strategic plan - assumption parish catholic school web viewpreviously to a written strategic plan,...

Strategic Plan

2014

“Learning in the light of the Gospel”

3618 W Indian Trail Rd.Spokane, WA 99208

Phone: (509) 328-1115

1. Introduction by School Board Chair ..................................................................3

2. Roster of Committees .......................................................................................4

3. Executive Summary...........................................................................................5

4. History/Profile of the School.............................................................................7

5. Mission Statement/Vision Statement...............................................................11

6. Recommendations/Rationales/Strategies.........................................................12

6.1 Enrollment

6.2 Alternate Funding

6.3 Expansion of Academic Programs

6.3.1 Technology

6.3.2 Improvements in PE, Music, Art

6.3.3 Utilization of School and Parish Community

7. Priorities and Budget Projections.....................................................................18

8. Implementing, Monitoring, and Evaluating the Plan.......................................20

9. Appendices.......................................................................................................21

Appendix A. Marketing Plan

Appendix B. Enrollment Data

Appendix C. Cost Over Time

Strategic Plan 2014

“Learning in the Light of the Gospel”

Table of Contents

Thank you for your interest in Assumptions Parish School’s strategic plan. The School Advisory Council, faculty, parents, principal, and pastor have all worked diligently to ensure we are on the right path to keep the school viable for years to come. This process started in 2012 with a self study and will continue through 2018 and beyond. As we meet each goal, the SAC will formulate another plan that will lead us even further into the future.

Using the information gathered from our self study, the SAC identified three areas of focus for this document. They are:

Increasing enrollment Fund raising Improvement and expansion of academic programs

Each of the areas above is critical to long-term success of the school. Currently, the parish provides us with a large subsidy which has kept the school running, but we need to increase enrollment and fund raising to the point where the school is fiscally responsible. Improving and expanding our academic programs will recruit more families, thus increasing enrollment, funds, etc. As you can see, these three areas are integrally related.

Completing each of the tasks is going to take a lot of hard work and many man hours. Together with the parish, this school has a strong community dedicated to seeing our children grow to be children of God. This strength will help lead us to success throughout this process. It is at this point where I am asking for your help. There are so many ways you can get involved. Believe me when I say no task to too small. Here are just a few things you can do:

Recruit new familieso The last few years have proven that our best marketing is our

current families. Talk about the school with friends, family, and other parishioners every chance you get.

Work on a committee Donate your time Donate your talents Share your ideas

Thank you for your time. I look forward to working closely with each and every one of you in the future

Christopher Greiner SAC Chair 2013-2014

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Introduction

Reverend Matthew LarsenPastorJD, JCL

Carmen HimenesPrincipalDoctor of Education

Christopher GreinerPharmacistDoctor of Pharmacy

Cheryl GouldSpecial Ed. TeacherBA Education, MAEd Technology Education

Ray PicicciSchool AdministratorBS Zoology, BS Biology, Masters in Teaching

Vic PleseR.E. BrokerSome College

John CervelliV.P. SalesBA, BS Business

TJ RomanoTeacherMasters in Educational Leadership, BA Education

Ronald NiederstadtPublic Safety (Police Officer USAF)Some College

Matt RiesAttorneyLaw School

Teresa DuggerCivil EngineerBS-Civil Engineering, MS-Civil Engineering

Colin Kelly, CFAPortfolio ManagerBA Finance and Marketing

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Subcommittees Members

Strategic Planning Committee

Assumption Parish School embarked on a strategic planning process as a response within the Diocesan strategic plan for all Catholic Schools in October, 2014. Assumption School had just completed the self-study for the accreditation process through the Western Catholic Education Association for review in February 2014. Using the data collected for that self- study which included the surveys of all the stakeholders, enrollment figures, curriculum reviews, and other student activities and parent involvement factors, the School Advisory Council began the process of drafting the school’s strategic plan.

Previously to a written strategic plan, the School Advisory Council (SAC) had determined goals based on the critical needs of the school. The two most critical needs were tracking the recruitment and retention of students to gain enrollment and the need to address the financial issues of the school that included a growing deficit. The last few years have been devoted to those causes and the entire school community worked together to achieve some gains in each area.

After reviewing the school self-study, the SAC found that the school has the following strengths:

1. Community of active parents and faculty truly committed to Catholic Education, Catholic values, and faith formation.

2. Academic excellence taught by a highly qualified staff3. A strong Parish committed to the development and viability of the school.

