5-year strategic plan for st. michael's academy
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7/28/2019 5-year strategic plan for St. Michael's Academy
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Strategic Plan Details
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Catholic Identity
Goal 1: Advance the mission of St. Michaels Academy as an active faith community of students, parents,
faculty and staff that promotes and exemplifies the mission and ministries of the Catholic faith.
Key Objective 1: Actively nurture and promote the understanding and awareness of the SMA mission.
Key Objective 2: Provide a continuously improving religious study program integrating faith, culture, and life.
Key Objective 3: Provide effective faith formation opportunities beyond the classroom.
Key Objective 4: Provide and promote opportunities for parents, faculty and staff involvement with student
activities relative to faith formation, social justice, and Christian service.
Key Objective 5: Build strong relationships with Greater Springfield, Wilbraham and East Longmeadow
Catholic parishes and parishioners to promote support for Catholic education and, in particular, for St.
Michaels Academy.
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Catholic Identity
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Key Objective 1: Actively nurture and promote the understanding and awareness of the SMA mission.
Key Objective 2: Provide a continuously improving religious study program integrating faith, culture and life.
Strategy When? Person
responsible?
Evaluation
measure?
Budget?
1 Require ongoing professional development in Scripture and the
Catholic intellectual tradition for teachers to integrate in their teaching.
Ongoing Leadership Team
and committee
Strategy met TBD
2 Continue providing quality religious curriculum based on the teachings
of the Catholic Catechism and the United States Conference of Catholic
Bishops.
Ongoing Leadership Team
and committee
Strategy met TBD
3 Continue to integrate Catholic social justice teachings in the religious
studies curriculum and cross curricula where applicable.
Ongoing Leadership Team
and committee
Strategy met TBD
Strategy When? Person
responsible?
Evaluation
measure?
Budget?
1 Rewrite the mission statement, making it concise and reflective of the
Academy's commitment to Catholic Identity and academic excellence.
Year 1 Leadership Team
and Board
Strategy Met N/A
2 Continue to teach the mission statement to all school community
members, make all decisions in light of it, and refer to it at appropriate
school functions.
Ongoing Leadership Team
and staff of the
Academy
Strategy Met N/A
3 Continue to display the mission statement conspicuously in all public
spaces in the school.
Ongoing Leadership Team
and staff
Strategy Met TBD
4 Distribute mission statement posters to the parishes for their public
spaces.
ASAP Leadership Team
and staff
Strategy Met TBD
5 Print the mission statement on appropriate official documents. ASAP Leadership Team Strategy Met Printing Costs
6 Review and renew commitment to the mission statement annually
with students, faculty & staff, and communicate the mission to all
constituencies.
Annually Leadership Team
and staff
Strategy Met N/A
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Catholic Identity
3
Key Objective 3: Provide effective faith formation opportunities beyond the classroom.
Strategy When? Person
responsible?
Evaluation
measure?
Budget?
1 Initiate an adopt-a priest program for each grade level, inviting clergy to visit
regularly, to nurture a strong connection between priests and SMA.
Year 1 Leadership Team
and faculty
Strategy met N/A
2 Continue to provide opportunities to learn about and experience the nature
of prayer, the Eucharist, and the liturgy.
Ongoing Leadership Team
and local clergy
Strategy met N/A
3 Continue to sponsor retreats or retreat-like experiences, such as the
program offered by New Spirit.
Ongoing Leadership Team
and faculty
Strategy met TBD
4 Continue to promote participation in social justice projects and Christian
service projects.
Ongoing Faculty, students,
and consultants
Strategy met TBD
Key Objective 4: Provide and promote opportunities for parents, faculty and staff involvement with student activitiesrelative to faith formation, social justice and Christian service.
Strategy When? Person
responsible?
Evaluation
measure?
Budget?
1 Encourage parents to participate in the faith formation of their children. Ongoing Leadership Team
and faculty
Strategy met N/A
2 Sponsor retreats for faculty and staff. Annually Leadership Team Strategy met TBD
3 Invite all parents/guardians, faculty and staff to participate in particular
Christian service and social justice projects with the students.
Ongoing Leadership Team Strategy met TBD
4 Establish expectations and offer support to faculty and staff members
relative to their real and visible participation in the faith life of the school
community.
Ongoing Leadership Team Strategy met N/A
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Catholic Identity
4
Key Objective 5: Build strong relationships with Greater Springfield, Wilbraham and East Longmeadow Catholic parishesand parishioners to promote support for Catholic education and, in particular, for St. Michaels Academy.
Strategy When? Person
responsible?
Evaluation
measure?
Budget?
1 Distribute the Michaelean to every parish on a regular basis. Year 1 andOngoing
AdvancementDirector
Strategy met TBD
2 Publish in each parish bulletin the number of students at SMA, the number
from that parish by name and grade and academic year, student recognitions,
honors, social justice and Christian service activities, etc.
Annually Advancement
Director
Strategy met N/A
3 Invite parishioners to visit SMA on a regular basis for scheduled events and
activities planned for them.
