St. Jude Catholic School Strategic Plan: July 1, 2015...

St. Jude Catholic School Strategic

Plan: July 1, 2015 - June 30, 2021

Saint Jude Catholic School (SB)

Diocese of Fort Wayne-South Bend

Mr. Stephen J Donndelinger, Principal

19657 Hildebrand Street South Bend, IN 46614

Document Generated On April 10, 2017

TABLE OF CONTENTS

Overview 1 Goals Summary 3

Goal 1: Community Engagement Plan 4

Goal 2: Financial Management Plan 8

Goal 3: Enrollment and Retention Plan 13

Goal 4: Building management and capital improvement plan 19

Overview

Plan Name

St. Jude Catholic School Strategic Plan: July 1, 2015 - June 30, 2021

Plan Description

St. Jude Catholic School Strategic Vision

Mission Statement: Saint Jude Catholic School is committed to helping our students develop their spiritual, academic, and

social potential for success as lifelong learners.

Vision/Purpose: The vision of St. Jude Catholic School is to provide opportunities for students to explore and share their

Catholic faith. We challenge students to embrace habits of lifelong learning, exercise strong moral conscience, and model lives

of Christian service. The school will provide superior academic preparation for secondary school education, enabling students

to serve as leaders in their school, church, and civic community. This education will provide accessible and affordable options

for students of diverse backgrounds. St. Jude will remain a welcoming home for its alumni and friends.

Core Values – FISH

FAITH – St Jude students will attain a deep knowledge and positive attitude about their faith, reflective of the school’s Catholic

identity.

INSTRUCTION – St. Jude will provide a challenging and meaningful education to every student.

SERVICE – St. Jude students, faculty and staff will serve one another and their community.

HONOR – St. Jude students, faculty and staff will engage in positive, constructive social conduct.

Strengths, Weaknesses, Opportunities, Threats (SWOT: revised 9/2014)

Strengths

•PreK program is established, successful, affordable, and moving toward accreditation

•Fresh, modern, and highly functional facilities in terms of “curb appeal,” space, learning environment, accessibility,

communications, and building visibility/security

•Highly attractive and inspiring worship space

•Success of “Our Time To Build” proves there is a high level of moral and financial support for the school’s future from the

parish and leaves open the potential for future significant capital campaign

•The school has a strong curriculum and technology tools in place

•The school is currently working on clear standardized assessment tools or alignment of curriculum to better identify at risk

students and exceptional learners

•High teacher/adult to student ratio (including support staff at all grade levels)

•Potential for additional enrollment growth at all levels

•There is a sense of identity and pride among students, parents and parishioners

•An inventive and team-oriented faculty that maintains an active role in curriculum through meetings and on-going professional

development

•Positive and supportive teacher to teacher and student to student rapport/collaboration

St. Jude Catholic School Strategic Plan: July 1, 2015 - June 30, 2021Saint Jude Catholic School (SB)

Saint Jude Catholic School (SB) Page 1© 2017 Advance Education, Inc. All rights reserved unless otherwise granted by written agreement.

•There is a strong commitment from parents to be involved with the school and church

•School provides families with tools and resources for prayer and faith sharing at home

•Robust fine arts and specialty programs

•Athletic competitions display outstanding school spirit and positive sportsmanship

•Attractive, informative, flexible, and highly visible website with committed webmaster

Weaknesses

•Continued challenge to provide fully differentiated, data-driven instruction that addresses the full spectrum of learning needs

•Insufficient time/training/funding to utilize widespread technology-leveraged learning

•Perceived gaps middle school catechesis: church history, catholic faith literacy, and faith sharing (Evidence needed to validate

this statement)

•Perceived gaps in preparation for 2nd Grade sacraments (Evidence needed to support)

•Perceived lack of true stewardship (time, talent, and treasure) from school families (Evidence needed to validate this

statement)

•No planned development of endowment fund or long-term development vision

•Lack of a programmatic outreach/annual appeal to maintain contact with alumni

•Lack of full-size multipurpose facility for athletics and fine arts

•Remaining debt from construction/renovation will challenge future attempts to grow and expand school facilities/infrastructure

•Declining class size and athletic participation makes fielding “all St. Jude” teams more challenging

Opportunities

•School Choice opportunities have been greatly expanded, especially through the use of SGOs to offset financial aid losses

•There is a potential growth of housing and retail sectors on the south side

•Strong potential for marketing of the Pre-K program

•Development of a stronger alumni-parishioner network, where St Jude could utilize more parishioner varied talents

•St Jude addresses the needs of non-traditional families that are seeking a structured school for their children

•Numerous local and regional events to better market and educate the public about the schools programs and successes

•Notre Dame, specifically through its Alliance for Catholic Education (ACE), offers many resources and services to Catholic

Schools

•Improvements to Highway 31 and surrounding roads (Fellows Street bridge, etc.) may insulate neighborhood from traffic but

also provide more local in-roads.