The SAC unanimously agreed to the following critical areas needing improvement:

1. Limited enrollment2. Ability to raise funds. 3. Need for facility improvements and expansion of programs.

Having identified the key strengths and critical areas of improvement, the School Advisory Council (SAC) spent several meetings, reviewing data that would indicate the necessary actions that would address the critical areas. The SAC then created goals and strategies that targeted the specific areas of improvement.

The three areas have been developed with concrete objectives that would realize the positive outcome for the school. In many cases, the timeline for its initial development was between three to five years.

Enrollment has a targeted goal of 7 new students every year for the next five years in the K- 8 program. In order to accomplish the goal, a multiple phase marketing plan is developed to help Assumption School reach its targeted goal.

The ability to provide alternative funding for the school income is a need to keep the costs affordable so families can choose a Catholic education. Tuition is only

Strategic Plan 2014


Executive Summary

one source of funding that cannot meet the actual costs per student. Parents commit themselves to major fundraising projects throughout the year to make up the difference between the tuition charged and the actual costs per student. The parish continues to subsidize the school as its educational mission, but needs the school to be more financially viable in the future. The SAC is committed to building an active alumni association that would provide for additional funding and a connection with Assumption School that would help with enrollment increases. There is also a plan to hire a Development Director for the school as funds become available. The Development Director would be responsible for the recruitment of new students, the alumni organization, and the application for grant funding of projects within the school.

The final critical area of need is about expanding the academic program. This includes targeting volunteers who might provide special expertise in learning goals. It also includes hiring additional staff to enhance programs for the future in technology and the arts.

The Assumption School community is dedicated to achieve success in all areas. With strong community support, the expertise of a committed faculty and administration, and the expertise and dedication of the School Advisory Council, Assumption School will achieve the goals of the Strategic Plan or alter them as necessary in providing for the future of the school.

Strategic Plan 2014


Assumption Catholic School opened in 1959 by the Dominican Sisters of Kettle Falls, Washington. The charism of the Dominicans is based on the Third order of St. Dominic. This order’s charism is based on four pillars: prayer; study; community; and apostolate. In the school, this charism is lived out in three ways: to praise; to bless; and to teach. The building of an active faith community is a critical element for the entire school and parents comment on the value of it for their families. The faculty and staff see this ministry as a definite vocation and live out the mission of the school in their lives daily.

In 1959, the school opened with grades one through five. By 1962, the school offered eight grades and kindergarten was added in 1980. Assumption’s pre-school was opened in 1988. The pre-school program began with a four-year-old program and then included a three-year-old program as well two years later. In the fall of 1993, an all-day kindergarten program was implemented. Presently, there are two programs within the pre-school: a full day four-year-old program and a three-year-old program.

Assumption School has 185 students enrolled in the pre-school through grade eight program. Of these students, the kindergarten to grade 8 represent 90 families with 136 students enrolled in the elementary program. Of those families, 84% are Catholic, 86% are Caucasian, 8% Hispanic, and 3% Asian. A significant change in the demographics of the school is the number of single parent families. Currently, Assumption School has ten single parent families, representing 11% of the total family population and 10% of the student body. This change alone has dramatically affected the financial impact for families in meeting rising tuition costs. In reviewing registration records, most parents work outside the home. Parent occupations vary widely with the majority of parents having completed some form of higher education, including college and/or trade school.

Forty seven percent of the families are on Fair Share tuition rates. As reported on the Fair Share guidelines, 8.8% report incomes below $20,000, 13.3% earn between $20,000 and $39,999, 27.7% earn between $40,000 and $59,999, 25.8% earn between $60,000 and $75,000, 24.4% earn over $75,000 annually. Forty six percent of the families pay full tuition. Eight percent of the families pay the per pupil cost. The changing demographics at Assumption School are evident when comparing these statistics with the self-study profile done in 2008. At that time, the school had the same amount of families paying full tuition rates but the percentages in the income categories were different.

