Lighting the Way: A Vision for Catholic School Education Strategic

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

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

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


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


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


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


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.


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.


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.


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


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


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.


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.


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.


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).


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 20

th 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.


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.


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.


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

1 Require every school to have a religious in-

service program each school year.

Principals

Fall 2012 Ongoing OEC

2 Develop a faith formation process for new

principals. CSO & OEC

Summer

2013 Ongoing

Athenaeum of

Ohio

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


1. Celebrate vocation awareness week. Principals January

2013 Ongoing

Vocation Office

& Seminary

2. Priests, deacons, and religious should be

actively present in the school. Pastors & Principals

Fall

2012 Ongoing

Priest Personnel

Office, Deacon

Formation

Office,

Religious Office

3. Encourage Catholic schools to visit the

Athenaeum of Ohio. Pastors & Principals

Fall

2012 Ongoing

Catholic

Schools Office,

Athenaeum

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


1. Begin each class with prayer or a faith sharing

activity.

Principals

Fall 2012 Ongoing

Parish Faith

Formation

Director

2. Provide opportunities for student retreats. Principals Fall 2013 Spring 2014 Local Retreat

Houses


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.


1

Develop guidelines for the hiring process to

ensure candidate’s compatibility with the

teachings of the Catholic faith.

CSO & OEC Fall

2012

Fall

2014

Department of

Educational

Services

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


1

Conformance with the religion/faith

formation curriculum established by the

Archdiocesan Office of Evangelization &

Catechesis will be required of all

elementary schools.

Principals and DRE’s Fall

2012 Ongoing

Department of

Educational

Services

2.

Conformance with the Archdiocesan

Religion course of studies will be required

of all high schools.

CSO Fall

2012

October

2017

Department of

Educational

Services

3. Research will be undertaken to identify

resource available for all subject areas. CSO

Fall

2012 Ongoing

USCCB and

Catholic Relief

Services

Goal #1 - Objective # 6. Provide for the celebration of the Eucharist on a regular basis (ideally on a weekly

schedule) and invite parents/guardians and the community-at-large to attend.


1.

Identify the Catholic schools having Mass

celebrated on a weekly basis.

CSO Fall

2012

December

2012

A survey by the

Department of

Educational

Services

2. Identify the challenges that prevent the

celebration of Mass on a weekly basis. CSO

January

2013

May

2013

Priest Personnel

Office,

Worship Office,

Department of

Educational

Services

3. Investigate solutions that would allow for the

regular celebration of the Mass. CSO

Summer

2013

Summer

2014

Ad hoc

Committee by

Department of

Educational

Services

4.

Prepare students to participate in the

Eucharist.

Administrators &

Teachers

Fall

2014 Ongoing

Principals and

DRE’s


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

religious leadership.

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.


1. Require that principals attend the

Domestic Church Summit in October 2012. Superintendent

Fall

2012

October 1-2

2012

To be

announced

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

development.


1

Develop resources and train teachers on how

to use the ACRE results to enhance student

faith development.

OEC Fall

2012-2013

June

2013

National

Catholic

Education

Association

2

Require the ACRE inventory include

questions specific to the Archdiocese of

Cincinnati.

OEC Fall

2012

January

2015

NCEA, Graded

Course of

Studies

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


1. Communicate upcoming events using school

and parish social media.

Principals (or their

designee) and DRE’s

Fall

2014 Ongoing

Webmaster of

Parish websites

2.

Provide training to local personnel to

maximize the use of technology and develop

a plan with local leaders to secure necessary

technology resources.

CSO Fall

2012 Ongoing

CSO Director of

Professional

Development

3.

Include faith formation activities as a part of

all events where parent/guardians and other

adults are present.

Principals and DRE’s Fall

2012 Ongoing

Department of

Educational

Services


1. Identify properly qualified catechetical

leaders in parish/school communities. OEC

Fall

2012

December

2012

A survey by the

OEC

2. Ensure that a relationship exists between the

principal and the catechetical leader. OEC

January

2013

Fall

2013 OEC


Goal #2 – Objective #4: Develop a Catholic Identity Vitality Metric to measure the effectiveness of Catholic

identity in our schools.


1.

Develop a Catholic Identity Vitality Metric

that provides individualized assessments of

the quality of Catholic identity and faith

formation in elementary and secondary

schools.

CSO, OEC,

Regional Focus

Groups

Fall

2012

Summer

2013

Financial

Vitality Metric,

Focus Groups

2. Provide Catholic Identity Metric to school

and parish leaders. Assist schools in

interpreting metric results.

CSO, OEC Fall

2013 Ongoing

Catholic

Identity Metric

3. Identify poorly performing schools on the

Catholic Identity Metric. Devise plans to

improve performance.

CSO, OEC Fall

2013 Ongoing

Catholic

Identity Metric

4. Evaluate the Catholic Identity Metric

regularly. Modify when needed. CSO, OEC

Spring

2014 Ongoing

Catholic

Identity Metric

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

members of their parish.

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


1.

Invite priests to celebrate Mass, give vocation

talks, retreats, be present at report card

distribution, sporting events, plays etc.

Pastors &

Principals

Fall

2013

June

2014

Priest

Personnel

Office,

Vocations

Office, OEC

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

ministerial opportunities.


1.

Develop student pastoral leadership

skills within each school

community.

Pastors, Principals, DRE’s,

Campus Ministers

Fall

2012

Fall

2014

Worship

Office, Youth

Ministry

Office, Local

Retreat Houses

2.

Offer service awards to students

who give outstanding service to their

parish.

CSO, OEC Fall

2012

Fall

2014

Financial

Services &

Stewardship

Offices

3.

Invite students to take part in the

Evangelization processes of their

parish.


Youth Ministers

Fall

2012

Fall

2014

Local Parish

4.

Develop age appropriate, liturgical

Ministers in each school community

(server, reader, Eucharistic minister,

etc.).


Youth Ministers

Fall

2012

Fall

2014

Local Parish &

Worship

Commission



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.


1. Implement newly written Math Graded

Course of Study. School Administrators

Fall

2012 Ongoing GCS

2.

Provide professional development for

administrators and teachers of math and

for each content area as each new GCS is

published.

CSO

Curriculum Office,

School Administrators

Fall

2012 Ongoing

Sites,

materials

3.

Verify implementation through

assessments, i.e. ITBS, Common

Assessments.

CSO Directors, School

Administrators

Fall

2012 Ongoing

Instruments

4.

Develop and promulgate

Reading/Language Arts GCS.

CSO Curriculum

Office, Committee

April

2012

January

2014

State/Nat'l

standards

5.

Create a timeline for remaining content

areas as Common Core Standards become

available.