Threats

•The rising cost of employee insurance and benefits; uncertainty of federal health care legislation impact on diocesan schools

•Highly consumer-oriented market promotes competition with other Catholic, Christian, charter and traditional public schools

•Costs and tuition rates, regardless of School Choice assistance, continue to rise

•Increased reporting and clerical requirements resulting from School Choice program administration.

•Secular media values, changing social norms, and wider range of faith education in the home appear to limit or dilute the

effectiveness of a Catholic education

•Consistent lack of awareness/visibility of St. Jude outside the South Side community

•Highway 31 freeway improvements will change established traffic patterns around St. Jude neighborhood and may affect

visibility and access to the school

•Long-term vulnerability of School Choice programs to political/fiscal policy changes



Top Level Strategic Plan Goals effective July 2015 ‐ June 2021

COLOR KEY

Committee 1‐2 years 3‐4 years 5‐6 years STRATEGIC GOAL AREA

Fin/DevApproach local business about

participation in SGO program

Establish annual review of

alumni contacts

Establish a planned

giving/endowment

development plan

Strategies completed, in process, or pending

Fin/Dev

Initiate budget review process

in conjunction with

principal/business

office/finance committee

Conduct analysis/needs

assessment for multi‐

purpose facility including

projected staffing/operating

costs and possible revenue

sources

In conjunction with parish

council and/or select

committee, begin process to

establish design/capital

campaign for gym and

additional school renovations

Strategies targeted for development 2017‐18

MarketingDevelop promotional plan for

SCRIP and SGO funds

Establish consistent alumni

outreach process

Initiate promotion of planned

giving

Strategies targeted for development 2018‐2020

Committee 1‐2 years 3‐4 years 5‐6 years

Marketing

Establish ongoing, consistent

communication with Parish

during mass, bulletin

Develop consistent methods

of student‐led

communication,

participation, presence, and

involvement

Reestablish annual summer

"festival" type event inclusive

of school and parish families

Marketing

Develop annual cycle of parent

educational sessions relating to

faith, academics, parenting,

safety, technology, and related

topics

Establish Parish Support

Groups for populations with

high interest/need, such as

adoptive parents, new

parents, or grieving

parishioners.

Promote shared

educational/technology

opportunities with school and

parish participation

Catholic Id

Open up avenues of

collaboration with DRE, youth

ministry, music, academics, and

arts

Parish Family Mission with

activities and presentations

for both adults and children

Catholic Id

Examine and propose methods

to increase participation in

present volunteer projects:

parish stewardship, mentoring

program, Southfield, SVdP,

HASA, athletics, etc.

Investigate and propose

other areas of service or

volunteer needs in the local

community


Fin/Dev Increase enrollment to 75% Increase enrollment to 80%Maintain "steady" enrollment

above 80%

Marketing

Redesign more flexible and

"quick cycle" printed

promotional material (i.e.‐glossy

flyer, etc.)

Develop annual website

review process

Marketing

Gather and assess community

demographic data to identify

high priority groups within St.

Jude boundaries

Generate plan to create

personalized outreach with

high priority groups within

St. Jude boundaries

Catholic IdReview and promote annual

orientation and welcome efforts

Personalized outreach to

parishioners for life events

such as Baptisms and

Weddings.


Bld/Grounds

Bld/Grounds

Goal #1 : Develop and implement a comprehensive financial management plan that includes oversight of

enrollment, operating budget, School Choice income, SGO funds, SCRIP, Alumni outreach activities, the

Endowment, other Bequests, and other sources of funding or support not yet identified.

Goal #2: Develop and implement a community engagement plan that includes multiple avenues for engaging

students, parents, and community members in educational initiatives, especially those relating to areas of

academics, faith, lifelong learning, and engagement with technology (vis.‐a‐vis. the school’s Technology Plan).

