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PURSUING EXCELLENCE 2012 TOWN HALL MEETING

PURSUING EXCELLENCE 2012 TOWN HALL MEETING. FY11 – FY12 Financial Summary. FY11 Highlights Final enrollment higher than projected (475 vs. 466) Fully funded all operating expenses and retired $100K in debt obligation (now $266K) FY12 Highlights 5% increase in enrollment

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PURSUING EXCELLENCE 2012 TOWN HALL MEETING

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  1. PURSUING EXCELLENCE 2012 TOWN HALL MEETING

  2. FY11 – FY12 Financial Summary • FY11 Highlights • Final enrollment higher than projected (475 vs. 466) • Fully funded all operating expenses and retired $100K in debt obligation (now $266K) • FY12 Highlights • 5% increase in enrollment • Increased employee benefit credits to keep pace with rising heath care costs • Increased 401K match • Incorporated extracurricular costs into tuition to minimize separate out-of-pocket fees • Updated curriculum • Planned reliance on community giving (2.2%)

  3. HCCSA Financial Planning Tenets/Constraints • Full Cost Tuition – Net tuition = 100% of operating expenses • Financial Aid no more than 10% of gross tuition revenue • Undesignated giving no more than 5% of operating expenses • Ensures sufficient tuition revenue to cover operating expenses • Maintains a clear connection between tuition rates and services delivered • Creates a “healthy” tension between tuition increases and operating expense trends • Provides for more predictable annual tuition increases • Debt Covenant – Certified budget must deliver $100k in free cash flow • Until FY10 debt is retired, $100K in principal due annually • Ensures sufficient cash flow to meet both operating expenses and debt obligations • Capital Expenditures • “Normal” capex (e.g. facilities, IT, etc.) funded from operating cash flow • Initiatives and strategic investments funded from designated giving • Spending Priorities – aligned with process school mission & 3 “C’s” • Faculty, staff & curriculum • Programs and facilities • Spiritual growth • Marketing & advancement

  4. Initiative and Capital Spending FY11-FY13 In addition to annual increases in salary and benefits to attract and retain top talent…. • FY11 • Marketing & advancement (e.g. website development, admissions, branding) • New recreation field • Refresh faculty computers • FY12 • Curriculum enhancements (Math in Focus, refresh textbooks, etc.) • Capital improvements in portables and technology • Reduced undesignated giving as a % of operating expenses • FY13 • Upper School Principal and Christian Life Director • Expansion of marketing efforts • New Student Information System • Capital improvements in portables and computers/technology

  5. PURSUING EXCELLENCE THROUGH STRATEGIC PLANNING

  6. Steering Committee Members James McSpadden—Chairman, board member Jeff Farrell—Chairman, board of trustees Eric Howard—Board member Bill McGee—Head Master Debby Krohmer—Dean of Student Services Jeff Marx—Dean of Math & Science, US teacher Cindy Bartold—LS teacher Richard Tinsley—Parent Lisa Pantoja—Parent Kathy Dietz—Former Administrator Karen Baker—Student

  7. What is Strategic Planning? Strategic Planning is the process by which an organization envisions its future and develops the necessary procedures and operations to achieve that future. Strategic Planning is the intentional design for accomplishing what God has called us to do. It is the “thinking through” of several crucial areas—then deliberately and strategically moving ahead with God’s direction (Smitherman, 1997). It is ourroad map. It provides the framework for us to define our direction. Based on our direction, we will identify what goals, actions, and timelines are necessary to achieve our vision and mission.

  8. Strategic Planning Questions • Where are we? • Where are we going? • Why are we going there? • What major milestones will guide us? • How will we know when we get there?

  9. 3-Tier Planning Decreasing Detail, Increasing Scope & Time Horizon Increasing Detail, Decreasing Scope & Time Horizon

  10. 3-Tier Planning 5-10 Years Where are we going? 1 Year How will We get there? Monthly , Weekly, Daily

  11. The Planning Process External Environment Analysis Internal Environment Analysis Mission and Values Vision Strategic Plan

  12. Development Overview

  13. Development Committee Members James McSpadden, Board Chair Rachel Armbruster Chris Ficklin Carmen Hamilton Bill McGee Dale McPherson Tony Monteiro B. J. Myers

  14. Annual Fund Update Parent Participation 40%

  15. Annual Fund Update

  16. Annual Fund Giving by Category • CategoryGivenGoal • Benevolence$7,665 $10,000 • Treasure a Teacher $15,915 $15,000 • Technology $11,175 $25,000 • Playground/Sport Court $14,758* $100,000 • Where Needed Most $74,734 $150,000 • Designated $80,926 • Total $205,173 $300,000 • An additional $26,716 remaining from AF 2010-11 will • be added to the Playground/Sport Court category

  17. Legacy Scholarship Fund The vision of the Legacy Scholarship Fund is to provide assistance to students in their pursuit of higher education and in their desire to contribute to the advancement of the Gospel through those pursuits.

  18. Introduction/Overview • What is strategic planning? • What’s the purpose of strategic planning? • How do we do it? • How does it fit with operational and tactical planning? • What is the practical utility of strategic planning? • Where do we start? • How do we continue the process?

  19. Why should we do it? 1. It’s a commitment tovision. • Provides a road map for the future • Provides a framework for decision-making • Provides a structure for determining priorities 2. It’s a commitment to community. • Builds cohesiveness in the school community • Provides broad-based involvement in the process • Requires a consensus that imbues teamwork and cooperation

  20. Why should we do it? 3. It’s a commitment to stewardship. • Identifies and corrects inconsistencies in how you use resources 4. It’s a commitment to excellence. • Helps you differentiate your school from other schools • Helps you articulate those differences • Schools that plan generally outperform those that do not

  21. What are the assumptions? 1. The process will build a sense of ownershipamong the constituents. • Ownership strengthens the sense of teamwork to move an organization effectively into the future 2. It is a group process. • Requires listening, reflection, analysis, and projecting largely through interaction • The process generates accuracy and wisdom for the organization

  22. What are the assumptions? 3. It is a meaningful process. • The process is the plan • Generates relationships and ideas that have significant value for the organization 4. There is a motivation for stewardship. • We are limited by time, energy, and money • Resources are less likely to be wasted if we have focus, consensus and directed energy

  23. Determining Where We Are • Understand mission and vision • Assess the organization’s external environment—opportunities and threats • Assess the organization’s internal environment—strengths and weaknesses

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