Blessed Sacrament Catholic School
2011 â€“ 2016
Strategic Plan Faith in our Future
Blessed Sacrament Catholic School 1745 East 9800 South Sandy, UT 84092
Executive Summary The 2011 Blessed Sacrament School Strategic Plan is the work of a Strategic Planning Committee under the direction of a chair appointed by Blessed Sacrament School’s principal and School Board. The plan addresses goals for the next five years and builds from the planning tradition started in 2006 when Blessed Sacrament School’s first Strategic Plan was issued. Using a process outlined by the National Catholic Educational Association (NCEA), the Strategic Planning Committee reviewed and analyzed Blessed Sacrament School’s history, external threats and internal issues with insights gained from results of the Fall 2010 teacher and family surveys. Over the last ten years, a primary concern for Blessed Sacrament School is its inability to maintain student enrollment at 300 students to generate sufficient revenue to financially “break even”. The survey results identified the need to focus on meeting parent expectations in order to retain and build satisfaction and maintain and increase student enrollment. Further survey analysis clarified that planning efforts should focus on education excellence and providing an environment to promote a vibrant community. Following the NCEA planning process, the Strategic Plan provides fiveyear goals and objectives that address “educational excellence” and a “vibrant community” in the context of eight key focus areas including Technology, Catholic Identity, and Governance. The Strategic Planning Committee views certain goals and objectives as having the highest likelihood of increasing student enrollment. These are: Educational Programs, Technology, Family Involvement and Leadership. The Strategic Planning Committee believes that implementation of these and the other goals and objectives will improve family satisfaction by building on and improving Blessed Sacrament School’s core strengths and characteristics that have drawn families to Blessed Sacrament School and given them the impression that Blessed Sacrament is the best school for their child’s educational success.
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Introduction Overview of the Strategic Planning Process In August 2010, the School Board concluded that many of the goals set forth in the 2006 strategic plan had been addressed and it was time to prepare for an updated long-range plan addressing the next five years. In conjunction with the principal and School Board, it was agreed that the strategic planning process would use the National Catholic Educational Association’s “Taking Hold of the Future, The ABC’s of Strategic Planning” as the primary reference tool. The guidelines in the book were used to develop Blessed Sacrament School’s 2006 Strategic Plan, which was the first strategic plan in the school’s 25 year history. The strategic planning process started soon after Blessed Sacrament School received the highest accreditation from the Western Catholic Education Association. The feedback from the accreditation process and the Diocese’s Benchmarks of Excellence were used as the committee’s starting point. In the Fall of 2010, the School Board and the principal appointed a Strategic Planning Committee chairperson to lead the efforts. In preparation for the planning process, surveys were developed to solicit input from the school’s teachers and families. The survey results identified issues important to the school community. Survey results were collected from 75% of our teachers/staff and 47% of our parent population. In January 2011, the Strategic Planning Committee was officially launched. The membership of the Committee included current School Board members, parents of current students, parents of past students, and members of the parish at-large. The Committee met over the course of five months, reviewing preliminary findings compiled through a SLOT (Strengths, Limitations, Opportunities, Threats) analysis and the teacher/parent survey results. During this time, the Committee reviewed the data and identified critical issues, strengths and opportunities. The Committee focused on the opinions and impressions of the constituencies that play a vital role in the advancement of the school’s mission: school administration, faculty, and parents of students. Themes emerged and major categories of 2011-2016 Strategic Plan
strategic initiatives were identified. The planning process concluded in May 2011, when the final plan was presented for approval to the pastor, principal, and the School Board.
Planning Framework The plan provides a common roadmap to direct and guide the future success of Blessed Sacrament School and its students. The plan includes the school’s mission, vision, critical issues, goals, and action plans. These main elements will provide direction to the school community for the next five years. The Strategic Plan identifies priorities in each of the following eight areas to guide the school community’s activities and resource decisions: 1. 2. 3. 4. 5. 6. 7. 8.