Family Income rates 2008 Earning Categories Family income rates

201212.7% Below 20,000 8.8%

15.3% Between 20,000 and 39,999 13.3%

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History/Profile of the School

16% Between 40,000 and 59,999 27.7%

20% Between 60,000 and 75,000 25.8%

45% Over 75,000 24.4%

The middle class category has increased on the lower end by 11% and the upper level income has decreased by 20.6%. This data confirms that the demographics of the school are changing and families have a more difficult time meeting the costs of increasing tuition. This trend matches the demographic data using Spokane community indicators. During the period 1990 to 2010, the median household income increased by 67% from $29,943 to $50,046. In 2011, the annual unemployment rate for Spokane County as a whole stood at 9.4%, much higher than the 1990 rate of 5.4%. This demographic explains the increased need for the Fair Share tuition program. In 2011, 14.9% of Spokane County residents were living below the Federal Poverty Level. This represents an 11% increase from the year 2000.

Assumption Catholic School has a highly qualified and dedicated teaching staff. All members of the staff are Caucasian. There are nine teachers in grades K-8, comprised of eight women and one man. The preschool staff has two main teachers and three aides. Four teachers and the principal hold advanced degrees. All teachers hold some level, or are in the process of gaining a level of catechetical certification. Eight out of the nine teachers in the K-8 program have taught at Assumption School for ten or more years. Parents were overwhelmingly positive about the teachers and staff. Teachers and staff were viewed as easily accessible and approachable regarding all matters related to student progress and the building of the school faith community. Some of the quotes from the survey validate their positive feelings: “The teachers and staff are superb. I never have any problems that I can’t address with any of them.” “I have had nothing but positive interactions with all staff members. My children love going to school every day.”

Enrollment has been an issue for Assumption School. In reviewing the data contained in Appendix B-1, the school experienced a significant drop in 2007 and suffered losses for the next three years. The last three years, the school retained the same number of students but growth in this area is needed. There is a significant drop in enrollment yearly after kindergarten. A reason for this is that Assumption School is one of the few schools that offer an all-day kindergarten program. Once parents have children complete this program, many choose to move them into public schools. As the classes lose numbers in grade one, there is difficulty in recruiting numbers for the school in the progressing grades. In the last three years, there has been a planned and directed recruitment and retention committee to encourage and connect with newer families to promote retention of students. Demographic data from Spokane community indicators state that in 2011, the largest age group was in the 35-64 age category, with 39% of the population. The share of this group has increased from 29% in 1980. The second largest share difference is the youth (0-17 years old) at 23%, dropping from 28%

Strategic Plan 2014


in 1980. These indicators validate the existence of an older population with decreasing school-aged children.

Graduates of Assumption School do very well in high school and beyond. Of the 23% families who have had children graduate from the school, most indicate that their children were well-prepared for high school. One parent stated, “They are well-prepared academically and adjust well to the fast pace of high school.” Assumption School has a 100% acceptance level of students choosing to go to Gonzaga Preparatory School, the only Catholic high school in the area. In the Spring of 2013, two graduates of Assumption received the Ignatian Award from Gonzaga Preparatory School. This award recognized two Assumption students as one of the top nine enrollees who have a love of scholarly pursuits, an appreciation for academic excellence and a concern for others. Of those who graduate from G-Prep, many of them are accepted into colleges of their choice.

Academic excellence is one of the strengths at Assumption Catholic School. A variety of assessment methods are utilized to measure student learning. Standardized national tests, the Iowa Test of Basic Skills and Cognitive Aptitude Test, are given yearly in grades three through seven. In 2010, the average composite score of all students in all classes was in the seventy-three percentile range. In 2011, the average composite score of all students in all classes was in the seventy-two percentile. In 2012, the average composite score of all students in all classes was in the seventy-eighth percentile range. Most students consistently score above the national averages in language, mathematics, social studies, and science. Students receive regular reports throughout the quarter. Assessments are sent home for parent signatures and teachers are available for tutoring students as needed. Mid- term reports are given in grades four through eight. Report cards are sent home quarterly to all parents in all grades. Additionally, on-line grading is available for parent and student review. Parent/teacher conferences are held semi-annually, but teachers are accessible upon parent request throughout the year to discuss student progress. Other forms of assessment include, but are not limited to projects and portfolios. Dibels, an assessment in oral fluency, is administered in grades kindergarten through five. Simple Solutions Math increases math retention, student confidence and test scores.

Parent surveys taken in 2012, revealed an overwhelmingly positive image of Assumption School. 78% of the families returned the completed survey. The results of this survey are reflected in this strategic plan. The parents cited the top three reasons for sending their children to Assumption: 1) Catholic Values; 2) Academic Excellence; 3) Catholic Faith Formation. Parents commented that the strengths of the school were:

A sense of community Caring teachers A loving, caring, nurturing and safe environment Small class sizes: low teacher-to-student ratio Religious values and parental involvement Common values and expectations between school and families

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Challenging program for advanced learners Discipline and accountability Outstanding academic program Family atmosphere Connection to the parish community Always striving to be better.

