Bishop Maginn Task Force Report

Transcription

Bishop Maginn
Task Force Report
JANUARY 2015
1
Task Force Report
Table of Contents
Section 1 — Background
Pg. 4
Section 2 — Process
Pg. 6
Section 3 — Work of the Committees
Pg. 7
Section 4 — The Challenges
Pg. 8
Section 5 — Options Considered & Eliminated
Pg. 12
Section 6 — Options Given Serious Consideration
Pg. 13
Section 7 — Recommendations
Pg. 22
Section 8 — Conclusion
Pg. 24
APPENDICES
Appendix A — Recent Enrollment Trends
Appendix B — CASDA Report
Appendix C — Task Force Members
Appendix D — Demographic Data
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Bishop Maginn High School’s vision is “Providing young men and women
with an experience of values and learning in the Catholic tradition that will
last a lifetime.”
While that remains as true as ever, over the last several years, a number of internal and external
factors have begun threatening the long-term viability of Bishop Maginn in continuing to
provide those values and education. Significant material changes are required to ensure
Bishop Maginn can continue to implement its vision for years to come.
Bishop Maginn’s mission statement defines its goals:
Bishop Maginn High School is a Catholic, Diocesan, co-educational high school serving students in grades nine through twelve in the Albany and
Greater Capital District Areas. Bishop Maginn provides a college preparatory program following the New York State Learning Standards and meeting the academic needs of a diverse student population. The dedicated professional staff at Bishop Maginn High School integrates spiritual and moral values into the curriculum within a safe, structured
and supportive learning environment. The school community embraces the traditions of its heritage schools, while instilling students with a sense of discipline and respect, as well as challenging them to achieve their
greatest potential.
The Bishop Maginn Task Force was assembled by the Albany Diocese to review the
challenges faced by the school, to identify and evaluate all possible solutions, and to make
recommendations for changes to help ensure the future of the school.
The Diocese has made clear to the task force and to the school community that its goal is to
continue Catholic high school education in Albany.
The task force hereby submits its findings and recommendations to the Diocese, putting forth
a roadmap that, if followed, will help lead to a reinvigorated and thriving Bishop Maginn.
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SECTION 1: Background
Bishop Maginn High School is a Catholic high school in the Diocese of Albany serving grades
9-12 and located at 99 Slingerland Street. The school was created in 1977 from the merger of
two other Catholic high schools, Vincentian Institute and Cardinal McCloskey Memorial High
School.
Declining Enrollment, Increasing Deficits
The school’s enrollment has dropped by more than 50% in recent years — from 300 students
in 2008 to 142 students in 2014, with a low of 132 students in 2012. (See Appendix A)
Since the 2010-11 school year, expenses have been reduced 4 percent, but revenues have
also declined 4 percent.
The declines in enrollment and revenue have resulted in significant annual operating deficits. In
each of the last two years, the deficit has exceeded $400,000, and over the last decade, the school
has accumulated $2.2 million in debt to the Diocese to help pay daily operating expenses.
(See Appendix B: CASDA Report, Pg. 18)
Recent Operating Deficits at Bishop Maginn High School
2009-10 $245,514
2010-11$350,000
2011-12$254,150
2012-13$472,467
2013-14$438,607
During the 2013-14 school year, the Diocese informed the Bishop Maginn School Board that it
is no longer able to provide loans to cover the excessive operating deficits at the school’s current
location. In the spring of 2014, the Diocese raised the idea of re-locating the school to the nearby
former Cathedral Academy, a smaller building, for the 2014-15 school year. The Diocese agreed
to continue subsidizing the school’s operating deficits following a move, based on expectations of
lower annual operating costs at the smaller facility.
A potential move to Cathedral Academy was met with opposition from the Bishop Maginn
community. In light of these concerns, Bishop Howard Hubbard declared in April 2014 that
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there would be no changes to the school for the 2014-15 school year. In May, Diocesan
Schools Superintendent Michael Pizzingrillo formed a task force comprised of individuals
from various constituencies associated with Bishop Maginn High School to help identify a
viable path forward.
Timeline
The task force was charged with identifying potential options to strengthen the financial
viability of Bishop Maginn High School and provide for its long-term sustainability. Upon
completion of its work, the task force submitted its recommendations in a written report
to the Superintendent and Diocesan School Board in January 2015. The Diocesan School
Board is expected to review the report, and forward its recommendations to Bishop Edward
Scharfenberger, who will make a final decision in March 2015.
The task force hosted a public meeting at Bishop Maginn High School in January 2015, to
review this report with parents, students, staff and members of the community.
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SECTION 2: Process
The role of the Bishop Maginn task force was to:
•
Represent the Maginn community constituencies
•
Focus on the future of Bishop Maginn High School
•
Identify potential solutions to ensure the school’s long-term viability
Sister Mary Anne Heenan, CSJ, was selected to chair the task force. Sister Heenan is a former
School Superintendent for the Roman Catholic Diocese of Syracuse, and a former senior
consultant with Milwaukee-based Meitler, a national consulting firm providing assistance to faithbased organizations and schools.
The task force was comprised of individuals including parents, students, faculty members, a
school administrator, Bishop Maginn School Board members, Diocesan School Board members,
community leaders, alumni, and others. A list of task force members (excluding the names of the
student representatives) is included in Appendix C.
Task force members held their first meeting on May 21, 2014. At that time, three committees
were formed: Facilities/Location; Program; and Finance & Demographics, with task force
members volunteering to serve on them according to interest and expertise. The task force met
monthly from May through December while the committees conducted their work between
meetings of the full task force.
In an effort to gather input from all interested parties, the task force reached out to the Bishop
Maginn community (parents, staff, alumni, donors and others) via email, letter and postcard over
the course of the summer. In addition, the task force hosted public sessions at Bishop Maginn
High School on June 18 and Aug. 27 to share information and solicit ideas, concerns and
questions. A total of approximately 150 people turned out for these meetings to participate in the
process and have their voices heard.
A dedicated email address was established for the task force and shared with the public, and
task force members received comments, suggestions and questions throughout the course of the
summer and fall.
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SECTION 3: The Work of the Committees
The program committee identified the essential elements needed to maintain a quality
academic and co-curricular program, wherever the location of the school. The committee
specifically identified the need for science labs for chemistry and physics; technology
infrastructure to provide students with an appropriate digital learning experience; space for
clubs and after-school activities; ample parking for events, including school plays, sporting
events and meetings; appropriate sports facilities for high school athletics; and areas for
spiritual programs for students.