Educational Programs Technology Family Involvement Institutional Advancement Leadership Catholic Identity Finance Facilities
For each of these areas, a statement of strategic direction has been developed to express a vision for the future of the school. Goals and strategies for each area have been identified to guide more specific action planning. The annual action plans, developed by the Strategic Planning subcommittees, will provide a framework for accountability and guides the school’s management of its financial and human resources over the next five years. Strategic planning is a fluid process, and as such, this plan will continue to be evaluated and updated.
Mission Statement Blessed Sacrament School is a Catholic School. Our purpose is to support the Catholic Church in spreading the Gospel values of Jesus Christ. We view parents as the child’s primary educators, in a partnership with teachers, as the facilitators of learning. Together, we strive to nurture the whole child spiritually, academically, emotionally and socially, in a loving yet disciplined environment. 2011-2016 Strategic Plan
Vision Statement Integrating Faith and high academic standards
School Profile and History Blessed Sacrament School opened its doors in 1986. Under the guidance of two Dominican Sisters, Sr. Barbara Stanek, O.P. and Sr. Sharon Carroll, O.P., Monsignor Robert Servatius, and the Blessed Sacrament Parish Community, Blessed Sacrament School began teaching Kindergarten and First Grade classes in the parish center. The following year, Pre-K and Second Grade classes were added. Groundbreaking for the actual school building occurred in June 1987. The educational center consisting of four classrooms and a main office was dedicated in September 1988. In 1990, Phase II was completed. This provided Pre-K and Kindergarten classrooms in the main building. Phase III began in 1991 and completed the main school with 10 additional classrooms. A grade was added each year until it reached capacity, with the first class graduating in 1994. Phase IV was started in 1995. This included a gym, kitchen, Extended Day Care Center, and Library/Media Center. The addition was dedicated in April 1996. In the fall of 1997, four classrooms were leased to St. John the Baptist Parish to begin their school until their building was completed in Draper. The Learning Resource Center (LRC) was completed as an addition to the Library in January 1999. This addition provided dedicated space for the teaching of remedial, accelerated, and technology-oriented curriculum. Larry and Diane Cochran provided the funding to build the LRC. In 2009, our Center for Science and the Arts was completed. This monumental accomplishment was made possible by the generosity of the ALSAM Foundation. The E.L Wiegand Foundation of Reno awarded Blessed Sacrament School the additional funds needed to completely outfit the interior of this addition. Over the last five years, the administration, staff, and faculty focused efforts toward an integrated and formalized process of character education. As a result, Blessed Sacrament School has completed four years of participation in the Character Education Partnership and the State Schools of Character program. During this time, the school was named 2011-2013 Utah State School of Character as well as receiving three National Promising Practice awards for the years 2008, 2009, and 2010. Blessed Sacrament School is fully accredited with the State of Utah and 2011-2016 Strategic Plan
holds the highest level of accreditation granted through the Western Catholic Education Association.