CSO Curriculum Office Spring,

2013

Fall

2013

GCS,

Educational

Policy

Manual

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


1

Create and promulgate use of standards-

based student report card for all schools

within the Archdiocese.

CSO, advisors, School

Administrators,

Teachers

Fall

2012

Ongoing as

standards

available

Arch

Standards,

other

dioceses

2 Measure longitudinal student growth by

using consecutive grade test results.

CSO, School

Administrators

June

2012 Ongoing

Assessments,

data

gathering

software

3 Choose standardized tests that are aligned

with Common Core Standards.

CSO, School

Administrators

Fall

2013 Ongoing

Published

assessments

4

Choose high school placement test that

will be an accurate predictor of student

success in high school.

CSO, H.S.

Administrators

Fall

2014 Ongoing

Published

assessments

5 Develop a process to share academic data

among school administrators.

CSO, School

Administrators

January

2013

January

2014 ITBS


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

Catholic schools.


1.

Develop an Academic Vitality Metric that

provides individualized assessments of the

quality of academics in elementary and

secondary schools.

CSO, Curriculum

Committee, Regional

Focus Groups

Fall

2012

Summer

2013

Financial

Vitality

Metric,

Focus

Groups

2.

Provide Academic Vitality Metric to

school and parish leaders. Assist schools in

interpreting metric results.

CSO Curriculum Office Fall

2013 Ongoing

Academic

Vitality

Metric

3.

Identify poorly performing schools on the

Academic Vitality Metric. Devise plans to

improve performance.

CSO Curriculum Office Fall

2013 Ongoing

Academic

Vitality

Metric

4. Evaluate the Academic Vitality Metric

regularly. Modify when needed. CSO Curriculum Office

Spring

2014 Ongoing

Academic

Vitality

Metric

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


1

Establish a standardized data collection,

storage and tracking system for managing

student academic growth (e.g. CEMIS).

Superintendent,

Committee, IT

Personnel

Fall

2012

Fall

2013

Software

publishers,

hardware,

Grant and

other money

2 Revise and update technology curriculum

based on best practices.

CSO, School

Administrators,

Teachers, Tech

Coordinators

Fall

2013

Fall

2014

Current

research

3

Assess current use of technology uses and

needs.

CSO, School

Administrators

Fall

2013 Annually

Survey

4

Develop a process to ensure that all

schools are using current technology tools

for instruction and testing/assessment.

CSO, School

Administrators

January

2014

June

2014

Testing

Research

5

Develop policies to ensure that teachers

and students integrate technology in all

grades.

CSO, School

Administrators

Fall

2013

January

2014

Educational

Policy

Manual

6

Develop standardized social media

platforms for professional development

activities and for use as a learning

community.

Teachers Committee Fall

2012 Ongoing

Online

resources


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.


1

Define the services and personnel

necessary to meet the academic needs of

all students and schools.

Superintendent Fall

2012 Ongoing

Survey,

funding (i.e.

grants, etc.)

2

Develop policies and programs for

meeting the needs of the gifted, special

needs and ESOL students.

CSO, ACOE

Fall

2012

Ongoing Available

Research

3

Develop and implement a common

application form to identify student

academic needs.

CSO Fall

2013 Fall, 2013

Director of

Curriculum

4

Promote, introduce, and support

preschool programs at elementary schools

throughout the Archdiocese (where

possible).

CSO Fall

2012 Ongoing

State

Preschool

Guidelines

5

Analyze assessment and reporting data to

determine student's annual yearly growth

and determine effectiveness of programs.

CSO, School

Administrators

June,

2013 Ongoing

Assessments

( i.e. ITBS,

data

gathering

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.


1

Develop a Director's position in the CSO for

the purpose of guiding professional

development for teachers.

Superintendent January

2013

July

2013

CSO Budget,

outside

funding?

2

Form a committee of administrators and

teachers to work with CSO staff and

university staff on professional development

policies.

CSO, Advisors, School

Administrators

January

2015

June

2015

3 Implement professional development

policies.

CSO, School

Administrators

June

2015

January

2016

Educational

Policy Manual

4

Establish an Archdiocesan wide calendar of

in-service days for Archdiocese and local

school professional development.

CSO June

2012

January

2013 and

annually

Diocesan &

School

Calendars

5 Survey principals for individual school

professional development needs. CSO

March

2013 Annually

Instrument

6

Develop and expand strategic academic

relationships: XU, UD, training centers.

Superintendent,

Universities' Schools of

Education & Centers

for Catholic Education

January

2013 Ongoing

Grants, Title

II, Individual

schools'

professional

development

budgets


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.


1 Assess the effectiveness of the new

administrator evaluation program. CSO

Fall

2012 Ongoing

Data,

feedback

from

principals

and pastors

2

Create committee to develop an

Archdiocesan teacher evaluation system

that is aligned with state standards.

CSO, School

Administrators

Fall

2012

June

2013

Samples of

evaluation

programs

3 Implement and measure teacher evaluation

system.

CSO, School

Administrators

Fall

2013 Ongoing

Instruments,

software


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

1 Employ a full time CSO Marketing Director. Superintendent Fall

2012

Spring

2013

Office budget, outside

funding?

2

Form a marketing advisory committee of

experts composed of Catholic school and

corporate personnel to advise the CSO

Marketing Director on current and future

marketing best practices.

Superintendent,

Strategic

Planning Office

Fall

2012

Spring

2013

Similar committees in

other dioceses

3

Create a marketing guide on the CSO website

that can be used by individual schools.

Review and model marketing guide

information from other dioceses.

CSO

Marketing

Director,

Marketing

Advisory

Committee

Spring

2013

Fall

2013

Marketing Advisory

Committee, ACE

Consulting

Marketing

Research

4

Present a hard copy binder of the CSO

marketing guide to each principal in the

Archdiocese.

CSO

Marketing

Director

Spring

2013

Fall

2013 Marketing data

5

Maintain contact list of marketing personnel

at each school to send periodic

communication and updates.

CSO

Fall

2012 Ongoing Marketing data

6

Provide regular meeting/professional

development opportunities for school

marketing personnel and Principals per year.

CSO

Marketing

Director

Fall

2013 Ongoing

Marketing data,

funding


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.


1

Obtain data and track how many school-aged

children at each parish are attending their

own or other Catholic Schools.

CSO Fall

2012

January

2013 School Surveys

2

Market to families in all parishes that are not

currently sending students to Catholic

Schools through the CCD or other religious

education programs.

Pastors,

Principals, CSO

Spring

2013

Fall

2013

Parish Schools and

Archdiocesan

personnel

3

Evaluate areas of potential new schools or

programs in the Archdiocese. Engage with

local leaders to develop plans to meet

emerging potential needs.