The finance and demographics committee reviewed the school budget and financial reports to
identify ways to reduce the operating deficit and determine the financial impact of changes in
location, programs, etc. This committee also gathered important demographic information
related to the school’s students and catchment area for potential students.
The committee also drafted an initial strategic plan and marketing program to present to
the Bishop Maginn School Board, which CASDA supported and included in its report (See
CASDA Report, Pp. 26-29)
The facilities/location committee reviewed both the current Bishop Maginn building, and
sought to identify potential alternative locations that may be more suitably sized for the
current student body population. The committee identified and investigated several options
for a new location and ultimately determined the only potentially suitable alternative to be
the former Cathedral Academy. The committee arranged for task force members to tour this
building in June.
As the full task force studied the issues related to a move to the Cathedral Academy, it became
apparent that an objective analysis of the renovations and related costs needed to equip
Cathedral Academy to accommodate a high school program was needed, as was an analysis
of the potential for the current Bishop Maginn High School campus to generate additional
revenue.
At the request of the task force, the Superintendent of Schools engaged the consulting
services of the Capital Area School Development Association (CASDA) to conduct an
in-depth analysis. Two former public school superintendents led the project. They studied
both buildings, reviewed the school’s enrollment trends, looked at traditional feeder schools,
conducted interviews and met with focus groups to gather information. A copy of the
CASDA report is attached.
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SECTION 4: The Challenges Facing Bishop Maginn
The task force identified the following challenges that must be addressed to ensure a successful
future for the school:
a)
Need for Increased Revenues
b)
Need to Reduce Expenses
c)
Need for Greater Strategic Planning
d)
Shrinking Pool of Students from Traditional Feeder Sources
a) Need for Increased Revenues
The task force identified a range of options for increasing revenue.
Increase enrollment. Without a critical mass of students, the school will not be viable for the
long-term. While the long-term trend has shown a significant decline in the number of students,
there is reason for optimism. Over the last four years, enrollment stabilized after years of decline,
and for the current school year, enrollment increased by nine students, despite widespread
concern about the school’s future.
School
Year:
Total
Enrollment:
200708
200809
200910
201011
201112
201213
201314
201415
295
300
227
148
132
132
133
142
Seek additional full-paying students. While the stated tuition at Bishop Maginn is $6,000 per
student, a majority of the student population is not paying the full price. The Albany Diocese has
stated its commitment to continue providing Bishop Maginn with subsidies to cover the tuition
costs for those families who are not able to afford the tuition. However, if Bishop Maginn is to
significantly reduce its accumulated debt and annual operating deficits, it will need to recruit
students who are able to pay the full tuition. To do so, the task force recommends expanding the
traditional geographic recruiting base for students beyond the traditional urban communities
into the suburban areas of Albany (particularly Rensselaer, Greene and Columbia counties, as
well as Latham, Loudonville, Guilderland, Colonie, and other communities).
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Increase tuition. The task force noted that the Bishop Maginn School Board has opted not to
raise the tuition for the last four years. While maintaining a flat rate is a noble goal, the fiscal
realities demand that the school consider a modest increase in tuition that would strengthen
revenues, while not creating an insurmountable burden on families.
The Diocese’s three other high schools — Notre Dame-Bishop Gibbons in Schenectady
($6,600), Catholic Central in Troy ($6,400), and Saratoga Central in Saratoga Springs
($7,550) — all charge higher tuition.
Lease space in the building. The school building is significantly larger than currently needed,
and is configured in a manner that would allow for a relatively simple apportionment of a
wing for another entity. Leasing the space to an appropriate tenant (another small private
educational institute, or a small business incubator with opportunities for internships for
Maginn students, for example) would provide additional revenue.
Lease athletic fields at the property. Bishop Maginn has ample outdoor space for practice
fields that has drawn inquiries from a potential private lessee. The lessee would consider
developing athletic fields that would in turn be rented to community sports teams, without
impacting school schedules. Such an arrangement would improve the condition of the current
fields, allow Bishop Maginn to play its home games at the school, provide additional revenue
from the lease payments, and reduce expenses currently used to rent athletic space at
other locations.
b) Need to Reduce Expenses
It is clear that raising revenues is only one part of the equation. Reducing expenses must also
be given careful consideration if Bishop Maginn is to operate with a balanced budget.
As the finance committee reviewed the budget, it identified few places where significant
cuts could be made. Bishop Maginn High School has already reduced staffing, laying off
two staff members in the last two years and bringing the number of instructional staff to 15
— considered by the task force, the school administration, the Diocesan schools office, and
CASDA to be the minimum number of instructors for the current enrollment.
The cost-reduction opportunities evaluated by the committee are as follows:
Restructure the school administration. Task force members questioned whether a school
with an enrollment of approximately 140 students needs, or can afford, two full-time
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administrators. A review by CASDA found the average ratio between principals and students in
New York is 1 to 350.
The current two-administrator system was adopted at Bishop Maginn in the 2009-2010 school
year, and the Diocese provided an additional $225,000 in temporary assistance for three school
years as the school adjusted to the additional costs.
Move to a smaller location. An obvious way to reduce annual costs is to consider moving to a
smaller location, such as the Cathedral Academy, which occupies approximately 41,000 square
feet as compared to the 78,000-square-foot Bishop Maginn building. A smaller building footprint
reduces the need for heat, electricity and general maintenance costs.
c) Need for Greater Strategic Planning
Bishop Maginn High School has lacked a focused, actionable strategic plan and has not
developed a comprehensive written marketing plan to attract new students. Such responsibility
ultimately lies with the Bishop Maginn School Board and administration. The school has
conducted traditional marketing campaigns on a sporadic basis in the past, and has seen some
success, but has not prepared a long-range plan and vision to achieve sustainability.
The task force believes the development and implementation of such a plan is vital to the success
of the school, and has recommended a template for the school board to follow in developing a
comprehensive road map for the future.
d) Shrinking Pool of Students from Traditional Sources
A review of demographic data by the finance and demographic committee determined the
following facts and trends (see Appendix D for charts):
• •
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The population of school-aged children, in Albany County has been declining
(Chart A).
Population projections for high school age children in the Albany Diocese show
decline for future years, with the Bishop Maginn area (Albany, Rensselaer, Columbia & Greene counties) at a greater rate of decline than the Diocese
as a whole (Table B).
•
Enrollment for Bishop Maginn is not broad enough. For 2013-14 enrollment, Bishop Maginn had at least one student from 28 different ZIP codes, covering eight counties in the Diocese. However, over 50 percent of the school’s enrollment came from just four ZIP codes in the City of Albany (Table C).
