submission document: working towards a viable future for...

A Catholic School for boys in the Marist tradition

CollegerosalieMarist

submission document:

Working Towards A Viable Future For Marist College Rosalie

Whatever you do, do wholeheartedly and well

compiled by our committeeA committee of the Marist College Rosalie P&F Association

Rosa Business Focus➔An Executive Summary

Overview of Rosa➔Mission & Vision

➔Marist Education Tradition

➔College’s Principal Activities Organisation Structure

➔Stakeholders

➔The Challenge for Marist College Rosalie

➔Responding to the Challenge

Demographics➔Introduction

➔Definition of Catchment Area

➔Projected Enrolments

➔Projected Population Growth

A Catholic School for boys in the Marist tradition

CollegerosalieMarist

Whatever you do, do wholeheartedly and well

Working Towards A Viable Future

Motivation Respect Tradition Conf dence Values

Financial Plan➔Introduction

➔Background

➔Improving Financial Viability

➔Balance Sheet & Profit/Loss

➔Projections

➔Summary

Marketing Plan➔Introduction

➔Current Situation

➔Research & Background

➔SWOT Analysis

➔Strategic Goals

The Road Ahead➔What’s Different?

➔Rosa Community Council

➔The Next Steps

Community & Faith Sport Curriculum

This document is an extension of the values that make Marist College Rosalie the exceptional place of learning that it is. If we continue to work together we can ensure that Marist College Rosalie will be available for future generations.

Focus Groups This submission document has been prepared by Our Rosa. Ten focus groups have been formed to allow us to develop the way forward for Marist College Rosalie. The document represents the combined effort of all groups. Our Rosa acknowledges the assistance of BCE, the College and the wider Rosa community without whose help and assistance this document could not have been prepared. The focus groups were formed at the public meeting held on Thursday 9th March, 2006 at the College. Each group has a coordinator and their contact details are listed below.

Focus Groups Coordinator Phone Contact Email Address

Promotional Marketing Joe Sullivan 0418 716 242 [email protected]

Strategic Marketing Louise Hart 0423 830 611 [email protected]

Business Plan Damian Azzopardi 0438 060 796 [email protected]

Facilities / Improvements Nigel Brown 0411 869 104 [email protected]

Finance Damien Staunton 0421 640 695 [email protected]

Student Retention John Strickland 0409 814 532 [email protected]

Old Boys Chris Begley 0422 971 677 [email protected]

Communication Sylvia Sanjurjo 0409 391 966 [email protected]

Enrolment / Interviews Ros Edols 0432 900 917 [email protected]

Fundraising / Events Mark Braybrook 0417 076 954 [email protected]

Focus Group Chair Oscar Sanjurjo 0408602303 [email protected]

Foreword

When the parents and past students of the Marist College Rosalie community heard the news that the College was under threat of closure they were understandably surprised and shocked. There had been a prevailing assumption in the broader community that the College was operating well as there had been no official statement of concern about falling numbers. My belief was that enrolment numbers at the College certainly needed to improve and I was concerned about the matter. I also judged that if I were to publicly state that concern then this would unsettle the current enrolment. For the same reason the Rosalie Working Party itself was confidential. As you know the announcement of February 22nd 2006 could certainly have not been more urgently couched. Since the announcement many parents have come together in a concerted professional endeavour to formulate a viable vision for the future of Marist College Rosalie. This energetic, positively focused and coordinated group of parents has surprised me with the range of critical issues they have been able to identify and address. The parents quickly organised themselves into focus groups to create a proposal with substance that would vision a future for the College. Strategies have also been developed to limit the damage that the discussion itself might have on perceptions of the College and enrolments. The efforts of parents to promote our annual Open Day, held on May 21st, saw fifty percent more families through our front gate than in the previous year. These people knew of the current review. These prospective parents typically indicated they had heard of our Open Day from a number of different sources and that they were interested in considering Rosalie as the school of first choice for their son. I encourage all members of the decision making bodies to consider this submission to see if it does substantially address the key ongoing issues related to the future of this community. Br Peter Corr

Rosa Business Focus page 1 of 4

Rosa Business Focus Brisbane Catholic Education (BCE) in its internal report1 and the subsequent letters to parents highlighted the current position of Marist College Rosalie. BCE have acknowledged that approximately half of Catholic colleges and schools rely on additional funding from BCE to operate; of these, Marist College Rosalie absorbed the greatest contribution. In February 2006, BCE convened public meetings so that parents and friends were able to understand the process that BCE had undertaken over the past two years. A clear outcome from those public meetings was that the parents and friends of the College were not convinced that transition to closure was the only option available to BCE but rather that there was a long term economically viable future for the College. Parents and friends held further meetings and formed Our Rosa focus groups to investigate the College position. Each of these focus groups comprised past students, staff and parents many of whom hold responsible positions in the business community. This collection of commercial acumen and practical business knowledge was leveraged to take a critical look at the College and the reports drafted for and by BCE. Our Rosa recognises the efforts taken by BCE to keep Marist College Rosalie in operation over recent years and understand the drivers that ultimately resulted in the establishment of the Marist College Rosalie Working Party. In response to enquiries from Our Rosa, BCE provided targets which, if achievable, would guarantee the future of Marist College Rosalie. These targets are:

• no further decrease of student numbers in the short term

• enrolments of 350 students in a reasonable time frame

• maintenance of curriculum in line with BCE guidelines

• reduced reliance on extraordinary teacher levels and staffing

• enrolment of predominantly Catholic students.

The underlying premise that resulted in the position taken by BCE was that the pool of students from which Marist College Rosalie drew was stagnant. There was no perceived growth in this sector and it was believed that if Marist College Rosalie were to continue to exist it would be at the detriment of other Catholic schools and colleges. For many of the parents of Marist College Rosalie students, it is well known that other Catholic schools and colleges in their region are at capacity and have extensive waiting lists of students who, left with no other option, choose State or other faith schools.

1 Interim Report to Leadership Team of Brisbane Catholic Education and Provincial Council, Marist Brothers Sydney Province AECgroup: Marist College Rosalie Marist Research draft report, 2005


The spirit of the College has come to the fore during the past few months. It is heartening that, despite the recent times of uncertainty, the College has been able to maintain enrolment numbers and in fact looks to increase enrolments both during this year and at the start of the next year. The recent Open Day on May 21st 2006, attracted 50% higher attendance than recent years. From this event a further six students will be interviewed for positions at the College for this year and next. Enrolments for Year 8, 2007 stand at 38 confirmed with another 10 or more awaiting the final decision from the Archbishop before accepting their offer. These factors alone will increase enrolments at the College next year to almost 240 students. In preparing this document Our Rosa concentrated on specific Business Plan issues. However this submission document is not a definitive Business Plan but rather an option for the College, community and BCE to progress as soon as practicable. Our Rosa reviewed the demographics using the latest available data and predictions. Further, a survey of transport options was completed to identify a realistic catchment area from which Marist College Rosalie could draw. In recent times the College has had a population pool of 70 suburbs. Our Rosa has identified that the College is accessible by direct route from more than 130 suburbs. A further 40 suburbs are within a realistic travelling time, though students would be required to change buses or trains. From this redefined catchment area an analysis was done using the current 70 suburb student participation rate. This analysis showed that the target enrolment of 350 students was within reach relying solely on the 130 suburb catchment area. Incorporating the additional 40 suburbs would increase this number comfortably though no precise data was available at the time this submission document was completed. The demographic review, with the benefit of more current information, found that instead of minimal population growth in the traditional Marist College Rosalie catchment area there was significant growth. This growth exceeded 10% per annum. Statements released by the Department of Premier and Cabinet in early May 2006 indicate that these estimates are very conservative and that growth could be much higher. Not only has Our Rosa established that a sufficient pool of potential students is available to increase enrolments, but that the predicted population growth would indicate that the present number of schools would be inadequate to meet the needs of the Catholic public over the short to longer term. This document will introduce a marketing plan which can be actively developed to attract the necessary students from the growing population of the redefined catchment area to achieve the BCE target enrolments over a five year period. Positive targets are set with total enrolments of 358 by 2011 as shown in the Table 1 overleaf:


Year Grade

8 Grade 9

Grade 10

Grade 11

Grade 12

TOTAL Increase

2006 38 60 46 45 22 211 - 2007 55 42 60 48 40 245 34 2008 75 60 46 60 42 283 38 2009 75 75 65 50 52 317 34 2010 75 75 75 65 44 334 17 2011 75 75 75 75 58 358 24 Table 1: Target enrolment numbers for Marist College Rosalie 2007 to 2011 Incorporating the targets provided by BCE, Our Rosa proposes that the key factors for Marist College Rosalie are:

• maximum class size of 25

• maximum year cap of three streams and 75 students

• maintenance of Rosa values

• maintenance of the Marist tradition

• to maintain or improve curriculum

• to achieve optimum enrolment numbers within 5 years

• to achieve or better financial targets within 5 years.

The submission document also expands upon the financial analysis issued in the Discussion Paper2 and presents how the College can be financially viable with a student population of 350. The analysis also shows that the College net position (withholding payment of the Archdiocesan Levy) is cost neutral with enrolments of 283 students. Our Rosa believes that this target of 283 can be met within two years. In the interim period while enrolments are growing the College will continue to require deficit funding from BCE - though the value of this funding will be considerably lower than in the recent past and will continue to diminish. Our Rosa proposes that BCE recognises that the College cannot realistically achieve complete financial viability in a shorter time frame and agrees to defer the collection of the Archdiocesan Education Levy until after the College attains enrolments of 335 students where it is anticipated that the College would financially break even. This would allow the College to focus on direct costs and developing enrolments in the intervening years. Finally, this submission document looks at a new model for parents and friends to contribute to the operation of the College. It is important that the enthusiasm shown by all stakeholders over the past few months is not lost and is actively engaged in maintaining the operation of the College. To this end a Rosa Community Council is proposed which comprises all focus groups and is intended to assist the Principal and

2 DISCUSSION PAPER: Working Towards A Viable Future For Marist College Rosalie, Our Rosa Committee, May 10th, 2006


his management team in the operation of the College. This allows parents and friends to participate in ways beyond the usual working bees and tuckshop rosters. The Rosa Community Council will assist with reviewing the operation of the College against Key Performance Indicators (KPIs). These KPIs, which were originally established by Our Rosa, will address the requirements from BCE and be annually reviewed and adjusted as required. This submission document highlights the investigation by Our Rosa and clearly demonstrates that there is a future for the College.

Overview of Rosa page 1 of 11

Overview of Rosa

This excerpt has been taken from the Marist College Rosalie 2005 Plan. Marist Education Tradition

Marist College Rosalie is grounded on more than two hundred years of the Marcellin tradition. This tradition grew out of the spirit, charism and education model lived by Marcellin Champagnat in post-revolutionary France in the late 1700s. The International Commission for Marist Education wrote in its document In the Footsteps of Marcellin Champagnat - A vision for Marist Education Today in great detail of the distinctive Marist style, its relevance in today’s society and the values which guide Marist education.1

The Marist tradition calls on religious and laypeople alike to join in the noble cause of educating the young. The educational environment is one where each individual is known, loved, respected and supported in their education. Through the personal relationship between educator and student, the Marist tradition provides a living witness to Gospel values.

1

Mission Statement

Marist College engages its community in collaborative processes to provide students with a foundation for lifelong learning. Christian formation in the Marist tradition is the key framework we use to provide holistic education encompassing knowledge understanding and tolerance.

College Vision

We aim as a school community to value, nurture and practice right relationships characterised by trust, cooperation, mellowness of heart and spirit, and being true to the Catholic tradition in the Marist Way.

Underpinning Values and Beliefs

• Jesus is the person we proclaim

• Respect and dignity for the individual is paramount

• We need to value and celebrate the uniqueness and diversity of our school

community

• This community needs to be informed by the life, spirituality and charism of St Marcellin Champagnat.


The Marist tradition extends well beyond the classroom to address the moral and spiritual formation of students, staff and the wider Rosa community. Indeed. religious education and supporting the personal and spiritual formation of students lies at the core of the Marist model of education. Provision is made to support the personal faith journey of each individual. This includes supporting those who seek to take steps in the sacramental path of the Church including taking instruction and becoming members of the Catholic Church. The evangelising mission is conducted with respect, recognising the plurality of the Christian churches.

Critical to the Marist tradition, Marist College Rosalie is committed to avoiding elitism in the education of our students. This requires that the College will accommodate all those seeking a Catholic education.

With Mary as the patron, the Marist tradition calls our College to be open to God in our journey, realising that nothing is impossible with His help. We take God to the wider community and seek out those in need of our care and nurturing. We give our love generously, we are empathetic towards others and we stand by those who need our passion and support. College’s Principal Activities

Marist College Rosalie is a small Marist school for boys in Years 8-12 with a comprehensive curriculum delivered in a caring, disciplined environment. The College operates under the auspices of Brisbane Catholic Education (BCE) and it is within this context that the objectives of the College are set.

The activities of the College are driven by the framework of BCEs Strategic Framework for the Development of Catholic Schools within the Archdiocese and its 9 key objectives. The Principal and staff of Marist College Rosalie have developed a detailed College Plan for 2006 which integrates the curriculum and the goals of the College under these 9 key objectives. A summary table aligning BCEs Strategic Objectives with the activities of the College is shown in Appendix 1 of this section.

The curriculum, the medium through which the teaching ministry occurs, is the totality of the school experience. The College’s curriculum gives due regard to the integrity of the various key learning areas, together with the needs of the learner and the wider community, while seeking in appropriate ways an infusion of gospel values.

The curriculum is best served by coherent planning of the learning experience across the years of 8-12. The 8-10 curriculum is based on Queensland Studies Authority (QSA) outcomes and is delivered horizontally in Year 8 and vertically in Years 9 and 10. The senior curriculum provides the option of an OP under the QSA or studying in the Vocational Education and Training (VET) arena.