CSO Strategic

Planning Office

Spring

2013 Ongoing Demographic data

4

Focus marketing on current preschool and

kindergarten parents and Non-Catholic

families within parish boundaries who could

benefit from a Catholic school education.

Pastors,

Principals, CSO

Spring

2013 Ongoing

Enrollment data,

marketing strategies

5

Establish forums where leaders of schools

who are currently using Ed Choice vouchers

or other scholarship programs can discuss

strategies on how best to market to these

students.

CSO Fall

2013

Spring

2014

EdChoice Voucher

data

6

Monitor new government programs such as

the Jon Peterson scholarship and advise

schools on implementation of these

programs.

CSO

Strategic

Planning

Office,

Catholic

Conference

of Ohio

Fall

2012 Ongoing

Government programs

data, emerging

legislation, CCO

resources

7

Assign a staff position to specifically serve

the Latino population who will publish

marketing materials in Spanish and ensure

that there are Spanish-speaking staff

members to help engage interested families

Superintendent,

Coordinator of

Latino Outreach

Fall

2012 Ongoing

Outside funding,

Latino outreach

research

8

Partner with groups that already serve the

various Latino populations to recruit new

students.

Coordinator of

Latino Outreach

Fall

2012 Ongoing Local agencies


STRATEGIC GOAL #2 – Develop and coordinate strategic marketing plans.

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


1

Develop and communicate the CSO annual

marketing plan to all schools by January 1st of

each year. This plan will include basic

information and timing of Archdiocesan-wide

marketing initiatives for the following school

year.

CSO Marketing

Director

Spring

2013 On going Marketing plan

2

Define acceptable marketing practices for

elementary schools to protect our common

mission.

CSO

Marketing

Director

Spring

2013

Summer

2012

Marketing plan,

RWB Agreement

3

Continue to implement and monitor the

Recruitment Without Boundaries (RWB)

agreement between high schools. Review and

revise as needed.

CSO Fall

2012 Ongoing RWB Agreement

4 Monitor school marketing communications.

CSO

Regional

Directors,

CSO

Marketing

Director

Fall

2012 Ongoing

Marketing

strategies,

Archdiocesan

Marketing Plan

5

Request next year's marketing plan from

elementary and high schools on the closing

school report due by June 30th of each year

(change the current school closing report to

include marketing planning information).

CSO

Marketing

Director

June

2013 Ongoing

CSO

Support

Staff

Goal #2 – Objective #2 – Develop and coordinate strategic marketing plans.


1

Develop metrics to evaluate the efficacy of

the CSO and individual school marketing

plans by June 30th yearly.

CSO

Marketing

Director

Summer 2013 On going

CSO

Support

Staff

2

Coordinate Archdiocesan marketing and

monitor and support individual school

marketing.

Marketing

Director,

Marketing

Advisory Board

Fall

2013 Ongoing

Archdiocesan

Marketing Plan

3

Develop a process to encourage ongoing

communication between the CSO and the

leaders of private Catholic schools when

changes in grade configuration are under

consideration (i.e. adding a Pre-K level to an

elementary school, or a 7th

and 8th

grade to a

high school, or discontinuing specific grade

levels such as eliminating junior high grades

at the elementary level).

CSO Spring

2013 Ongoing Marketing data


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


1

Gather Archdiocesan-level enrollment data; identify

trends and specific enrollment growth opportunities

such as: capacity availability, opportunities through

new tuition assistance sources and potential growth in

specific underserved regions.

CSO Strategic

Planning

Office

6/15 7/15

Archdiocesan

Marketing

Plan

Strategic Goal #3 - Establish systems to strengthen a culture whereby parishes provide spiritual and, to

the degree that they are able, financial support to parish families with children who desire a Catholic

education.

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


1

Petition Archbishop Schnurr for a pastoral

letter that identifies Catholic education as a

ministry priority for all Catholic parishes in

the Archdiocese.

Superintendent September

2012

December

2012 Archbishop

2

Identify clergy who actively support

Catholic school education and create a plan

for them to engage with parishes that

demonstrate a concern about the provision

of spiritual and financial support for

Catholic education.

Archbishop,

Auxiliary

Bishop, Select

Priests

Fall

2012 Ongoing Vision Report

Goal 3 – Objective #2 – Foster a culture of advocacy for Catholic schools by implementing systems to engage

all parishes and parish leaders in active support of Catholic school education.


1

Enhance communication and information

sharing from the Catholic Schools Office to

all parishes and parish leaders by ensuring

that all parishes are included in updates on

developments within Catholic School

education.

CSO Strategic

Planning Office

January

2013

May

2013

Parish Records,

Parish October

Counts

2

Enhance collaboration between the Catholic

Schools Office and parish leaders by

establishing parish demographic data

sharing protocol.

CSO Strategic

Planning

Office

January

2013

May

2013

Parish Records,

Parish October

Counts



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.

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.


1.

Develop a Director's position in the CSO for the

purpose of guiding professional development for

administrators and teachers.

Superintendent January

2013

July

2013

CSO Budget,

Funding (grants?)

2.

Review and evaluate current Professional

Development program(s) for Catholic School

Leaders.

CSO Fall

2012

Spring

2013

Professional

Development

Programs/Research

3. Review best practices for leadership

development. CSO

Fall

2012

Spring

2013 Research

4.

Identify leadership development delivery

systems (mentoring, coaching, traditional

classroom, experiential learning, and virtual

learning).

CSO Fall

2012

Spring

2013 Research

5.

Identify key content for Leadership development

(to include instructional, organizational and

spiritual leadership development).

CSO Fall

2012

Spring

2013 Research

6. Develop and implement professional

development program. CSO

Fall

2013 Ongoing Research


1 Assess the effectiveness of the new

administrator evaluation program. CSO

Fall

2012 Ongoing

Data, feedback from

principals and

pastors

2. Review best practices for Principal evaluation. CSO Fall


3. Develop and implement evaluation process. CSO Fall

2013

Spring

2014

Principal Evaluation

System


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.

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.


1. Review and evaluate current Principal hiring

process. CSO

Fall

2012

Spring

2013

Principal Hiring

Packet

2. Review best practices for new principal

identification and recruitment. CSO

Fall

2012

Spring

2013 Research

3. Identify existing resources for leadership

formation. CSO

Fall

2012

Spring

2013

Universities, other

local agencies

4. Establish a “leadership institute” for new and

aspiring school leaders. CSO

Fall

2013

Spring

2014

Similar models in

other dioceses


1.


Development program(s) for Catholic School

Leaders.

CSO Fall

2012

Spring

2013

Current

professional

development

programs

2. Review best practices for leadership

development. CSO

Fall

2012

Spring

2013

Research,

universities

3.




learning).