The improvements parents cited were:

Hiring of specialists in the areas of music, PE, art Foreign language instruction Better integration of technology in the classroom Increased service activities that expose students to the poor and

vulnerable Increased enrollment for financial viability More hands on learning, especially in Science Remodeling of facilities

In the area of curriculum and instruction 96% of the parents rated the religion program as highly effective or effective. 90% of the parents rated most other subjects as highly effective, or effective. Science was the only subject that revealed varied results. 74% of the parents rated science as highly effective or effective. 19% rated it as somewhat effective. 90% of the parents agreed that the academic demands of the school were about right.

The school profile is reviewed and revised yearly in the reports made to other diocesan, public, and national entities and for the planning and development of national, diocesan and local trends. The School Advisory Council reviews the profile to study trends and provide for adjustments in planning to maintain high achievement of all students.

Strategic Plan 2014


Assumption Parish School is an educational ministry established by Assumption of the Blessed Virgin Mary Parish for the education and formation of its children from preschool through eighth grade in the vision and faith tradition of the Roman Catholic Church.

Presuming an active faith is practiced in both the home and the parish community, this ministry is provided for Catholic and other Christian families who strive for excellence in personal responsibility for self and society in light of the Gospel of Jesus Christ.

Assumption Catholic School educates its students to excel academically, and to grow spiritually in a faith community rooted in the Catholic Church and under the guidance of the Bishop of Spokane. Assumption Catholic School educates its students to foster the development of a personal and loving relationship with God, to value themselves and others, and to learn to serve the needs of others in the community in the following ways:

Will assure its viability through its students, parents, and faculty living as witnesses to the Gospel, and expanding their presence in the local community.

Collaborate with parents, students, faculty, and the broader Assumption Parish faith community, Assumption Catholic School provides new educational opportunities to enhance its instructional and spiritual formation programs.

Work with the Parish Community to enhance an environment that nurtures strong partnerships with parents in the faith formation of their children in the pursuit of academic excellence.

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Mission Statement

Vision Statement

Goal 1: Increase K-8 enrollment by 7 students per year to a minimum of 180 in 5 years.

Rationale: Currently at 64% of the total capacity of 225 students in K-8.Graduating smaller classes and maintain adequate enrollment in younger grades.Preschool enrollment is thriving and promotes a viable future.

What is to be done?Growing from preschool up, retention of current student population. Increase marketing efforts.

Who will be involved?Parents will be encouraged to recruit via word of mouthMarketing Committee

Who will be responsible?SAC and principal

What are the needed resources?PeopleTimeMarketing materials (see appendix A)

What budget is needed?$5,000 per year

How will it be evaluated? How will we know we are successful?Increased enrollment between 3% and 5%If we can increase enrollment by at least 7 students per year, we will know we are successful.

When will it be accomplished?5 years

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Recommendations, Rationales, and Strategies

Goal 2:

Increase alternative funding to maintain a balanced budget and enhance the educational programs.

Rationale: Enhance education while keeping tuition affordable.Keep it affordable within the average family income ($52,000 to $55,000)

What is to be done?Assess potential alternative sources- alumni, grants, impactful fundraising.

Who will be involved?Principal, SAC and adhoc committees

Who will be responsible?Principal and SAC

What are the needed resources?Volunteers to organize alumni data to make contacts and plan eventsVolunteer/committee to develop grantsConsider development director on commissionForm a volunteer committee to evaluate fundraising effortsCommittee driven board: committee on advancement and development (board identifies potential donors) Expansion of board membership to include broader membership beyond parent community

What budget is needed?$10-15,000 for development director or share this filled position with another Catholic School in the area.

How will it be evaluated? How will we know we are successful?Met budgeted and fundraising goals

When will it be accomplished?Alumni: Year 1-data entry Year 2- contact/events newsletter Year 3- raise moneyGrants: Year 1- 1 person Year 2- form committee Year 3- move toward development directorImpactful Fundraising: Year 1- SAC review Year 2 timeline for events Year 3 turn to development director

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Goal 3: Expansion of the Academic Program

Strategy 1: The integration of technology across the curriculum

Rationale: A 21st century curriculum requires adequate use and exposure to technology. The use of technology enhances instruction and aids student learning. The use of technology allows students to display their understanding of concepts and give them many creative ways of doing research on specific topics. The frequent use of technology in education helps students to advance the skills and practices they need to develop to be successful in life.