The College also has several key learning plans in place to address particular learning outcomes. These plans are:

1. Literacy Plan 2. English as a Second Language Plan 3. Justice and Social and Personal Development Education Plan 4. Education and Training Reform for the Future Plan 5. Vocational Education Plan.


A more comprehensive description of the curriculum Directions for Curriculum at Marist College Rosalie report is available from the College. The College organisation is described on the following page.


Marist Brothers

Deputy Principal Assistant PrincipalReligious Education

Parents & Friends

Campus Minister

Teaching Staff

Head of DepartmentMathematics/Science/IT

Teaching Staff

Head of DepartmentManual Arts/Physical Education/Art

Teaching Staff

Head of DepartmentHumanities

Curriculum SupportCo-ordinator

Teaching Staff

Pastoral CareCo-ordinators

Guidance Counsellor

Accounts

Office Staff

Building Maintenance

Ground Staff

Administration Officer

Teaching Staff

ESLLearning Support

Principal

Brisbane Catholic Education

Marist College Rosalie Organisation Chart

Administration Team


Stakeholders Marist College Rosalie recognises that the provision of education to our students is not a unilateral effort and that the College has many stakeholders. Primary stakeholders who we seek to join with us in the journey and from whom we take direction and seek council include:

• Brisbane Catholic Education

• Brisbane Catholic Education Council

• Parents

• Local community of Paddington and Rosalie

• Marist Brothers

• Students (Past and Present)

• Sacred Heart Parish

• The wider Catholic community

• Archbishop John Bathersby.

The Challenge for Marist College Rosalie

Mr David Hutton, Executive Director of Catholic Education, Archdiocese of Brisbane, and Br John Thompson, Marist Brothers Sydney Province Provincial in their letter of February 22nd 2006 set forth the challenge for the College and asked us to develop a workable solution that met the following criteria:

• A plan for the future of the College must remain faithful to the mission of the Catholic Church and provide Catholic Education to predominantly Catholic students rather than simply keeping the College open as an educational facility

• A plan to grow enrolments within a reasonable timeframe to 350 students, with a short term plan to ensure that the college enrolments do not drop any further in 2006 thus further endangering the quality of the curriculum

• No further diminishment of the curriculum offerings at the school

• The capacity to operate within the financial arrangements that will apply to all other secondary colleges in the Archdiocese from 2007

• A clear plan, beginning in 2007, to transition over the next few years to lessen reliance on extra staffing provided above schedule.

In relation to the above criteria it is important to note the following comments from the section entitled ‘Options for the Future’ contained in the 2005 Interim Report2.

2 Interim Report to Leadership Team of Brisbane Catholic Education and Provincial Council, Marist Brothers Sydney Province


“In researching viable options for the future, the working party looked at five major sources of data input.

• A detailed overview of current operations, including staffing and what would constitute a viable curriculum offering. It also analysed outstanding debts and retention rates from Year 8 to Year 12

• A detailed demographic overview of Marist College Rosalie prepared by Angela Boevink of Planning Services

• Market research within the local area commissioned by Mr Tom Cranitch, Manager - Communications & Marketing

• A report from Sandra Harrington commissioned to look at the option of providing a Senior VET College

• A briefing provided by Br Michael Flanagan and Mr Graham Ellife on the operations of the Berne Centre in Sydney. This is an alternative school for a small number of students unable to cope in mainstream school but who have a resolve to successfully complete schooling.”

Responding to the Challenge Our Rosa believe that this submission document addresses the key major sources of data input considered by the Working Party (when researching viable options for the future of Marist College Rosalie in 2005). The document also highlights the key milestones stated for the future of the College and maps a positive future for the organisation. The public meeting held at Corinda on March 2nd 2006 and subsequent consultation with Marist College Rosalie ignited a significant renewal process in the College community. Parents, staff, and members of the community have demonstrated in a short 12 weeks that something has fundamentally changed at the College. Participation in shaping the future of the College has engaged a diverse range of people from the Marist College Rosalie community. This engagement has focused on the future of the College which is valued by so many. Faced with the challenge of preparing a realistic plan for the future of the College, Our Rosa was established under the auspices of the Parents & Friends Association. The formation of Our Rosa marked a significant input of time, energy and resources into the College. The Principal, staff and the parents of the P & F who had worked tirelessly over recent years found that their efforts were no longer isolated but supported by the entire Marist College Rosalie community and the community at large. During these 12 weeks, focus groups formed and began to work on a comprehensive strategy for the future of the College which is outlined in this submission. The document addresses the key BCE criteria and related major data sources previously considered by the Working Party.


Appendix 1: Strategic Priorities and Actions


Summary Table of BCE Strategic Priorities and the Marist College Rosalie Strategic Renewal Plan 20063 BCE Strategic Priority College Priorities Actions/Goals Enhance and resource a curriculum in which teaching and learning in our schools establishes improved student learning outcomes

Review assessment items for quality and appropriateness Support for students in subject selection/or support mechanisms where VLA or LA grades are given Review record keeping currency and qualifications in relation to roles of vocational education teacher and classroom teacher Continued implementation of Literacy Plan for College Quality professional development opportunities for teachers Justice Education integrated across curriculum Service implement and support enrolment procedures for students with special needs

Heads of Department to review assessment items Review Assessment Policy Review support mechanisms for students in OP subjects Review SETPlans Integrate Work Education into Outcomes Curriculum Implementation of literacy testing Identification and implementation of support strategies for students who can benefit from individual intervention Development of numeracy testing Continue professional development across college Review and audit justice education Continue to implement as per policy

3 Please note this is a summary table only, for a comprehensive report refer to the document Strategic Renewal Framework Marist College Rosalie 2006-2006 – College Plan 2006.


Ascertainment of students’ special needs are conducted and supported in response to needs Continue to deliver, guidance, counselling, learning support and ESL Continue to implement ETRF Initiatives in relation to VET, RYPS SetPlans and Web Reporting

Continue to implement as per policy Continue to implement as per policy Continue to implement as per policy

Enhance the effectiveness of the classroom teaching of religion and faith development of staff and students

Implementation of 1997 Archdiocesan Guidelines for Religious Education Appropriate Inservice Training – Scripture, Theology, Sprirituality, Marist Spirituality including specific targets for APRE and Campus Minister Link between Stepping Out Literacy Program and religious literacy of students Raising awareness of Social Justice through Log Book System implemented by Campus Minister

Religious literacy of teachers of religious education remains an ongoing priority Continue to offer RE staff in-service through Professional Development Calendar APRE and Campus Minister to continue efforts to promote the Social Justice Teachings of the Catholic Church within the College. Year level Catholic Social Justice program planned


Further develop pastoral care and support provided to students and their families

College has strategies in place to address BCE key elements in relation to behaviour management, reporting of illegal activity to Queensland Police Service, fee concessions policy for families in need, documented pastor care strategy, policy on suspension and exclusion, bullying policies and procedures, behaviour management policy, processes and support for drug education and substance abuse, in –service in relation to child protection legislation

Actions, goals, practices and policies in place as per staff and student handbook

Enhance the professional support and pastoral care of staff

College has strategies in place to address BCE key elements for the gathering of information in relation to personal, professional and spiritual needs of staff, a co-ordinated and responsive professional development program in place, continued provision of employee assistance program, continued promotion of the status of teaching, maintenance and enhancement of rehabilitation program, integrated process for selection, induction and professional development of staff

Continued systemic review through staff meetings, Head of Department, PC Coordinators and administration team meetings College Professional Development Plan, Rehabilitation Plan and appropriate school policies are in place


Strengthen partnerships and relationships within and beyond our school communities

College implements strategies to communicate and involve parents, pastors and local parishes in the organisation. Implementation of Board and collaborate with BCE to link school needs with system needs

Continuing P & F structure subject to transition to School Board and Rosa Community Council

Work with pastors and parish communities to develop new models of collaboration in the service of our evangelising mission of education

The role of parish, pastors and college be reviewed and clarified with development undertaken in a complementary and co-ordinated manner

Continuation of the Marist tradition and education of all students in the tradition of the Catholic Faith

Integrate information and communication technologies into student, and staff learning processes

Professional development for staff in the area of information technology. Development of a technology plan for the College. Consideration of the impact of technology on spirituality, faith and learning. Use of specialised technology to assist students with educational needs

Continue provision of in-service on technology. Documentation and maintenance of a formal technology plan. Implementation of Success Maker to assist students with literacy/numeracy needs

Provide, promote and equitably resource quality Catholic Schooling

Document facilities master and maintenance plan Facilities and maintenance plan in place as a result of Our Rosa initiative in partnership with College

Implement school and Archdiocesan renewal planning and quality assurance processes

Implementation of Strategic Renewal Framework as part of planning and quality assurances

Implementation of College renewal under the direction of the Principal, School Board and Rosa Community Council

Demographics page 1 of 14

Demographics Introduction In the 2005 Interim Report Review of Marist College Rosalie, conclusions were reached regarding the demographic nature of the enrolment area for Marist College Rosalie. This report drew on data compiled in 2001 and the statistics drawn from this data indicated negligible change (+1.3%) in the numbers of male secondary school age children in the College’s catchment area for the 10 year period between 1991 and 2001. The Report stated:

“The demographics of the enrolment area from which Marist Rosalie draws its students is not likely to change over the next 10 to 20 years.”1

A further comment within this Interim Report highlighted enrolment levels and catchment areas:

“If a strategy is taken to capture more of the existing population and increase enrolment numbers, it has to be realised these will be sourced from a catchment which is essentially stable and not growing. Hence, they must be attracted at the expense of other schools in the catchment.”2

Our Rosa recognises that enrolments is one of the key areas that determines the ability of Marist College Rosalie to remain viable and it is only through increased enrolments that the financial position of the College can be turned around. The increased enrolments at Marist College Rosalie will be sourced from the increasing population in the catchment area and by increasing the participation rate of Catholics whose sons are currently in the State education system. The research conducted by Our Rosa was based on the latest data available from the Planning Information and Forecasting Unit of the Department of Local Government, Planning, Sport & Recreation (PIFU).3 The data is based on medium growth forecast and was compiled in June 2004. The demographic review shows that the data used in the 2005 Interim Report Review of Marist College Rosalie can no longer be considered appropriate in forecasting demographic trends. Definition of Catchment Area In determining which areas would reasonably be suited to sourcing students for the College, a review of the residential locations of existing students was undertaken. This review indicated that a number of students travel for longer than one hour door-to-door in commuting to and from the College. Based on this time frame it was decided that one hour door-to-door travel was an acceptable travel time and more specifically the areas determined to fall within the catchment area would require no more than 40

1 Interim Report to Leadership Team of Brisbane Catholic Education and Provincial Council, Marist Brothers Sydney Province 2 Interim Report to Leadership Team of Brisbane Catholic Education and Provincial Council, Marist Brothers Sydney Province 3 PIFU Consultancy Report: Population Growth – Highlights and Trends, April 2006


minutes travel on public transport to allow time for walking to and from public transport. Transit durations and available Train and Bus services are readily obtained from the TransLink - public transport information website. There are four possible travel options: Queensland Rail to Milton railway station, Brisbane City Council buses, the Marist College Rosalie bus (Rosa bus) and private transport. Marist College Rosalie is ideally situated to take advantage of a large number of transport options. From any railway station in the suburban area it is possible to arrive at Milton station with a maximum of one train change. Similarly any Brisbane City Council bus which travels to the city can be used to connect to one of the many buses which run close to the College. Finally for those in the Mt Crosby/Karalee/Moggill area the Marist College Rosalie bus provides a transport option where no public transport exists. It is difficult to determine the numbers of students who come to the College via private transport. The College is a viable alternative for anyone from the North or Western regions whose parents or guardians work in the city and commute by private car. Map 14 on the following page shows that the catchment area for the College is contained within a radius of 20 km from the Brisbane City Centre, extending to 25 km on the south western region where direct transport is available.

4 UBD Brisbane Suburban Map (part) marked up with transport routes available from TransLink website


Map 1: Transport Service Routes

Transport Service Route Map Key Train BCC bus Rosa Bus Private Transport Caboolture Line Baroona Road

471; 475; 476 Centenary Bus Run

Ferny Grove Line Milton Road 426; 431; 436; 441; 446; 455; 456; 461; 470

Moggill Bus Run

Ipswich Line La Trobe Terrace 374; 375; 377; 385

Beenleigh Line Cleveland Line Shorncliffe Line

Multiple routes


Projected Enrolments

a. Determination of Participation Rate from Existing Students by Suburb

Currently the College draws students from 70 suburbs from Brisbane city and surrounding shires. A comparison of the number of Marist College Rosalie students in the current 70 suburbs with the total number of males aged between 13 and 17 in the same 70 suburbs reveals a current participation rate of 1.4%. This participation rate is limited by the use of historical promotional and marketing activities which have focused on a much smaller geographical catchment. The source data contained in Table 1 was taken from the PIFU Research Consultancy for the 70 suburbs identified. The PIFU Consultancy Report data is reproduced in full in Appendix 1 in this section.

Number of Students attending the College

Number of Males aged 13 – 17 in the Catchment Area in 2006

Participation Rate

211 14733 1.4% Table 1. Participation Rate of Males Aged Between 13 and 17 in 70 Suburbs currently supplying a student to Marist College Rosalie.

b. Map of Suburbs There are a total of 131 suburbs within the proposed catchment area for which data was assessed. At the time of writing this submission paper it was decided to restrict the catchment area to these 131 suburbs because public transport options were the simplest. Table 2 (page 5) details the existing catchment area suburbs and the number of students from those suburbs. Map 2 (page 6) shows the existing 70 suburbs (highlighted) from which current students are drawn as well as the suburbs contained in the Our Rosa proposed catchment area. Note: suburbs marked with red borders are not contained in the PIFU consultancy data and have been excluded from the participation rate calculation. Public transport within the eastern and south eastern suburbs relies on Brisbane City Council buses and a series of bus interchanges which are not always as straightforward as the rail network or bus system in the northern and western suburbs. The proposed Hale Street link and Green Bridge will improve access to the College from the eastern and south eastern areas and a future proposal could include a dedicated college bus to operate to and from the Bus Interchange at Garden City. This college bus would reduce the number of bus transfers students from this area would be required to complete. The overall population base from which students are drawn increases dramatically with the inclusion of over 40 suburbs from the east and south east region of Brisbane.