•
A compounding factor is that the calculated Median Household Income
for those four zip codes is less than $41,000; where a family paying full
tuition of $6,000 for one student accounts for nearly 15 percent of their income. (Table C).
Further, CASDA noted in their report that at one time, 10 Catholic elementary schools served
as feeder schools for Bishop Maginn. Today, there are only three in the City of Albany and
a handful in other communities (CASDA Report, Pg. 19). There are, however, untapped
opportunities for recruiting students from Catholic elementary schools in nearby counties, as
well as neighboring communities in Albany County.
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SECTION 5: Options Considered and Eliminated
Based on the feedback received and the suggestions of the task force members, a number of
options improving the long-term sustainability of Bishop Maginn were initially explored and
determined to be not feasible:
A. Partnering with another Catholic High School by sharing space
Inquiries were made to the private, independent Catholic high schools in the region (La Salle Institute, Christian Brothers Academy, and Academy of the
Holy Names). It was determined that a collaborative partnership was not
an option.
B.
Moving to a location other than Cathedral Academy
The facilities committee contacted the Diocese’s Director of Real Property to review other potentially available Diocesan properties, and it was determined no
other feasible properties were available. Likewise inquiries about available public
school properties did not provide any possibilities. After giving initial consideration to the rental of commercial property, or building new construction on vacant land, the committee determined such plans were not cost-effective, and
in fact were prohibitively expensive based on preliminary investigations.
C. Transform Bishop Maginn High School to a
non-traditional high school
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The feasibility of Bishop Maginn High School adopting the Cristo Rey
model was briefly discussed. Cristo Rey is a national model of a collaborative program between a Catholic high school and area businesses, to create a
non-traditional high school that provides students with real-world experience,
in addition to classroom study. The Cristo Rey model has been successful in
some large cities, but its prospects for success in Albany appear low at this time.
SECTION 6: Options given serious consideration
A.
Remaining at the present location
The present location is perceived positively by the broader Maginn community. It is equipped to support a quality high school academic program and provides adequate parking and a potential option for improved athletic
fields, all of which support a comprehensive high school program. However,
to remain viable for the long-term, a number of steps must be taken:
Reduce Costs
One opportunity identified for reducing costs at the current location involves a restructuring of the two-administrator system, with resultant savings. Such
a step would not be made lightly, as task force members recognize the talents
of both administrators, and the tremendous affinity the Bishop Maginn community has for them. However, the task force has determined that a two administrator structure is not sustainable based on the enrollment and corresponding revenues at the school. In addition, the current structure is
not in line with high schools across the state, as noted earlier in the CASDA
report.
Increase Revenues
The task force believes that the best opportunity for the long-term success
of Bishop Maginn requires an increase in revenue, and has identified a
number of options:
•
Increase high school student enrollment
•
Lease a portion of the existing building
•
Enter into a lease agreement for the school athletic fields
•Increase tuition
•
Improve and expand fund-raising/alumni donations
•
Develop a middle school at the school
•
Develop a Pre-Kindergarten program at the school
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Increase student enrollment
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The task force examined ways to increase revenue at the current location. The most obvious is to increase the number of tuition-paying students.
The committee developed a revenue/expense projection that found the school would
balance its budget by the 2017-2018 based on implementing a number of factors, including increasing enrollment by seven students per year.
Given the demographics of its main catchment area and the limited number of Catholic
feeder schools, increasing the enrollment will be a challenge. Still, even with the future location of Bishop Maginn High School uncertain, enrollment at the school increased by 9 students this school year (see chart on Pg. 8 of this report). With the execution
of a strong enrollment strategy and marketing plan, and the identification of
transportation options, the committee believes the catchment area can be broadened
geographically and that the projected level of growth can be realized over the next four
years. Repeating the success of this year (adding 9 new students annually) is believed to
be an achievable goal.
Lease a portion of the building
News of the school’s financial difficulties has prompted unsolicited interest in leasing space in the Bishop Maginn building. Such proactive interest makes clear to the task force that there may be a viable market for leasing a portion of the building to bring in additional revenue for the school.
Leasing the athletic fields
The school has received a preliminary proposal from a private entity that currently leases
fields from Maginn, expressing an interest in a long-term lease for the existing practice
fields, and making a significant investment to improve those fields, and then renting them
to community sports leagues outside of school use hours. Bishop Maginn would receive
annual lease payments, and the proposal calls for the existing fields to be upgraded,
The school administration is also working closely with an international student organization, and expects to finalize a program to bring up to 10 international students to Bishop Maginn for the 2015-2016 school year. Through this program, the school would be paid $10,000 per student.
including lighting. This could allow Bishop Maginn football to play its home games
at the school, rather than renting field space at Bleecker Stadium, as it currently does.
The preliminary offer involves graduating payments to Bishop Maginn over a five-year term.
Athletics are not, and should not be, the focus of a Catholic education, but the task force recognizes that the opportunities for extracurricular activities are important to prospective students and their parents. Improvements to the playing fields would provide an additional boost to the look and vibrancy of the school campus — an important asset as the school seeks to attract additional students.
Increase Tuition
The school should consider a modest increase in tuition. At $6,000, the annual tuition has not changed in four years. Maintaining a flat rate for tuition, while beneficial for families, creates an increasing gap between revenue and expenses as certain costs to operate a school, such as insurance, continue to increase unabated.
Expand Fundraising
In the 2013-14 school year, donations and grants totaled $107,000 — nearly 20% below the school’s $130,000 target for the year. While there may have been obstacles to giving due to the negative news about the uncertain future of the school, the Bishop Maginn school board has not developed a comprehensive and strategic fundraising
plan, and the result has allowed a significant potential revenue source to go largely
untapped. The task force is not unrealistic in its expectations, but believes a minimal
10% increase in donations can be readily achieved if a plan is developed and fully
executed. It is understood that such an increase will not resolve the significant financial
burdens of the school, but if Bishop Maginn is to be successful in the long run, it must
rely on multiple sources of revenue.
In addition, the school board and administration would be well served to foster a
stronger relationship with its alumni. Approximately 16 percent of alumni have
donated to the school, through an average gift of $85. A more effective outreach
program would raise both the participation rate and the donation amounts among alumni. The task force did note that the administration has received significant gifts
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from select alumni, including a recent donation of Google Chromebook laptops for
all students. Building on this success will be important.