CSO Fall

2012

Spring

2013

Research,

universities

4.

Identify key content for Leadership

development (to include instructional,

organizational and spiritual leadership

development).

CSO Fall

2012

Spring

2013

Research,

universities

5. Establish Principals’ Academy. CSO Fall



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.

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.


1.


Development program(s) and training for

Pastors and Seminarians.

CSO Spring

2013

Fall

2013

Current programs,

Seminary, Priestly

Formation Office

2.

Review best practices for Professional


Pastors and Seminarians.

CSO Spring

2013

Fall

2013

Research,

Seminary,

Priestly

Formation Office

3.




learning).

CSO Spring

2013

Fall

2013

Priest Personnel

Office, Priestly

Formation Office

4. Identify key content for Leadership

development. CSO

Spring

2013

Fall

2013 Research

5. Establish development program for pastors and

future pastors. CSO

Spring

2014 Ongoing

Similar programs

in other dioceses


1.



Board Members.

CSO Strategic

Planning Office

Fall

2012

Spring

2013 Current programs

2.

Review best practices for Professional


Board Members.

CSO Strategic

Planning Office

Fall

2012

Spring

2013 Research

3. Identify leadership development delivery

systems for Board Members.

CSO Strategic

Planning Office

Fall

2012

Spring

2013 Research

4. Identify key content for Leadership

development systems for Board Members.

CSO Strategic

Planning Office

Fall

2012

Spring

2013 Research

5. Establish professional development program

for Board Members.

CSO Strategic

Planning Office

Fall

2012

Spring

2013

Similar programs

in other dioceses


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.

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

Commission.


1.

Continue the functions of the Archdiocesan

Commission on Education (ACOE). Ensure

that geographic regions and various stakeholder

groups are represented on this commission.

Superintendent Fall

2012 Ongoing

ACOE

Constitution &

Bylaws

2.

Decommission the Regional Area

Commissions on Education. Transition desired

functions to the ACOE and Governance

Advisory Committee.

Archbishop,

CSO

Fall

2012

January

2013

ACOE

Constitution and

Bylaws, Regional

Commission

Bylaws

3.

Continue the functions of the Principals’

Advisory Committee to the Superintendent

(PACTS). Provide concrete bylaws and term

limits.

Superintendent Fall

2012 Ongoing PACTS Bylaws

4.

Research the potential of a Pastors’ Advisory

Committee to the Superintendent. Implement

committee if feasible/desired/warranted.

Archbishop,

CSO

Spring

2013

Fall

2013

Similar

committees in

other dioceses


1.

Research the current presence and functionality

of School Boards and Education Commissions

in Catholic schools.

CSO Strategic

Planning Office

Fall

2012

March

2013

Parish

Commission

Handbook

2.

Establish a common set of constitutions and

bylaws for Boards at Archdiocesan High

Schools.

CSO Strategic

Planning Office

Spring

2013

Fall

2013 Board Bylaws

3.

Modify and implement the Parish Commission

Handbook. Monitor Commissions to ensure

that they comply with policies.

CSO Strategic

Planning Office

Spring

2013

Fall

2013

Parish

Commission

Handbook

4.

Provide emerging research and support for

leaders and boards of non-Archdiocesan

schools.

CSO Strategic

Planning Office

Fall

2013

Spring

2014

Research, Board

Bylaws



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.


1

Enhance the Existing Draft Document of the

Case Statement.

CSO Strategic

Planning

Office,

Marketing

Advisory

Committee

Fall

2012

December

2012 Vision Report

2 Publish Case Statement and achieve buy-in

from potential supporters. CSO

January

2013 Ongoing Case Statement

Goal #1 - Objective #2: Support development, marketing, and promotion of an integrated and unifying

“Catholic Schools Brand Image.”


1 Create a Catholic Schools Brand Image.

CSO

Strategic

Planning Office,

Marketing

Advisory

Committee

Summer

2012

August

2012 Marketing firm

2 Make the “brand” a Centerpiece in Dialogues

with Constituents.

CSO

Strategic

Planning Office,

Marketing

Advisory

Committee

August

2012 Ongoing

Brand,

Archdiocesan

Marketing Plan

3

Create a Unifying Catholic Schools website

that allows users to reach all Catholic Schools

websites and that communicates the value

attributes of all Catholic Schools.

CSO

Strategic

Planning Office,

Marketing

Advisory

Committee

August

2012

December

2012

Marketing firm,

Archdiocesan

Marketing Plan

4

Integrate the Catholic Schools Brand into

Coordinated Marketing, Recruitment, and

Fundraising Efforts.

Marketing

Fundraising, and

Schools

August

2012 Ongoing

Brand,

Archdiocesan

Marketing Plan


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.


1

Recruit a cadre of Lighting the Way

Ambassadors to communicate the ongoing

need for Catholic schools.

CSO, Vision

Implementation

Committee

August

2012 Ongoing

Vision Report,

Foundational

Statements

2 Orient and coordinate Ambassadors.

CSO, Vision

Implementation

Committee

August

2012 Ongoing

Vision report,

Foundational

Statements

STRATEGIC GOAL #2: Ensure local school financial health, operations and Sustainability by providing

data and analysis tools to enhance and support financial decision-making at the local school level.

Goal 2 -Objective #1: Develop Local School Health and Sustainability Metrics to allow schools and parishes

to better understand their financial strengths and areas for improvement.


1

Gather specific, current and historical financial

data for all parish schools throughout the

Archdiocese of Cincinnati.

CSO Strategic

Planning Office

Fall

2011 Completed

Four years of

AOC Annual

Parish and School

Financial Reports

2

Using Step 1 Data, pare down the specific

measurements to a list of high level financial

metrics judged to accurately reflect financial

vitality and ongoing viability.

CSO Strategic

Planning Office

Spring

2012 Completed

AOC Annual

Superintendent’s

Report

3

Categorize the high level metrics chosen in

Step 2 into 9 specific metrics of vitality and

ongoing viability (Enrollment, Tuition,

Revenue, Instruction, Administration, Plant,

Affordability, Liquidity, Overall). Provide

format flexibility to enable ranking all parish

schools by Overall metric and by any other

Viability Measurement. Use Step 1 and Step 2

data as back up for drill down if required.

CSO Strategic

Planning Office

Spring

2012 Completed

Published

materials across

the US for

identifying

financial

benchmarks and

Financial Best

Practices


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.


1

Present Vitality Metrics to CSO staff, Vision

Steering Committee, and parish/school

representative stakeholders. Revise as

necessary.

CSO Strategic

Planning Office

Spring

2012 Completed

Objective One

Financial Vitality

Metrics

2 Provide site-specific Vitality Metrics to each

school and parish.