Goal #3: Develop and implement an enrollment and retention plan that includes oversight of all marketing and

promotional efforts, the school Web Site, qualitative and quantitative stakeholder feedback (surveys), and

family orientation efforts.

Goal #4: collaborate to develop a plan to maintain and update the quality of present facilities, enhancing their

condition when possible, and laying preliminary groundwork for potential of activity center addition by

06/30/2020.

Systematically address areas for discrete improvement in portions of the building that were

not primarily addressed in the 2013 renovations

Systematically address areas for discrete improvement in portions of the building that were

not primarily addressed in the 2013 renovations

Goals Summary

The following is a summary of the goals encompassed in this plan. The details for each goal are available in the next section.

# Goal Name Goal Details Goal Type Total Funding1 Community Engagement Plan Objectives:1

Strategies:4Activities:10

Organizational $3100

2 Financial Management Plan Objectives:1Strategies:6Activities:10


3 Enrollment and Retention Plan Objectives:1Strategies:4Activities:10


4 Building management and capital improvementplan

Objectives:1Strategies:2Activities:4

Organizational $0



Goal 1: Community Engagement Plan

Strategy 1: MARKETING: Parish-school news/communication - Establish an ongoing, consistent communication with the Parish membership through methods such as the parish

bulletin, verbal announcements, website, Facebook page, and special events. Research Cited: Feedback from parish surveys stating desire to see more communication about school activities.

Measurable Objective 1:collaborate to develop and implement a community engagement plan that includes multiple avenues for engaging students, parents, and community members ineducational initiatives, especially those relating to areas of academics, faith, lifelong learning, and technology by 06/30/2020 as measured by periodic stakeholdersurveys, documentation, and evidence of activities and initiatives pertinent to each strategy.

Status Progress Notes Created On Created ByN/A 2/2017 - This role has been assigned to the Communication Specialist Rachel Mezzei who

coordinates with the principal. Any information about school activities, student accomplishments, orother items of interest should be send to Rachel for potential review and publication.

February 08, 2017 Mr. Stephen JDonndelinger

Activity - Establish staff position in school to serve as "clearing-house"point of contact about school news and events

Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Appointed person will solicit information from students and teachers to besummarized and sent to the parish office for weekly publication with reviewand approval of the principal.

CommunityEngagement

07/01/2015 06/30/2016 $1000 General Fund Implementation/oversight:MarketingCommitteeExecution:AdministrativeAssistant/CommunicationSpecialist

Activity - Expand efforts to provide community-based articles and pressreleases.

Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible



Strategy 2: MARKETING: Parent educational seminars - Develop an annual cycle of parent educational sessions relating to faith, academics, parenting, safety, technology, and

related topics. Research Cited: Survey results indicating parents seek more knowledge of school curriculum, academic support, and "hot topic" issues related to raising children in a

rapidly changing technological environment.

Train Communication Specialist and/or other appointed staff/volunteer togenerate simple press releases related to current or special events. Submitat least four articles with photos each year to Today's Catholic.

CommunityEngagement

07/01/2016 06/30/2017 $1000 General Fund Implementation/oversight:MarketingCommitteeExecution:AdministrativeAssistant/CommunicationSpecialist orappointedindividual

Activity - Needs assessment Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Solict ideas for relevant topics from various stakeholders, including schoolparents, HASA meetings, teachers, etc. Establish a working list of topics inpriority order and anticipated semester/year of presentation.

ParentInvolvement,CommunityEngagement

07/01/2015 12/18/2015 $0 No FundingRequired

Implementation/oversight:MarketingCommitteeExecution: asappointed bycommittee

Activity - Plan cycle of seminar presentations Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Identify engaging and relevant speaker to topics from priority list; establishdates, times, and venues; determine cost of engagement; and prepare listof dates for upcoming school year.


01/01/2016 06/30/2016 $1000 Booster Fund Implementation/oversight:MarketingCommitteeExecution: asappointed bycommittee



Strategy 3: CATHOLIC IDENTITY: Collaboration with parish/faith formation team - Open up avenues of collaboration with parish faith/sacramental director, music director, youth

group leaders, teachers, and other committed faith-development leadership--centered around faith, academic, or artistic sharing, expression, or celebration. Research Cited: Catholic Identity Defining Characteristics Survey showing areas of need in parental/family engagement in the Catholic faith.