Similarly, there are new suburbs within the catchment area for which data is not yet available. Table 2: Existing catchment area suburbs

Existing Catchment Area – Student numbers per suburb No Suburb No of

students No Suburb No of

students 1. Arana Hills 3 36. Karana Downs 1 2. Ascot 1 37. Kedron Upper 1 3. Ashgrove 9 38. Kenmore 10 4. Auchenflower 2 39. Keperra 3 5. Bardon 3 40. McDowall 1 6. Bellbowrie 9 41. Middle Park 3 7. Boondall 1 42. Milton 3 8. Brisbane CBD 2 43. Mitchelton 4 9. Brookfield 3 44. Mt Crosby 2 10. Cannon Hill 1 45. Mt Ommaney 3 11. Carindale 1 46. Murrumba

Downs 1

12. Chapel Hill 6 47. Newmarket 1 13. Chelmer 1 48. Oxley 5 14. Coorparoo 1 49. Paddington 14 15. Corinda 6 50. Pullenvale 2 16. Darra 2 51. Red Hill 1 17. Doolandella 2 52. Redbank Plains 1 18. Durack 4 53. Richlands 3 19. Enoggera 2 54. Riverhills 6 20. Everton Hills 1 55. Riverview 1 21. Ferny Grove 1 56. Rosalie 1 22. Ferny Hills 1 57. Samford 1 23. Fig Tree

Pocket 4 58. Seventeen Mile

Rocks 5

24. Fitzgibbon 1 59. Sherwood 4 25. Forest Lake 8 60. Sinnamon Park 4 26. Gordon Park 1 61. Spring Hill 2 27. Goodna 1 62. Springfield 3 28. Graceville 4 63. St Lucia 1 29. Hamilton 2 64. Stafford 3 30. Hendra 1 65. Taringa 1 31. Inala 11 66. The Gap 1 32. Indooroopilly 4 67. Toowong 6 33. Jamboree Hts 1 68. West End 1 34. Jindalee 4 69. Westlake 5 35. Karalee 2 70. Yeronga 1


Map 2: Catchment area map (Existing catchment area highlighted)


c. Projected enrolments from Catchment Area Data

Using the same source data from PIFU, the catchment area population for potential students of the College can be determined.

Suburban Clusters within total catchment area

Number of Suburbs

Males 13 ~ 17 within region in 2006

Potential Enrolments based on current participation rate of 1.4%

Pine Rivers Shire

6 2690 39

Brisbane 125 19860 284 Ipswich East 6 2149 31 TOTAL 137 22550 354

By applying the same participation rate of 1.4% it can be seen that potentially 354 students could be attracted to the College. This figure does not provide for projected population growth.

Projected Population Growth The 2005 Interim Report, Review of Marist College Rosalie concluded:

“The demographics of the enrolment area from which Marist Rosalie draws its students is not likely to change over the next 10 to 20 years.”5

As is stated earlier in this document, this conclusion was based on data which no longer accurately depicts current projected population growth. The June 2004 PIFU information which has been used elsewhere in this report shows a different story with growth between 2001 and 2011 projected to be +10.2% as shown in Figure 1.

Figure 1: 2004 PIFU Data for Current Catchment Area

120001250013000135001400014500150001550016000

2001 2006 2011

Total Males(13 ~ 17years) CurrentStudentCatchmentArea



Additionally, latest statistics released by Queensland Treasury’s Office of Economic & Statistic Research (OESR) on May 8th 2006 indicate that there will be significant further population growth in South East Queensland (and in the Marist College Rosalie catchment area) over the next 10 to 20 years. This is shown in Figures 2 & 3 (page 9). PIFU data for South East Queensland for this period shows a projected increase in population of 15.4% for males aged between 13 and 17 years. The recent estimates by OESR show a potential increase of 29.9% over the same period and consider the PIFU estimate as the most conservative estimate of likely changes.

“The latest figures reveal that the number of people looking to call Queensland home is again on the rise...the Brisbane statistical division has by far recorded the largest change, now expected to rise to 2.53 million people by 2026. That is 240,988 more than predicted in the previous projections.”6

0

2000000

4000000

6000000

8000000

10000000

2004 2026 2051

Figure 2: OESR Population Growth Predictions for SEQ

Lowest GrowthPredictionMedium GrowthPredictionHighest GrowthPrediction

The predictions revealed for the Brisbane Statistical Division, which largely comprises the catchment area, shows an additional increase beyond the PIFU 2004 data of some 240,988 or 10.5%.

6 HANSARD ISSN 1322-0330; 10 May 2006 pages 1551 & 1552: Hon PD Beattie, Premier of Queensland


Figure 3: OESR 2006 Growth predictions compared with 2003 predictions

1500000170000019000002100000230000025000002700000

2006 2016 2026

2003Projections2006Projections

Conclusions Research, investigation and analysis of a range of documentation obtained by Our Rosa indicates that previous consideration of the options involving the possible closure of the College was supported by out-of-date statistics. These statistics have presented an inaccurate picture of the actual trends in the growth of potential students in a large portion of the College’s catchment area. The latest demographic statistics and reports shown above have clearly identified that, contrary to earlier reports provided to Brisbane Catholic Education, a strong underlying potential capacity now exists for Marist College Rosalie to increase student enrolments from its catchment area. The latest available official State Government population statistics show that the number of 13 to 17 year old males in the catchment area for Marist College Rosalie is forecast to increase significantly in the coming years. The 2006 Census, due in August, is also expected to confirm higher student population growth figures for the longer term as a result of the combined effects of more intensive urban development strategies currently being adopted by the State Government and relevant local government authorities. Due to many nearby secondary colleges operating at full capacity, the number of students on current waiting lists has opened up an additional source of potential students for the College. It can be seen that the continued operations of Marist College Rosalie will not intentionally be at “the expense of other schools in the catchment.”7 The location of Marist College Rosalie and the available public transport system make travelling to and from the College a practicable option from virtually all suburbs within a 25 km radius of the College.



In summary our research shows:

• the data used in the 2005 Interim Report Review of Marist College Rosalie was out of date and misrepresented actual population movements

• Marist College Rosalie offers genuine transport options for a large number of suburbs in Brisbane and adjacent shires

• transport options are easily found on the TransLink website

• the proposed catchment area for the College is much larger than existing enrolments would indicate

• the population of the catchment area, including the number of potential male students in the 13 to 17 year age group, is growing.


Appendix 1: PIFU Raw Data


Produced by the Planning Information and Forecasting Unit,Department of Local Government, Planning, Sport and RecreationJune 2004

Medium Series (projected resident population)Consultancy date: 19 April 2006

These population projections have been prepared using the latest available information.Note that the figures set out herein are subject to change as part of PIFU's ongoing program of updating and refinement.For more information please contact PIFU on (07) 3237 1115 or visit our website www.dlgp.qld.gov.au/pifu.Disclaimer: While every care has been taken in preparing these population projections, neither the State of Queensland nor Demographics Australia accepts responsibility for decisions or actions taken as a result of these data.

PROJECTIONS OF POPULATION BY SELECTED AGESEX GROUPS, FOR SELECTED SLAs

Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males FemalesPINE RIVERSAlbany Creek 1,193 1,128 673 623 1,064 963 698 674 940 860 630 588 792 737 554 501 687 636 482 460Bray Park 597 576 407 408 527 501 350 348 541 509 310 302 540 504 305 290 520 483 305 291Hills District 1,202 1,089 758 705 1,229 1,116 709 641 1,172 1,076 669 628 1,119 1,041 711 649 1,036 961 644 615Lawnton 344 304 193 186 366 304 200 183 342 302 206 175 321 299 214 183 302 280 189 179Petrie 601 574 328 318 593 528 357 347 527 476 328 305 484 451 307 272 434 403 273 260Strathpine-Brendale 646 630 458 439 598 600 375 364 571 547 332 346 585 544 353 345 576 535 345 329

4,582 4,300 2,816 2,679 4,377 4,013 2,690 2,556 4,093 3,769 2,475 2,343 3,842 3,576 2,444 2,241 3,555 3,298 2,239 2,135

Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males FemalesBRISBANEAlbion 50 104 39 127 68 107 39 127 78 119 43 126 77 121 56 130 72 116 57 135Alderley 187 161 135 126 208 208 123 110 213 214 135 130 211 201 133 140 194 185 137 134Anstead 75 80 43 42 58 56 48 49 45 41 40 42 42 40 31 29 41 38 30 29Ascot 214 225 126 150 197 213 152 157 189 189 139 152 186 177 135 141 184 176 139 136Ashgrove 687 598 520 361 640 632 464 382 627 607 415 414 578 551 420 418 504 481 409 399Aspley 580 596 400 397 563 546 396 401 527 496 385 391 516 493 369 353 519 496 368 361Bald Hills 367 360 232 218 399 413 273 257 400 393 280 276 428 407 264 267 426 406 277 269Banyo 249 218 167 139 232 237 163 140 328 326 197 198 305 291 223 231 290 276 221 215Bardon 430 446 254 335 473 453 290 311 449 428 304 299 415 396 311 302 392 374 294 287Bellbowrie 315 317 209 201 392 381 284 271 361 334 276 266 292 278 255 237 268 255 214 208Boondall 494 414 507 279 440 437 486 288 416 406 437 290 388 370 439 293 379 362 426 270Bowen Hills 14 12 23 11 26 16 28 15 44 36 48 22 47 45 52 32 75 72 69 55Bracken Ridge 929 878 631 569 895 831 649 594 839 776 614 598 776 741 566 528 768 732 529 516Bridgeman Downs 433 402 238 240 505 516 351 334 318 334 367 362 227 217 264 288 254 243 170 168Brighton 465 476 285 248 460 459 312 309 479 455 305 318 462 440 314 305 449 428 320 311Brookfield (incl. Mt C'tha) 295 297 153 164 236 216 195 200 145 132 174 167 106 102 109 99 113 108 81 80Carseldine 277 264 250 217 228 229 221 197 248 235 183 194 273 261 186 181 311 297 204 200Chapel Hill 582 554 448 453 448 417 413 400 386 367 317 303 397 380 264 256 454 433 276 271Chelmer 142 128 104 83 131 131 94 84 126 124 92 91 131 124 86 88 135 128 92 89Chermside 190 187 136 139 232 244 145 143 312 312 170 177 390 371 237 248 382 364 292 284Chermside West 306 315 197 198 325 276 200 214 273 241 212 193 223 213 206 181 209 200 167 164City - Inner 24 14 27 27 55 44 43 35 46 51 55 67 44 63 63 77 44 54 62 77City - Remainder 15 18 38 54 31 35 44 54 28 29 44 53 29 28 48 56 32 32 47 54Clayfield 362 382 237 347 372 365 256 292 394 387 263 256 432 412 273 278 429 410 310 303

Ages 13-172021

Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17 Ages 5-122001 2006 2011 2016