Current Conditions Blessed Sacrament School provides a single classroom environment for each grade from Pre-K through eighth, as well as a fully equipped computer lab housing all new Apple computers, a library which is home to over 17,000 books, a gymnasium, kitchen and Learning Resource Center. In addition, the 2009 school year marked the opening of the â€œCenter for Science and the Artsâ€?, which provides classrooms and state of the art equipment for our Science and Art programs. In addition to core classes, Blessed Sacrament School provides instruction in physical education, music, art, computers and Spanish. Blessed Sacrament continues to offer an on-site extended day program (Little Blessings Day Care) for its staff and school families. The administrative operations are currently led by the pastor of Blessed Sacrament Parish and a full-time principal, supported by one full-time secretary. The teachers at Blessed Sacrament School boast some of the highest tenure within the Diocese with an average of 13 years teaching experience. Due to recent budget constraints, Blessed Sacrament School made cuts in support staff. The school no longer has an assistant principal or counselor and eliminated one classroom aide. In addition, hours were reduced for the librarian, a classroom aide, and one office staff. Blessed Sacrament School enrolled 273 students for the 2010-2011 school year. Optimum (full) enrollment is 320 students. The school has yet to reach full capacity, and has averaged 292 students over the last five years; down from 297 from the previous five years. The school has an average retention rate of 85%. The religious makeup of the Blessed Sacrament student body continues to see the non-Catholic population rise; non-Catholic students make up 23% of our student base. The ethnic mix has remained a constant with 23% of our student population being of non-Caucasian decent. The school requires a minimum of 300 full-tuition students in order to operate without a deficit. Blessed Sacrament has always maintained an annual budget surplus, however, at the end of 2010 school year Blessed Sacrament School had a financial deficit of $70,000. The deficit was due primarily to low enrollment, tuition forgiveness commitments and not
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addressing staff headcount earlier. This was the first time in the history of the school’s existence that finances have been in this situation. Tuition comprises 96% of the school’s annual revenue, with fundraising supplying the other 4%. The school has three endowment funds which are designed to support scholarships ($17,258), preventative maintenance ($216,673), and an income-generating general fund ($116,900) projected to grow from interest $1,200 annually. Blessed Sacrament School is currently debt-free, enabling it to educate its students at a cost of $4424 per pupil. The diocesan, regional and national averages are $4293, $5110, and $5436 respectively. The school spends approximately 88% of its tuition revenue on instructional salaries, taxes and benefits. Instructional payroll accounts for 71% of the total payroll expense. National and state awards have recognized Blessed Sacrament School’s Character Education program. This distinction may be an important aspect of Blessed Sacrament’s ability to compete for students in the future.
Factors/Issues External Factors There are several external factors and environmental trends that will impact Blessed Sacrament School over the next five years. These factors were reviewed in detail in connection with the evaluation of potential critical issues. When looking at the external factors that Blessed Sacrament School will face, the troubled economy quickly surfaced to the top. Since 2008 the economies both nationally and locally have felt the effects of the “Great Recession”. Unemployment in Salt Lake City is lower than most of the United States. As of January 2011, Salt Lake City’s unemployment was at 7.6%, with Utah at 7.7% and the nation at 8.9%. While the population, in the South and Southwest areas of the Salt Lake Valley, continues to increase, population in Sandy has seen a decline, with the city losing 1,000 people in 2010. The immediate neighborhood surrounding Blessed Sacrament School has minimal open space remaining on which to build new homes. Competition for Blessed Sacrament School continues within the Diocese, primarily St. John’s, as well as, new charter and private schools located in close proximity. In addition, new public school magnet programs, such as foreign language immersion, continue to chip away at our
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student population base. Internal Issues Blessed Sacrament School’s internal issues are centered around student enrollment and financial strength. Enrollment numbers continue to be lower than the 300 students required to “break even”; a trend the school had not experienced in the past. Since the 2006-2007 school year we have averaged 292 students, five less than the average just five years ago and eight short of the 300 students needed to fully fund the school. The decline is more dramatic if looking back over the last three years, putting the average student enrollment at 279. In addition to the drop in student enrollment, more Blessed Sacrament families are in need of financial assistance. Family needs for tuition forgiveness have skyrocketed since 2002, putting an additional financial strain on the school. While tuition has gone up 14 % since 2006, the overall financial assistance has increased 54%. In order to offset the deficit, reductions to the school staff were made for the 2010-2011 school year. As mentioned, Blessed Sacrament School eliminated the assistant principal, a guidance counselor, and a pre-k teacher aide position. Hours were reduced to three days a week for the kindergarten teaching assistant, librarian, and office assistant. A full-time volunteer with a teaching background, was recruited to work in a variety of assignments as needed. School tuition continues to increase and the tuition forgiveness program has grown so that 20% of our students receive “forgiveness”. Blessed Sacrament School’s “forgiveness” commitment reduced school revenue during the 2010-2011 school year by $105,678. The Parent and Teacher Satisfaction Surveys provided insight into issues that are important to the teachers and school families. The survey questions were divided into four categories: Academic Expectations, Communication, Engagement and Safety and Respect. Survey result analysis indicates that planning efforts will achieve maximum benefit by focusing on developing a means of meeting parent expectations about the schools reputation for Educational Excellence and promoting an environment that creates a Vibrant Community.