Activity - Promotion and preparation of seminars Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Develop promotional flyer advertising opportunities for parent/communityseminars. Develop appropriate methods and timelines for distribution (ex.--school news, website, parish bulletin, communication folders, etc.).Coordinate logistical planning and preparation (A/V needs, seating,refreshments, child care, etc.).


07/01/2016 09/30/2016 $100 Booster Fund Implementation/oversight:MarketingCommitteeExecution: asappointed bycommittee

Activity - Annual Arts Festival Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Invite parish, school, and organizational leadership to collaborative meetingabout concept and feasibility of arts festival. Establish proposed date andgeneral format of festival. Prepare programming, layout, logistical, andpractical setup for event. Conduct post-event review and debriefing.

CommunityEngagement


Oversight/implementation:CatholicIdentityExecution: asappointed bycommittee

Status Progress Notes Created On Created ByIn Progress 9/2016: Consider timing of festival to precede school auction so as to promote purchase of

classroom art pieces.January 10, 2017 Mr. Stephen J

Donndelinger

Activity - Students in Liturgical Ministry Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible



Strategy 4: CATHOLIC IDENTITY: Volunteer/service outreach - Examine and propose methods to increase participation in present service/volunteer organizations and projects:

parish stewardship (i.e.-school family service program), liturgical ministries, school mentoring program, Southfield Village outreach, St. Vincent de Paul/Young

Vincentians, Rosary Sodality, HASA, Athletic Association, etc. Research Cited: Anecdotal and survey responses indicate that many organizations are struggling both for persons to take on leadership roles within established

service/volunteer organizations as well as need for increased number of participants.

Review liturgical ministries available and/or appropriate for student-ageparticipation. Establish parish staff advisory group (i.e.--pastor, faithformation, music director, principal, etc.). Identify training methods andpersons respective to each desired ministry. Conduct annual review ofprogress. NOTE: planning phase Jan - June 2016; implementation July 16- June 17 per comfort level of CI committee.

CommunityEngagement



Activity - Organizational status survey Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Contact organizational heads and seek data, including name oforganization, organizational purpose/mission, membership (size &demographics), meeting frequency.



Oversight/implementation:CatholicIdentitycommitteeExecution: asappointed bycommittee

Activity - Evaluate organizational data Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Evaluate organizational data for trends that indicate areas of strength,weakness, critical need, potential new membership, and sustainability.






Goal 2: Financial Management Plan

Strategy 1: MARKETING: SCRIP/SGO Promotional plan - Develop promotional plan to develop and increase awareness and participation in SCRIP and SGO funds. Research Cited: Financial data and trends have proven the value and impact these funds have to manage overall school finances; however surveys and other data

have suggested there is still a great deal of "upside" to what these programs can provide in the way of financial support to the school and its families.

Activity - Volunteer enhancement plan Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Generate plan to encourage, recruit, develop, and increase quality andquantity of participation in identified organizations with emphasis oncommunication and invitation. Set membership/participation target. Reviewfor growth at year's end. Establish future efforts and targets.




Measurable Objective 1:collaborate to develop and implement a comprehensive financial management plan that includes oversight of enrollment, operating budget, School Choice income,SGO funds, SCRIP, Alumni outreach activities, the Endowment, bequests, and other sources of funding by 06/30/2020 as measured by participation of school boardmembers in finance meetings, budget development, documentation, and evidence of activities and initiatives pertinent to each strategy.

Activity - Communication and Awareness Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible



Strategy 2: FINANCE DEVELOPMENT: Budget review and 5-year projection - Review budgets from past 3-5 years and identify overall areas of greatest change and growth.

Investigate reasons for change and assess likelihood of further increases in those areas. Determine areas of strength and liability in budgetary projections along with

prioritization of possible reductions. Create projected 5-year budget and generate tuition schedule that would meet budgetary projections with "best" and "worst" case

scenarios. Also incorporate expected growth/availability of SGO fund and other non-tuition revenue sources along with which revenue streams most likely to grow with

additional cultivation. Research Cited: Financial reports Evidence of success: Presentation of completed 5-year projection and accompanying report. Ability to repeat and update projections on an annual basis.

Develop simple, readable, attractive promotional materials (print anddigital) which convey the essence, importance, and key methods ofparticipation for SCRIP and SGO programs.