Periodically
every year
Advancement
Office
Strategy met /
Feedback from
participants
minimum
4 Establish a network of school volunteers from each parish, e.g. reading
programs for young children, STEM programs and projects presented by retired
and semi-retired professionals, likewise from skilled craftspeople such asplumbers, electricians, carpenters, etc.
Year 1 and
Ongoing
Parish
Ambassadors
Strategy met none
5 Work with the Advancement Office to create an advancement program for
individual parishioners and parish groups to contribute tuition assistance for
adopted students.
Year 1 and
Ongoing
Advancement
Office
Strategy met N/A
6 Work with the Catholic Communications Office to arrange a regular,
recurrent, scheduled stream of news from and about SMA.
Year 1 and
Ongoing
Advancement
Office
Strategy met N/A
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Strategic Plan Details
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Academics
Goal 1: Achieve 85th percentile on standardized tests (school normed) to meet the basic requirement for the
US Department of Education Blue Ribbon Schools.
Key Objective 1: Improve math, reading and science scores in all grade levels.
Goal 2: Develop a collaborative learning community composed of students, parents, faculty and parishes to
support student learning and high levels of academic achievement.
Key Objective 2: Cultivate partnerships with parents, parishioners and faculty to nurture student learning.
Goal 3: Expand new and enhanced academic programs to attract and enrich students.
Key Objective 3: Encourage growth of academic offerings.
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Academics
6
Key Objective 1: To improve math, reading and science scores in all grade levels.
Strategy When? Personresponsible?
Evaluationmeasure?
Budget?
1 Create math, reading and science departments withdesignated chairpersons for each. Sem 22012/13 Leadership Teamand Facultycommittee
Implementation of positions Increase insalary orstipend
2 Annual year-end curricula reviews by faculty withbackward benchmarking(i.e. review grade level outcomes/skills needed for students to successfully transition to nextgrade).
Sem 22013/14
Leadership Teamand Facultycommittee
Creation ofcoordinatedteachingprogramsthrough allgrade levels
Thanks anddinner/lunchor stipend
3 Annual visits to successful area programs in math, readingand science to learn how to improve scores.
2012/132013/142014/152015/162016/17
Leadership Teamand Facultycommittee
Reports withdetails ofsuccesses /improvedtechniquesfrom each visit shared withfaculties
Cost ofsubstitutes/travelexpenses
4 Institution of entry and exit exams in math, reading andscience to determine areas of strength and weakness.
2013/14 Entry2014/15 Sem.Exams2015/16 Qtrlyexams
Leadership Teamand Facultycommittee
Test resultsand analysis ofstrengths andweaknesses
Cost oftesting/possiblestipends forthose whoanalyze data
5 Development of formal remediation program (during schoolyear through students teachers or existing faculty; duringsummer as separate program).
2012/13 developprogram2013/14 implementprogram/summer school
Leadership Teamand Facultycommittee
Implementation of programs
Salaries(Summerschool couldgeneratefundingthroughtuition)
6 Expand opportunities for professional development aroundemerging areas of concern (Common Core, accommodations,technology, new mathematics, reading or science programs,etc.)
Annual decisionfor year
Leadership Teamand Facultycommittee
Attendance atPDopportunitiesand sharing of
information
Cost ofworkshops/webinars, etc.
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Academics
7
Key Objective 2: Cultivate partnerships with parents, parishioners and faculty to nurture student learning.
Strategy When? Person responsible? Evaluation measure? Budget?
1 Conduct grade and subject specific meetings for parents
prior to beginning of classes in the fall to inform parents ofeducational goals, performance standards, and ways forparents to help encourage learning.
Sem 1
2013/14
Leadership Team/
Board/ Faculty
Curriculum guides and
Performancestandards
$0
2 Greater emphasis in admissions and registrationmaterials on expectations for parent attendance atmeetings, need to support performance standards andsupport school policies (i.e. dress code).
Spring2013
Leadership Team &Admissions Director
Increase in positiveparentparticipation/reductionof non-conformancewith school policies
$0
3 Develop volunteer program to assist with academicactivities (teachers aides, remedial tutoring, reinforcementof lessons by professional expertise guest speakers,
coordinating special events like Spelling Bees, MathCompetitions, Science projects).
2013/14 Leadership Team/Board/ Facultycommittee
Volunteer data base $0
Key Objective 3: Encourage growth of academic offerings.
Strategy When? Person responsible? Evaluationmeasure?
Budget?
1 Analyze current offerings, within the regular school day,with regards to availability and costs.
Sem 22012/13
Leadership Team/Board/FacultyCommittee
Chart of currentofferings
$0
2 Seek input from area Catholic schools what they offer,resources (personnel, agencies, costs).
2013/14 Leadership Team/Board/FacultyCommittee
List ofresources/needs
Postage/copying
3 Explore shared faculty/resources with other areaCatholic schools.
2013/14 Leadership Team/Board
List of potentialsharedexpenses/personnel
$0
4 Expand offerings to match those available in similar/competitive schools.
Spring,2014
Leadership Team/Board/FacultyCommittee
Prioritized plan forimplementingadditional offerings
$0
5 Begin to implement Plan. Market new offerings duringrecruiting season for 2014/15.
2014/15 Leadership Team/Board
New offerings inplace
Cost of staffand supportmaterials
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Strategic Plan Details
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Admissions
Goal 1: Achieve optimal enrollment of 100 students per grade level in grades K-8 (four classes of 25 students)
and an increasing pre-school population, through a strategic marketing and enrollment management program.