What is to be done? Faculty will create a curriculum for technology integration: defining a philosophy and integration at all levels. The faculty will decide on the choice of equipment necessary and the approach to be used in each classroom. Professional development will be planned to support the integration of technology at all levels.

Who will be involved? Principal, teachers, School Advisory Council

Who will be responsible? Principal/teachers

What are the needed resources? Funds to purchase needed equipmentTime for planningFaculty meetings Professional Development workshops

What budget is needed? To equip classrooms fully, the estimated costs are $1500 per classroom. There are 10 classrooms that need the equipment package. There are 10 teachers and an administrator that will need money to support professional development.

How will it be evaluated? How will we know we are successful?There will be an evaluation of teachers with the principal on their use of technology in the first year. The discussion will focus on what they have done/ what was successful/ what needs more support to provide effective practices.

We will know we are successful when students gain from the experience in the classroom and innovate themselves on ways to improve their learning.

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Recommendations, Rationales, and StrategiesRecommendations, Rationales, and Strategies

When will it be accomplished?The first phase of the purchase of equipment will take place this summer based on grants written and money raised at the School Auction in April. The numbers of rooms to be equipped will be determined by the amount of money raised for this cause.

The second phase will be working toward the integration of technology in teaching and practice by teachers.

The third phase will be the use of computer devices in the classroom for learning.

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Goal 3:Expansion of academic program

Strategy 2:The continual improvement of all academic programs and the enhancement of technology, music, art, and P.E. Rationale:The school curriculum changes due to many factors affecting student learning. Each year the faculty reviews data to provide for the best instructional practices to improve student learning. The faculty and administration work together to design an academic program that allows students to excel and meet their highest potential.

What is to be done?Each year the administration and the faculty will select an area of instruction for study. The academic area will be reviewed using testing data, recent research in the subject area, standards and best teaching practices. Recommendations will be made to improve the academic program and its positive effects for all students.

Who will be involved?Administration, Faculty, School Advisory Council, parents and students

Who will be responsible?Principal and Teachers

What are the needed resources?Coordination with the Diocesan Curriculum LeaderTitle II funds to help teachers in their professional development in each subject areaFinancial resources to support the hiring of personnel to fill in the specialized gaps of technology, music, art, and physical education.

What budget is needed? Hiring of specialized personnel in specific areas ($30,000 plus benefits).Curriculum updates for textbooks in each academic area ($12,000 yearly).

How will it be evaluated? How will we know we are successful?As data is evaluated each year from the standardized test scores, the teachers and administrators will be able to identify the positive changes made in the use of the new resources developed.

When will it be accomplished?At the end of each school year a plan will be adopted to build the academic program with the financial resources in place to accomplish it.

Strategic Plan 2014


Recommendations, Rationales, and StrategiesRecommendations, Rationales, and Strategies

Goal 3: Expansion of academic program

Strategy 3: Identify and utilize specialized skill sets within the school and parish community. Explore having them introduce real-world concepts in the classroom to engage students and faculty.

Rationale: Bring parish community into the school to stimulate student’s interest in math, science, arts and technology.

What is to be done?Identify / Create a database of specialized talents of school and parish members which can be drawn on by the teachers to enhance curriculum.

Who will be involved?School and parish members.

Who will be responsible?Volunteer coordinatorDevelopment directorPrincipal

What are the needed resources?-A directory of school and parish members with specialty skillset.

What budget is needed?0

How will it be evaluated? How will we know we are successful?Evaluated by teachers whether outside community supported or created additional excitement in curriculum.

When will it be accomplished?Establish directory in 2017. Launch program in 2018.

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The goals and initiatives within each action plan in the preceding document are ordered according to the implementation priorities and timeline. The charts below provide a simple view of the initiatives with associated cost estimates, grouped by a particular school year.

The three main initiatives are related to enrollment management, expanding alternate funding sources and the expansion and strengthening of the academic program. It is clear to the committee that strengthening academic programs and effectively marketing them will be clear priorities worthy of investment. Strengthening these areas will lead to increased enrollment, thereby strengthening the school viability, securing the future of Assumption Catholic School.