Other 07/01/2015 06/30/2016 $600 General Fund Oversight/implementation:MarketingCommitteeExecution: asappointed bycommittee

Status Progress Notes Created On Created ByIn Progress 1/2017: Flyer for SGO promotion has been created. Awaiting determination of timing, audience, and

delivery. SCRIP program needs further attention.January 11, 2017 Mr. Stephen J

Donndelinger

Activity - Operational and logistical review Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Examine and review types and availability of SCRIP, scheduling of directsales, facilitation of online SCRIP access and awareness. Developmethods and timeline for annual SGO donor solicitation. Implementmethods to improve or alter access to participation. Review and monitorparticipation outcomes.

Other 01/01/2016 06/30/2017 $0 No FundingRequired

Oversight/implementation:MarketingCommittee -Finance/DevelopmentCommitteeExecution: asappointed bycommittee



Strategy 3: FINANCE DEVELOPMENT: Annual review of alumni contacts - Establish a committee of persons with a vested interest in the cultivation of St. Jude alumni relations.

Generate a process and division of labor to ensure that the most fruitful avenues for demographic research are being utilized on an ongoing basis. Research Cited: Stakeholder surveys, need for cultivating new and additional stakeholder resources, including possible revenue streams Evidence of success: Percentage of alumni on list whose contact information has been updated within the last 2 years

Activity - Historical budgetary analysis Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Review budgets of previous 5 years (both income and expense) andevaluate areas of greatest change, greatest liabilities, and greateststability. Identify priority areas for enrollment trend targeting (expansion orreduction) as well as desired enrollment growth moving forward. Alsoanalyze tuition increases over the same time period and compare tobudgetary revenue/expense growth rates.

Policy andProcess


Implementation/Oversight:F/Dcommitteewith supportfrom parishFinanceCouncil,Diocesanbusiness/developmentoffice, andother financialspecialists

Activity - 5-Year Outlook with Contingenies Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Continuing from data collected in the historical budgetary analysis, create3, 5, or 7-year outlook budget which takes into account contingencies forfactors such as loss of school choice funding.

Policy andProcess


Implementation/Oversight:F/DCommitteew/Principal &ParishFinanceCommittee

Activity - Establish alumni database team Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible



Strategy 4: FINANCE/DEVELOPMENT: Approach local businesses about participation in the SGO program - Review list of current families and businesses that frequently

contribute to parish fundraising events such as auctions, trivia night, and advertise in parish bulletin. Identify other non-parish affiliated businesses that have supported

efforts. Identify business for whom people have a personal contact (ex.-employee, management, or ownership). Make contact and invite persons to lunch to discuss

opportunity provided by SGO. Research Cited: Three years' experience raising money for the SGO has shown that word of mouth and personal outreach is a strong factor in promoting SGO

contributions. Also, persons and business oriented toward understanding of value of tax credits are much more apt to contribute in order to gain the tax credit benefit. Evidence of success: Increase in SGO fund to $60,000 per year and eventually to $100,000 per year by 2020.

Identify and gain commitment from 2-5 persons willing to make aconsistent effort to gather information from school alumni over the span of6 decades the school has been in existence. Provide a document listingavailable tools and recommended (legal) methods for acquiring informationabout alumni. Establish shared access to editing of alumni spreadsheet.Identify additional individuals and/or organizations who would have broadknowledge or rapport with groups of alumni that will help channelinformation to persons receiving and updating spreadsheet.

CommunityEngagement


Implementation/oversight:Fin/Development committeeinconsultationwith principal.Execution:Individual(s)agreed toserve in roleof alumniliaison.

Activity - Review of current business relationships Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Review list of most frequent/common in-parish businessowners/contributors to special events and fundraisers. Identify thosedetermined "should not be approached for further giving" and create shortlist (10 or fewer) "potential for further request." Conduct survey of areabusinesses that have also sponsored or contributed (such as to theauction) and identify those with personal contact deemed high priority aslikely to consider further support.

CommunityEngagement


Implementation/Oversight:Finance/Development withinput fromprincipal andbusinessmanager

Activity - Host annual giving event Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible



Strategy 5: MARKETING: Alumni outreach process - Taking information gathered from alumni contact sources conduct ongoing and annual methods of communication. Evidence of success: Data on number of alumni successfully contacted and ongoing participation in communications and events

Determine time of year and forum - such as a luncheon, dinner, orreception to invite contacts identified in activity #1 and create environmentto share information about school and its goals. Share information aboutplans for SGO fund and inform participants of benefits offered by the SGOfund. Share long-term SGO fundraising goal with participants.

