2. Task Force Members
• Patrick Deignan, School Finance Chair & Task Force Chair
• Lorie Hines, School Board Chair
• Ellen Bouchard, Foundation Board Chair
• Brenda Clancy, Foundation Board member
• Steve Kane, School Board member
• David Schimberg, Foundation Board member
• Mike Gannon, Foundation Board member
• May/June 2017: Foundation and School Board endorsed
exploring the Model. Task Force created.
• Jul/Nov 2017:
- Researched Model: NCEA, Dowling, Assumption,
Rockford Boylan. Review of literature.
- Met with both Boards, Pastors, Faculty, Archdiocesan
Office of Catholic Schools, Archdiocesan Catholic School
• Dec 2017: Approval by Foundation, School Board, and
Archdiocesan Catholic School Board.
4. Why change: Challenges facing Xavier
• Projected enrollment decline over next 10 years will lead to
reduced revenue (see chart)
• Foundation fundraising has been flat with limited growth in the
number of donors. This also suggests flat or reduced revenue
• Teacher salaries continue below 80% of public schools
• Large capital projects in next years (roof, parking lots, HVAC)
• Over next 10 years either have to reduce program offerings or
6. The Need: The next 20 years
• Increase enrollment
• Increase third source income (Foundation fundraising)
• Easy to adopt as goals / Hard to execute
• Takes vision, strategic planning, ability and time to execute on
marketing, branding, and fund raising strategies.
• Takes resources at executive leadership level
• Currently no one responsible for alignment between the
Foundation and the School to achieve these long term goals.
7. What is the President/Principal
• A form of governance that takes the varied and numerous
responsibilities for managing a private, Catholic school such as
Xavier and spreads them over two leadership positions.
• A key outcome is that it will allow both Xavier High School and
the Xavier Foundation to be under a shared governance
structure for the first time since the inception of the school.
• NCEA research: 62% of Catholic secondary schools use the
model. The percentage increases as size of school increases.
9. President Role
• The President is the head of the school.
• Ultimate responsibility for the Catholic faith formation of its
students and their academic success.
• The President’s direct reports will be the Principal, Director of
Development, Controller, and Facilities staff.
• Responsible for visioning, long range planning, strategic goal
setting & execution, financial management, public relations &
marketing, and fund raising.
10. Principal Role
• The Principal will have primary responsibility for day to day
academic affairs of the school.
• These include curriculum development, faculty development &
evaluation, activities, and student affairs.
• Direct reports will include the Associate Principal, the Activities
Director, Faculty and some staff.
• The Principal will have equal responsibility, along with the
President, for Catholic faith formation of the students.
11. Why do we need a President?
• Principal has tried to fulfill both these roles, but has not always had the
authority and capacity to get them all done.
• What’s been missing?
Consistent attention to our existing Vision and Strategic Plan
Communicating the Vision of Xavier High School
Consistent execution and monitoring of activities to make the Vision a
Creating an emotional connection between the story of Xavier and
those who can financially support it.
Fostering relationships with those who can advance the Mission.
Dedicated time and energy for the Principal to focus on the day-to-
day needs of the students, faculty/staff and parents
12. Goals of moving to new Model:
• Create executive level leadership position to oversee both the
school and the foundation.
• Increase third source income.
• Increase enrollment
• Better long range planning to enhance curriculum.
• Allow the Principal more time to run student-focused day to day
operations of the school.
13. Risks of moving to new Model:
• Role Confusion
- mitigated by good communication between President
• Loss of focus on Catholic mission of the school.
- Usually due to hiring President with insufficient experience
in Catholic education, and too much focus on fund raising
• Additional costs do not lead to increased revenue over time.
- In 3 to 5 years the cost of the President should pay for
itself through additional annual revenue above a baseline.
14. How will the School pay for this?
• The school and the foundation will split the cost 50/50.
• Tuition will not increase due to this change.
• Parish subsidies will not increase due to this change.
• The school will pay through reductions in other administration
personnel expense, and a small reduction in budgeted future capital
• Over time the position is expected to pay for itself through additional
revenue (increased third source income or increased enrollment).
• The net annual additional cost to the school is projected at no more
than $25,000, which is .45% of the school’s $5.4 million annual budget.
• This is a strategic decision, made from a position of strength, to set us
up for more success down the road.
• We have a unique offering: a Christ-centered, service learning
Catholic school with excellent educational outcomes.
• We need to leverage that offering to grow revenue in the future.
• No quick answers to revenue challenges. Improvement will be
incremental and will come from executing on a Vision, Mission and
• To do that takes more Executive Leadership.
• Xavier can afford this change if we make it a priority. You budget for