The task force recognizes that increasing fundraising would require dedicated time, and
currently under the two administrator system, day-to-day fundraising responsibilities fall
to one of the administrators. Based on the earlier recommendation to move to one
administrator, the task force believes a development director would be needed —
though at a lower salary than an administrator.
Other potential sources of increased revenue include:
Adding a Pre-Kindergarten, 6-8 grade, or 7-8 grade programs to the building.The current facility is under-utilized, and the task force believes there is
an opportunity to concentrate the high school students into one section of the
building, allowing other areas to be used for other educational purposes.
It should be noted that the addition of education programs that would require hiring of additional staff must be carefully planned and properly executed.
A minimum number of students must be agreed upon, and commitments
should be required with enough lead time to allow for the hiring of staff and
reconfiguring of classrooms. In addition, the lead time must be sufficient so that,
should the minimum number of students not enroll, those who have will be
provided time to select an alternative option.
Pre-Kindergarten
There is a lack of Pre-Kindergarten programs in the city of Albany, as evidenced
by the increase in numbers of families registering children. In Diocesan schools
with Pre-Kindergarten, there was an average 3 percent increase in the last three
years, but Diocesan schools in Albany County saw at 12 percent increase in the
same period.
Providing such a program at Bishop Maginn would also provide less-expensive
alternatives to parents who may be using daycare for their 3- and 4-year-old
children. In addition, Pre-Kindergarten tuition can be paid via pre-tax dollars
through a Dependent Care Assistance Account, similar to a Health Savings Account.
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County Departments of Social Services also provide full tuition payments
for Pre-Kindergarten for eligible families.
A program with four classrooms at Bishop Maginn has the potential to add approximately $82,000 in net income annually, based on the following assumptions:
Revenue
80 students (20 per class) at $4,250 annual tuition = $340,000
Total Anticipated Revenue = $340,000
Expenses
4 teachers (1 per classroom) at $45,000 salary & benefits = $180,000
2 aides (between the 4 classes) at $31,000 salary & benefits = $62,000
Equipment (desks, books, materials, etc.) at $4,000 per class = $16,000
Total Expenses = $258,000
Expected annual net revenue gain = $82,000
Middle School (6-8) / Junior High (7-8)
The idea of developing a Middle School or Junior High School program presents
both pros and cons in the city of Albany. Bishop Maginn may be able to attract
families who are looking for an alternative to the overcrowded Albany middle schools,
or the recently closed charter schools, as well as recruiting students from surrounding
areas. Additionally, a student body of 6th graders through 8th graders in the building
would provide a fairly predictable source of new freshman for Bishop Maginn High School each year, in addition to those students acquired through traditional outside recruitment efforts.
While the region’s Catholic elementary schools may be resistant to such a plan, as
it has the potential to decrease their enrollments, the task force believes there is a
significant potential enrollment pool that does not involve recruiting middle school students from Catholic schools, but instead providing an attractive alternative to
public school.
In addition, the number of charter middle schools in Albany is declining —
providing additional opportunities to recruit new students. Albany Prepartory
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Charter School and Achievement Academy Charter School both closed in the last
two years, and recent news reports note the SUNY Charter Schools Institute is
recommending the closure of another two Albany charter middle schools serving
475 students. (Times Union, 12/22/14)
Revenue
60 students (20 per grade for 6, 7, 8 grades)
$4,500 tuition per student
Total Anticipated Revenue = $270,000
Preliminary estimates on annual net income is $115,000, based on the
following assumptions:
Expenses
3 additional teachers (1 per grade) ($45,000 salary and benefits per teacher)
Miscellaneous (books, supplies, etc.) $20,000
Total Expenses = $155,000
Expected annual net revenue gain = $115,000
B.
Moving to Cathedral school
Renovations Required to Building
The current Maginn building, with 34 classrooms and five additional rooms available for counseling and other purposes, is too large for the current student population. However,
the task force has concerns about the ability of the Cathedral school to handle the unique
needs of high school students. In particular, the building lacks a standard high-school
sized gymnasium, does not have school lockers, does not have a cafeteria, does not
currently have a science lab, and does not have a dedicated space for religious devotion.
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Formerly known as “Cathedral Academy,” the building was a Catholic elementary school
affiliated with the Cathedral of the Immaculate Conception parish. The Cathedral is
located less than a block away. The school is adjacent to the Executive Mansion, and
within walking distance of the Empire State Plaza and New York State Museum.
The CASDA report notes that the school would require a “significant investment …
to provide for an effective high school program.” CASDA’s review quoted a preliminary cost of $100,000 to $150,000 “to transition the current high school program to the new location,” but notes that the estimate does not include costs for creation of a science lab, rental of athletic facilities, or the development of a large
multi-purpose room for programs. In addition, CASDA notes the Cathedral
school property lacks adequate parking for a high school, and does not have any outdoor fields for athletic practices. [CASDA Report, Pg. 20]
The costs of moving to the Cathedral school must also factor in the additional annual
expense of renting practice fields for outdoor sports, and the likely need to rent a
gymnasium for home basketball games, as well as the associated transportation costs.
The CASDA report recommends “a complete architectural review … to determine
the costs of upgrading and/or renovating Cathedral [school] prior to any potential
transition.” [CASDA Report, Pg. 20]
Anticipated Enrollment Drop
The task force heard clearly at public meetings that many parents are opposed to
a move to the Cathedral school, and would transfer their child to another high
school if such a move is made. The concerns were often related to a perception of
safety in the neighborhood. (The Bishop Maginn school board received a report from
the city’s police department indicating the area near the Cathedral school had a higher
crime rate than the neighborhood immediately surrounding the current school
location.) According to data provided by the board, the city’s police department ranked the zone around 75 Park Ave. (the Cathedral school address) as the third highest crime area in the city, while Bishop Maginn’s current location is ranked
seventh among the police department’s zones.
Task force members noted that charter middle schools used the building for two
years (2011-12 and 2012-13) without any safety incidents, but recognize that
concerns about safety can be difficult to overcome.
The CASDA consultants, in focus group meetings with parents, heard the same
concerns. “Projections also indicated that Bishop Maginn’s enrollment could decline
by as much as 1/3 if the school relocates to Cathedral based on focus group
discussions with parents.” [CASDA Report, Pg. 9]
19
20
While a definitive estimate of the costs of fully transitioning Cathedral school into a
high school is critical in reviewing the fiscal impacts of such a move, it is possible that
the loss of revenue resulting from a drop in enrollment could override the savings
achieved from the smaller building.