Ages 5-122001 2006 2011 2016

Ages 13-172021

Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17


Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males FemalesBRISBANE continuedCorinda 205 182 143 145 207 176 151 138 204 186 141 125 205 195 143 131 207 197 145 141Darra-Sumner 223 194 138 117 212 239 154 130 235 247 145 154 251 238 145 163 236 224 167 162Deagon 143 134 109 91 155 165 98 87 169 168 100 107 165 157 114 118 151 143 116 112Doolandella-Forest Lake 988 997 455 433 1,354 1,354 746 723 1,324 1,266 892 927 1,252 1,192 798 775 1,243 1,183 761 738Durack 328 279 214 200 326 300 223 194 325 313 223 203 331 315 216 213 327 311 224 217Dutton Park 53 49 41 32 54 47 39 33 68 59 45 43 80 76 64 55 65 62 58 56Ellen Grove 237 234 129 130 464 421 280 282 407 373 320 301 344 327 276 252 456 434 296 286Enoggera 235 183 212 146 294 233 168 137 346 314 186 152 355 338 225 203 311 297 247 240Everton Park 330 338 227 235 337 327 216 223 406 387 231 232 451 430 267 260 452 431 311 303Fairfield 89 74 67 51 100 90 60 48 125 116 62 58 128 122 79 74 111 105 88 86Ferny Grove 368 359 284 273 317 318 253 260 267 270 228 222 254 243 191 202 274 261 179 175Fig Tree Pocket 201 185 126 111 223 204 166 156 164 155 169 156 139 133 145 139 159 151 116 114Fortitude Valley - Inner 20 15 34 32 24 18 17 12 43 38 18 17 42 41 30 27 44 43 35 35Fortitude Valley - Remainder 52 29 36 30 69 52 61 33 66 61 51 41 97 92 46 44 108 103 62 62Geebung 225 208 139 131 203 202 146 138 213 210 141 139 214 204 140 143 200 190 151 147Graceville 218 186 118 125 234 227 135 124 225 226 158 144 216 206 154 162 198 188 154 150Grange 206 184 83 81 239 230 122 111 264 257 151 143 246 233 169 169 188 179 175 169Hamilton 153 164 104 113 188 177 115 127 181 169 132 129 189 180 132 125 194 184 137 134Hendra 168 163 112 103 158 154 120 118 160 156 112 110 155 148 113 113 144 137 117 115Herston 44 39 39 45 53 67 29 27 59 65 33 38 64 61 38 46 68 64 42 41Highgate Hill 164 166 128 147 157 157 155 160 165 164 151 152 165 158 153 157 155 149 161 160Inala 935 896 504 503 846 769 546 534 839 783 538 502 879 836 507 477 904 859 548 531Indooroopilly 403 366 415 451 357 313 437 413 351 325 376 355 375 359 373 359 393 376 392 388Jamboree Heights 182 146 136 111 187 144 111 97 183 165 117 91 176 168 118 106 160 152 119 115Jindalee 257 259 206 193 234 233 170 171 220 213 154 157 207 197 151 150 203 193 146 143Karana Downs-Lake Manchester 385 392 240 236 314 334 260 263 242 245 210 222 198 189 170 180 189 180 142 140Kedron 481 458 293 303 543 502 320 306 567 527 354 339 573 539 397 376 552 521 403 388Kelvin Grove 98 107 103 138 109 121 109 130 158 158 128 157 165 158 148 171 174 167 155 170Kenmore 407 420 329 301 396 411 297 301 370 365 284 301 341 326 285 290 321 307 273 267Kenmore Hills 172 154 119 125 122 129 124 115 80 88 94 92 82 78 61 72 95 90 60 59Keperra 405 395 231 245 418 397 261 259 420 400 267 258 404 384 272 264 380 362 272 264Lutwyche 75 78 54 57 83 99 53 50 113 116 58 70 146 139 85 94 199 189 149 144McDowall 421 422 254 267 427 421 285 293 389 379 298 296 346 330 273 274 330 314 254 248Middle Park 269 307 212 204 214 219 176 199 192 182 141 153 175 166 127 123 181 172 121 118Milton 33 34 43 43 42 55 44 44 66 71 55 63 57 54 62 67 44 43 58 57Mitchelton 291 288 188 188 376 370 224 223 394 380 238 237 408 388 261 258 388 369 274 266Moggill 67 57 34 43 149 132 85 80 254 243 188 160 240 227 178 174 270 257 160 154Mount Ommaney 121 112 95 110 99 86 100 96 68 62 74 67 76 72 52 48 103 98 52 51New Farm 161 168 131 160 207 215 140 209 245 244 150 216 282 271 175 240 288 278 203 261Newmarket 163 160 103 114 199 200 107 140 209 206 125 153 205 195 138 170 187 178 141 167Newstead 47 49 40 36 123 149 63 70 175 194 109 123 186 177 130 155 193 183 136 134Northgate 191 155 112 121 191 166 119 98 234 219 123 109 249 236 143 135 223 212 169 163Nudgee 118 115 68 67 127 147 103 94 127 133 103 118 140 133 103 114 137 130 97 94Nudgee Beach 8 4 5 4 11 10 7 4 15 15 9 7 16 15 11 12 17 15 13 12Nundah 285 262 206 219 354 347 250 247 391 387 291 281 391 373 321 329 356 340 335 329Oxley 301 275 184 212 330 297 198 189 358 338 212 193 370 352 235 225 357 339 254 247Paddington 193 189 166 173 254 239 161 190 289 274 189 214 290 277 225 249 266 255 230 255Pinjarra Hills 26 19 20 13 19 15 17 13 18 16 14 11 17 15 12 11 16 15 12 12Pullenvale 150 131 83 76 200 160 121 110 126 109 132 110 79 75 102 88 76 72 61 60Red Hill 144 147 109 123 168 157 124 140 181 167 134 151 169 161 147 156 147 141 145 171Richlands 69 54 36 27 71 61 53 42 183 172 117 102 265 250 169 161 312 295 186 177Riverhills 232 240 148 152 244 188 146 155 247 207 152 133 226 215 156 126 205 195 151 146St Lucia 222 215 592 734 208 210 607 789 213 211 594 783 224 217 603 795 220 212 615 801Sandgate 334 291 184 155 334 300 213 185 314 293 226 206 283 270 216 204 261 248 203 198Seventeen Mile Rocks 369 391 214 229 533 529 291 314 601 577 348 353 626 595 383 376 460 438 406 393Sherwood 229 218 157 148 227 246 160 146 233 236 151 162 236 224 157 166 223 212 165 161South Brisbane 57 89 67 128 98 109 79 192 107 111 92 162 155 150 113 178 203 196 126 180Spring Hill 94 44 165 101 91 48 175 94 99 65 165 102 106 71 178 117 120 84 184 120Stafford 237 224 164 147 265 235 160 149 291 266 167 157 274 261 197 180 239 227 195 190

2021Ages 5-12 Ages 13-17

2001 2006 2011 2016Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17


Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males FemalesBRISBANE continuedStafford Heights 419 420 228 262 347 358 252 273 332 339 248 245 342 326 212 229 331 316 236 230Taigum-Fitzgibbon 319 318 176 175 546 467 269 265 545 468 478 442 375 359 463 394 380 364 282 277Taringa 173 177 197 219 176 178 220 240 185 185 218 232 182 175 227 245 172 165 233 245The Gap (incl. Enoggera Res.) 1,011 887 706 667 809 727 677 611 668 636 568 511 610 583 470 457 626 598 438 430Toowong 370 367 469 469 408 410 459 502 452 433 440 514 446 428 481 535 429 411 489 543Upper Brookfield 27 39 19 16 37 38 18 26 30 27 22 25 21 19 23 21 17 15 16 15Upper Kedron 118 117 72 57 283 240 156 158 334 292 237 213 284 269 227 198 279 265 193 186Virginia 86 86 60 58 88 76 60 57 96 84 57 54 92 87 65 56 83 79 65 63Wacol 237 231 215 141 229 230 213 155 236 233 219 158 245 233 221 165 253 241 239 173Wavell Heights 387 389 241 242 429 437 250 254 464 456 278 284 447 426 312 317 393 375 319 310West End 188 163 139 137 208 204 150 179 385 368 239 244 440 421 360 354 453 433 381 374Westlake 287 268 193 198 256 244 222 206 174 167 178 173 143 137 128 126 160 153 104 103Wilston 171 161 95 91 219 190 103 105 233 216 135 120 226 214 150 140 195 186 155 150Windsor 198 178 126 137 254 236 121 169 324 309 191 181 412 393 260 254 393 374 285 276Wooloowin 271 224 157 168 285 263 174 146 292 281 187 170 271 258 194 192 240 229 200 194Yeerongpilly 104 120 76 80 118 114 72 78 137 125 71 76 137 130 87 80 123 117 93 90Yeronga 242 224 160 161 282 240 192 188 271 247 205 189 247 236 213 198 229 219 204 200Zillmere 372 371 240 234 404 361 236 240 374 342 260 244 345 329 262 240 327 312 243 238

29,943 24,878 18,315 18,066 31,543 26,402 19,860 19,620 31,803 26,584 20,592 20,421 31,250 25,977 20,729 20,598 25,646 20,612 16,537 16,438

IPSWICH Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males Females Males FemalesIpswich (C) - Central 4209 4081 2525 2412 4044 3787 2616 2489 3970 3675 2703 2619 4014 3717 2753 2470 4202 3919 2671 2501Ipswich (C) - East 3032 2835 1711 1658 3583 3249 2149 2113 3754 3450 2606 2402 4092 3869 2671 2569 4614 4327 2949 2830Ipswich (C) - North 549 506 353 328 506 477 391 350 386 362 331 317 377 347 265 242 432 402 227 213

7790 7421 4589 4398 8133 7513 5155 4951 8110 7488 5641 5338 8483 7933 5689 5282 9249 8648 5847 5544

Ages 5-12 Ages 13-172021

Ages 5-122001 2006 2011 2016

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Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17

2001 2006 2011 2016Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17 Ages 5-12 Ages 13-17

Financial Plan page 1 of 10

Financial Plan Introduction Our Rosa sought to obtain a better understanding of the ongoing funding shortfall problems of the College. The finance focus group is appreciative of the information provided by Dr Paul McQuillan, Director – Administrative Services, BCE, Br Peter Corr, College Principal, and Ms Lyn Haines, College Administration Officer, during its information gathering phase. The information provided enabled Our Rosa to develop, through the use of a Cost Volume Profit sensitivity analysis (detailed later in this section), an understanding of the effect student numbers have on the overall financial position of the College. This analysis validated the position stated by BCE. Background Marist College Rosalie is a member of a community of over 130 schools in the Archdiocese of Brisbane that are fully administered financially by BCE. Approximately 80% of funding is derived from government sources and is allocated to BCE via recurrent per capita grants. The remainder of funds is derived from the school communities in the form of tuition fees and levies1. The current financial management arrangements for the College are illustrated in Diagram 1 (page 2). BCE derives most of its income for enrolments from Federal and State government and the remainder through tuition fees collected and remitted by the College. BCE:

• sets the tuition fees

• determines staffing in line with its principles and processes

• pays College staff and meets their entitlements

• transfers funds to the College for fixed costs and General School Operations (GSO) and meets certain capital maintenance expenditures

• retains funds for spending on administration and centrally provided services as well as contributions for the benefit of the community of schools.

Staff salaries, allowances and other employment entitlements are set in an industrial agreement to which the Archdiocese of Brisbane is a party2. The income of the College is limited mainly to payments by the families of the College for the subject/activity levy, building levy (25%) and BCE transfers.

1 Financial Information about BCE and our schools at 1st page – see http://www.bne.catholic.edu.au/pub/docs/financialinformation2005.pdf 2 The Diocesan Catholic Education Employing Authorities in Queensland Certified Agreement 2003 (CA894 of 2003)


Diagram 1: Financial Structure The College under these arrangements formerly had a narrow perspective of the financial implications of its operations. It prudently manages those funds under its control and relies on BCE to administer the balance. The College has not previously had a clear understanding of the full implications of its own operations. The College had no control or information regarding a large portion of the funds that are required to operate the College. The current arrangements did not empower the College with the business drivers to make correct financial decisions. In the absence of these business drivers the College is driven solely by its need to fulfil curriculum outcomes. If the College is to be judged against financial outcomes, this should be recognised and the financial arrangements structured along those lines. The new arrangements announced by BCE to commence in 2007 move positively in this direction. Improving Financial Viability The College, with the support of its community at large, must take on a mature role in relation to the financial management of its operations. It must be fully alert to the key variables affecting its financial viability including funding by government and the costs of staffing and related on-costs. The College is not a business for profit however sufficient money must be raised to continue functioning. While BCE must retain ultimate control, the College must be viewed as a single business unit. With this perspective, the College would operate akin to a business, without compromising the mission or authority of the Catholic Church.

Commonwealth

Government

State

Government

Rosa Families

Other Schools

Teachers & some Staff

Other Service

Providers

Other Staff

Brisbane Catholic

Education

Marist College Rosalie


The College should not view or use BCE as a benefactor, but rather as a service provider entitled to payment for services. BCE and the Marist Brothers have historically given support to Marist College Rosalie. This support has enabled the College to remain a leader in education and pastoral care for Catholic students in Brisbane and to become a viable business unit. The key income driver for College operations is enrolments. The College can substantially influence its financial viability by focusing appropriate resources to secure more enrolments from its target market. A finance focus group, comprising community members with the applicable formal disciplines and/or experience, should be established as part of the proposed Rosa Community Council to assist the College administration. Balance Sheet and Profit/Loss The College Balance Sheet at December 2005 discloses net non-current assets of $9.3 million for land, buildings and improvements. There are no mortgages charged over these assets. The College 2006 Operating Budget forecasts that expenditure will be met essentially from income (a ‘balanced budget’). BCE predicts a deficit in the order of $850,000 in the event that current enrolments of the College drop to 204 by the August census. The College presently has 211 enrolments. We have consolidated the information provided by BCE and the College and adjusted it in line with our expectation that current enrolment levels will remain intact at the time of the August census. Our consolidated 2006 forecast indicates a deficit from College operations of just over $620,000 summarised in Table 1. More detail is provided in Appendix 1: Cost Volume Profit Analysis for 2006. The BCE forecast is reached when amounts due to BCE of $235,000 are added.

Sound financial management requires that all streams of expenditure incurred in relation to operations are at least met by the combined income. In other words an entity’s financial operations should at least break even.

It is, however, not unusual that a member of the community of schools administered by BCE operates with a deficit. Approximately half of the schools administered by BCE would not be viable on a “stand alone” basis3.

BCE has highlighted that the problem at hand is the increasing size of the deficit attributable to Marist College Rosalie.

3 BCE Financial Information paper at 4th page


2006 (211

enrolments)Income attributable to College OperationsStudent charges $711,780Federal Government and State Government funding $1,582,266Other income $42,346

Total income attributable to College operations $2,336,392

Expenditure attributable to College operationsSalaries and on-costs $2,217,333Tuition and other variable expenditure $187,729Fixed expenditure $500,556

Total Expenditure attributable to College operations $2,905,618

Surplus/Deficit attributable to College operations -$621,206

Less total contributions to BCE and community of schools $235,138

Overall Surplus/Deficit attributable to College operations and contributions to BCE and community of schools

-$856,344

Item

Table 1: 2006 Profit/Loss summary A Cost Volume Profit sensitivity analysis is an accepted accountancy approach for calculating the break-even point at present values and understanding how profit will change with a change in the volume of sales. This is provided in summarised form in Table 2, to help understand how an increasing volume of enrolments affects the financial results of the College’s operations. More detail is provided in Appendix 2 in this section. The Cost Volume Profit analysis is based on our 2006 consolidated forecast, so all income and expenditure items are shown at 2006 rates. Additional teaching resources are factored in to cover additional classes arising from the increased number of enrolments. The changed funding arrangements announced by BCE to commence from 2007 have also been incorporated into the scenarios. Under the changed funding arrangements the College would retain tuition fees for its purposes and BCE would no longer transfer funds for Fixed Costs or General School Operations or meet recurrent expenditures in relation to external staff, insurance and maintenance. Also, the College must commence payment of the Archdiocesan Education Levy (AEL) in 2007. From a consolidated perspective the essential difference is payment of the AEL. The Cost Volume Profit sensitivity analysis demonstrates that enrolments of 283 would enable the College to more than break even in relation to its own operations. An amount of $305,653 however would still be outstanding to BCE for the AEL.