CommunityEngagement

07/01/2017 12/31/2020 $500 Booster Fund Implementation/Oversight:F/Dcommitteewithparticipationfrom Pastor,Principal,Businessoffice, otherfaculty, staff,or communitystakeholders.

Activity - Monitor SGO fund growth relative to outreach efforts Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Review annual results following initiation of contributor events. If businesscontacts agree to sponsor SGO for the first year, conduct appropriateacknowledgement/follow-up and ask those contacts to consider an annualgift of like or increasing amount to build future fund sustainability. Establishannual targets and "budget" for SGO funds relative to other incomesources.

Policy andProcess


Implementation/Oversight:F/DCommitteew/Principal &businessoffice

Activity - Alumni outreach media and events Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible



Strategy 6: FINANCE/DEVELOPMENT: Multi-purpose facility needs assessment - Committee will conduct an assessment of stakeholders that includes teachers/staff, students,

parents, and parishioners concerning the types of functions or outcomes that could be served by a multipurpose center. The process of evaluation will also include a

functional and budgetary analysis of the operational costs and/or staffing that would be required to support the addition of such a facility. Research Cited: Previous surveys indicate strong desire from school/parish families to build a multi-purpose facility that would include a gym and flexible-use space. Evidence of success: Results of analysis.

Goal 3: Enrollment and Retention Plan

Determine methods - including parish bulletin, newsletters, website, socialmedia - for connecting and contacting with known alumni contacts.Coordinate methods of outreach with committee/process of continuouslyupdating alumni information from database. Assist alumni groups withopportunities to establish alumni events.

CommunityEngagement

01/01/2018 12/31/2020 $1000 General Fund Implementation/Oversight:Marketingcommittee incollaborationwith identifiedalumnicontactcommittee

Activity - Stakeholder assessment Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Survey to determine functions and services community wishes to see in amultipurpose facility.

CommunityEngagement


Implementation/Oversight:Fin/DevcommitteeExecution: adhoccommitteeincludingappropriatestaff/volunteerrepresentatives



Strategy 1: CATHOLIC IDENTITY: Promote orientation efforts - Review the school's annual collection of efforts to welcome and orient new families to the school environment and

community. Examine gaps in the process and opportunities to strengthen engagement and integration into the school and parish community. Research Cited: Input from surveys, demographic data of retention and departure trends.

Measurable Objective 1:collaborate to develop and implement an enrollment and retention plan that includes oversight of all marketing and promotional efforts, the school Web Site, qualitativeand quantitative stakeholder feedback (surveys), and family orientation efforts by 06/30/2020 as measured by periodic stakeholder surveys, annual enrollment anddemographic data analysis, documentation, and evidence of activities and initiatives pertinent to each strategy.

Activity - Yearly Orientation Planning Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Each May the school board will nominate an orientation-picnic planningcommittee. This committee will contact a representative person(s) fromHASA to establish the orientation planning group. Group will also present areport and/or debriefing to the school board and HASA the month followingthe picnic.

ParentInvolvement,Recruitmentand Retention

07/01/2015 06/30/2020 $500 Booster Fund Implementation/Oversight:CatholicIdentityCommitteeExecution:Planningcommittee

Status Progress Notes Created On Created ByIn Progress Annual picnic cycle seems to be functioning well. Some attention may be needed for future

leadership as current coordinators have now managed this event for several years.January 10, 2017 Mr. Stephen J

Donndelinger

Activity - Mentor Families Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible



Strategy 2: MARKETING: Design flexible 'quick cycle' printed promotional handout - Object is to design the template for an attractive and informative handout with fields and/or

visuals/photographs that can be easily updated on an annual basis using the same basic layout so that the timeline from development, to proof, and production can be

turned around in a relatively short time frame, for example, less than a month's time. The flyer can also be disseminated in digital format. (This is preferable to a

strategy where a new handout or flyer is created from scratch each year OR where one brochure is designed and then used for several years wherein it runs the risk of

Develop pairing of new families with similarly suited returning families toserve as point of introduction/contact. Ensure that mentor families arepresent at orientation picnic and in contact with new families.