The CASDA report, while not specifying a dollar amount, estimates, “All things being
equal, the Diocese could realize a small savings by moving to Cathedral Elementary
School. This would be in the area of operations and maintenance as it is a smaller
building.” [CASDA Report, Pg. 22]
Bishop Maginn’s annual building and equipment costs averaged $175,000 over the last
two full school years (2012-13 and 2013-14). While a move to the smaller Cathedral
school would reduce expenses, it would not be able to eliminate the annual operating deficits, and would risk the loss of some students (and the corresponding revenue). For example, the utilities costs (gas and electric) at the current location totaled $64,500 for the 2012-2013 school year. During that same year, a charter school renting the Cathedral
building incurred $40,800 — a savings of less than $24,000.
While focus groups suggested enrollment could decline as much as 33%, even a conservative estimate of enrollment declining by 15% following such a move could
represent a loss of more than $90,000 in annual revenue. (21 students times $4,300
(average tuition paid by students, not counting financial aid) = $90,300.)
Any reduction in operating savings does not take into account any costs associated with
renovations or the move.
In addition, Bishop Maginn’s largest line item in its annual budget relates to human
resources. Salaries and benefits for staff represent 69% of the budget, and this cost would
not decrease by moving to the Cathedral school.
It is important to note that if Bishop Maginn were to move, it would allow the Diocese to sell the current building and property, valued at $5.52 million, according to the 2014
City of Albany assessment rolls. If annual deficits remained in the $400,000 range, any
gains the school could realize from a potential sale would be depleted in less than 15
years. The task force does not see this as a long-term viable solution for the future of
Bishop Maginn.
Lack of Growth Opportunities
The task force and the CASDA consultants also recognized a move to the Cathedral
School would restrict opportunities for significant future growth. The current location
has nearly 40 available classroom spaces, while Cathedral school has approximately 20
classroom spaces.
If a strategic marketing and enrollment plan is instituted at Bishop Maginn High School, where none has existed, there is a potential for growth, but there must be space available to accommodate that growth.
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SECTION 7: Recommendations
Based on seven months of meetings, public feedback, analysis and study, the task force puts forward
the following list of recommendations. Green indicates new revenue; blue indicates reduced expenses;
red indicates new costs.
RECOMMENDATION
Financial
Impact Yr. 1
(no change)
Financial
Impact Yr. 2
(no change)
Financial
Impact Yr .3
(no change)
(confidential)
(confidential)
(confidential)
Increase tuition to $6,250
$35,500
N/A
N/A
Increase enrollment by
seven freshmen annually
$43,750
$43,750
$43,750
Add a pre-Kindergarten program
$82,000
$82,000
$82,000
Add a Middle School program
$115,000
$115,000
$115,000
Increase fundraising by
10% annually
$11,783
$12,960
$14,257
Move to a
one-administrator system
(confidential)
(confidential)
(confidential)
Add a “director of development” (confidential)
(confidential)
(confidential)
$51,811
$54,402
$57,122
$50,000
$50,000
$50,000
Remain at current location
Lease a portion of the building
to a third party
Increase staff salaries and
benefits by 5% annually
Institute a strategic marketing plan
22
Utilizing recommendations listed above, Bishop Maginn High School will be able to eliminate
its annual deficit and realize a surplus within three years — by the conclusion of the
2017-2018 school year.
The scenario above includes the following:
•
•
• • •
•
•
•
$250 tuition increase
Seven additional students added each year
Additional annual revenue for a tenant
Annual savings by moving from two administrator system to one administrator and a director of development
$115,000 in annual revenue for a Middle School beginning in 2016-17
A 10% increase in fund-raising revenue annually
$50,000 in annual expenditures for marketing
A 5% annual increase in salary and benefits expenses
The bottom line could be further improved through:
•
Adding a Pre-Kindergarten Program — $82,000 in additional
annual revenue
23
SECTION 8: Conclusion
Bishop Maginn High School has a passionate, committed community of administrators,
faculty, parents and students. The Diocese has also shown its commitment to the school
through its financial support of more than $2 million over the last decade. This is above and
beyond the traditional annual support for Catholic schools across the Diocese.
Shifting urban population demographics, a loss of Catholic elementary feeder schools,
increased competition from charter schools, and a lack of strategic planning have all played a
role in leading Bishop Maginn to the crossroads it faces today.
At the same time, the school is blessed with extraordinary support, and has untapped potential
to address its challenges head-on. The task force members are proud to play a role in the future
success of Bishop Maginn, and offer their support through the careful and thorough review of
future options as outlined in this report.
24
Appendices
25
Appendix A
26
Appendix B
Capital Area School
Development Association
(CASDA) Report
See attached document
27
Appendix C
28
Chart A
Appendix D
29
Table B
Appendix D
Table C
30
Diocese of Albany Catholic Schools
A Review of Options
for the Future of
Bishop Maginn High School
November 2014
Prepared by CASDA Faculty Members
Terrance L. Brewer
Dr. Jerome D. Steele
University at Albany, East Campus
5 University Place – A409
Rensselaer, New York 12144
1
Capital Area School Development Association (CASDA)
Table of Contents
Introduction ------------------------------------------------------------------------- page 3
Overview of Bishop Maginn High School ------------------------------------ page 3-4
Scope of the Study ----------------------------------------------------------------- page 5
Methodology ------------------------------------------------------------------------ page 6
CASDA Findings on Bishop Maginn High School---------------------------- page 8-13
CASDA Findings on Cathedral Elementary----------------------------------- page 13-17
Financial Review for School Operations-------------------------------------- page 17-19
Essential Questions for Consideration and Recommendations-------- page 19-22
Summary ----------------------------------------------------------------------------- page 22
Appendices -------------------------------------------------------------------------- page 24
Appendix A – Scope of Work------------------------------------------- page 24
Appendix B – Focus Group Questions-------------------------------- page 25
Appendix C – Planning Template-------------------------------------- page 26
Appendix D – Covenant for Education-------------------------------- page 30
Appendix E – Floor Plans for BMHS------------------------------------ page 31-32
Appendix F – Floor Plans for Cathedral Elementary--------------- page 33
Table 1. Enrollment trends for BMHS----------------------------------------- page 9
Table 2. BMHS Chart of Rooms and Utilization----------------------------- page 11
Table 3. Cathedral Elementary Chart of Rooms and Utilization-------- page 15
Table 4. Five year trend of deficits--------------------------------------------- page 18
Table 5. Summary of Revenue, Expenditures and Operating Deficits- page 18
2
Introduction
The Capital Area School Development Association (CASDA) was requested to conduct a review
of Bishop Maginn High School at the current location of 99 Slingerland Street, Albany New York.