All amounts due to BCE would be met with enrolments of 350.

Break Even 1 Break Even 2(211

enrolments)(283

enrolments)(350

enrolments)Income attributable to College OperationsStudent charges $711,780 $1,022,585 $1,248,210Federal Government and State Government funding $1,582,266 $2,122,186 $2,624,612Other income $42,346 $50,312 $57,725

Total income attributable to College operations $2,336,392 $3,195,082 $3,930,546

Expenditure attributable to College operationsSalaries and on-costs $2,217,333 $2,356,779 $2,512,567Tuition and other variable expenditure $187,729 $251,788 $311,399Fixed expenditure $552,536 $552,536 $552,536

Total Expenditure attributable to College operations $2,957,598 $3,161,103 $3,376,502

Surplus/Deficit attributable to College operations -$621,206 $33,979 $554,044

Less total contributions to BCE and community of schools $235,138 $389,833 $531,595

Overall Surplus/Deficit attributable to College operations and contributions to BCE and community of schools

-$856,344 -$355,853 $22,449

Item

CVP Analysis Consol'd Forecast 2006

Table 2: CVP Break Even Analysis Projections Cost Volume Profit scenarios have been developed for 2007 through to 2011. Provision is made for capital maintenance expenditure of $100,000. While this sensitivity analysis provides useful indications of the financial results that may be achieved for the enrolment levels forecast for those years, it must be recognised that their predictive capacity is markedly less than the outcomes of more rigorous budgetary processes. Our Rosa considered how quickly enrolments could be built to get to 350 enrolments, at which point College operations would break even inclusive of all costs and levies. Table 3 which follows, details the target movements in enrolments over the next five years. One difficulty faced by the College is the low enrolments in Year 8 this year. A concerted effort needs to be made to increase this class and the table reflects this. The target enrolments for 2007 were kept conservative because of the limited time left for the renewed marketing effort to increase enrolments for next year. Enrolment targets based on the maximum class size of 25 and year size of 75 are included for 2008 and beyond. These two items are considered as key factors by Our Rosa and further commentary is included in the marketing plan.


Year Grade 8 Grade 9 Grade

10 Grade 11

Grade 12

TOTAL Increase

2006 38 60 46 45 22 211 - 2007 55 42 60 48 40 245 34 2008 75 60 46 60 42 283 38 2009 75 75 65 50 52 317 37 2010 75 75 75 65 44 334 17 2011 75 75 75 75 58 358 24

Table 3: Target Enrolments to Year 2011 The Cost Volume Profit sensitivity analysis (reproduced in full in Appendix 3) demonstrates that in the 2007 scenario enrolments of 245 would enable the overall deficit to be reduced to approximately $330,000 for College Operations. This is summarised in Table 4. The College would still be reliant on BCE and the community of schools to fund this deficit. It should be noted that the excess of teaching staff over that derived from the staffing schedule formula would be reduced to 4.44.

2007 2008 2009 2010 2011(245

enrolments)(283

enrolments)(317

enrolments)(334

enrolments)(358

enrolments)Income attributable to College OperationsStudent charges $873,747 $1,022,585 $1,130,521 $1,191,149 $1,276,740Federal Government and State Government funding $1,837,228 $2,122,186 $2,377,148 $2,504,629 $2,684,603Other income $46,107 $50,312 $54,074 $55,955 $58,610

Total income attributable to College operations $2,757,082 $3,195,082 $3,561,743 $3,751,733 $4,019,953

Expenditure attributable to College OperationsSalaries and on-costs $2,317,609 $2,356,779 $2,456,162 $2,511,000 $2,565,838Tuition and other variable expenditure $217,979 $251,788 $282,038 $297,163 $318,517Fixed expenditure $552,536 $552,536 $552,536 $552,536 $552,536

Total Expenditure attributable to College operations $3,088,124 $3,161,103 $3,290,736 $3,360,700 $3,436,891

Surplus/Deficit attributable to College operations -$331,042 $33,979 $271,007 $391,033 $583,062

Less total contributions to BCE and community of schools $312,117 $389,833 $441,473 $487,294 $543,746

Overall Surplus/Deficit attributable to College operations and contributions to BCE and community of schools -$643,158 -$355,853 -$170,466 -$96,261 $39,316

CVP Analysis - Consolidated Forecasts

Item

Table 4: CVP Analysis for projected enrolments 2007 - 2011 Summary

• With the introduction of the proposed Rosa Community Council and a new focus on financial outcomes, Marist College Rosalie can operate in a different way to ensure that it is not reliant long term on extraordinary funding from BCE

• The projected target enrolments over the next 5 years are easily within the scope of the catchment area as identified in the demographic survey detailed earlier in this document


• Our Cost Volume Profit sensitivity analysis forecasts that enrolments of 283 would enable the College to:

o more than break even in relation to its own operations - however the College would be reliant on BCE and its community of schools to fund amounts due to them of $305,653

o reduce above formula teaching staff levels to 2.8

• We expect to reach 283 enrolments within 2 years

• Our Cost Volume Profit sensitivity analysis forecasts that all the BCE overhead costs components, plus the new Archdiocesan Education Levy (for the provision of new schools), will be met with 350 students – this is expected within 4 to 5 years

• The College will need deficit funding from BCE until final enrolment numbers of 350 are achieved. It is believed that the level of such deficit funding will fall dramatically from the current levels

• Marist College Rosalie can be financially viable into the future.


Appendix 1: 2006 Forecast and Cost Volume Profit Sensitivity Analysis.

2006 (211 enrolments)

College BCE Consol'dIncome attributable to College operationsFees - students Variable $264,700 $264,700Fees - overseas students Variable $36,458 $36,458Other student charges (levies, College bus) Variable $326,999 $326,999Archdiocesan Special Levy Variable $0 $0Applications for enrolments Variable $12,538 $12,538Other private income (interest, other income) Fixed $19,000 $19,000State Government recurrent grants Variable $403,010 $403,010Commonwealth Government recurrent grants Variable $1,179,256 $1,179,256Total transfers from BCE Fixed $250,391 -$250,391 $0Building Fund Levy (capital) Variable $83,624 $83,624Donations (capital - Parents & Friends Committee) Variable $10,808 $10,808Total Income attributable to College operations $739,818 $1,596,574 $2,336,392

Expenditure attributable to College operationsSalaries - teaching staff Mixed $1,566,600 $1,566,600Salaries - all other staff Mixed $96,333 $294,100 $390,433Staffing on costs Mixed $260,300 $260,300Tuition (teaching resources, excursions & camps) Variable $152,429 $152,429Administration (printing, phone, advertising, marketing) Fixed $76,875 $76,875Sundry admin. (prof. dev't, staff & student welfare, vehicles) Fixed $68,400 $68,400Other services (electricity, council charges, cleaning) Fixed $102,669 $102,669Buildings, grounds & equip't (operations & maintenance) Fixed $47,500 $47,500Interest and principal repayments (capital and bridging loans) Fixed $46,020 $46,020Operating lease expenses Fixed $6,852 $6,852Insurance Fixed $21,140 $21,140Maintenance Fixed $30,840 $30,840Land, buildings and improvements (capital) Fixed $100,200 $100,200Furniture and equipment (capital) Variable $35,300 $35,300Accruals for future capital expenditure Fixed $52,040 $52,040Total Expenditure attributable to College operations $684,418 $2,273,180 $2,957,598

Surplus/Deficit attributable to College operations $55,400 -$676,606 -$621,206

Contributions to BCE and community of schools Building Fund Levy (75% of collections from Rosa families) Variable $62,718Archdiocesan Education Levy for Catholic Futures Fund Variable $0Archdiocesan Special Levy to supplement Futures Fund Variable $0

Less Phase In Adjustment (against AEL) $0System costs and other transfers Variable $172,421Total contributions to BCE and community of schools $235,138

Surplus/Deficit attributable to College operations less contributions to BCE and community of schools -$856,344

2006 ForecastItem Volume

Behaviour


Appendix 2: Cost Volume Profit Sensitivity Analysis for Break Even Enrolments.

2006 (211 enrolments) Break Even 1 (283 enrolments)

College BCE Consol'd College BCE Consol'd College BCE Consol'dIncome attributable to College operationsFees - students Variable $264,700 $264,700 $421,613 $421,613 $504,959 $504,959Fees - overseas students Variable $36,458 $36,458 $48,899 $48,899 $60,475 $60,475Other student charges (levies, College bus) Variable $326,999 $326,999 $438,582 $438,582 $542,416 $542,416Archdiocesan Special Levy Variable $0 $0 $1,332 $1,332 $1,647 $1,647Applications for enrolments Variable $12,538 $12,538 $16,816 $16,816 $20,797 $20,797Other private income (interest, other income) Fixed $19,000 $19,000 $19,000 $19,000 $19,000 $19,000State Government recurrent grants Variable $403,010 $403,010 $540,530 $540,530 $668,500 $668,500Commonwealth Government recurrent grants Variable $1,179,256 $1,179,256 $1,581,656 $1,581,656 $1,956,112 $1,956,112Total transfers from BCE Fixed $250,391 -$250,391 $0 $24,500 -$24,500 $0 $24,500 -$24,500 $0Building Fund Levy (capital) Variable $83,624 $83,624 $112,159 $112,159 $138,712 $138,712Donations (capital - Parents & Friends Committee) Variable $10,808 $10,808 $14,496 $14,496 $17,928 $17,928Total Income attributable to College operations $739,818 $1,596,574 $2,336,392 $1,097,397 $2,097,686 $3,195,082 $1,330,435 $2,600,112 $3,930,546

Expenditure attributable to College operationsSalaries - teaching staff Mixed $1,566,600 $1,566,600 $1,686,178 $1,686,178 $1,815,160 $1,815,160Salaries - all other staff Mixed $96,333 $294,100 $390,433 $180,305 $210,128 $390,433 $180,305 $215,502 $395,807Staffing on costs Mixed $260,300 $260,300 $280,169 $280,169 $301,600 $301,600Tuition (teaching resources, excursions & camps) Variable $152,429 $152,429 $204,443 $204,443 $252,844 $252,844Administration (printing, phone, advertising, marketing) Fixed $76,875 $76,875 $76,875 $76,875 $76,875 $76,875Sundry admin. (prof. dev't, staff & student welfare, vehicles) Fixed $68,400 $68,400 $68,400 $68,400 $68,400 $68,400Other services (electricity, council charges, cleaning) Fixed $102,669 $102,669 $102,669 $102,669 $102,669 $102,669Buildings, grounds & equip't (operations & maintenance) Fixed $47,500 $47,500 $47,500 $47,500 $47,500 $47,500Interest and principal repayments (capital and bridging loans) Fixed $46,020 $46,020 $46,020 $46,020 $46,020 $46,020Operating lease expenses Fixed $6,852 $6,852 $6,852 $6,852 $6,852 $6,852Insurance Fixed $21,140 $21,140 $21,140 $21,140 $21,140 $21,140Maintenance Fixed $30,840 $30,840 $30,840 $30,840 $30,840 $30,840Land, buildings and improvements (capital) Fixed $100,200 $100,200 $100,200 $100,200 $100,200 $100,200Furniture and equipment (capital) Variable $35,300 $35,300 $47,345 $47,345 $58,555 $58,555Accruals for future capital expenditure Fixed $52,040 $52,040 $52,040 $52,040 $52,040 $52,040Total Expenditure attributable to College operations $684,418 $2,273,180 $2,957,598 $984,629 $2,176,474 $3,161,103 $1,044,240 $2,332,262 $3,376,502

Surplus/Deficit attributable to College operations $55,400 -$676,606 -$621,206 $112,767 -$78,788 $33,979 $286,195 $267,850 $554,044

Contributions to BCE and community of schools Building Fund Levy (75% of collections from Rosa families) Variable $62,718 $84,119 $104,034Archdiocesan Education Levy for Catholic Futures Fund Variable $0 $113,126 $139,908Archdiocesan Special Levy to supplement Futures Fund Variable $0 $1,332 $1,647

Less Phase In Adjustment (against AEL) $0 -$40,000 $0System costs and other transfers Variable $172,421 $231,256 $286,006Total contributions to BCE and community of schools $235,138 $389,833 $531,595

Surplus/Deficit attributable to College operations less contributions to BCE and community of schools -$856,344 -$355,853 $22,449

CVP MethodologyVariable items change in direct proportion to change in the volume of enrolmentsFixed items are independent of change in the volume of enrolmentsMixed items behave as a combination of variable and fixedNo provision is made for depreciation of non-current physical assetsTotal enrolments 211 283 350Total families 199 266 329Total proposed teaching staff 23.32 25.10 27.02Total formula teaching staff incl PAR adjust. 17.55 22.30 27.02Proposed above formula teaching staff 5.77 2.80 0.00

2006 ForecastItem Volume

Behaviour Break Even 2 (350 enrolments)

CVP Analysis


Appendix 3: 2006 Cost Volume Profit Sensitivity Analysis for target enrolments 2007 to 2011.