Academic Year 2014-2015Item Action Needs CostEnrollment Management Core Messaging Create document

Build Ambassadors $0

Alternate Funding Grant WritingAlumni

VolunteerAlumni EventAlumni Appeal

$0$1,000$500

Expansion of Program

Upgrade technology devices for teachers

Purchase Ipadsand projectorsProfessional Develop

$2000$25,000$3000

Begin search for volunteer expertise $0TOTAL $31,500

Academic Year 2015-2016Item Action Cost

Enrollment Management Create materials

Design brochureSchool newsletterSchool website

$5,000

Alternate Funding Grant WritingAlumni

VolunteerAppeal/Event $2500

Expansion of Program Student devices 30 Ipads

Upgrade technology $12,000

TOTAL $19,500

Academic Year 2016-2017Item Action Needs CostEnrollment Management Ad development $5,000

Alternate Funding Grant WritingAlumni $2500


TechnologyAdditional Personnel P.E. teacher

$5000$30,000

Complete Directory of volunteer experts $0TOTAL $42,500

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Priorities and Budget Projections

Academic Year 2017-2018Item Action Needs CostEnrollment Management Marketing materials $5,000

Alternate Funding

Grant WritingAlumniHire Development Director

$2500

$12,000


TechnologyInitiate Volunteer Program

$5,000$0

TOTAL $24,500

Academic Year 2018-2019Item Action Needs CostExpansion of Program Hire Music teacher $30,000

TOTAL $30,000

The above descriptions are based on projected amounts. These actions, of course, will need increased enrollment and financial support. The actions will only take place as there is revenue to support the plan.

See below a chart summarizing the funds projected for the five years:

Academic Year

2014-2015

2015-2016

2016-2017

2017-2018

2018-2019 Total

Costs $31,500 $19,500 $42,500 $24,500 $30,000 $148,000

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The plan is built on the collaborative efforts by the administration, faculty, staff, and the School Advisory Council. The groups would be made responsible for the different facets of the plan that relate to their particular roles in the school.

The first aspect of the implementation is to publicize the plan by communicating with the entire school and parish community of the development and defined outcomes of the strategic plan. The School Advisory Council (SAC) along with administration will be the major implementers of the enrollment and financial goals. The administration and faculty will provide for the expansion of programs within the school curriculum in accordance with the financial means to fulfill those goals.

There was a general meeting of all the stakeholders in March 2014 to publicize the proposed plan with an invitation to add other dreams possible. The SAC was the hosts of the meeting and planned the agenda to help the stakeholders own the direction and future of Assumption School.

The SAC will be the lead agent for the implementation of the Strategic Plan. Therefore, the SAC needs to be a committee-driven council with the responsibility to implement, monitor, and evaluate the Strategic Plan. In order to accomplish this task the SAC will form subcommittees of the following:

Finance Enrollment Management Strategic Plan Academic Expansion of Program

Each committee will have a basic job description. Additional tasks will be taken from the plan upon its implementation. Work on these committees should be done prior to a Council meeting. As strategies are met in each goal area, data will be evaluated to ensure that the changes do have a positive impact on the school. There will be checkpoints quarterly to ensure that the work of each committee is progressing.

A general report will be made yearly to the entire school and parish community about the progress made on the strategic plan. A town hall meeting will be planned yearly upon publication of the general report.

All stakeholders will work together to find the resources needed to accomplish the advancement of the learning quality and the school environment for all students.

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Implementing, Monitoring and Evaluating the Plan

Appendix A – Marketing Plan

Phase I – Foundational Messaging and Video Vignettes

DELIVERABLES

ADDITIONAL NOTES TIMELINE COST

Core Messaging Document

DHC will develop a messaging strategy for Assumption based on SWOT analysis findings. The document will include a messaging matrix by audience branching from a key theme and slogan. May include minimal preliminary research with parents, faculty or alumni via online survey tool. Includes three (2) rounds of revisions with Assumption. May include adaptation of messaging into a one sheet document or business card format for staff and parents to use when talking about Assumption.

Draft: July 31Final: August 12

$3,500

Video Vignettes Three ~0:30 video vignettes for Assumption’s website featuring parents, students, alumni or faculty testimonials. Produced in-house by DHC, filmed on site at Assumption. We will provide DVD’s and file download from our FTP site.

