in the long run. Operating Revenue $ of Total High values can indicate too much reliance on parish subsidies - too little revenue Expenses from sustainable sources. Students/Instructional FTE Ideal is to have 25 students/instructional FTE, higher can affect academic quality and marketing, lower can indicate inefficiency. Students/Instr. FTE Rank Rank of students/instructor relative to AoC schools, lower generally supports strong academics. Instr Salary/FTE Indication of Salary level versus other AoC schools. Total Instructional Cost/Student Total Instruction/student indicates efficiency of instructional efforts. Total Instructional Cost/Capacity Indicates how much of instructional cost is driven by non-optimal enrollment levels, assuming small increases in class size would lead to efficiency. Only applied to schools @ 80% of capacity.

Admin Salaries & Expense Total Admin salaries & expenses relative to enrollment indicates efficiency of administrative efforts. Admin Salaries & Expense/Capacity Indicates how much of administrative cost is driven by non-optimal enrollment levels. Plant Cost/Student Indicates relative efficiency of the physical plant, maintenance, and operations.

Plant Cost/Capacity Indicates how much of physical plant cost is driven by non-optimal enrollment levels. Net School Loss Simple calculation of school revenues less school expenses - synonymous with parish subsidy amount. Net School Loss % of Total Cost Indication of how much of costs are not being recovered through school revenue streams - high values can be unsustainable. Subsidy % of Parish Revenue Indication of how much of parish revenue is being diverted to subsidize school operations. Subsidy per Parish Family Indication of how the parish subsidy amount relates to the size of the parish itself. Number of Months Operating Cash Indicates how cash balance can sustain normal school operations - can indicate school liquidity issues. Parish Investments/Annual Subsidy Indication of how reserve level of investments could sustain school operations.

Parish Indebtedness Indication of overall financial health of the parish. Parish Debt per Parish Family Indication of how parish debt relates to size of parish and sustainability. Table 6 - Archdiocese of Cincinnati Elementary Catholic School Vitality Measurements Sample