Cost Volume Profit Forecasts for 2007 to 2011

2008 (283 enrolments)

College BCE Consol'd College BCE Consol'd College BCE Consol'd College BCE Consol'd College BCE Consol'dIncome attributable to College operationsFees - students Variable $353,471 $353,471 $421,613 $421,613 $457,349 $457,349 $481,875 $481,875 $516,501 $516,501Fees - overseas students Variable $42,333 $42,333 $48,899 $48,899 $54,773 $54,773 $57,711 $57,711 $61,858 $61,858Other student charges (levies, College bus) Variable $379,691 $379,691 $438,582 $438,582 $491,274 $491,274 $517,620 $517,620 $554,814 $554,814Archdiocesan Special Levy Variable $1,153 $1,153 $1,332 $1,332 $1,492 $1,492 $1,572 $1,572 $1,685 $1,685Applications for enrolments Variable $14,558 $14,558 $16,816 $16,816 $18,836 $18,836 $19,846 $19,846 $21,272 $21,272Other private income (interest, other income) Fixed $19,000 $19,000 $19,000 $19,000 $19,000 $19,000 $19,000 $19,000 $19,000 $19,000State Government recurrent grants Variable $467,950 $467,950 $540,530 $540,530 $605,470 $605,470 $637,940 $637,940 $683,780 $683,780Commonwealth Government recurrent grants Variable $1,369,278 $1,369,278 $1,581,656 $1,581,656 $1,771,678 $1,771,678 $1,866,689 $1,866,689 $2,000,823 $2,000,823Total transfers from BCE Fixed $24,500 -$24,500 $0 $24,500 -$24,500 $0 $24,500 -$24,500 $0 $24,500 -$24,500 $0 $24,500 -$24,500 $0Building Fund Levy (capital) Variable $97,099 $97,099 $112,159 $112,159 $125,634 $125,634 $132,371 $132,371 $141,883 $141,883Donations (capital - Parents & Friends Committee) Variable $12,550 $12,550 $14,496 $14,496 $16,238 $16,238 $17,108 $17,108 $18,338 $18,338Total Income attributable to College operations $944,354 $1,812,728 $2,757,082 $1,097,397 $2,097,686 $3,195,082 $1,209,095 $2,352,648 $3,561,743 $1,271,603 $2,480,129 $3,751,733 $1,359,850 $2,660,103 $4,019,953

Expenditure attributable to College operationsSalaries - teaching staff Mixed $1,652,588 $1,652,588 $1,686,178 $1,686,178 $1,766,792 $1,766,792 $1,813,817 $1,813,817 $1,860,841 $1,860,841Salaries - all other staff Mixed $180,305 $210,128 $390,433 $180,305 $210,128 $390,433 $180,305 $215,502 $395,807 $180,305 $215,502 $395,807 $180,305 $215,502 $395,807Staffing on costs Mixed $274,587 $274,587 $280,169 $280,169 $293,563 $293,563 $301,377 $301,377 $309,190 $309,190Tuition (teaching resources, excursions & camps) Variable $176,991 $176,991 $204,443 $204,443 $229,005 $229,005 $241,286 $241,286 $258,624 $258,624Administration (printing, phone, advertising, marketing) Fixed $76,875 $76,875 $76,875 $76,875 $76,875 $76,875 $76,875 $76,875 $76,875 $76,875Sundry admin. (prof. dev't, staff & student welfare, vehicles) Fixed $68,400 $68,400 $68,400 $68,400 $68,400 $68,400 $68,400 $68,400 $68,400 $68,400Other services (electricity, council charges, cleaning) Fixed $102,669 $102,669 $102,669 $102,669 $102,669 $102,669 $102,669 $102,669 $102,669 $102,669Buildings, grounds & equip't (operations & maintenance) Fixed $47,500 $47,500 $47,500 $47,500 $47,500 $47,500 $47,500 $47,500 $47,500 $47,500Interest and principal repayments (capital and bridging loans) Fixed $46,020 $46,020 $46,020 $46,020 $46,020 $46,020 $46,020 $46,020 $46,020 $46,020Operating lease expenses Fixed $6,852 $6,852 $6,852 $6,852 $6,852 $6,852 $6,852 $6,852 $6,852 $6,852Insurance Fixed $21,140 $21,140 $21,140 $21,140 $21,140 $21,140 $21,140 $21,140 $21,140 $21,140Maintenance Fixed $30,840 $30,840 $30,840 $30,840 $30,840 $30,840 $30,840 $30,840 $30,840 $30,840Land, buildings and improvements (capital) Fixed $100,200 $100,200 $100,200 $100,200 $100,200 $100,200 $100,200 $100,200 $100,200 $100,200Furniture and equipment (capital) Variable $40,988 $40,988 $47,345 $47,345 $53,034 $53,034 $55,878 $55,878 $59,893 $59,893Accruals for future capital expenditure Fixed $52,040 $52,040 $52,040 $52,040 $52,040 $52,040 $52,040 $52,040 $52,040 $52,040Total Expenditure attributable to College operations $950,820 $2,137,304 $3,088,124 $984,629 $2,176,474 $3,161,103 $1,014,879 $2,275,857 $3,290,736 $1,030,004 $2,330,695 $3,360,700 $1,051,358 $2,385,533 $3,436,891

Surplus/Deficit attributable to College operations -$6,466 -$324,576 -$331,042 $112,767 -$78,788 $33,979 $194,216 $76,791 $271,007 $241,599 $149,434 $391,033 $308,493 $274,569 $583,062

Contributions to BCE and community of schools Building Fund Levy (75% of collections from Rosa families) Variable $72,824 $84,119 $94,225 $99,278 $106,412Archdiocesan Education Levy for Catholic Futures Fund Variable $97,936 $113,126 $126,717 $133,512 $143,106Archdiocesan Special Levy to supplement Futures Fund Variable $1,153 $1,332 $1,492 $1,572 $1,685

Less Phase In Adjustment (against AEL) -$60,000 -$40,000 -$40,000 -$20,000 $0System costs and other transfers Variable $200,204 $231,256 $259,040 $272,931 $292,543Total contributions to BCE and community of schools $312,117 $389,833 $441,473 $487,294 $543,746

Surplus/Deficit attributable to College operations less contributions to BCE and community of schools -$643,158 -$355,853 -$170,466 -$96,261 $39,316

CVP MethodologyVariable items change in direct proportion to change in the volume of enrolmentsFixed items are independent of change in the volume of enrolmentsMixed items behave as a combination of variable and fixedNo provision is made for depreciation of non-current physical assetsTotal enrolments 245 283 317 334 358Total families 231 266 298 314 337Total proposed teaching staff 24.60 25.10 26.30 27.00 27.70Total formula teaching staff incl PAR adjust. 20.07 22.30 24.97 25.96 27.70Proposed above formula teaching staff 4.53 2.80 1.33 1.04 0.00

2011 (358 enrolments)Item Volume Behaviour 2007 (245 enrolments) 2009 (317 enrolments) 2010 (334 enrolments)

Marketing Plan page 1 of 17

Marketing Plan Introduction Our Rosa proposes that to ensure the sustainability of the College, a long-term strategic marketing approach needs to be adopted by its stakeholders. This proposal is supported by mainstream research, existing documented case studies and referred to in AECgroup’s report prepared for BCEs Marist College Rosalie Working Party. School marketing and promotion has now provided parents with access to a wider choice of schools for their children. Parents are better informed and able to choose the school that best meets their child’s and family’s needs. Further impacting on the competition to attract and retain students is the changing demography and ease of mobility across the urban environment. Not only do parents have alternative choices but increased transport options have removed the geographical boundaries that once protected a school’s catchment area – the target market. It is no longer sustainable for a school to simply focus on its internal management and operations. Schools must actively market and promote themselves to their customer base which is two-fold:

1. internal (existing customers) – parents, students, staff, teachers, old boys 2. external – the local community and potential students and their parents.

These internal and external markets are strongly connected. An increase in school esteem contributes to the development of a strong brand and school identity and in turn, how the school is perceived in the community. A positive community perception of the school assists in increasing enrolments - contributing to the long-term viability of the school.1 To a greater extent, it is now thought that it is simply not enough to market to target segments but rather it is necessary to build long-term relationships with individual customers, recognising their potential to become life-long partners of the College where they can continually advise, influence and contribute to the sustainability of the institution.2 The marketing plan in this document presents a sustainable marketing approach and framework which, under the auspices of the proposed interaction between the College triumvirate and the Rosa Community Council, can be further developed, approved and implemented.

1 Ted Myers: Super Marketing your School, 1996 2 Ted Myers: Marketing for better schools, 2003


Incorporating the targets provided by BCE, Our Rosa proposes that the key factors for Marist College Rosalie are:

• maximum class size of 25

• maximum year cap of three streams and 75 students

• maintenance of Rosa values

• maintenance of the Marist tradition

• to maintain or improve curriculum

• to achieve optimum enrolment numbers within 5 years

• to achieve or better financial targets within 5 years.


Current Situation Location Marist College Rosalie is centrally located on Fernberg Road, fringing the inner-city suburbs of Rosalie and Paddington. The surrounding Rosalie, Paddington, Red Hill and Milton business district is a thriving community of cafes, clothing and gift stores and other businesses which are highly supportive of each other. The College is well served by public transport. From the nearby Milton train station, students can access the College from all over Brisbane on the rail network. Buses converge on the area from a range of directions and the College also has its own buses servicing two dedicated bus routes to the western suburbs. Students Marist College Rosalie attracts students from 70 suburbs across Brisbane. In addition to the ease of access by transport routes, the fact that our students come from this wide reach of suburbs may also be attributed to the unique nature of the College, being the only small inclusive boys’ Catholic college available in the Brisbane region. With students from a broad range of ethnic backgrounds, there is a strong multicultural dimension to the College. Languages spoken in the home, other than English, include Vietnamese, Filipino, Samoan, Italian, Arabic, Tongan, French, Macedonian, Swedish, Greek and Polish. In addition, the College accepts full fee-paying international students across Years 8 – 12. At present there are 10 such students enrolled with the majority coming from Korea and others from China. The College currently has 211 students across Years 8 – 12. The average class size is 15, with one current class having 29 students. Supporting the students are 30 full time and 12 part time staff. At the beginning of May 2006, there were 38 confirmed Year 8 enrolments for 2007. Corresponding figures for 2005 and 2004 were 29 and 37 respectively. At this point in time, the estimated enrolment of students for 2007 is in the order of 240, placing the school in a favourable position to maintain and increase student numbers from 211 in 2006. This estimate is based upon the enrolment data over the last nine years, including:

• the exit of the current Year 12 students

• the 2004 and 2005 additional enrolments received between June and December. Curriculum and technology features For a small school, the college offers a pleasing breadth of curriculum and provides tailored pathways for students towards academic or vocational education. The College implements a vertical modular curriculum in Years 9 and 10 which allows the students to choose from a wide variety of subject units. Having sampled an array of subjects, the students are then better equipped to select their senior subjects based on their interests and abilities.


There is a dynamic and well-implemented Learning Support Program and a strong emphasis on the pastoral care aspect of individual development. In 2006, the college introduced a Literacy initiative – L.I.A.R. Literacy is Important at Rosalie. The school timetable has been restructured to allow three dedicated periods per week to this initiative which involves peer mentoring and whole class learning. The College has modern technological facilities, particularly with regard to classroom teaching and learning. The majority of the general learning classrooms are outfitted with data projectors which are connected to the College IT network. There are three dedicated computer rooms with further computers available for student access in the Library. One teaching space is outfitted with an interactive whiteboard to further enhance the teaching and learning process. Feeder schools Historically, there has been no concentrated marketing effort to identify any target feeder schools for the College. Any formal relationship with a primary school tended to be dictated by the nature of that school being Catholic and its proximity to the College. The College does share a special relationship with Christ the King Catholic Primary school at Graceville. The Year 7 students from this school experience a one week immersion program at the College each year. Recent short-term promotional activity has identified a further 33 Catholic primary and 61 State primary schools within the defined catchment area. These primary schools have been targeted, in the first instance, to raise awareness of the College Open Day. For a listing of the feeder schools, please refer to Appendix 1 of this section. Current 2006 Promotional Activities (including additional activities generated through the contribution of Our Rosa)

• fortnightly newsletter to parents, including parents of 2007 Year 8 students

• newsletter posted on the College website

• distribution of enrolment packs to:

- 95 direct inquiries

- 92 of the 93 identified feeder schools (33 Catholic and 59 non-Catholic primary schools) plus 1 Catholic and 3 State primary schools outside the catchment area

• advertisement in the quarterly Independent Schools Guide

• advertisement and advertorial in the annual magazine, The Schools’ Guide

• advertisement booked for The Catholic Leader’s promotional schools’ DVD

• local businesses – an extensive number of these have been targeted and are actively displaying the College’s promotional colour brochures and Open Day posters. Supportive businesses are acknowledged in the College newsletter


• established relationship with Paddington Coffee Club which actively promotes and supports the College

• Open Day – Sunday 21 May 2006 from 10am – 2pm.

Aside from prospective future enrolments, this event is a community celebration involving staff, students and parents and the wider Rosa community. This year a short-term campaign was implemented via Our Rosa to raise awareness of the event. This campaign included:

- advertisements in Quest suburban newspapers to promote the College Open Day

- editorial placement on community television and radio programs - promotion at 18 suburban shopping centres, two libraries and four

community centres, one university, 13 small businesses, throughout four large corporate organisations and seven sporting clubs

- promotion to the identified feeder schools (33 Catholic and 59 non-Catholic primary schools) plus 1 Catholic and 3 State primary schools outside the catchment area

- promotion to 31 Catholic parishes

• media releases on school events and milestones

• representation at BCEs stand at the Independent Schools’ Expo

• promotional stand at the upcoming Christ the King school fete

• promotional stand at the upcoming Rosalie Village Cheese Carnival. Research and Background AECgroup Research Until February 2006, market research has been limited to the AECgroup’s engagement to prepare a report for BCEs Marist College Rosalie Working Party. There are some limitations of the market research undertaken. Firstly, the sample for the community survey was limited to “the central catchment suburbs and select Centenary suburbs in the western catchment” (p. 25).3 In reality the College attracts its current students from 70 suburbs across Brisbane and does not draw predominantly from its local or western catchment area. A survey aimed at broader representation of suburbs across the catchment area may prove more valuable as a resource. A second limitation is the fact that “respondents were not asked to confirm their knowledge of Marist College Rosalie versus Marist College Ashgrove” (p. 31). The AECgroup’s report suggests that this would “perhaps (indicate) that awareness of the school is overstated at 78.4%” (p. 31) Further investigation to ensure a lack of brand confusion should be built into any future market research surveys.