The purpose of this study is to provide the Diocese of Albany Catholic Schools with an objective
review of the current building and facilities as an appropriate location for Bishop Maginn High
School. The CASDA faculty working with the Diocese Task Force for the school review will
complete an independent study of the school facilities, review the proposed alternate location
for the high school, as well as meet with parents, staff and students of Bishop Maginn to assess
location preference and the potential impact of relocation from the current site of Bishop
Maginn High School. The report will provide recommendations regarding school finances,
enrollment trends and options to establish an efficient and effective educational setting for
students, staff and the community of Bishop Maginn High School.
The Diocese of Albany Catholic Schools charged the Bishop Maginn Task Force and CASDA with
the responsibility of “providing the best thinking of constituent groups, based on research and
facts; that may change the current operations of Bishop Maginn High School to become more
efficient, accountable and financially stable, as a school in delivering educational opportunities
to students, staff and the community”.
In preparing recommendations for the Diocese and Task Force, CASDA is aware that the
Diocese and Task Force may accept the recommendations in whole, part, or none of the
recommendations. CASDA’s responsibility is to provide an independent review of the best
location for Bishop Maginn as a high school in delivering the mission of Catholic Education in
the Albany region.
Overview of Bishop Maginn High School
Bishop Maginn High School is one of four high schools supported by the Diocese of Albany
Catholic Schools in the Capital Region. The location of Bishop Maginn at 99 Slingerland Street in
Albany provides a unique educational opportunity for students based on Catholic traditions for
residents of this urban center within the Capital Region. The other three high schools; Notre
Dame-Bishop Gibbons in Schenectady, Catholic Central High in Troy, and Saratoga Central
Catholic in Saratoga provide Catholic based education in strategically designated locations
throughout the Capital region as well.
Bishop Maginn High School has a deep tradition of Catholic Education within the Albany
community. Bishop Maginn is founded on the Catholic traditions of six Heritage Schools that
preceded it as a high school: Vincentian institute, Cardinal McCloskey, Cathedral, St. Joseph’s,
St. John’s and St. Ann’s. Bishop Maginn High School began as a school in 1977 from the merger
of Vincentian Institute and Cardinal McCloskey. The newly merged school has seen both
positive and negative impacts from the merger that occurred over 37 years ago.
3
Bishop Maginn High School is nestled in a neighborhood slightly away from the center of the
Capital Offices and Immaculate Conception Cathedral in the south end of Albany. The location
appears to provide an atmosphere of solitude for students and families attending the school.
Bishop Maginn is housed in a facility that is owned by the Catholic Diocese and has ample
capacity for the educational programs and activities of the school and school community.
However, the building in underutilized for the current enrollment of the school and could be
used more effectively for Catholic educational opportunities. The building has forty rooms of
various sizes with approximately twenty rooms being used on a regular daily basis. The overall
physical structure of the facility is in good repair and requires minor repairs for daily use by
students and staff.
Cathedral
Elementary
Bishop Maginn
High School
The current staffing for the school; Administrators (2), instructional staff (15), instructional
support staff ( ); school nurse (1) part-time, office staff (2), custodial (2) and a cafeteria service
from an outside vendor. The staff supports a student enrollment of 140 as of October 1, 2014.
The staffing patterns for the school have been consistent over the past two years.
Prior to the 2011-12 schools year, there was two additional instructional staff for the school.
The positions were eliminated as enrollment decreased to meet budgetary constraints for the
2012-2013 school year.
The connection for current families to Bishop Maginn is very strong and supportive, while
students from past generations that attended Vincentian and McCloskey have less connection
4
to Bishop Maginn High School. The connections between a school and its alumni can have a
significant impact on the success of a school as it moves its educational mission forward in
financially difficult times.
The trends for attendance for Bishop Maginn High School indicate a declining pattern of
enrollments for grades 9-12 from July, 2010 of 231 students, to a current enrollment of 140
students as of October 1, 2014. The 39% decrease in enrollment has a significant impact on
school programs and operations. The enrollment trends within the Albany Diocese also show a
steady decline in Albany County from 23,659 students in 2010 to 21,653 in 2015. This is a loss of
8.8% of students for Catholic schools such as Bishop Maginn to draw from for enrollment. The
reduction in overall enrollment, plus the closure of elementary feeder schools within the city of
Albany including St. Mary’s, Cathedral, St. Francis of Assisi (Delaware Ave) and St Francis of
Assisi (4th St at Franklin St.) is contributing to the decline of school enrollment at the high school
level.
Mission: “Bishop Maginn High School is a Catholic, Diocesan, co-educational high school serving
students in grades nine through twelve in the Albany and Greater Capital District Areas. Bishop
Maginn provides a college preparatory program following the New York State Learning
Standards and meeting the academic needs of a diverse student population.
The dedicated professional staff at Bishop Maginn High School integrates spiritual and moral
values into the curriculum within a safe, structured and supportive learning environment. The
school community embraces the traditions of its heritage schools, while instilling students with
a sense of discipline and respect, as well as challenging them to achieve their greatest
potential.” (School brochures and publications, 2014)
Vision: “Providing young men and women with an experience of values and learning in the
Catholic tradition that will last a lifetime.”
The mission and vision of Bishop Maginn is embedded with a strong commitment from
students, staff and school community. The student’s identify the school as a friendly and
comfortable learning environment that supports diversity and individuality of students as
learners and community members. The rigor of the curriculum and support of staff provides a
quality education for students. They are attached to the school for its long term commitment to
Catholic traditions and family values. Bishop Maginn is considered “home” to the students
based on the culture and traditions that are part of the daily life at the school.
The staff is committed to the educational mission of Catholic Education and traditions of
Bishop Maginn. As the only co-educational school for Catholic education in Albany County,
Bishop Maginn provides unique educational opportunities for students within Albany and the
surrounding communities. The uncertainty of the school’s future direction as an educational
institution concerns the staff regarding the consistency and stability of school operations. The
staff is committed to the mission of the school and is looking for clarity on how to accomplish
the mission in these uncertain times.
5
The Bishop Maginn alumni and current school community supports the mission of Catholic
Education as defined in the mission statement. The educational opportunities that Bishop
Maginn offers their students as an educational institution is supported by this group of people.