Critical Focus Areas/Issues Blessed Sacrament School must improve focus on retaining enrolled students. Once parents have chosen Blessed Sacrament as their child’s
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school, the school must meet the parentâ€™s expectations to retain and build loyalty. Based on survey results, Blessed Sacrament School is being asked to ensure and communicate that the academic coursework offered is strong (Academic Excellence), to engage our parents in education process of their children, and provide an atmosphere that allows for a vibrant school community. By providing strong academics in a school with a strong sense of community, turnover numbers will decrease. Enrollment will increase when new families seek out Blessed Sacrament School as their school of choice. The Strategic Plan, therefore, is defined by two major focus areas: the need to strengthen our academic excellence and to increase the vibrancy of our community. To navigate the road ahead successfully, implementation of the Strategic Plan with a focus on academics and community is paramount.
Focus Area 1: Academic Excellence -
Educational Programs Technology
Focus Area 2: Vibrant Community -
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Family Involvement Institutional Advancement Leadership Governance
Goals and Objectives Academic Excellence Academic excellence and well-prepared graduates have always been a priority for our school. In the current competitive environment, we should take additional steps to achieve even higher levels of excellence by enhancing the following areas.
Educational Programs Blessed Sacrament School will strive to provide a well-rounded and rigorous curriculum that reflects the standards from the National Core Curriculum and the Diocese. The focus is not limited to core course but also our Special programs. Goal 1 – To have the school curriculum defined and articulated to all parents. Objectives: 1. Teachers at each grade level will evaluate and clearly define academic expectations and standards in all subject areas, including Specials, for a school year. a. Teachers will create a curriculum map at each grade level, for each core subject area, in a standard format. b. Curriculum maps will be posted in each classroom, on the school website, and communicated to parents throughout the school year. c. Teachers will ensure academic expectations and standards are aligned with the National Core Curriculum and Diocesan Core Curriculum standards. 2. Teachers will work collaboratively, as a “vertical team”, to ensure each grade level’s standards build towards the next. a. Teachers will determine if there are any academic areas in which they need more training and/or information. The administration will make a plan and provide resources and training for teachers in these areas. b. Teachers at each grade level will determine appropriate formative and summative assessments for students to gauge 2011-2016 Strategic Plan
their progress towards these academic standards and expectations. c. Formative assessments will be tracked, and the data will be shared regularly with parents. Parents will be notified if a student is not reaching mastery, at mastery, or achieving above grade level standards. d. Teachers will use the data collected from formative and summative assessments to differentiate their classroom curriculum and instruction to better meet the individual needs of their students. 3. Teachers will work collaboratively to determine which academic areas are strengths for Blessed Sacrament School. a. The administration will form a committee to help determine the strengths of Blessed Sacrament School. Membership to include principal, school board members, parents, teachers, and parishioners. b. The committee will analyze personnel, facilities, and resources to determine areas of strength for Blessed Sacrament School. c. The committee will research schools – both public and private – within the area to determine areas of strength – or potential strength - for Blessed Sacrament. (What will make Blessed Sacrament school desirable? What will make it competitive?) d. The committee will develop an action plan to ensure a plan for professional learning is in place, so that all teachers and staff are trained on the determined areas. Goal 2 – Increase student achievement by creating learning environments that successfully balance content, pedagogy and classroom management. Objectives: 1. Teachers will employ a variety of grade appropriate instructional strategies in their teaching. a. Teacher will establish strategies to include group instruction, cooperative learning, inquiry-based learning, hands-on
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instruction in all instructional areas but in particular math and science. b. The administration will regularly observe in each classroom using a variety of observation rubrics to ensure that these instructional strategies are being used. c. Based on classroom observations and formal teacher evaluations, the administration will plan for additional professional development for teachers who may need to improve their skills. 2. Provide teachers with tools to strengthen classroom management by providing positive behavior support and Community of Caring initiatives. a. The administration will regularly observe in each classroom using a variety of observation rubrics to ensure that classrooms are managed in a positive way, utilizing positive behavior support and the Community of Caring initiatives. b. Based on classroom observations and formal teacher evaluations, the administration will plan for additional professional development for teachers who may need to improve their skills. c. Establish a formalized â€œBully Preventionâ€? program that is regularly and consistently incorporated in to the students learning. Goal 3: To provide a regular and consistent communication process to educate and engage parents in their childrenâ€™s education. Objectives: 1. Teachers will establish an ongoing method of communicating classroom curriculum and concepts being taught. (action: teachers will turn in format to be approved by administration) 2. Teachers will utilize appropriate strategies to communicate student academic progress toward curriculum taught. (portfolio, online progress updates, etc.)