Key Objective 1: Develop and implement a strategic retention program.
Key Objective 2: Develop and implement a strategic recruitment program to attract a growing number of
prospective student families.
Key Objective 3: Develop and implement a strategic marketing program.
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Key Objective 1: Develop and implement a strategic retention program.
Strategy When? Personresponsible?
Evaluationmeasure?
Budget?
1 Develop a Parent Ambassador Program to mentor new
families and to promote involvement in the school community.
3 months to
implement
Admissions
andLeadershipTeam
At 6 month
intervals,ascertain howmany mentorfamilies thereare
$0
2 Promote community building events including events like Backto School welcome; Spirit Days; family movie nights;Father/Daughter dances and Mother/Son Breakfast/Poetry Caf.
Immediately AdmissionsandLeadershipTeam,Home SchoolAssociation,Student
Council
At 6 monthsintervalsreviewnumber ofevents andattendance
Minimal
3 Implement, assess and analyze withdrawn family evaluationsand interviews.
Immediately AdmissionsDirector
Annual datasummaries
$0
Key Objective 2: Develop and implement a strategic recruitment program to attract a growing number of prospective
student families.
Strategy When? Personresponsible?
Evaluationmeasure?
Budget?
1 Host a series of recruitment events annually to encourage
prospective parent visits to the school (including potentiallyseparate events for middle school and elementary grades).
Ongoing Admissions Attendance
and yield (#of attendeeswho enroll
$5,000
2 Build a parish ambassador program to promote awareness ofSMA; Investigate ambassadors for other places of worshipincluding other Christian communities.
Ongoing LeadershipTeam,Admissions
At 6 monthintervals,ascertain howmanyambassadorsthere are
$0
3 Build a database of prospective student families includingparish CCD program participants, families from other areaChristian churches, etc.
Ongoing Admissions Creation ofdatabase
$1,500
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Admissions
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Key Objective 3: Develop and implement a strategic marketing program.Strategy When? Person
responsible?Evaluationmeasure?
Budget?
1 Create and implement a segmented marketing program
including direct mail to targeted area families; invitations toOpen House; yard signs; promotional information in areanewspapers, media outlets including Catholic resources.
Throughout
the year;withemphasisbefore anOpen House
Admissions
Office,LeadershipTeam, Boardof TrusteesMarketingCommittee
Sign-in sheets
at recruitmentevents totrack sourceof visit (Howdid you hearof thisevent?)
$10,000
2 Develop and implement a flow of communication toprospective students that aims to build a relationship with eachfamily, i.e. parent phone calls, handwritten thanks yous, followup calls and invitations to Shadow days.
Immediately AdmissionsOffice
Increasedyield fromprospectivestudent statusto applicant to
enrolledstatus
Cost ofmailings
3 Develop promotional program for SMA to include participationin community events and organizations (i.e. Chamber ofCommerce, Rotary club, other Christian churches etc., area fairs,and parades) to nurture increasing levels of communityawareness.
Jan. 2013 LeadershipTeam,AdmissionsOffice
Track numberof eventsattended;Record mediacontact
Free
4 Evaluate opportunity to create a SMA Friends & FamilyProgram that awards a tuition credit (typically $250-$500) tocurrent families who refer a new family.
Jan, 2013 ifprogram tobeimplemented
for 2013-14academicyear. If not,then May2013
AdmissionsOffice, Board,LeadershipTeam
Trackinginquiries tothe school
$250/$500 xnumber ofinquiries
5 Build an effective online presence for the school including aviable website. Website might include testimonials, videos,current happenings, updated teacher pages, links to key areahigh schools and offices, alumni achievements, etc.
Immediately IT Hire,Admissions &AdvancementOffice
Track hits onthe website
$2,300
6 Develop targeted messaging to promote SMA mission,hallmarks and achievements.
Immediately LeadershipTeam,Admissions
Track howfamilies ofnew enrollees
Free
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Admissions
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heard of SMAvia surveys
7 Develop collateral materials (brochure, information packet) topromote SMA mission, hallmarks and achievements.
Jan 2013 LeadershipTeam,Admissions
Completedmaterials
$2,000
8 Build awareness of SMA, including street signage, lawn signs,banners, bumper stickers, and SMA spirit clothing. June 2013 LeadershipTeam,Admissions
Break even onsales for allexceptsignage.Signage$2,000
9 Develop public relations program nurturing partnerships withlocal radio, TV and print media.
June 2013 LeadershipTeam,Advancement,Admissions
Clippings andnews stories
Free
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Advancement
Goal 1: Establish and maintain a strategic advancement program to promote an understanding and support of
St. Michaels Academys mission among all constituents, and to improve the financial stability of St. Michaels
Academy (SMA) through charitable giving and effective coordinated campaigns that meet the current and
evolving needs of the school.