CSO Strategic

Planning Office

Spring

2012 Completed

Narrative and

PowerPoint

3 Ensure that Vitality Measurements are updated

on an annual basis.

CSO Strategic

Planning Office

Summer

2012

Ongoing

(annually)

Previous and

current year

financial data as

outlined in

objective 1 above

4

Assist individual schools in interpreting the

Vitality Measurements and identifying

opportunities for improvement and best

practices.

CSO Strategic

Planning Office

Fall

2012 Ongoing

Financial Vitality

Metrics

5

Identify the bottom performing 25% of schools

based on the Financial Vitality Metrics. Work

with local leaders to develop site-specific

intervention plans. Identify other vulnerable

schools and regions of schools where the data

implies a potential or future need for an

increase or decrease in school ministry

capacity. Coordinate with changes in

governance and other strategic planning efforts.

CSO Strategic

Planning Office

Fall

2012 Ongoing

Financial Vitality

Metrics,

school/parish

budgets

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.

Step # Action Step Assigned to Start

Date Due Date Resources

1

Develop a proposed Vision, Mission and

Purpose for a unified fundraising and

scholarship organization. Determine an

appropriate structural alignment with existing

archdiocesan fundraising and scholarship

organizations such as CISE and Seeds of

Growth.

Foundation

Implementation

Team made up of

CSO, Finance Office,

Stewardship Office,

CISE and Foundation

Subcommittee

Members

Fall

2012

January

2013

Similar

Foundations in

other Dioceses,

Temporal Affairs

Document

2

Determine organizational structure, board

structure, and organizational documents.

Create legal entity. Determine additional needs

for implementation subcommittees. Identify

initial board of trustees.

CSO, Foundation

Implementation

Team, Stewardship

Department

Fall

2012

January

2013

Similar

Foundations in

other Dioceses,

Temporal Affairs

Document

3

Develop initial plans for fundraising,

marketing, and scholarship distribution criteria

and administration in preparation for annual

fundraising, scholarship distribution, and a

future capital endowment campaign.

CSO, Foundation

Board, Stewardship

Department

October

2012

January

2013

Fundraising

Consultant?

4

Conduct regional fundraising effort. Direct

funds to new foundation. Evaluate the potential

of future regionally-directed fundraising

efforts. Engage with existing regional funding

sources.

CSO, Foundation

Board, Stewardship

Department

Fall

2012

January

2013

Local funding

sources

5 Secure necessary staff to operate the fund. CSO, Foundation

Board

Spring

2013

Summer

2013

Foundation

Bylaws


Goal 3 - Objective #2: Initiate and coordinate an Archdiocesan capital campaign to generate funds for

Scholarship Foundation.


1

Plan for capital campaign. Develop

Feasibility Study, Goals and Objectives,

Operating Budget, Planning Budget, etc.

CSO, Foundation

Board & Staff,

Stewardship

Department

Fall

2013

Spring

2014

Prior campaigns,

similar campaigns

in other dioceses

2 Recruit volunteer solicitors.

CSO, Foundation

Board,

Stewardship

Department

Spring

2014

May

2014

Local volunteer

databases

3

Initiate and conduct a unified capital

campaign for Catholic School

Scholarship Foundation.

CSO, Foundation

Board & Staff,

Stewardship

Department

Fall

2014

Spring

2015?

Prior campaigns,

similar campaigns

in other dioceses

4

Support Fund through Annual

Fundraising and additional fundraising

events.

CSO, Foundation

Board & Staff,

Stewardship

Department

Spring

2015 Ongoing

Capital campaign

data, donor

database

Goal #3 - Objective #3: Coordinate for Maximum In-Kind Support from individuals and corporations on

implementation efforts.


1 Identify Sources for In-Kind Support. CSO, Foundation

Board

Spring

2013

Fall

2013

Existing donor

databases

2 Solicit In-Kind Supporters and Volunteers. CSO, Foundation

Board

Spring

2013

Fall

2013

Existing donor

databases

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

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


1

Inventory and evaluate underutilized

assets for repurposing or reinvestment

into the Catholic Schools Ministry.

CSO Strategic

Planning Office,

Finance Office

Fall

2012

Spring

2013

Catholic Ministries

Appeal Data

2

Evaluate the allocation structure of the

Catholic Ministries Appeal to determine

whether Catholic schools should be

additional beneficiaries. Incorporate

Catholic Schools into the Appeal if

possible/warranted/desired.

CSO Strategic

Planning Office,

Finance Office,

Stewardship

Office

Spring

2013 Fall2013

Catholic Ministries

Appeal Data

3

Evaluate the possibility of offering some

forms of CSO or archdiocesan services

and support on an at cost fee basis.

CSO Strategic

Planning Office,

Finance Office

Spring

2013 Fall2013

CSO Duties

Assessment


Goal #4 - Objective #2: Identify most efficient and effective Roles, Responsibilities, and Services to be

provided by CSO and other archdiocesan offices.


1

Offer centralized support services in areas

where local efforts are inefficient,

infrequent, or lacking expertise and

experience.

CSO Strategic

Planning Office

Fall

2012 Ongoing

Parish/School

Financial data

2 Consider or expand centralized

procurement cooperative efforts.

CSO Strategic

Planning Office,

Consolidated

Purchasing

Committee

Fall

2012

Spring

2013

Parish Business

Managers,

purchasing data

3

Support and share best practices relative

to cost control and effective use of assets

and resources.

CSO Strategic

Planning Office

Fall

2012 Ongoing

Parish/School

Financial data

4 Implement common financial reporting

system in parishes and parish schools. Finance Office

Fall

2012

Spring

2014

Financial reporting

system

5

Encourage innovation in technology and

other instructional methods as means to

improved instruction and potentially

lower net cost of instruction.

CSO Strategic

Planning Office

Spring

2013 Ongoing

Parish/School

Financial data,

technology

assessment

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


1

Collect and analyze historical usage of

State auxiliary funding and develop

recommendations for best practices.

CSO Strategic

Planning Office

Spring

2013 Ongoing

May school closing

reports, Catholic

Conference of

Ohio

2

Expand training opportunities for school

leadership on best practices and

administration of government programs.

CSO Strategic

Planning Office

Spring

2013 Ongoing

Ohio Department

of Education and

Catholic

Conference of

Ohio

3

Initiate and develop relationships with

local educational agency programs

personnel and 3rd

party contractors.

CSO Strategic

Planning Office

Summer

2013 Ongoing

Database of 3rd

party contractors,

Auxiliary service

records

4

Lead discussions about best practices in

regard to the EdChoice, Jon Peterson,

Transportation, and Autism scholarship

programs and monitor program changes

as they occur.