3 AECgroup: Marist College Rosalie Marist Research draft report, 2005


A third limitation is the scope of the three AEC focus groups chosen for the forum discussions. In terms of actual attendance, these consisted of seven parents of students at the school; only one parent of school-age children from the local community; and seven Old Boys of the College. Whilst some valuable insights were gained from the parents and Old Boys, the focus groups were very limited in size and considerable further research could be done in this area. Of particular relevance to Our Rosa’s marketing plan is that two of the conclusions in the AECgroup’s report are particularly positive and practical in defining a future for the College:

• “The school appears to have more positive than negative perceptions” (p.iv). These positive perceptions are “particularly in regards to: school reputation, location of school, Catholic (nature of school), private (nature of school) and size of the school” (p. 32).

• “Based on the findings of the study, there can be a future for the school if several opportunities are considered. These include…addressing negative perceptions,…new school branding and marketing approaches, more targeted promotional activities, strengthening links with feeder schools and enhancing facilities” (p.v).

Competitor Analysis For the purposes of this proposed marketing plan, the research undertaken by the AECgroup has been reviewed in consultation with the demographic analysis undertaken by Our Rosa. The result is the following identification and segment breakdown of competitors to the College:

Primary competitors- boys only secondary schools within the proposed catchment area

Secondary competitors- co-educational, State and non-government high

schools Complementary Colleges- girls only secondary schools that may provide links to

parents seeking to enrol sons in Marist College Rosalie

A full listing of competitor schools identified by Our Rosa is contained in Appendix 2 of this section.


SWOT analysis4

Strengths • good public transport access • central location • long history and tradition – first Marist

school in Queensland • prevailing spirit of the school • pastoral care • Religious Education / faith development • private school • low / affordable fees • enthusiasm, quality and dedication of staff • high level individual attention for students • multicultural student population • friendly, approachable College community • excellent library, AV and IT facilities • effective special needs program • curriculum catering for different needs • wide and inclusive sports offering – inter-

school competition successes • LaValla – quality sports and recreational

grounds • Old Boys network • tuckshop – personalised service and quality

of health food options • student behaviour • small class sizes • cultural acceptance of international

students • camaraderie

Weaknesses • lack of widespread parent involvement • declining enrolments in previous years • negative perception by parts of the

community • no established feeder schools • retention of students • 24% of current students are sourced from

areas within 5km of the College • no positioning of the school in the

marketplace • invisibility – tucked away • low awareness of College by target

audience • low public profile • the College does not have control over its

own financial destiny • outdated visual image of buildings and

interior

4 In addition to the contribution of Our Rosa, content in the SWOT incorporates information from:

• AECgroup: Marist College Rosalie Marist Research draft report, 2005 • Ted Myers: Super Marketing your School, 1996 • Ted Myers: Marketing for better schools, 2003


SWOT analysis cont…

Opportunities • increase parental involvement • effective marketing program, with

involvement of all staff and parents • develop a higher school profile in the

community • potential for close contact with the local

business communities • greater use of school facilities by outside

groups • identifying and developing relationships with

feeder schools • to position as the only Catholic Years 8 –

12 all boys school in Brisbane with a roll under 500

• growing population in South East Queensland

• capitalising on student successes – while at school and past students

• develop a communication strategy including redevelopment of the College website

• sponsorship from local business community • fundraising opportunities • grow international student program

Threats • uncertainty of future of College • perception that private education is

expensive • perception that, by the nature of the

affordable fees, the College does not offer a quality education and overall experience

• strong marketing programs by competing schools

• meeting the needs of internal students and the teachers at the College

Research to be undertaken to assist in determination of school value proposition:

• implement a school image survey to staff and teachers, students and parents

• conduct survey to establish why current parents chose Marist College Rosalie

• introduce exit surveys for all students that leave the school.

Strategic Goals

• An acceptance of a marketing orientation within the College community based upon the principles of relationship marketing:

“Relationship marketing essentially recognises that it is just as important to focus on current customers as it is to gain new customers, and that organisations need to establish long-term relationships rather than one-off transactions”5

• Maintain the viability and sustainability of the College

• Position the College as the first school of choice within the target audience

5 Ted Myers: Marketing for better schools, 2003


• Our Rosa proposes that the key factors for Marist College Rosalie are:

a. maximum class size of 25

b. maximum year cap of three streams and 75 students

c. maintenance of Rosa values

d. maintenance of the Marist tradition

e. to maintain or improve curriculum

f. to achieve optimum enrolment numbers within 5 years

g. to achieve or better financial targets within 5 years.

Target Markets - customers6 Internal - staff and teachers, students, parents, old boys External - feeder schools, potential students and their parents, local business and resident community

6 Some of the strategies to promote to target market segments have been adapted from the Ideas Bank and Case Studies in:

• Ted Myers: Super Marketing your School, 1996 • Ted Myers: Marketing for better schools, 2003


Goal 1: An acceptance of a marketing orientation within the College community based upon the principles of relationship marketing:

Objectives Strategy Actions • finalise a project plan and structure to

further develop and begin implementation of Marketing plan by 31 July 2006 – including research, resources and approval by stakeholders

• establish and maintain an effective College Marketing Committee

• approval and implementation of proposed Marketing plan

• engage and work with the Principal (Brother Peter) and Deputy Principal, (Leo Schultz) to drive the marketing approach

• refinement of proposed plan (including further research to assist in positioning the College)

• College Marketing Committee to be inclusive of all internal customers: staff and teachers, students, parents and Old Boys

• presentation and workshop of Marketing plan to staff and teachers, students, parents and Old Boys (to be followed by social event – supper)

• Marketing plan sign-off • establish, develop and/or strengthen

relationships with target market/customers

• develop communication plan • encourage interaction between the internal

customer groups

• audit and review current internal and external communication tools

• develop calendar of events for internal customers, including fundraising and promotional opportunities

• twice yearly appreciation event for staff and teachers, hosted by parents

• produce Annual Report to College community

• hold community meeting to seek feedback on draft annual Marketing plan

• meet with Real Estate agencies and relocation companies


Goal 2: Maintain the viability and sustainability of the College

Objectives Strategy Actions • maintain student numbers for 2007 at 211

or better, with a target of 60 confirmed enrolments for Year 8 intake

• establish and develop relationships with identified feeder schools

• to develop a robust enrolment process to increase conversion rate from prospective to actual students across all years, not just Year 8

• interview Principals of feeder schools • current College students to return to their

former feeder school with the College Principal or Deputy and present to Year 6 & 7 students

• share information on progress of feeder school’s former students

• develop ‘Christ the King’ transition programme to include other schools

• review interview/enrolment process – make consistent; identify individual needs; promote the unique qualities of the school

• introduce ‘mentor’ program between current families and prospective enrolment families

• increase student numbers to 350 by 2010

• explore scholarship programs and opportunities

• review international student program • address student retention

• continue to review, adapt and implement Marketing plan


Goal 3: Position the College as the first school of choice within the target audience

Objectives Strategy Actions • increase positive awareness and image of

the College within the target market and wider community

• to present the best possible image of the College at all times

• engage and contribute to the Rosalie and Paddington Business community

• develop media and PR plan to promote the College

• review current related policies and processes, eg school uniform, student behaviour, points of external interaction such as reception

• approval and implementation of Our Rosa Facilities Plan (refer to Appendix 3 contained in this section)

• nominate College representative to attend Rosalie and Paddington Business Association meetings

• encourage students to participate in local community events in full school uniform

• make school buildings available for community meetings/events outside school hours

• review and audit current media and PR program


Appendix 1: Feeder schools for Marist College Rosalie

Catholic Primary State Primary North South North South Holy Cross School Christ the King School Ascot State School Bardon State School Holy Rosary School Darra-Jindalee

Catholic School Ashgrove State School Brookfield State School

Holy Spirit School Holy Family Primary School

Aspley State School Chapel Hill State School

Mater Dei School Nudgee Junior Brisbane State School Corinda State School Our Lady Help of Christians School

Our Lady of the Rosary School

Craigslea State School Durack State School

Our Lady of Dolour’s Primary School

St Ignatius School Eagle Junction State School

Fig Tree Pocket State School

Our Lady of the Angels St Joseph’s School Enoggera State School Forest Lake State School

Our Lady of the Assumption School

St Joseph’s School Everton Park State School

Good News Lutheran School

Queen of Apostles St Joseph’s School Ferny Grove State School

Graceville State School

St Agatha’s School St Mark’s School Ferny Grove State School

Grand Avenue State School

St Ambrose’s School St Francis Xavier Geebung State School Inala State School St Andrew’s Primary School

St Ita’s Primary School Grovely State School Inala West State School

St Columba’s Hamilton State School Indooroopilly State School

St Dympna’s Primary School

Hendra State School Ironside State School

St Finbarr’s Hilder Road State School

Jamboree Hts State School

St Flannan’s Primary School

Kedron State School Jindalee State School

St Joseph’s School Bardon

Milton State School Karalee State School

St Joseph’s School Nundah

Mitchelton State School

Karana Downs State School

St Kevin’s Primary School

New Farm State School Kenmore State School

St Peter Chanel School Newmarket State School

Kenmore South State School

St Pius Nundah State School Middle Park State School

St William’s School Payne Road State School

Moggill State School

Petrie Terrace State School

Pullenvale State School

Somerset Hills State School

Rainworth State School

Stafford State School Sherwood State School Stafford Hts. State

School Servicetown South State School

The Gap State School Toowong State School Wavell Hts. State

School Upper Brookfield State School

Wilston State School Windsor State School


Appendix 2: Competitor schools identified by Our Rosa7 Boys only secondary schools within proposed catchment area

College

No of Students Years Boarding

Brisbane Boys College 1413 4 – 12 Brisbane Grammar School 1425* 6 – 12 Marist College Ashgrove 1480 5 – 12 Nudgee College, Nundah 1303 8 – 12 Padua College 1000+* 5 – 12 St Joseph’s, Gregory Terrace 1242 5 – 12 St Lawrence’s College 1281* 5 – 12 St Patrick’s College Shorncliffe 922 5 – 12 Villanova College 1000 5 - 12

7 As at 23 May 2006, student numbers at schools identified in the competitor analysis have been confirmed by a telephone call to each school office. An asterisk * denotes student numbers sourced from the published enrolments on the State Government website: www.education.qld.gov.au/schools/directory/ 17 May 2006.


Co-educational, State and non-government high schools

College No of Students Years Boarding

Brisbane State High School 2079* 8 - 12Centenary State High 1228 8 - 12Corinda State High School 1362 8 - 12Everton Park State High 300 8 - 12Ferny Grove State High 1664 8 - 12Forest Lake College 1187 prep - 12Forest Lake High School 1240 8 - 12Glenala State High School 540 8 - 12Hillbrook Anglican 563* 8 - 12Hubbards College 66* 11 & 12Indooroopilly State High School 750 8 - 12Kelvin Grove State College 1600 prep - 12Kenmore State High School 1500 8 - 12Michelton State High 600 8 - 12Milpera State High School 190 8 - 12Mt Maria (Enoggera) 378* 8 - 12Mt Maria (Petrie) 182 8 - 12

30 11 & 12 VOC onlyNorthside Christian College 1301 prep - 12Redbank Plains 1150 8 - 12St James College 417* 8 - 12St Peter Claver 661* 8 - 12St Peters Lutheran College 1902 prep - 12The Gap State High School 800 8 - 12Toowong College 129 12 closingYeronga State High School 480 8 - 12 Girls only secondary schools

College No of Students Years Boarding

All Hallows 1117* 5 - 12Bridgidine College 522 8 - 12Brisbane Girls Grammer 1101* 8 - 12Mt St Michaels 703* 8 - 12Somerville House 1200 prep - 12Stuartholme School 700 8 - 12


Appendix 3: School infrastructure plan Current Situation Marist College Rosalie is a small modern, well maintained secondary college which is centrally located, accessible by public transport and provides a balance of facilities to meet the academic, sporting, cultural and pastoral needs of its students. Over the past seven years, the college has benefited from a substantial investment in its infrastructure which has resulted in the following improvements:-

• IT networked and refurbished General Learning Areas

• Well equipped science laboratories

• Drama room

• Music room

• Refurbished swimming pool

• Resurfaced tennis courts. In addition, the College also provides a covered multi-purpose facility, well resourced library, woodwork and metalwork workshops and quality playing fields and open space situated at Fig Tree Pocket. While ongoing improvements to these facilities can be undertaken, the current standard of the grounds and facilities is good and no major capital investment needs to be spent on the facilities of the College in the foreseeable future. Opportunities The ability of the College to maintain and build on its current facilities and infrastructure will contribute significantly to our ability to attract and maintain enrolments and to strategically market the College. By necessity, the growth of Marist College Rosalie is dependent upon the planned and strategic growth of its facilities and infrastructure. Assessment of the physical space available to the College suggests that expansion of enrolments must take place in the context of the available campus space at the College’s current location. Current space constraints suggest that the maximum number of students that can be accommodated at Marist College Rosalie is between 350 and 375. This limitation caps the student numbers in the financial projections, marketing strategies and infrastructural plans for the College. Significantly the utilisation of external grants and community funding to support the development of the College is contemplated. While the infrastructure of the College is of a 'good' standard, the time is right to develop a Master Plan for the College which will ensure that it continues to meet the


changing needs of students. This Plan will guide the future development of the College over the next 10 years and will also identify the funding strategies to facilitate these developments. In addition to the Master Plan, a range of other opportunities have been identified which can be implemented in the short to medium term. These include:-

• Increase community use of facilities to raise awareness and generate income

• Build partnerships with Brisbane City Council for development of publicly accessible open space at LaValla Playing Fields, Fig Tree Pocket

• Explore funding opportunities including Block Grants, Gambling Machine Community Benefit Fund, Security Improvement Program, Minor Facilities Program, BCC Community Grants, Water Grants, Arts Queensland Grants etc to facilitate the enhancement of facilities

• Use of community art (murals, mosaics, sculptures) to enhance facilities and enhance the College’s image by promoting multiculturalism, peace, harmony and unity (Making Places Project)

• Investigate establishment of an outdoor education program at LaValla

• Access Community Jobs Plan (CJP) and other similar programs to undertake various improvements

• Establishment of Shared Use of Facilities Program with other schools to reduce duplication and access joint funding opportunities

• Investigate IT Partnership Program with Microsoft. The Future Our goal is to have our College recognised for innovation, creativity and excellence in the provision of secondary college facilities. In the pursuit of this aim the College community will provide, develop and maintain the facilities of Marist College Rosalie to support the best educational outcomes in all areas - academic, sporting, cultural and pastoral. A Facilities Development Plan has also been developed to map the future development of the College's facilities in response to current and changing needs.