Parents and alumni feel that the mission of Catholic education that is provided at Bishop
Maginn could be compromised by moving to an alternate location. Parents have faith in the
mission but are concerned about how the mission will be supported in the long term.
Financially, alumni and families have provided a consistent level of funding through the annual
appeal donating on average $116,000 per year for the past three years. The uncertainty about
location, a long term commitment to Catholic urban education in Albany and financial needs of
Catholic education for Albany leave parents concerned about the stability of educational
opportunities at Bishop Maginn. The perception of instability and potential lack of continuity of
educational opportunities for families and students does not allow for a long term commitment
to Bishop Maginn as a transitional process is discussed.
Scope of Work for the CASDA Study of Bishop Maginn High School
A preliminary discussion with Superintendent, Michael Pizzingrillo, and Task Force Chairperson,
Sister Mary Anne Heenan, on the potential relocation of Bishop Maginn High School from its
current location at 99 Slingerland Ave in Albany to the Cathedral Elementary School at 75 Park
Avenue in Albany was discussed with Dr. Jerome Steele and Mr. Terrance Brewer, CASDA
faculty on August 24, 2014. The discussion focused on an independent review of Maginn High
School in the following areas; use of facilities, enrollment trends and potential financial benefits
of relocating the school to the alternate location in Albany. The identified components were
developed into a CASDA proposal for a school organization and operations review for
Superintendent Pizzingrillo and the Bishop Maginn Tack Force to consider.
.
The identified components of this review were to include the following:
1. What is the current state of Bishop Maginn for use as a high school?
 Student enrollment trends
 Financial reports and data funding school programs and operations
 Staffing for educational programs and school operations
 Space utilization at the schools
2. What are the program and staffing and program needs for Bishop Maginn for 2015 and
beyond?
 District mission, vision and educational philosophy
 School and community concerns regarding academic programs and school
operations
 Potential academic and operational changes for Bishop Maginn to an alternate
location at the Cathedral School.
6
3. How would school relocation impact school programs, operations and school
community?
 Potential concerns of students, staff and parents regarding school relocation.
 Assessment of each school for programs and operations as a high school.
 Financial implications; costs, savings, staffing, transitioning impact, operations
associated with restructuring schools for high school programs and operations.
Methodology for CASDA Review
The CASDA faculty, Terrance Brewer and Jerome Steele met with the Bishop Maginn Task Force
on September 30, 2014 to review the process for CASDA’s involvement in assessing the facilities
and mission of Bishop Maginn High School. The charge for CASDA was aligned to the Task Force
charge from The Diocese of Albany Catholic Schools. Dr. Steele reviewed the parameters of the
study and discussed the independent review process that CASDA would use to assess the
facilities and mission of Bishop Maginn. Dr. Steele emphasized the importance of full disclosure
on the status of Bishop Maginn and the importance of clear communications throughout the
review process.
Mr. Brewer and Dr. Steele outlined the process for reviewing Bishop Maginn and Cathedral
School facilities as options for a high school. The process would also include focus group
discussions with Bishop Maginn students, staff, parents, administrators and the Superintendent
of Schools for the Albany Diocese. A uniform set of questions will be asked of all focus group
participants to ensure a consistent discussion on facilities and mission of the school. (Appendix,
B).
A series of visits were established to review the objectives outlined in the CASDA proposal. The
process included a review of school staffing, visits of schools for room and program utilization,
review of enrollment trends, and review financial data on school operations. A summary report
of CASDA findings and recommendations will be provided to Superintendent Pizzingrillo, Sister
Mary Anne Heenan, Task Force Chairperson, and the Bishop Maginn Task Force in midNovember.
7
CASDA Findings on Bishop Maginn High School
The CASDA faculty began working with Bishop Maginn administrators and staff in late
September 2014 by gathering data on school operations, enrollment trends, and financial data
on school operations and programs, and the review of classroom spaces for programs and
operations at Bishop Maginn and Cathedral School.
A. Current Bishop Maginn High School and Staffing:
Bishop Maginn is located at 99 Slingerland Street in Albany. The location of the school is
nestled in a neighborhood slightly away from the center of the Capital Offices and the Cathedral
of the Immaculate Conception in the south end of Albany. The location appears to provide an
atmosphere of solitude for students and families attending the school. Bishop Maginn is housed
in a facility that is owned by the Catholic Diocese and has ample capacity for the educational
programs and activities of the school and school community. The building has forty rooms of
various sizes with approximately twenty rooms being used on a regular daily basis. The overall
physical structure of the facility is in good repair and requires minor repairs for daily use by
students and staff.
The current staffing for the school; Administrates (2), instructional staff (15), instructional
support staff; school nurse (1) part-time, office staff (2), custodial (2) and a cafeteria service
from an outside vendor. The staff supports a student enrollment of 140 as of October 1, 2014.
The staffing patterns for the school have been consistent over the past two years.
B. Student Enrollment and Staffing
As previously stated (p.4) Bishop Maginn’s student population has declined from an enrollment
high of approximately 231 students in the 2009-2010 school years to a current enrollment of
140 students in the 2014-2015 school years, an enrollment decrease over the period of nearly
39%. The enrollment trends, in general, show a steady decline in Albany County from 23,659
students in 2010 to 21,653 in 2015. This is a loss of 8.8% of students for Catholic schools such as
Bishop Maginn to draw from for enrollment.
Bishop Maginn has a declining feeder system of support for enrollment growth for the school.
Over the past several years the closing of Catholic Elementary Schools in the City of Albany and
the growth of Charter Schools has reduced the number of students considering Catholic high
school education as an option. The reduction in overall enrollment, plus the closure of
elementary feeder schools, St. Mary’s Albany, Cathedral, St. Francis of Assisi (Delaware Ave)
and St Francis of Assisi (4th St at Franklin St.) is contributing to the decline of school enrollment
at the high school level.
8
Table 1. Enrollment Patterns for Bishop Maginn High School 2010 – 2016:
Grade:
9
10
11
12
Total
2010-2011
29
28
31
54
142
2011-2012
47
29
28
31
135
2012-2013
28
47
29
28
132
2013-2014
30
28
45
29
132
2014-2015
37
30
28
45
140
2015-2016
47*
37
30
28
142*

*The projected enrollment for 2015-2016 school year is slightly increased based
on interest indicated at recent open houses and maintaining enrollment if Bishop
Maginn is housed at the current location. Projections also indicated that Bishop
Maginn’s enrollment could decline as much as 1/3 if the school relocates to
Cathedral based on focus group discussions with parents.