Key Objective 1: Identify potential donor constituents and others who support Springfield Catholic
elementary education and the mission of SMA.
Key Objective 2: Seek funding to reflect annual school needs and to include growth toward the future in
support of the SMA mission.
Key Objective 3: Develop strategies to increase the donor base and to raise donor sights through leadership
giving to SMA.
Key Objective 4: Establish a volunteer program to assist with Advancement-related programs and events,and to increase total voluntary support of SMA.
Key Objective 5: Cultivate constituents to become regular supporters of the SMA mission.
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Advancement
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Key Objective 1: Identify potential donor constituents and others who support Springfield Catholic elementary educationand the mission of SMA.
Strategy When? Person
responsible?
Evaluation measure? Budget?
1 Develop an easy to use, modifiable database to include alumnifrom SMAs heritage schools, current SMA alumni, parents,
grandparents, friends and supporters of SMA as well as
Springfield Catholic elementary education.
Currentlydeveloping
with ongoing
maintenance
SMA administrativeassistants,
Advancement
Director. (In the
future-possible
interns or
volunteers.)
Constituentresponses, decreased
returned mail,
monthly-annually
updated
Administrativecosts
2 Utilize this information to improve marketing,
communications, and community & constituent relations.
Currently and
ongoing
Advancement
Director, Home
School Association
Constituent feedback
and participation
Printing costs
for marketing to
be determined
Key Objective 2: Seek funding to reflect annual school needs and to include growth toward the future in support of theSMA mission.
Strategy When? Person
responsible?
Evaluation measure? Budget?
1 Establish a comprehensive program of annual giving to equal
8% of the total annual school budget.
By 2017 Advancement
Director, Home-
School Association,
Leadership Team
Achievement of
yearly annual giving
goals with increasing
future goals, until 8%
is achieved
Various
marketing and
promotional
costs to be
determined
2 Develop and maintain an effective annual fund. Each year
beginning
2013
Advancement
Director
Establishment of an
annual fund with
yearly growth in the
amount and the
number of charitable
contributions
To be
determined for
marketing,
mailings
3 Maintain an effective in-school fundraising program to equal
2% of the annual giving goal.
Currently and
ongoing
Advancement
Director with the
Home-School
Association
2% goal reached
each year
Marketing and
promotional
costs to be
determined
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Advancement
14
4 Enable major gift giving and planned giving from SMA
supporters.
Immediately
and ongoing
Advancement
Director
Success in charitable
giving from SMA
supporters
Marketing and
promotional
costs to be
determined
5 Develop an effective capital campaign based on the
immediate needs of the school.
By 2017 Advancement
Director
Success in charitable
giving toward thecapital goal on a
yearly basis.
Achievement of
capital campaign
goal through donor
support in
established time
frame
Marketing and
promotionalcosts to be
determined
6 Research and submit grants available to SMA. 2013 and each
future year
Advancement
Director
Receipt of grants Possible grant-
writingconsultant costs
Key Objective 3: Develop strategies to increase the donor base and to raise donor sights through leadership giving toSMA.
Strategy When? Person
responsible?
Evaluation measure? Budget?
1 Invite current and potential donors to the SMA campus for
various student, alumni and special donor events.
Currently and
ongoing
In the future
Advancement
Director and
Leadership Team
Number of
constituents invited
versus thoseattended
Cost of
individual
events to bedetermined.
2 Involve constituents in the community of SMA through direct
contact, school meetings, mailings, and special events.
Currently and
ongoing in the
future
Advancement
Director and
Leadership Team
Improved feedback
from constituents via
attendance at
events, meetings,
direct contact to the
school, and through
survey feedback
Cost of mailing
and events to
be determined
3 Ask current donors for referrals. Currently and Advancement Increase in the None
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Advancement
15
ongoing in the
future
Director and
Leadership Team
number of potential
donors from referrals
4 Conduct a feasibility study of current and potential donors. By 2014 Advancement
Director with
possible help from
consulting group
Improved knowledge
regarding potential
donors ability and
willingness to give
Cost of
consulting
group to run
feasibility study5 Utilize direct asking and indirect asking techniques to increase
individual and corporate donors.
2013 and
ongoing in the
future
Advancement
Director
Receipt of charitable
contributions from
constituents with
future and sustained
giving
None
6 Identify and utilize corporations matching gift programs. Currently and
ongoing in the
future
Advancement
Director
Receipt of matching
gifts from
corporations
Potential cost to
purchase list of
matching gift
corporations if
one is notavailable
Key Objective 4: Establish a volunteer program to assist with Advancement-related programs and events, and toincrease total voluntary support of SMA.
Strategy When? erson responsible? Evaluation measure? Budget?
1 Collect a list of volunteers within the community of SMA. Currently and
ongoing in the
future
Advancement
Director with the
Home-School
Association
Sufficient volunteer
support for activities
and events
None
2 Establish an internship program with local colleges to assist
with the SMA Advancement effort.