Filming Completed by: August 17Final: August 31

$2,500

Subtotal $6,000

Admin Fee 6% on all billed hours which will be added to the costs listed above to cover mileage, supplies, long distance, etc.

$360

Donation As a demonstration of our commitment to maximizing the value of our services and ensuring we provide a solid foundation of messaging for Assumption to work from in the future, we would like to donate $1,360 of DHC time to the initial Phase.

- $1,360

TOTAL $5,000

Phase II Menu – Collateral Package

DELIVERABLES ADDITIONAL NOTES COST

Print Newsletter Template

Design newsletter template focusing on testimonials and news stories supporting key messages. DHC will develop content for first newsletter and provide ideas for future issues. Does not include printing costs.

$3,000

Brochure Design brochure piece for distribution to prospective families, mailing, community partners. Focus on key messaging and fit with design theme for other collateral. Does not include printing costs.

$2,750

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Appendices

Logo and letterhead

Direct design of a new logo and overall visual theme for use with collateral. Development of letterhead or one-page template for ongoing and easy-to-tailor use. Does not include printing costs.

$2,500

E-News Template Online version of newsletter with focus on fewer, more succinct stories. Fits design theme. DHC will help write content for the first e-news and provide ideas for future issues. Could utilize video vignettes as content.

$3,000

Phase III Menu – Community Outreach and AdvertisingDELIVERABLES ADDITIONAL NOTES COSTPrint ad development

DHC would work to develop print for placement in highest leverage publications to best reach Assumption’s geographic market. We would likely target 3 – 5 publications during Spring and Summer when parents are thinking about school for the next year. Examples include the Inland Register, Spokane Family and Inland NW Homes & Lifestyle.

$3,500

Television ad development

DHC would work to develop a 30 second video ad for placement in Spokane television outlets. This would include sub-contractors for highest quality film.

$5,000 - $7,000

Multi-media buy Focusing on highest leverage publications that target populations in Assumption’s geographic range, parents and faith-based media. DHC will outline a strategy for maximum exposure and frequency with our media buyer on the major networks to maximize budget and target parents at home.

$7,000 - $10,000

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Appendix B – Enrollment Over Time

By Grade

Year Pre-school PK K 1 2 3 4 5 6 7 8

2003-2004 8 16 24 24 28 26 24 28 28 21 282004-2005 7 14 12 31 24 25 28 27 27 27 202005-2006 8 14 18 17 29 20 25 30 29 29 262006-2007 12 17 21 17 18 28 18 27 28 30 262007-2008 17 24 18 15 16 17 23 13 27 29 282008-2009 6 19 22 10 13 16 14 22 13 32 302009-2010 11 12 22 13 12 14 12 15 24 19 302010-2011 16 18 11 16 13 12 13 11 15 29 162011-2012 14 24 17 11 9 16 11 13 11 19 292012-2013 16 30 21 17 10 10 16 14 14 15 192013-2014 23 27 23 19 18 13 12 16 16 17 11

Total Enrollment Over Time2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013231 221 223 213 186 172 161 170 174 182 195

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 20130

50

100

150

200

250

Total Students

Total Students

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Appendix C – Cost Over Time

Per Pupil Cost Over TimeYear 2005 2006 2007 2008 2009 2010 2011 2012 2013

Amount 3835 4045 4980 4939 5165 5656 5848 6121 5311% Increase 3 5 23 -1 5 10 3 5 -13

2005 2006 2007 2008 2009 2010 2011 2012 2013$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

Cost Per Pupil

Cost Per Pupil

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First Child’s Tuition Over TimeYear 2005 2006 2007 2008 2009 2010 2011 2012 2013

Amount 3525 4045 3760 4000 4200 4450 4200 4200 4300% Increase 3 15 -7 6 5 6 -6 0 2

2005 2006 2007 2008 2009 2010 2011 2012 2013$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

$4,500

$5,000

First Child's Tuition

First Child's Tuition

Strategic Plan 2014


Tuition as a Percent of Per Pupil CostYear 2005 2006 2007 2008 2009 2010 2011 2012 2013

Percent 92 100 76 81 77 79 72 69 81

2005 2006 2007 2008 2009 2010 2011 2012 20130%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Tuition as a Percent of Per Pupil Cost

Tuition as a Percent of Per Pupil Cost

Strategic Plan 2014


strategic plan - assumption parish catholic school web viewpreviously to a written strategic plan,...

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