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Technology To prepare students for the unprecedented opportunities that await, Blessed Sacrament School recognizes that a thorough understanding of technology is essential. Educational technology, thoughtfully and appropriately applied, will enhance not only the learning experiences of all students, but also the professional growth of Blessed Sacrament Schoolâ€™s faculty and staff. Goal 1: Equip Blessed Sacrament School with technology resources and integrate them so that they support and enhance teaching, learning and administrative processes. Objectives: 1. Ensure that faculty technology is an integral part of learning and teaching. a. Increase use of computers and current technology in every classroom. b. Provide teachers at each grade level with training and planning on how to better integrate the use of new technologies in the classroom both for their students as well as for their professional use. c. Update curriculum to involve the computers/technology in each classroom.
d. Assess what, if any additional technologies are needed in each classroom. e. Add Mac computers to each classroom (to match and network with the new iMacs in the computer lab). f. Tie Mac computers into a LAN or other network and use serverbased software appropriate for each grade level. 2. Classroom learning (centers-based learning) on computers will support/enhance computer lab learning. a. Utilize Smart Boards in each classroom. b. Provide Staff training to take advantage of Smart Boards. c. Develop a better system of communicating between parents and
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teacher whether on paper or paperless. Goal 2: Incorporate a new curriculum into computer labs that is academically appropriate yet more advanced than public schools. Objectives: 1. Develop curriculum based on learning software, hardware, typing, Microsoft Suite, etc. (Practical everyday/school/business world applications and needs) a. Curriculum to include “creative” applications and projects (Photography, Design, Multimedia, Art, Music, etc.). b. Cross over technology and computers into art, music and science classes. c. Seamless integration into other areas of study. d. Curriculum focused on “safe” and effective use of internet technologies as research. Goal 3: Analyze Blessed Sacrament School network/equipment. Make sure Blessed Sacrament School is “up to speed” where it needs to be with both hardware and software. Objectives: 1. Organize a Blessed Sacrament Technology Committee comprised of school staff, administration and parents with expertise. 2. Get school registration completely online and database driven. Reduce the number of redundant forms that parents need to fill out. Make registration easier and more professional-looking to enhance Blessed Sacrament School’s reputation as a “tech-savvy” school. 3. Analyze additional funding for new technologies.
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Vibrant Community Vibrancy of our Community was an area identified as a key focus area. There are four categories that we feel are instrumental in having a strong and energized community. These are family involvement, institutional advancement, leadership, and governance. Each plays an instrumental role in establishing a vibrant community.
Family Involvement In keeping with Blessed Sacramentâ€™s mission statement, which states that parents are a childâ€™s primary educator, Blessed Sacrament School expects a high level of parental involvement. All staff need to make parents feel welcome in the school. Goal 1: Improve communication between school staff and families. Objectives: 1. Increase use of on-line resources (syllabi, Power School). 2. Communicate regularly and promptly through phone or face to face meetings. 3. Advise parents of critical issues facing the school (budget shortfalls, enrollment targets, strategic plan). 4. Share major initiatives with families such as our strategic plan, once it is approved, and our Schools of Charter portfolio etc. 5. Share statistics regarding volunteer hours, SAT Test scores etc. Goal 2: Ensure the School Board and Home & School Association (HSA) are vibrant and impactful organizations that parents are eager to join. Objectives: 1. Reinvigorate the HSA. 2. Reinstitute Family Information Nights. 3. Publicize what the School Board does and what impact it has had.