By 2015 Advancement
Director
Establishment and
utilization of an SMA
internship program
with many local
colleges
None. (Work
produced by
interns may
offset some of
the
administrative
costs for
Advancement)
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Advancement
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Key Objective 5:Cultivate constituents to become regular supporters of the SMA mission.Strategy When? Person
responsible?
Evaluation measure? Budget?
1 Improve communications between SMA and itsconstituents to establish an increased sense of
belonging to the SMA and Springfield Catholic
elementary school community.
Currently andongoing in the
future
AdvancementDirector,
Leadership Team,
SMA Board of
Directors
Increased participation fromSMA and Springfield Catholic
Schools supporters at events,
through surveys, and direct and
indirect contact
Cost ofmailings and
events to be
determined
2 Improve the ease of giving to SMA. 2013 and
ongoing in the
future
Advancement
Director
Utilization of giving
opportunities via the internet,
direct mailings, events, and
direct asking
Website
redesign
costs,
mailings and
events
3 Develop a stewardship program to recognize and
appreciate donor constituents, volunteers, SMA faculty,
staff and supporters.
Currently for
faculty and
staff. Beginning
in 2013 for all
other
supporters
Advancement
Director with the
Home-School
Association
Success in showing appreciation
to SMA supporters. Continued
support from donors,
volunteers, faculty and staff
Costs of
appreciation
events and
gifts
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Facilities
Goal 1: Provide a learning facility that promotes enrollment and quality of instruction as well as student
experience through a tactical and financially responsible plan.
Key Objective 1: Proactively maintain and update an aging facility through a comprehensive preventative
maintenance plan.
Key Objective 2: Improve the functionality of the multi-purpose room (gymnasium).
Key Objective 3: Provide sufficient learning space to meet enrollment and educational needs of the students
at 153 Eddywood Street campus.
Key Objective 4: Work with Cathedral High School and the Diocese of Springfield to assess the relocation of
the middle level students or the entire academy to the Surrey Road locations.
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Facilities
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Key Objective 1: Proactively maintain and update an aging facility through a comprehensive preventative maintenanceplan.
Strategy When? Personresponsible?
Evaluationmeasure?
Budget?
1 Create and implement a preventative maintenance plan. June 2013 Maintenance
Director
Plan is in a written
format and
completed annually.
N/A
2 Implement the capital improvements identified in the Building
Assessment Plan.
Ongoing Maintenance
Director,
Leadership Team,
Board of Trustees
Annual review of
plan by all
responsible persons.
TBD
3 Install air conditioning in the computer room. Summer 2013 Leadership Team /
Board of Trustees
Comfortable
temperature in
computer room.
$13,000
Key Objective 2: Improve the functionality of the multi-purpose room (gymnasium).
Strategy When? Personresponsible?
Evaluationmeasure?
Budget?
1 Establish a committee to propose potential uses of the multi-
purpose room.
March 2013 Leadership Team Leadership Team
report to Board
N/A
2 Hire an engineer to assess acoustics and lighting April 2013 Leadership Team/
Diocesan Building
Consultant
Engineers report $2500 -
$4000
3 Determine alterations required for the uses. May 2013 Leadership Team/
Committee/ Board
of Trustees
Committees report N/A
4 Identify the costs of the alterations. May 2013 Engineer/
Committee/
Leadership Team
Proposed budget N/A
5 Prioritize alterations and establish a timeline for completion. May 2013 Committee/
Leadership Team
Board of Trustees
approval
N/A
6 Hire contractor and make alterations per timeline. June 2013 to
completion
Diocesan Building
Consultant/
Contractor
Multi-purpose room
is user friendly.
TBD
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Facilities
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Key Objective 3: Provide sufficient learning space to meet enrollment and educational needs of the students at 153Eddywood Street campus.
Strategy When? Personresponsible?
Evaluationmeasure?
Budget?
1 Convert the Christmas Tree Room in the basement to usable school
space.
Summer of 2013 Leadership Team /
Maintenance
Director
Successful
conversion of
space
TBD
2 Convert the Conference Room to classroom or program space. When need
arises
Leadership Team /
Maintenance
Director
Based on
enrollment
numbers
TBD
3 Convert the Chapel to classroom or program space. When need
arises
Leadership Team /
Maintenance
Director
Based on
enrollment
numbers
TBD
4 Explore opportunities for suitable additional space in the classroom
building and on the campus footprint including consideration of
modular classrooms and/or rectory/garage renovations.
Upon completion
of mediation
Leadership Team /
Board of Trustees
Approval by
Diocese
N/A
5 Create an art room. When space is
available
Leadership Team /
Board of Trustees
Based on
available space
TBD
6 Create a science lab. When space is
available
Leadership Team /
Board of Trustees
Based on
available space
TBD
7 Create a media center. When space is
available
Leadership Team /
Board of Trustees
Based on
available space
TBD
Key Objective 4: Work with Cathedral High School and the Diocese of Springfield to assess the relocation of the middle
level students or the entire academy to the Surrey Road locations.
Strategy When? Personresponsible?
Evaluationmeasure?
Budget?