The Road Ahead page 1 of 10

The Road Ahead Our Rosa believes that the information presented in this document gives sufficient justification to allow the College to plan for its future instead of a transition to closure. The transition now should be to build on the marketing plan and regenerate the P&F association to enable the skills and knowledge found in the focus groups to be a ready resource for the College, the Principal and his Deputies and the future College Board. In order to be successful in building enrolments and realising the proposals put forward in this submission paper, the College will need assurance from BCE that the minimum timeframe before any further thought or mention of closure is five years from 2008. This timeframe will allow students commencing Year 8 in 2008 to complete their secondary education. By the end of 2008 it will be evident whether the College is on track to achieve the enrolment and financial targets. During the period the College will continue to run at a deficit for at least two years. This deficit cannot be met by external fundraising or donations and it is anticipated that BCE will see the merit in the continued existence of the College and agree to fund the deficit in the short term. It is critical for the College community to know where it stands in the journey to financial viability and it is suggested that a number of Key Performance Indicators (KPIs) be established. These KPIs are provisionally nominated in this paper but need to be reviewed on an annual basis. Subject to the outcome of these reviews the College, BCE, Marist Brothers and the Rosa Community Council can determine whether alternative actions may be necessary to meet the targets set for future years. In the past BCE has shown a huge commitment to the College by their level of funding, maintenance and renewal of College facilities. In recent times Our Rosa has shown commitment to the College providing a range of skills previously untapped by the P&F. Traditionally the P&F involvement in schools and colleges is limited to attendance at open days, helping at working bees and in the school canteen. The P&F are usually supported by a stalwart group of parents and friends with few changes over the years. Our Rosa want to preserve the recent fervent involvement of the wider Rosa community and with the continued support of BCE, Marist Brothers and students (past and present) the College has a bright future. What’s Different? The nature of the College’s financial position was previously not widely known to the Rosa community. In fact there was limited knowledge of the College’s precarious financial position within the staff. Engaging the wider Rosa community in the future of the College and carrying out and publishing annual reviews of the College’s performance will ensure that all stakeholders will be fully informed of the College’s performance against agreed benchmarks. These reviews will be used to anticipate and prevent any potential obstacles to the smooth functioning/management of the College.


The demographic review demonstrated that the catchment area from which Marist College Rosalie could draw is sufficient in size to maintain the College target enrolment numbers, even without the expected population explosion that is occurring in Brisbane and surrounding areas. Marist College Rosalie has a number of competitors but by harnessing the College’s strategic advantages over these competitors, students will be drawn to the College. It is not anticipated that the College will affect other Catholic schools enrolments. Our research found that there are significant waiting lists at the majority of these schools and that the students who miss out on places find positions in the State system or alternative private schools. The rate at which the South East Queensland population, in particular the Brisbane region, is growing indicates that existing schools need never feel pressured by the continued existence of Marist College Rosalie. One key outcome from the focus group and Our Rosa committee reviews is that there is a sufficient population of boys aged 13 to 17 years in a catchment area which is defined by realistic travel times. This catchment area population is growing - in some areas growing rapidly. Statistically this means that the pool of predominantly Catholic boys of the age that the College attracts is growing. The marketing plan introduced in this paper addresses the beginning of the process of raising the awareness of the College in the catchment area. There is much to be done before the marketing plan can be considered as a complete and stand alone document. Surveys and advertising campaigns are but one part of this process. Our Rosa has found that in the short time that the focus groups have been together there has been a marked increase in attention surrounding the College from communities within the catchment areas. For example: a single advertisement in a community newspaper in an outer suburbs resulted in two enrolment enquiries; new families attending the Open Day were asked where they had heard about the Open Day and several of the families stated “everywhere”. The simplistic financial analysis conducted for this submission paper validated the BCE target of 350 enrolments for a cost neutral revenue stream. The College infrastructure is sound, although in need of some aesthetic work, and could easily be updated. An overview of such a plan is included as an appendix in the marketing section of this document. The wider Rosa community could be effective in offering skills and information to assist the College to operate effectively. This is beyond the normally accepted scope of a P&F association. A brief outline of how the community can work with the College and BCE follows. The challenge for the stakeholders is to market the College effectively, efficiently and attain the necessary levels of enrolment. Parents have displayed an increased sense of ownership of the College and sense of pride in the choice of education facility for their sons. This has been evident in how quickly the focus groups were established and their tremendous output. It was also


evident in the strong parent participation in the working bees and more recently the Open Day. Rosa Community Council The engagement of key stakeholders in College life and in the continual renewal of the College is a vital part of the future. More than ever in the history of education in this country there is a need for strong parental and stakeholder involvement in our schools. The Catholic community recognises the changing face of leadership within their schools. The role of parents and stakeholders in College life through the P&F Association has remained largely unchanged since the 1960s. Not unlike many other schools, the P&F Association at Marist College Rosalie has suffered from low participation rates in the past. As a direct response to the College’s current situation, the P&F traditional structure was transformed by the parent body into diversified focus groups, each addressing a critical area necessary for the ongoing development and renewal of the College. The focus groups formed under the banner of Our Rosa and the P&F Association. These groups tap into a diverse range of individuals with expertise and skills from industry, government and education. The members of these groups readily placed their skills and talents at the disposal of the College and remain committed to doing so. The focus groups address the critical business areas of marketing, business planning, facilities, finance, student retention, communication, enrolments and fundraising events and Old Boys. Proposal Our Rosa acknowledges the role of the Archbishop and the Provincial of the Marist Brothers in the governance of Marist College Rosalie and also acknowledges that they have entrusted the direct supervision of the College, as an Archdiocesan College, to BCE. Our Rosa also recognises that the Principal of the College exercises his responsibility for the administration of the College within policy and guidelines established in the Archdiocese. In Parent Leadership in the Catholic School of the 21st Century1 parents have both the obligation and the right to educate their children and are called in this paper to exercise the mission which God has entrusted to the Church to fulfil in the world. In this context, this paper suggests the following approach to school operations. A College Board is to be established – designed to provide support to the leadership of

1 The Federation of Parents and Friends Associations of Catholic Schools in Queensland, Parent Leadership in the Catholic Schools of the 21st Century, A discussion paper endorsed by the State Committee, August 2003


the College. Concurrently the P&F will be revamped, revitalised and to mark a new beginning, will be renamed the Rosa Community Council. The Rosa Community Council will provide for the ongoing involvement of those who have actively participated in the Our Rosa process and will welcome others who are committed to continuing the process. The template for the College Board will be taken from the pastoral model of governance which is promoted in a Catholic school environment. This pastoral model is to be supported by the Rosa Community Council which provides for all community partners including staff, parents and students to play a prominent role in extending the College’s outreach into the wider community - a role modelled in the Parent Leadership in the Catholic School of the 21st Century. In essence, the College Board and the Rosa Community Council will assist the College Administration triumvirate to operate the College. Each group has skills and knowledge to offer for the continued operation of the College. It is believed that this can be represented in simple terms on an organisation structure as follows:

DeputyPrincipal

APRE

CollegeBoard

RosaCommunity Council

theCollege

Principal

BCE

It is essential that all key stakeholders are given the opportunity to participate in the operation of the College and that the model provides for the ongoing renewal and development of the organisation. It is proposed that once the future of the College is secure, consultation and further development of the Rosa Community Council would occur. It is envisaged that the Rosa Community Council will be fully functional by the commencement of the 2007 academic year. Summary The proposed Rosa Community Council will nurture strong channels of communication, consultation, collaboration, co-responsibility and will promote a sense of interdependence between the College Board and the Rosa Community Council in order to give birth to a new, dynamic Marist College Rosalie where Gospel Values and best educational practice thrive in a continuum of progress.


The Next Steps The first step after BCE agrees to work with the other stakeholders to continue the College is to ensure that it is widely circulated that Marist College Rosalie is to remain open and will not transition to closure. Because fewer than six months remain until the end of the school year, there is limited time to influence parents regarding sending their sons to Marist College Rosalie next year. When asked, parents of existing students indicated that the majority had determined by late September their choice of schooling for their children for the following years. Marketing is the area where the bulk of work remains. A survey of existing parents, the distribution of further enrolment packs and visits to feeder schools constitute start. It is possible that given the current circumstances a second Open Day could be held mid third term for any parents who were reluctant to consider Marist College Rosalie due to the College’s uncertain future. Establishment of the Rosa College Council is of paramount importance. While it is hoped that the intensity of the work undertaken by the focus groups subsides to a level that is more manageable, the Council needs to be well established by the end of this year so that the KPIs that will measure Marist College Rosalie’s performance next year are clear and unambiguous. Early establishment of the Council will help the College Administration team to determine which areas need most assistance and also how the Council and the soon to be formed College Board will interact to provide the greatest benefit to the College. It is not the role of Our Rosa to determine KPIs or even to make suggestions as to the final composition of a Rosa Community Council. The tables that follow are a guide as to what Our Rosa considers Key Strategic Issues that the College, BCE and Marist Brothers, the Council and the College Board need to address as soon as possible.


Key Strategy Action Key Performance Indicators

Increase Enrolments

Implementation of short term promotional strategies

Development of strategic marketing plan

Fortnightly newsletter Feeder school visits x 94 Distribution of enrolment packs Advertising campaign Annual Open Day Regular media releases & promotional DVD College participation in community events Establishment of Rosa Marketing Committee Further research into market trends Develop communication strategy Development of 'Christ the King' transition program for other schools Implement enhanced scholarship opportunities Review international student program

Attraction of new enrolments to replace students lost through natural attrition Change negative perceptions of college associated with process of review Attendance rates at Open Days No. of enrolment interviews undertaken Completion of Marketing Plan by 31 July 2006 Maintenance of current level of enrolment in 2006 Achievement of enrolment targets 240 - 260 students ( 2007) 270 - 300 students (2008) 290 - 330 students (2009) 320 - 350 students (2010) Increased community participation in college activities Increase in number of feeder schools sending students on to the college


Student Retention Develop student retention strategy

Conduct exit interviews with students/families leaving the college Establish Parent Support Network Maintain diverse curriculum Implement innovative communication strategy

Reduction in student turnover rates Maintain enrolment rates in each year level

Financial Management

Develop Financial Management Plan Access alternative funding sources

Implement proposed Financial Management Plan Research all available grant funding opportunities Prepare grant applications for suitable projects Increase revenue streams into college associated with Community Use of College Program (Hire Fees) Establishment of Rosa Foundation through Old Boys Network

Reduce operating deficit of college on an annual basis Achievement of operating surplus by 2011 Securing grant funding of up to $30,000 per annum towards implementation of Facility Development Plan and other initiatives Income generation from community use of college facilities Annual contribution towards Capital Works Program through Rosa Foundation


Catholic Mission and Marist Traditions within the College Implementation and review of Marist College Rosalie Strategic Renewal Plan 2006

As detailed in Strategic Renewal Plan 2006 Targeted marketing towards Catholic Primary Schools in accordance with Strategic Marketing Plan

Maintenance of predominantly Catholic students in increased enrolments

Curriculum Development

Implementation and review of Marist College Rosalie Strategic renewal Plan 2006 and Directions for Curriculum at Marist College Rosalie

As detailed in Strategic Renewal Plan 2006

Maintenance and enhancement of current curriculum

Staffing Resources

Increase enrolments to maintain appropriate staffing levels

Implementation of Strategic Marketing Plan Annual review of staffing resources in consultation with College Leadership Team

Achievement of staffing levels in accordance with BCE standards upon attainment of enrolment targets


Community Engagement Establishment of College Board and Rosa Community Council

Consultation with college community to determine agreed model Undertaking of School Board in-service (June-July 2006) Appointment of School Board members

Consultation meetings held with college community Establishment of Board by Oct 2006 Establishment of Rosa Community Council by Jan 2007 (subject to outcomes of consultation)


College Infrastructure Maintenance and development of College Infrastructure

Establish Facility Maintenance Program Develop Facilities Master Plan Implement community use of facilities Establish partnership with Brisbane City Council for development of LaValla Establish Making Places Project - Community Art Investigate establishment of outdoor education program at LaValla Access Community Jobs Plan (CJP) for facility improvements Establish Shared Use of Facilities Program Investigate IT Partnership Program with Microsoft

Establishment of Facility Maintenance Program by Oct 2006 Facilities Master Plan completed by Dec 2006 Increased community use and shared use of college facilities Development of LaValla playing fields in partnership with BCC Introduction of various forms of community art throughout the college One working bee per term Completion of improvements to LaValla Clubhouse (grant funded)

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