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Institutional Advancement Blessed Sacrament School must foster meaningful relationships within our core and extended community, including parents, alumni, employees, our Catholic high schools and our local businesses. We must also expand our brand and reputation to a wider community, and need to more regularly involve our alumni and other parish members in supporting this initiative. The school must be effectively marketed so that parents see the added value of the Catholic education and want to enroll their children. Goal 1 - Strengthen, expand, and enrich the current Marketing and Development plan for the school. Objectives: 1. Expand the Business Builder and Community Partner program. 2. Form an Alumni Association to establish a connection with former students. 3. Increase school visibility by improving existing signage. 4. Expand and encourage parent word-of-mouth promotion of the school by exploring the option of a financial referral award for parents. Goal 2 : Attributes
Objectives: 1. Continue to emphasize and promote the Math and Science addition to the school, as well as the expanded art program and after school athletics. 2. Promote faculty successes, programs, and awards.
3. Promote graduation and alumni data to include percentage of graduates who go on to college, which specific colleges, those who receive scholarships, and alumni success stories. Data available from Juan Diego Catholic High School and Judge Memorial Catholic High School should be incorporated along with high
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school faculty and alumni testimonials. 4. Promote size of the school as a strength for personal attention and individual instruction in contrast to our much larger competition. 5. Continue current promotion of the School of Character recognition award.
Governance Effective school governance is an important factor in the success of any school. Blessed Sacrament School’s governance and management structures will ensure accountability for implementation and monitoring of the strategic plan. Goal 1: Ensure the School Board’s structure and composition supports the school’s advancement and strategic planning goals. Objectives: 1. Provide training sessions for new board members to give a greater understanding of roles and responsibilities. 2. Continue to educate school board members on their role as promoters of the school’s mission. 3. Strengthen programs.
Goal 2: Ensure the school’s administrative structure will be accountable for the coordinated implementation of the strategic plan. Objectives: 1. Structure regular meetings with administrative team (principal, strategic planning chair, curriculum chair, etc.) to assure oversight of the strategic plan implementation. 2. Establish an active role for the members of the board in coordinating the implementation of the action plans in their respective areas. 3. Conduct the teacher and parent survey annually to track improvement and additional areas of focus.
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Goal 3: Increase and formalize “administration and governance” communication to our school population. Objectives: 1. Establish ongoing Board and Administration communication with parents. 2. Share with community our school Vision and strategic focus. 3. Share school’s current situation regarding headcount/finances and changes made within the school as a result.
Leadership Blessed Sacrament School is in transition. We have a new principal and our enrollment numbers are currently lower than what is necessary to fully fund the school staff. The percentage of new families each year comprises 25 – 30% of our community. Due to this, it is imperative the school administration be ever present and communicate regularly with the school families. While our student base has high turnover, our staff has remained consistent. Blessed Sacrament School has a high number of teachers with a great amount of experience and expertise. The school must find the best ways to use their expertise and allow for their continued growth so they may be progressive, motivated and vibrant, allowing more creative ways for students to learn. Goal 1: School leadership will provide a structure that provides a welcoming environment, open communication and parent ownership of the school. Objectives: 1. Administration to establish communication processes to educate and engage the parent community. a. Welcome letter: Vision and school year focus b. Financial info, enrollment numbers at Back to School Night. c. Ongoing communication – Monthly principal letters. 2. Engage in the process of building and strengthening our HSA and School Board. a. Summer off-site meeting with members to direction set and
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establish yearly goals/expectations. 3. Revisit current vision to ensure it meets the needs of the school going forward. a. Use recommended vision provided by the strategic planning committee as a starting point. b. Ratify new vision via formal approval process. Goal 2: Establish cost effective ways for staff to share ideas. Objectives: 1. Establish peer learning communities with the school and the diocese. 2. Provide staff development and training, which provide opportunities to coach parents to help foster a stronger partnership with parents.