CSO Strategic

Planning Office

Fall

2013 Ongoing

Ohio Department

of Education,

Catholic

Conference of

Ohio, and School

Choice Ohio,

veteran school

principals

5 Monitor and apply for State grants to

address individual school needs.

Director of

Resource

Development

Fall

2013 Ongoing

Ohio Department

of Education and

Governor’s Office


Goal #4 - Objective #4: Optimize school use of funds from the Federal Government.


1

Collect and analyze historical usage of

federal funding programs and develop

recommendations for best practices.

Programs to include: Title I, IDEA-B, Free

and Reduced lunch, Title III.

CSO Strategic

Planning Office

Spring

2013 Ongoing

Government

Reports from

various public

school districts

2

Analyze use of Title IIA consortium funds

and create an annual plan to maximize

effectiveness.

CSO Strategic

Planning Office

Spring

2013 Ongoing

Title IIA

applications and

Hamilton County

Educational

Service Center

3

Expand training opportunities for school

leadership on best practices and

administration of federal programs.

CSO Strategic

Planning Office

Spring

2013 Ongoing

Catholic

Conference of

Ohio and Office of

Nonpublic

Education

4

Lead discussions about best practices in

regard to Title I, IDEA-B, Free and

Reduced lunch, Title III programs and

monitor program changes as they occur.

CSO Strategic

Planning Office

Spring

2013 Ongoing

Ohio Department

of Education,

Catholic

Conference of

Ohio, and School

Choice Ohio,

veteran school

principals

5 Monitor and apply for Federal grants to

address individual school needs.

CSO Strategic

Planning Office

Spring

2013 Ongoing

US Department of

Education and

Office of

Nonpublic

Education

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


1 Advocate for cost of living adjustments for

the Ed Choice program.

CSO, Catholic

Conference of

Ohio

Fall

2012 Ongoing

Local legislators,

advocacy groups

2

Leverage Ohio Advocates for Catholic

Schools (OACS) network to communicate

with school parents and other stakeholders

about legislative issues that impact

Catholic schools.

CSO, Catholic

Conference of

Ohio

Spring

2013

Ongoing OACS database

3 Monitor and advocate for changes and/or

additions to government programs.

CSO, Catholic

Conference of

Ohio

Spring

2013 Ongoing

CCO website, local

legislators,

advocacy groups



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).


1.

Re-assign the responsibilities of the current position

of Director of School Strategic Planning, Marketing,

and Government Programs into two positions.

Position 1: Director of School Strategic Planning and Government Programs

Position 2: Director of Marketing and Enrollment

Superintendent

Fall

2012

January

2013

Funding

sources

Goal #1 - Objective #2: Define and explain the governance (authority, responsibility, role, structure) for each

of the existing and new models of governance for Catholic schools.


1.

Form a Governance Advisory Committee to

modify and finalize governance charts for

elementary and secondary schools.

Superintendent,

CSO Strategic

Planning Office

Fall

2012

January

2013

Meeting

facilities

and materials,

relevant

research

2

Share a draft of these documents with

priests, principals, and other relevant

stakeholders for input.

CSO January

2013

March

2013

Governance

Documents

3

Use the input received from the stakeholder

groups to prepare final documents.

CSO Strategic

Planning Office

March

2013

June

2013

Governance

Documents

4

Present these documents to principals and

pastors.

CSO August

2013

November

2013

Governance

Documents

5

Include these document(s) in all relevant

CSO communications and policy

manuals/documents.

CSO Strategic

Planning Office

November

2013 Ongoing

Governance

Documents

6

Review the governance charts annually with

the Governance Advisory Committee.

CSO Strategic

Planning Office,

Governance

Advisory

Committee

November

2013 Ongoing

Governance

Documents


Goal #1 - Objective #3: Create a proactive long-range planning process to assist schools in making governance

decisions.


1.

Develop Vitality Metrics in the areas of

Academic Excellence, Catholic Identity,

Finance, and Enrollment.

CSO Fall

2012

January

2013

Relevant

research, Vision

Report, Financial

Vitality Metrics

2.

Present drafts of the Metrics to various

committees and stakeholding groups for

review and feedback and then prepare a

final draft.

CSO January

2013

March

2013

Drafts of

Vitality Metrics,

Vision Report

3.

Present a report with the final draft of the

Metrics to the Archbishop for review and

feedback.

CSO March

2013

March

2013

Vitality Metrics,

Vision Report

4. Present the Metrics to pastors and

principals. CSO

March

2013

June

2013

Vitality Metrics,

Vision Report

5.

Review the Metrics yearly and meet

yearly with principals and pastors to

discuss the Metrics for their schools.

CSO Fall

2013 Ongoing

Vitality Metrics,

Vision Report

6. Review these Metrics yearly and update as

needed. CSO Fall 2013 Ongoing

Vitality Metrics,

Vision Report

7.

Provide the schools not meeting the

benchmarks with planning support from

the CSO which may include

recommendations for a change in

governance structure.

CSO

Fall

2013

Ongoing Vitality Metrics,

Vision Report

8.

Provide assistance, support and direction

to schools and parishes desirous of change

or in need of a change in their current

governance model.

CSO Fall

2013 Ongoing

Vitality Metrics,

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.


1. Formulate a streamlined process for schools to

change their governance models. CSO

Fall

2012

December

2012

Governance

data, ACOE

Bylaws

2.

Present the process for a change in governance

model to the Archbishop for input and

approval.

CSO January

2013

March

2013

Governance

Change

Process

3. Communicate this process to all relevant

personnel and stakeholder groups. CSO

March

2013

Summer

2013

Governance

Change

Process

4.

Designate members of a Transition Team that

assists schools when enacting changes in

governance. Provide training for Transition

Team members.

CSO Summer

2013 Ongoing

Governance

Change

Process

5. Implement governance change process

(including Transition Team). CSO

Fall

2013 Ongoing

Governance

Change

Process

6. Review and update materials yearly. CSO Spring

2013 Ongoing

Governance

Change

Process


Goal #2 - Objective #2: Establish a support process for schools and/or parishes in the hiring and evaluation of

principals.


1.

Develop a required screening process through

the Catholic Schools Office for principals new to

the Archdiocese.

CSO Fall

2012

December

2012

Principal Hiring

Packet

2. Update and promulgate the Principal Hiring

Packet. CSO

Fall

2012

December

2012

Principal Hiring

Packet

3. Develop a common evaluation tool for the hiring agent for evaluating principals.

CSO Fall

2012

December

2012

Principal Hiring

Packet

4.

Update the evaluation process, hiring pre-

screening procedures, and interview materials

yearly, as needed.

CSO Spring

2013 Ongoing

Revised

Principal Hiring

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.