1 Provide support for the approved plan. Upon completion
of mediation
Leadership Team/
Board of Trustees
Approval by
Diocese
TBD
2 Establish subcommittees to accomplish initiative. Upon completion
of mediation
Leadership Team /
Board of Trustees
Approval by
Diocese
TBD
3 Provide for optimal facility design to maximize student learning. Upon completion
of mediation
Leadership Team /
Board of Trustees
Approval by
Diocese
TBD
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Finance
Goal 1: Operate within a comprehensive, balanced budget that addresses current and evolving financial needs
of the Academy.
Key Objective 1: Support budget expansion to include replacement of textbooks, instructional materials,
technology, and tuition assistance in accordance with the strategic plan.
Key Objective 2: Create a capital budget based on a facility needs assessment that includes replacement
costs.
Goal 2: Offer salaries, benefits, and a teaching environment that are designed to attract, develop and retain a
stable group of enthusiastic and highly qualified faculty and staff to support academic achievement.
Key Objective 3: Research, review and assess faculty and staff compensation structure with the areas public
and independent schools.
Key Objective 4: Annually evaluate teacher performance and satisfaction.
Goal 3: Promote accessibility to a quality Catholic education at SMA.
Key Objective 5: Increase school community knowledge of SMA financial priorities and costs, including cost
per pupil to educate.
Key Objective 6: Develop a comprehensive tuition assistance program with additional funds available for
awards.
Key Objective 7: Research opportunities that make an SMA education affordable.
Goal 4: Strengthen revenue streams beyond tuition to achieve a benchmark of 75% tuition, 5% parish tuition
subsidy, 10% diocesan support, 8% fundraising, and 2% other miscellaneous revenue.
Key Objective 8: Prioritize opportunities for revenue growth including annual giving, endowment, planned
gifts, clinics, facility utilization, etc
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Finance
21
Key Objective 1: Support budget expansion to include replacement of textbooks, instructional materials, technology,and tuition assistance in accordance with strategic plan.
Strategy When? Person responsible? Evaluation measure? Budget?
1 Create and implement a replacement plan for textbooks,
instructional materials and technology.
November of
each year.
Principals, Business
Manager
Summary of findings. TBD
2 Submit a balanced budget to the Finance Committee and Board of
Trustees.
January Leadership Team and
Finance Chair
Approval by the
Board.
N/A
3 Submit the approved budget to the Diocese of Springfield. January 31 Business Manager Approval by Diocese. N/A
Key Objective 2: Create a capital budget based on a facility needs assessment that includes replacement costs.Strategy When? Person responsible? Evaluation measure? Budget?
1 The Building and Grounds Committee of the Board of Trustees will
present the capital needs and replacement budget to the Leadership
Team and Finance Committee.
November B&G Committee and
Leadership Team
Review by the
Finance Committee.
TBD
Key Objective 3: Research, review and assess faculty and staff compensation structure with the areas public andindependent schools.Strategy When? Person responsible? Evaluation measure? Budget?
1 Collect and analyze salary data from area schools. September
2013
Finance Committee Data has been
analyzed.
N/A
2 Compile current teacher salary information and compare to publicschool schedules.
October2013
Business Manager /Leadership Team
Summary of findings. N/A
Key Objective 4: Annually evaluate faculty performance and satisfaction.Strategy When? Person responsible? Evaluation measure? Budget?
1 Conduct performance evaluations of faculty and staff. Annually -
Spring
Principals Completed
evaluations.
N/A
2 Conduct an annual survey around faculty satisfaction of teaching
environment.
Annually -
Spring
Principals Summary of surveys. N/A
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3 Conduct exit interviews of faculty and staff. As needed Principals Completed exit
interviews.
N/A
4 Increase salary budget to attract and maintain high performing
teachers.
November Leadership Team Approval of budget. TBD
Key Objective 5: Increase school community knowledge of school financial priorities and costs including cost per pupil toeducate.Strategy When? Person
responsible?
Evaluation
measure?
Budget?
1 Include the cost per pupil in all registration materials, website,
appropriate publications and materials.
Immediately Advancement/
Admissions
Director
Publication of per
pupil cost.
N/A
2 Invite parents, pastors, and school supporters to the annual State of
the School Meeting and include cost per pupil information in the
presentation.
Annually
beginning
April 2013
Leadership Team Actual presentation
material.
N/A
Key Objective 6: Develop a comprehensive tuition assistance program with additional funds available for awards.Strategy When? Person
responsible?
Evaluation
measure?
Budget?
1 Create a tuition assistance committee to review the existing tuition
assistance program.
February
2013
Leadership Team Committee has
been formed.
N/A
2 Identify additional resources to award for tuition assistance (annual
fund, grants, etc)
Ongoing Leadership
Team/Board ofTrustees
Funds have been
received.
TBD
3 Review the existing tuition assistance process and award protocol.
Implement changes.
March 2013 Tuition Asst.
Committee
A written protocol
has been approved
by Leadership Team.
N/A
4 Encourage families to register for tuition assistance through the FACTS
grants and aid program.
February
2013
Admissions/
Advancement
Director
Families have
completed the
process.
