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______________Catholic School
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ASSUMPTIONS and GOALS
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5 YR Financial Projection Tool
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ENROLLMENT
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Enrollment is the primary driver of a schools financial performance as well as the budget process. In the space below document the Total Enrollment Management Goals for the next five years, the percentage change between years, the capacity of the school and the Ideal Enrollment. The Numbers below are taken from the Enrollment History and Projections tab. That tab should be populated based on The Enrollment Management Plan tool also provided by the Department of Catholic Schools.
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Enrollment Goal% ChangeCapacityIdeal EnrollmentBreakeven Enrollment
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Year 1 - - - #DIV/0!
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Year 2 - #DIV/0! - #DIV/0!
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Year 3 - #DIV/0! - #DIV/0!
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Year 4 - #DIV/0! - #DIV/0!
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Year 5 - #DIV/0! - #DIV/0!
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TUITION RATE
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Published Tuition Rates have two primary considerations. First is the forward facing message to potential customers. This forward facing message requires potential families to ask two questions: affordability and value. Affordability corresponds to potential sticker shock and requires the family to determine how much they can/are willing to sacrifice. Value requires the family to assess whether the investment is worth the return in addition to what the actual perceived value is and does that equate to the cost. The second consideration is whether the published rate results in an appropriate Yield (net tuition/student as a % of published rate) and whether the net tuition per student covers enough of the cost to educate. The Board should set a goal for both Yield and Cost Coverage and how long is allowable to get to those goals.
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Tuition Rate$ Change% ChangeYield GoalCost Coverage
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Year 1
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Year 2 $ - #DIV/0!
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Year 3 $ - #DIV/0!
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Year 4 $ - #DIV/0!
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Year 5 $ - #DIV/0!
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Salaries + Benefits
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The Archdiocese of Baltimore has aligned its teacher salaries to 80% of Baltimore County Scale. Baltimore county was chosen because it is in the middle of the higher paying counties/city and the lower paying counties. It was also chosen because most AOB schools are in Baltimore County and therefore the largest number of teachers are employed in that County. The use of the 80% benchmark was determined based on the differences between benefits offered. First, State of Maryland teacher salaries are automatically reduced by 7% because of their required contribution to the state teacher pension. Second the AOB offers 4.5% contribution to its employees 403b account. Third the AOB offers other benefits like short-term disability, long-term disability and life insurance coverages that are in part paid for by the employer while in most counties the cost of these additional benefits is born by the teacher. Finally, the intangible benefits of the faith filled work environment and as well as others supports the remaining percentage difference. Hover over the heading name to read a description of what to enter.
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Teacher Salary IncreaseStaff Salary IncreaseMinimum WageHealth IncreaseOther Benefits Increase
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Year 1 $ 14.00
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Year 2 $ 15.00
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Year 3 $ 15.00
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Year 4 $ 15.00
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Year 5 $ 15.00
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Breakeven per Classroom
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There is a fine line between having two many students in a classroom and not having enough. Classroom management and parent perception regarding student teacher ratio lean toward smaller class sizes. Paying teachers and keeping the lights on however require larger class sizes. Each school building is different regarding the actual square footage of each classroom. In addition, PreK classrooms have strict limitations. Therefore actual capacity is extremely important however it only factors in classroom size/limitations and the number of classrooms. Calculating the Breakeven cost per classroom as well as the breakeven enrollment per classroom will provide the numbers needed to determine optimal enrollment from a cost perspective. The Ideal enrollment numbers above are then derived from factoring in classroom size, classroom cost and classroom management.
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Total Net Cost# of ClassroomsNet Cost per ClassroomAverage Tuition per StudentBreakeven Students per classroom
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Year 1 - #DIV/0!#DIV/0!#DIV/0!
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Year 2 - #DIV/0!#DIV/0!#DIV/0!
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Year 3 - #DIV/0!#DIV/0!#DIV/0!
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Year 4 - #DIV/0!#DIV/0!#DIV/0!
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Year 5 - #DIV/0!#DIV/0!#DIV/0!
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Advancement Assumptions
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For most private schoos Advancement revenue is a primary source of funding and has always been. For Catholic Schools, especially elementary schools, we have a short history with solicting advancement dollars. Our schools now have a dedicated resource on staff to focus on raising unrestricted and restricted funding. It is imperitive that schools focus on increasing Advancement funding to alieviate some the burden on tuition.
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Major Advancement Initiative #1Major Advancement Initiative #2Major Advancement Initiative #3Major Advancement Initiative #4Total $$ Expectation
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Year 1
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Year 2
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Year 3
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Year 4
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Year 5
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Other Major Instructional Assumptions
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Other major instructional expense area assumptions can be documented below either as dollar figures or anticipated percent changes.
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Contracted LaborSchool Investment in TextbooksOther Instructional SuppliesTech for InstructionSchool Investment in Teacher PD
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Year 1
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Year 2
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Year 3
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Year 4
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Year 5
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Marketing/Paid Advertising Assumptions
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Catholic Schools over the last few years have solidified themselves as an equally academic excellant option for families. Our schools have demonstrated that we can meet the academic requirements of students as well as their spiritual, social and emotional needs. There is no question that Catholic Schools provide immense value, but the challenge is sharing that value with potential families. Marketing and Paid Advertising needs to be a priority over the next five years, to ensure that the target audiances are accurately identified and the tactics used are appropriate for each audiance.
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