ParentInvolvement,Recruitmentand Retention


Implementation/Oversight:CatholicIdentityCommitteeExecution:HASA Boardw/cooperationfromoffice/principal

Status Progress Notes Created On Created ByIn Progress 3/2017 - The one-on-one mentoring concept seems to have run its course. Communication seems to

fall off quickly after first contact. We will consider alternative variations to this idea includingpromoting online support forums like the parental Facebook page and establishing a list of roomparents that may serve as a point of contact for all new families in that grade.

March 08, 2017 Mr. Stephen JDonndelinger

Activity - Spring New Family Follow-up Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Continue implementation of annual face-to-face/phone survey with newschool families (1st or 2nd year) to seek input and feedback.

Recruitmentand Retention


Implementation/oversight:Constitution/PolicyCommitteeExecution:ALL electedboardmembers

Status Progress Notes Created On Created ByIn Progress 9/2016: This was conducted in Spring 2016 as a new family gathering w/meeting organizational

leaders, short survey, and refreshments - recommendation to move to fall Oct/Nov. time periodJanuary 10, 2017 Mr. Stephen J

Donndelinger



becoming outdated.) Research Cited: Review of current promotional literature. Evidence of success: Ability to distribute relevant current-year literature at all important promotional events and to all prospective visiting families.

Status Progress Notes Created On Created ByN/A 3/2017 - Marketing committee considers this strategy to be complete. Flyer created Jan. 2016 and

still in use.March 08, 2017 Mr. Stephen J

Donndelinger

Activity - Collect photo resources Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Review current known stock of available photos. Seek photographer(s) toprovide up-to-date, high resolution photos of the school and students.Verify photo release policies with school handbook and school principal.


07/01/2015 10/31/2015 $100 General Fund Implementation/oversight:Marketingcommitteemembers incoordinationwith schoolprincipaland/ortechnologydirector

Activity - Review/revise text content Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Determine type of information to be communicated given the size ofproduct or amount of space (number of words, lines, paragraphs, etc.)available. Review all text including narrative (paragraphs), bullet point lists,headings, captions, etc. Review previous publications or existingdocuments to determine of previous examples of text can be used.



Implementation/oversight:Marketingcommittee incooperationwith principalor otherdesignee.

Activity - Develop visual/graphical layout Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible



Strategy 3: MARKETING: Demographic study - Gather and assess community demographic data to identify high priority groups within St. Jude Boundaries Research Cited: Enrollment history, parish baptismal rates, and student demographic information Evidence of success: Completion of study

Create template for visual layout using up-to-date software platform,seeking input from expert in graphic design. Generate multiple variationsfor review and consideration or possibly as alternate options for future use.Solicit bids from printers and secure rate for small batch work (qty. 200,500, etc). Set printing date prior to January open house.


09/01/2015 01/15/2016 $1000 General Fund Implementation/oversight:Marketingcommitteewith inputfrom principaland otherdesign/graphics specialists.

Activity - Annual review and update Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Repeat Activities 1-3 each year between July and September with a goal ofearly fall publication for preparation of annual marketing packets andpromotional events.


07/01/2016 06/30/2020 $1000 General Fund Implementation/oversight:Marketingcommitteewithassistancefrom principal,technologycoordinator,and graphicdesignexperts

Activity - Determine reliable data points and sources Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible



Strategy 4: FINANCE DEVELOPMENT: Target enrollment tracking - Monitor enrollment trends to reach benchmark levels. Establish targets for enrollment additions and retention

rates. Research Cited: Enrollment history, parish baptismal rates, and student demographic information Evidence of success: Achievement of stated enrollment benchmarks

Brainstorm and develop an active list of information sources about thecommunity such as local population trends, real estate prices, citydevelopment plans, birth rates, public school enrollment trends along withall relevant available diocesan, parish, and school demographic data.Determine method or contact persons to request or receive data.



Implementation/oversight:Marketingcommitteewithassistancefrom localexperts ororganizations

Activity - Review/assess data and prepare report Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Organize and collect data into central source (such as spreadsheet) andcreate trend plots for 5, 10, or longer periods. Generate both historicalreview as well as future projection. Identify which shifts or trends are mostlikely to impact availability or affordability of student growth. Prepare finalreport including executive summary, data analysis, implications, andrecommendations for targeted high-priority groups for marketing outreach.



Implementation/oversight:Marketingcommitteewithassistancefrom localexperts ororganizations

Activity - Increase enrollment to 75% of stated capacity by August 2017 Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Examine rate of student graduation versus anticipated PreK/Kindergartenenrollment. Determine necessary retention levels and likelihood of meetingtarget by desired date. Determine high risk groups or categories to targetfor retention.