N/A
5 Review the qualifying applications and award assistance. June 2013 Tuition Asst.
Committee
Assistance has been
awarded.
TBD
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Key Objective 7: Research opportunities that make an SMA education affordable.
Strategy When? Person
responsible?
Evaluation
measure?
Budget?
1 Review the tuition structure to identify other potential options forpayment of tuition (bi-monthly payments, etc.)
June 2013 FinanceCommittee
Summary report. N/A
2 Explore implementing a program that allows parent to provide
services in lieu of partial/full tuition (i.e. IT Services, etc.)
June 2013 Finance
Committee
Recommendation
report to the
Leadership Team.
N/A
3 Survey other schools for recommendations. June 2014 Finance
Committee
Recommendation
report to the
Leadership Team.
N/A
Key Objective 8: Prioritize opportunities for revenue growth including annual giving, endowment, planned gifts, camps,
clinics, facility utilization etc
Strategy When? Person
responsible?
Evaluation
measure?
Budget?
1 Implement an annual fund campaign. April 2013 Advancement/
Admissions
Director /
Advancement
Committee
Report to
Board of
Trustees
TBD
2 Conduct a feasibility study for an endowment / capital campaign. 2014 Leadership Team Report to
Board ofTrustees
TBD
3 Research planned giving opportunities. 2013 Finance
Committee
Report to
Board of
Trustees.
N/A
4 Research and apply for grants. Ongoing Leadership Team Receipt of
funding
N/A
5 Research fee based programs/opportunities (camps, clinics, facility
utilization, etc.)
2014 Leadership Team Report to
Board of
Trustees
N/A
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Strategic Plan Details
24
Student Life
Goal 1: Encourage the formation and individuality of the whole child through extra-curricular experiences.
Key Objective 1: Establish a Student Activities Committee.
Goal 2: Foster friendships and social skills of students by enabling them to build relationships and connections.
Key Objective 2: Develop diverse, inclusive, and age-appropriate activities, programs and clubs to satisfy the
evolving interests and needs of the students.
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Key Objective 1: Establish a Student Activities Committee (SAC).
Strategy When? Person responsible? Evaluation
measure?
Budget?
1 Develop organizational plan/
by laws & SAC membersuccession plan.
Year 1 SAC Organizers with approval of
Leadership Team
Completion of
project
None
2 Select SAC members (to
include parents, grandparents,
faculty, students & volunteers).
Year 1 Leadership Team & SAC
Organizers
Completion of
selections and
recruitment
None
3 Establish plan to recruit,
manage, and thank volunteers
and strategic partnerships.
Year 1 SAC with approval of
Leadership Team
Approved
written
description of
plan.
None
4 Develop SAC handbook and/or
web page(s).
December 2013 - handbook
March 2014 web page(s)
SAC with approval of
Leadership Team & web
designer
Completion of
projects
TBD
Key Objective 2: Develop diverse, inclusive, and age-appropriate activities to satisfy the evolving interests and needs ofthe students.
Strategy When? Person responsible? Evaluation
measure?
Budget?
1 Identify a priority list of
activities to be offered based on
student and parent surveyresponses.
April 2013 SAC with approval of Leadership
Team
Approved list of
initial activities
None
2 Identify budget and funding
source(s) per activity.
On an ongoing basis Activity leader with SAC &
Leadership Team
When the
activity is
funded and
approved
TBD
3 Identify logistics per activity. On an ongoing basis Activity leader with SAC &
Leadership Team
Completion of
activity and
feedback from
activity leader
TBD
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4 Implement initial offerings of
after-school and in-school
activities, programs and clubs.
April 2013 initial offerings - may
include cooking, weaving,
twirling, and a mock trial.
(Volunteers have stepped
forward to lead these activities.)
Other activities, programs and
clubs will be rolled out based
upon availability of volunteers,
student interest and resources.
Activity leader with SAC &
Leadership Team
Feedback from
participants and
activity leader
TBD
5 Implement intramural sports
activities.
Fall of 2013 and after, based
upon availability of volunteers,
student interest, resources and
logistics
Activity leaders with SAC &
Leadership Team
Feedback from
participants and
activity leaders
TBD
6 Gradually expand activities,
programs and clubs buildingupon prior success .
Fall 2013 and after, based upon
availability of volunteers, studentinterest, resources and logistics
SAC with approval of Leadership
Team
When each
activity isfunded and
approved. Also
evaluate
feedback from
participants and
activity leaders
TBD
7 Implement organized sports
programs
2 5 years based upon
availability of volunteers, student
interest, resources and logistics
Program leaders with SAC &
Leadership Team
Feedback from
participants and
program leaders
TBD but cost will be
thousands of dollars
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Strategic Plan Details
27
Technology
Goal 1: Advance the availability and application of educational technology at SMA.
Key Objective 1: Shape appropriate resource investment for current and evolving technology needs.
Key Objective 2: Create strategic partnerships to assist in achieving technology related goals.
Goal 2: Utilize educational technology to enhance SMA academics.
Key Objective 3: Effectively use technology in instruction to strengthen the curriculum.