1.

Create a process and a policy for the non-renewal of principals that includes the input and involvement of the Catholic Schools Office and Human Resources Office.

CSO, Human

Resources

Office

Spring

2013

Fall

2013

Relevant research,

Archdiocesan HR

policies

2. Develop a Problem Resolution process and policy specifically to address issues related to the non-renewal of principals.

CSO, Human

Resources

Office

Spring

2013

Fall

2014

Relevant research,

Archdiocesan HR

policies

3

Present these processes and policies to the

Archbishop for his feedback, make necessary

changes, and request a letter from the

Archbishop supporting the final documents.

CSO December

2014

January

2015

Non-Renewal

Process

4

Include these policies and an explanation of both

processes in the Educational Policy Manual,

Human Resources Policy Manual, and Priest

Personnel Manual.

CSO January

2015

March

2015

Non-Renewal

Process

5 Present these documents to pastors, principals,

presidents, and boards. CSO

March

2015

May

2015

Non-Renewal

Process

6. Review and revise the non-renewal process and

policy. CSO

Fall

2015 Ongoing

Non-Renewal

Process

Goal #2 - Objective #4: Provide and/or continue to provide updated governance support documents for

schools.


1.

Provide and/or continue to provide governance support documents and drafts of governance support documents for schools.

CSO Fall

2012 Ongoing Archdiocesan

Educational

Policy Manual,

Legal counsel

and/or HR

support, as

needed Financial

resources Printed

materials

2.

Revise Archdiocesan Educational Policy

regularly. Provide a hard copy of

Archdiocesan Educational Policies to every

principal on a basis of at least every three

years.

CSO Spring

2013 Ongoing

3. Revise the Education Commission Handbook.

Revise this Handbook regularly. CSO

Spring

2013 Ongoing

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

Limited Jurisdiction

Parochial Consolidated

School

Consolidated School w/ Board

of Limited Jurisdiction

Definition A school founded and sponsored by a

single parish

A traditional parish school in which

the pastor has designated defined

canonical powers to a Board

A school that was formed

through the consolidation of

two or more parish schools

A consolidated school in which

the pastors have designated

defined canonical powers to a

Board

Who owns the school? The parish The parish The sponsoring parishes The sponsoring parishes

Who is financially

responsible?

The parish The parish The sponsoring parishes The sponsoring parishes

Canonical

Administrator

The Pastor The Pastor, with defined canonical

powers designated to the Board

Pastors of the sponsoring

parishes

Pastors of the sponsoring

parishes, with defined canonical

powers designated to the Board

Role of Pastor(s) Serves as Canonical Administrator.

Hires principal. Administers all parish

goods. Religious and sacramental

leader.

Exercises reserves powers; can sit as a

voting or non-voting member of the

Board

Pastors serve jointly as

Canonical Administrators.

Pastors make decisions on

majority vote, or designate a

single pastor to be canonical

administrator for each year.

Pastors exercise reserve powers;

can sit as voting or non-voting

members of the Board

Role of Education

Commission or Board

Education Commission advises pastor

and principal on school policies,

strategic planning, marketing, etc.

Commission is advisory only.

Exercises defined powers; typically

decides matters related to policies,

budgeting, strategic planning, etc.

Evaluates the principal.

School Advisory Board is

formed to advise the pastors

and principal on defined

issues. Board is advisory.

Exercises defined powers;

typically decides matters related

to policies, budgeting, strategic

planning, etc. Evaluates the

principal.

Who appoints

Commission or Board

Members?

The Pastor The Pastor Pastors of the sponsoring

parishes

Pastors, Board members, or

Archbishop (as defined by Board

Constitution)

Role of the CSO Advises local leadership on policies,


Participates in principal evaluation.

Oversees OCSAA. Careful vigilance.

Advises local leadership on policies,




Advises local leadership on

policies, strategic planning,

marketing, etc. Participates in

principal evaluation. Oversees

OCSAA. Careful vigilance.



marketing, etc. Participates in

principal evaluation. Oversees


# in Diocese 70 1 7 3

Example(s), as of the

2011-2012 school year

St. Dominic, Holy Angels, St.

Susanna

St. Mary (Greenville) Bishop Leibold, Our Lady of

Grace

St. Nicholas Academy,

Corryville Catholic

ELEMENTARY GOVERNANCE MODELS – ARCHDIOCESE OF CINCINNATI Inter-Parish School Archdiocesan School Private School

Definition A school sponsored by multiple

parishes; no consolidation took place

in the forming of the school

A school owned and operated by the

Archdiocese

A school owned and operated

by a Religious Order or Board

of Trustees

Who owns the school? The sponsoring parishes The Archdiocese Religious Order or Board of

Trustees

Who is financially

responsible?

The sponsoring parishes The Archdiocese Religious Order or Board of

Trustees

Canonical

Administrator

Pastors of the sponsoring parishes The Archbishop

Religious Order or Board of

Trustees

Role of Pastor(s) Pastors serve jointly as Canonical

Administrators. Pastors make

decisions on majority vote, or

designate a single pastor to be

canonical administrator for each year.

Can have a Board of Limited

Jurisdiction.

N/A N/A

Role of Education

Commission or Board

Can have an advisory board or a

Board of Limited Jurisdiction.

Can have an advisory board or a

Board of Limited Jurisdiction

Can have an advisory board or

a Board of Trustees (with full

jurisdiction)

Who appoints

Commission or Board

Members?

Pastors of the sponsoring parishes The principal (for advisory boards) or

the Archbishop (for Boards of Limited

Jurisdiction)

The Religious Order or Board

of Trustees

Role of the CSO Advises local leadership on policies,




Directly oversees administration of

school. Evaluates principal and

recommends principal to Archbishop.

Oversees OCSAA.



marketing, etc. Oversees


# in Diocese 3 2 7



St. John’s (Dry Ridge); St. Gabriel’s Catholic Central (Elementary), St.

Rita School for the Deaf (Elementary)

Mercy Montessori, Royalmont

Academy

Table 3 SECONDARY GOVERNANCE MODELS – ARCHDIOCESE OF CINCINNATI Archdiocesan High School w/

Principal as CEO

Archdiocesan High School

w/ President-Principal

Model

Non-Archdiocesan High

School w/ Principal as CEO

Non-Archdiocesan High School

w/ President-Principal Model

Definition A high school owned and operated by

the Archdiocese in which the principal

acts as the CEO/lead administrator

An Archdiocesan high school that

employs both a president (as CEO)

and principal

A non-Archdiocesan high

school in which the principal

acts as CEO/lead administrator

A non-Archdiocesan high school

that employs both a president (as

CEO) and principal

Who owns the school? The Archdiocese The Archdiocese Religious Order or Board of

Trustees


Trustees

Who is financially

responsible?