Implementation/Oversight:Finance/Developmentcommittee inconsultationwith principal



Goal 4: Building management and capital improvement plan

Strategy 1: BUILDING/GROUNDS: Update and refine routine maintenance cycle - Using the already-established annual/quarterly/monthly/weekly/daily cycle for building/resource

maintenance, annually review, update, and expand this chart. Ensure visibility for all involved participants. Establish system for publishing "work tickets" that can be

reviewed by members of administration, maintenance staff, and volunteer leadership from B & G committee. Set up system to document completion of cyclical

activities, especially those that occur on a monthly basis or longer. Research Cited: Stakeholder surveys and input from custodians/B&G committee members Evidence of success: Establishment of stated artifacts

Measurable Objective 1:collaborate to develop a plan to maintain and update the quality of present facilities, enhancing their condition when possible, and laying preliminary groundwork forpotential of activity center addition by 06/30/2020 as measured by documentation of routine maintenance.

Activity - Review cyclical maintenance list Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Custodians will review the cyclical maintenance chart and update in thefall; School board committee and/or building/grounds members will reviewlist to inquire about areas of possible addition or oversight and to add areasof responsibility that may extend to contracted workers or volunteersupport. Committee will establish a method for tracking/documentingcompleted work, especially items on a monthly, quarterly, or annualrotation. Committee will also take and review requests for potential reviewand addition of equipment that would improve efficiency or quality ofmaintenance process.

Other 07/01/2016 12/31/2017 $0 General Fund Implementation/Oversight:School boardbuilding-groundscommittee /Execution: asappointed bycommittee

Activity - Indiana air Quality compliance review Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible



Strategy 2: BUILDING/GROUNDS: Systematically address areas for discrete improvement in portions of the building that were not primarily addressed in the 2013 renovations -

Committee will review and prioritize projects as proposed by members of the community, HASA, Principal, or other stakeholders. Emphasis on projects to support will

be evaluated based on factors such as total cost vs. available funds; age of equipment proposed for replacement/updating; aesthetic impact; utilitarian impact; and

availability of labor/volunteer support (if appropriate). Research Cited: Stakeholder surveys indicating desire to see improvements to original classroom space. Evidence of success: List/documentation and receipts showing evidence of annual improvement.

Committee comprising participation of school custodians, schooladministration, parish staff, and B/G volunteers will break down the ruleand address portions of the Indiana Air Quality rule as it relates to their rolein facility management.

Other - legalcompliance

07/01/2016 12/31/2017 $0 General Fund Implementation/Oversight:Schoolprincipal/Execution:committee asdirected

Activity - Maintenance work request plan Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Develop method for employees to convey maintenance needs (as alsocommunicated by students and volunteers) to the attention ofadministration, custodian staff, and B/G committee; and to follow-up withresearch, designation of priority, and action on listed items. Recommendedimplement through an electronic system.

Other,CommunityEngagement

01/01/2017 06/30/2018 $0 General Fund Implementation/Oversight:Building/Groundscommittee/Execution: asappointed bycommittee

Status Progress Notes Created On Created ByN/A GYM: Summer 2016

Painted walls (Adam Bradley/Ziolkowski const.)Sound dampening (Adam/Precision Wood Products)Floor surface recoat (Greg Nichols Wood Flooring, Inc.)

CLASSROOMS: Fall 2016Under review for desks/chairs

GENERAL: Fall 2016Energy efficiency lighting project (replace T8/T12 with 13 watt LEDs)

September 12, 2016 Mr. Stephen JDonndelinger



Activity - Ongoing capital project evaluation Activity Type Begin Date End Date ResourceAssigned

Source OfFunding

StaffResponsible

Project will be reviewed on a rolling basis and evaluated using criteriastated in the strategy description. Projects should be weighed againstalternatives and implemented at a time that is least disruptive to the schoolcalendar unless significant mitigating factors (such as cost savings)warrant accommodation. Pastor, principal, school board, and HASAmembership should all sign off on approval prior to implementation ofindividual projects.

Other 07/01/2016 06/30/2020 $0 Booster Fund Implementation/Oversight:Building/groundscommittee/Principal



St. Jude Catholic School Strategic Plan: July 1, 2015...

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Transcript of St. Jude Catholic School Strategic Plan: July 1, 2015...