Key Objective 4: Establish technology support for SMA faculty to enhance teaching and learning.
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Key Objective 1: Shape appropriate resource investment for current and evolving technology needs.Strategy When? Person
responsible?
Evaluation
measure?
Budget?
1 Establish a Technology Committee. 2013 LeadershipTeam &
Computer
Teacher
Committee inplace N/A
2 Continuously assess technology needs and instructional technology
trends for grant and funding prioritization in the schools budget.
Annually Leadership
Team &
Technology
Committee
Technology goal
reports,
submitted grant
reports
N/A
Key Objective 2: Create strategic partnerships to assist in achieving technology related goals.Strategy When? Person
responsible?
Evaluation
measure?
Budget?
1 Develop a list of potential partners. 2013 Leadership Team,
Technology
Committee &
Parents
Creation of a list
of needs
N/A
2 Identify, qualify and promote specific areas for partnering needs
(website, instructional technology training, technology internships, and
technology funding/donations/recycling.)
2013 Leadership Team,
Technology
Committee &
Parents
Potential
Partnership List
Contact
documentation& formed
partnerships
N/A
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Key Objective 3: Effectively use technology in instruction to strengthen the curriculum.Strategy When? Person responsible? Evaluation measure? Budget?
1 Align current SMA curriculum more closely to Massachusetts
Technology Curriculum Standards (MTCS).
Year 2 SMA Teachers MTCS comparison
report
N/A
2 Develop initiatives for computers across the curriculum to center
around the needs and successes of students.
Year 2 SMA Teachers Computers Across
Curriculum Program
in place
Cost of Student
Use Computers
(See Technology
Budget)
3 Determine what types of technology and infrastructure would best
meet the curricular needs now and in the future (i.e., develop a
Technology Plan for SMA).
Current SMA Computer
Teacher, Technology
Committee and
Leadership Team
Development of
written Technology
Plan
Cost of Mimio
Bundle Systems
(See Technology
Budget)
Key Objective 4: Establish technology support for SMA faculty to enhance teaching and learning.Strategy When? Person responsible? Evaluation measure? Budget?
1 Provide ongoing training, support, and professional development
for SMA faculty.
Year 1 Leadership Team
and Technology
staff
Records of training
and/or conference
attendance
$100/ teacher/ yr.
2 Develop an educational technology support position. Year 1 Leadership Team -
External Partnership
Have a dedicated
staff/intern available
to assist teachers
Cost of hiring a
staff/intern
3 Create Peer Champion programs. Year 1 Leadership Team &
Computer Teacher
Completion of Peer
Champion training
program
$100/ teacher
Up to 6 teachers
(3 elementary &
3 middle school)
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SMA STRATEGIC PLANNING TECHNOLOGY COMMITTEEFIVE YEAR BUDGET
Year One Educational Technology Equipment Recommended Purchases:
Item Cost Per Item Quantity Item Total CostMimio TechnologyBundle
$2,720.00 9 (1 per grade K-8) $24,480.00
In-Focus Projector $1,179.00 9 (1 per grade K-8) $10,611.00Teacher Use Laptops $1,000.00 9 (1 per grade K-8) $ 9,000.00
Total Year One Costs = $44,091.00Current teacher desktops should be converted into classroom student use computers.
Year Two Educational Technology Equipment Recommended Purchases:
Item Cost Per Item Quantity Item Total CostStudent Use Computers $1,000.00 10 (1 per grade Pre-K
8)$10,000.00
Cisco 5508 WirelessController- networkmanagement device
$10,825.00 1 $10,825.00
Cisco Aironet 1140Series Access PointDual-band 802.11a/g/n
$674.30 10 $6,743.00
Technology MaintenanceBudget
Roughly 10% of totaltechnology
$7,000.00
Total Year Two Costs = $34,568.00
Year Three Educational Technology Recommended Purchases:
Item Cost Per Item Quantity Item Total CostMimio TechnologyBundle
$2,720.00 6 (2/grades 6-8) $16,320.00
In-Focus Projector $1,179.00 6 (2/grades 6-8) $ 7,074.00Teacher Use Laptops $1,000.00 6 (2/grades 6-8) $ 6,000.00
Total Year Three Costs = $29,394.00
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Year Four Educational Technology Recommended Purchases:
Item Cost Per Item Quantity Item Total CostMimio TechnologyBundle
$2,720.00 6 (1/grade K-5) $16,320.00
In-Focus Projector $1,179.00 6 (1/grade K-5) $ 7,074.00Teacher Use Laptops $1,000.00 6 (1/grade K-5) $ 6,000.00
Total Year Four Costs = $29,394.00
Year Five Educational Technology Recommended Purchases:
Item Cost Per Item Quantity Item Total CostMimio TechnologyBundle
$2,720.00 6 (1/grade K-5) $16,320.00
In-Focus Projector $1,179.00 6 (1/grade K-5) $ 7,074.00Teacher Use Laptops $1,000.00 6 (1/grade K-5) $ 6,000.00Technology MaintenanceBudget
$ 5,000.00
Total Year Five Costs = $34,394.00
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