The Archdiocese The Archdiocese Religious Order or Board of

Trustees


Trustees

Lead Administrator

(CEO)

Principal President

Principal or “Head of School” President

Role of Board Advisory only; advises the principal

on defined issues (policies, strategic

planning, budgeting, marketing, etc.)

Exercises defined powers not reserved

to the Archdiocese (typically policies,

strategic planning, budgeting,

marketing, etc.).

Exercises defined powers; can

be Board of Limited or Full

Jurisdiction

Exercises defined powers; can be

Board of Limited or Full

Jurisdiction

Who appoints Board

Members?

The principal The Archbishop Religious Order or Board Religious Order or Board

Who Hires Principal? The Archbishop The Archbishop (with advisement

from the President)

Religious Order/Board or

President

Religious Order/Board or

President

Role of the CSO Directly oversees administration of

school. Evaluates principal. Oversees

OCSAA.

Directly oversees administration of

school. Evaluates principal. Oversees

OCSAA.









# in Diocese 7 5 2 9



Elder, McNicholas, Carroll Moeller, Alter, Lehman Seton, Mount Notre Dame St. Xavier, McAuley, Chaminade

Julienne

Table 4 New Governance Models to Consider with Role Descriptions

Parochial School with an

Executive

Director and BLJ

Parochial School

with a BLJ Consortium of Catholic Schools

Who owns

the school? One parish One parish

Can be shared among parishes

or consortium; could be a separate

501(c)(3)

Who is

financially

responsible?

Ultimately the parish although

the Executive Director and BLJ

are responsible for oversight of

all financial operations related to

the school

Ultimately the parish

although the BLJ is

responsible for oversight of

all financial operations

related to the school

Can be shared among parishes or

consortium; could be a separate

501(c)(3)

Catholic

Identity

Canonical administration

delegated by the pastor to the

Executive Director; Has

Catholic identity because of the

Catholic identity of the local

parish

Has Catholic identity because

of the Catholic identity of the

local parish

Has Catholic identity because

of the Catholic identity of the

sponsoring parishes, or has

written permission from the

bishop to be called Catholic

Reserve some canonical

authority, may participate

on board

Role of

Pastor

Appoint/Approve BLJ members

Reserved powers, which will be

detailed in the statutes of the

juridic person and/or the bylaws

for the BLJ

Overall educational ministry of

the parish, no direct supervision

of the executive director,

principal, or school personnel

Appoint/Approve BLJ

members

Reserved powers, which will

be detailed in the statutes of

the juridic person and/or the

bylaws for the BLJ

Overall educational ministry

of the parish, no direct

supervision of the

principal or school personnel

Spiritual and pastoral leaders

Role of

Principal

Daily Operations as designated

by the BLJ

Daily Operations as

designated by the BLJ Daily Operations

Board/Presid

ent/Executive

Director


Executive Director

Specific areas of authority of the

BLJ and Executive Director

depend on the by-laws of the

BLJ


Specific areas of authority of

the BLJ and principal depend

on the by-laws of the BLJ

Option 1: Board of Directors

Option 2: BLJ and executive

director who reports to the

Board

Role of the

CSO

Shared decision with the BLJ on

the evaluation, hiring, renewal/

termination of principal

Careful vigilance

Shared decision with the BLJ

on the evaluation, hiring,

renewal/termination of

principal

Careful vigilance

Option 1: Careful vigilance

Option 2: Careful vigilance

Education

Commission None None None

Principal

Advisory

Board

None None None

Parochial School with an

Executive Director and BLJ

Parochial School with a

BLJ

Consortium of Catholic Schools

Challenges

May have a lack of educational

expertise on the part of the BLJ

Having qualified people to serve

on the BLJ

Conflicting reporting

relationships for school

leadership and the CSO

for issues like accreditation

May have a lack of

educational expertise on the

part of the BLJ

Having qualified people to

serve on the BLJ

Conflicting reporting



for issues like accreditation

Sacramental preparation

with multiple parishes

Conflicting reporting r



(If there is an executive director,

the executive director reports to the

Board and to the superintendent.)

Additional

Notes

The Executive Director is hired

and evaluated by the BLJ.

Board leadership training is

critical

Board leadership training is

critical.

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.

Inter-parish or Diocesan?

Shared administration, policy,

finance, resources, could

leverage buying power,

could increase teachers’

ability to collaborate

If schools have an executive

director, principals have more time

for instructional leadership.

Executive director and/

or Board would lead

marketing/enrollment efforts.

Current

Example Monterey

Example from ACE:

Camden, NJ

Also: urban Indianapolis

Table 5 -Archdiocese of Cincinnati Elementary Catholic School Vitality Measurements

Elementary Catholic School Indication of size of school - ideally would be at a minimum 225 students for K-8 or 25 per class.

Vitality Measurements Overall school enrollment should be at a minimum of 225 students or 25 per classroom for efficiency.

Enrollment Trend Declining trends or increasing trends can be indicative of problems at the school, surrounding schools and parishes, or adjacent public schools and districts.

Enrollment % of Capacity To maximize efficiency, schools should ideally be very close to their building capacity.

Enrollment % of Catholics Low enrollment of Catholic children can be indicative of problems at the school itself, the parish, or the broader community.

Enrollment % Vouchers High percentage of voucher enrolled students may indicate the school is highly dependent on government programs.

Enrollment per parish Family Abnormal values can indicate loss of parish support for the school, an underdeveloped market within the parish.

Enrollment/3 Mile Population Abnormal values can indicate underdeveloped market relative, or opportunities to expand. Population is census based for children 5-14 years of age.

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

Enrollment Retention by Grade Abnormal trends can indicate particular grade level problems in curriculum, faculty, or progression to secondary education.

Tuition Trend Abnormally large increases can be indicative of financial stress and can contribute to enrollment changes or inelastic demand.

Tuition Rank Overall rank of tuition versus AoC schools. High tuition can be pricing families out of the market.

Tuition % of Median Income Tuition rates based community income tolerance can indicate tuition that prices families out of the market. Measure is median income in 3 mile radius of the school.

Tuition Collected vs. Calc. 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 Revenue

High values can indicate a reliance on revenue streams that are cyclical or unsustainable in the long run.

Operating Revenue $ of Total Expenses

High values can indicate too much reliance on parish subsidies - too little revenue from sustainable sources.

Students/Instructional FTE Ideal is to have 25 students/instructional FTE, higher can affect academic quality and marketing, lower can indicate inefficiency.

Students/Instr. FTE Rank Rank of students/instructor relative to AoC schools, lower generally supports strong academics.

Instr Salary/FTE 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

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