Catholic Identity We remain committed to ensuring that the Catholic identity of the school reflects our mission. We need to foster positive and collaborative schoolchurch partnerships. Goal 1: Blessed Sacrament school will strengthen the relationship between the school and church. Objectives: 1. Identify and implement strategies that promote increased communication, coordination, and collaboration between the school and church. a. Regular monthly updates (or weekly newsletter). 2. Increase parishioner participation in school fundraising and educational enrichment. a. Invite via bulletin to All School Mass, general HSA meetings, Book Fair etc. 3. Encourage members of the school community to participate in parish ministries, programs and activities. a. Highlight Church activities in our weekly newsletter. b. Establish regular Youth Group Coordinator visits to Middle School.
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Facilities Much work has been accomplished during the last Strategic Planning period regarding our facilities. Because of this organized effort, Blessed Sacrament was able to build and furnish a new art and science lab as well as a music and foreign language wing. Outside of general maintenance, the only item to surface in our discussions and highlighted in the parent survey was a desire to improve the playground equipment and alternatives. Goal 1: We need to continue to fund and maintain our school buildings and look for opportunities to improve the playground. Goal 2: Work with the facilities staff and School Board to maintain the school’s physical plant. Goal 3: Examine ways to enhance the school’s playground to make it safe and identify opportunities to support our athletic program.
Finance We derive most of our income from tuition. If the school is to sustain its educational vision and programs, attract and retain an excellent faculty, and guarantee the integrity of the facilities today and into the future, we need to continue to build financial strength to provide the basis for permanence and program excellence, and to expand the school’s capacity to attract and retain qualified students. Goal 1: Blessed Sacrament School will maintain a balanced budget that will support the school’s short and long-term operations and reserves. Objectives: 1. Maintain a comprehensive five-year projected budget. 2. Incorporate an annual alumni pledge drive into the regular fundraising process. This can not be initiated until church is paid in full. 3. Publish fundraising goals in the school newsletters. 4. Continue to provide feedback to the diocese on tuition rates and the impact they have on the school. 2011-2016 Strategic Plan
5. Revisit our financial forgiveness budget to understand the appropriate threshold/minimum requirement charged. Objectives: 1. Take steps to reverse middle school enrollment decline. a. Annual Open House b. Spring Forward Day 2. Establish a formal exit interview process. 3. Collaborate with Catholic churches without a school to attract their parish children.
Vision for the Future Our vision for the future of Blessed Sacrament School is grounded in the 25-year history of the school and its successes, and is shaped by our strong Catholic identity. Our vision is more than just providing top academics and a solid religious education. We seek to ensure that all students are valued, inspired and have a sense of belonging. We strive to promote excellence in each student, intellectually, spiritually, physically and emotionally. We envision a school supported by a strong parish community, where all parishioners, not just school parents, are actively engaged in its success. It will be a place where current school families are happy with their children’s education, where they are informed and involved, and are our most effective form of advertising. Those involved in the education of our students are more than just members of an organization. They are like family. There is a strong bond, a partnership, between home and school that is uniquely Catholic, and forms the foundation for education of the whole student; mind, heart, and spirit. When people hear Blessed Sacrament School, they will think “close-knit, family-oriented, Catholic school, with an excellent academic record, outstanding teachers, involved parents, and a supportive parish”. They will know where our school is located and will feel welcomed by the staff when they visit. Alumni will maintain ties and will be ambassadors for the school long after they graduate, and local businesses will be amenable to sponsorships and donations when approached. The school will have the funds necessary to operate within its budget, with adequate
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surplus to obtain items from its wish list. The work put into the development of this Plan and the recommendations contain within were done in order to reach the Committeeâ€™s shared vision for our school: Blessed Sacrament School is the school of choice because of our faith, academic excellence, vibrant community spirit, and strength of our character.
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