 Enrollment declines impact the revenue stream for programs and operations. A
declining enrollment pattern impacts the revenue stream at $6000 per student
for each student not returning or selecting to attend Bishop Maginn.
(Data from District Office enrollment reports and Task Force notes)
C. Staffing Patterns and Trends:
Bishop Maginn High School is a Catholic, Diocesan, co-educational high school serving students
in grades nine through twelve in the Albany and Greater Capital District Areas. Bishop Maginn
provides a college preparatory program following the New York State Learning Standards and
meeting the academic needs of a diverse student population.
Bishop Maginn has addressed staffing needs and operational costs as student enrollment has
declined over the past several years. The school has reduced staff from approximately twentytwo staff inclusive of administrative (2), instructional staff (17) and instructional support staff
(4) in 2013 to approximately twenty staff in 2014-2015: administrators (2), instructional staff
(15) and instructional support staff (4) for school operations and programs. The current staffing
levels are projected to be maintained for the 2015-2016 school year. The staffing for the school
will be determined by overall enrollment and financial support over the next few years.
D. Facilities and School Conditions:
CASDA faculty Terrance Brewer and Dr. Jerome Steele visited each of the schools under
consideration for housing Bishop Maginn as a high school. The school visits included a review of
each buildings internal and external structure, a room by room visit for space and instructional
qualities, assessment of support areas such as: nurse’s office, meeting spaces for large group
instruction, counseling areas, food services and religious services areas.
9
The school visits were conducted with a school administrator to explain how spaces were
currently used or projected to be used for future instruction. In addition to this review, the
CASDA faculty discussed the structural integrity of each facility and overall maintenance
schedule and plan for each building with the head of maintenance and operations.
A review of each school is provided for comparative analysis and potential cost for each
structure to provide a quality high school program.
Bishop Maginn High School
99 Slingerland Street
Albany, New York
The current setting of Bishop Maginn High School is located at 99 Slingerland Street in Albany.
The building and grounds for the school are set in a neighborhood a few blocks away from
Albany’s Capital District on approximately 14 acres of land. The building is approximately 40
years old and is in good condition with green spaces and open areas on the property accessible
for school activities. The building is physically and mechanically sound with maintenance repairs
completed annually. Potential areas of concern are the roof which is approximately 20 years
old, electrical upgrades to lighting and technology infrastructure for wide area and wireless
access for instruction and compliance with American Disability Act (ADA) for access points in
the building. The building is compliant with fire alarms and safety access to the building. The
outside fields are adequate for practice fields and provide ample on-site space for physical
education classes.
10
The current facility has 40 large and small class room spaces for instruction and independent
locations for physical education, lunch services with a large kitchen, library media center, health
office, main office, counseling rooms and a number of rooms for religious services. The current
high school uses approximately 20 classrooms for instruction and the large group instruction
along with the independent areas as mentioned above.
The current facility is underutilized for the general classroom spaces and could use the larger
spaces more efficiently based on program needs in the future. The current Bishop Maginn
location provides an opportunity for expansion of programs for future use as a high school and
the potential for repositioning other services into the building.
Table 2. Bishop Maginn Chart of Rooms and Utilization:
Type/Style of Room
29 Regular Classroom
Space/Size
General Size is 660 sq. ft.
to 750 sq. ft.
Instructional Purpose
General instructional
spaces for English, Math,
Social Studies, and other
curriculum areas.
5 larger classrooms for
science and large group
instruction
General size is 900
square feet for a science
class with lab space
Larger spaces for science
classes and labs, larger
spaces for testing, and
class meetings.
3 Rooms for counseling,
and school nurse.
Smaller rooms from 250
sq. feet to 400 sq, ft.
Gymnasium
A two station physical
education classroom
with adjoining locker
rooms for boys and girls.
Rooms for counseling
and work with students
in a private space.
Appropriate for high
school physical education
classes and athletic
contests.
Cafeteria-Auditorium
A large room for
cafeteria seating and
stage area for school
programs that does not
infringe upon other
spaces for instruction.
Lager area for serving
lunch and alternate
school programs for large
groups.
This is an independent
area that will not impact
instruction if used
throughout the day.
Kitchen
A full operating kitchen
with service equipment,
stoves, ventilation,
electrical support and
fire /smoke controls.
A fully working kitchen
with direct service lines
to the cafeteria. The
cafeteria is
independently operated.
11
Comments
Rooms are large enough for
class sizes and instruction.
Could use more connections
for technology, upgraded
lighting and cosmetic
repairs.
Rooms have ample space for
instruction, lab work, and
water.
Cosmetic repairs to ceilings
and painting.
Rooms are clean, adequate
and appropriate for this
function.
The space is large enough to
meet the standards for high
school athletic contests and
physical education
programs.
An independent space for
instructional or large group
access. Can be a multipurpose room for the school
or community.
A fully working kitchen with
direct service lines to the
cafeteria. The cafeteria is
independently operated.
Library/Media Center
Larger instructional area
and media center with
computer lab @ 1500 sq.
ft.
The reference materials,
seating and research
space is appropriate for a
high school program.
Weight room for Physical
Education and Athletics
Small room
approximately 600sq.ft.
Second floor room
that is used for physical
education, weight
training and athletics.
Religious/Meditation
2 small rooms @250 sq.
ft. for religious
counseling
Smaller counseling and
religious service rooms
for students and staff.
Main office
4 offices for the
secretary, building
administrators and a
small conference room
Large welcoming space
for students, staff and
community members.
Centrally located in the
building for access by
students, staff and
community members.
building for access, sets a
tone for education and
the history of the school,
a bright and open area.
The maintenance and
operations space is
located on the first floor
with access to the
outside areas.
The space is clean and
well maintained.
The boilers and water
system have recently
been upgrade to meet
the operational demands
of the school.
Foyer and Entrance
Maintenance and
Operations
12
The library-media center
could be updated with
computer, wireless access
and instructional
technologies.
The weeding of materials
should be completed to
make the space more
functional for instruction.
Room is well equipped and
uses space appropriately to
support the physical
education/athletic
programs.
Rooms are quiet spaces for
religious meditation and
counseling. Supportive of
the Catholic mission
building for access by
students, staff and
community members.
The foyer and main
entrance sets a tone for the
school. The tradition and
history of the school is
created in this space.
Boilers have recently been
cleaned and refurbished, the
hot water system for locker
rooms and the kitchen has
been upgraded, repairs to
the roof and other cosmetic
repairs are scheduled as
needed.
CASDA Findings regarding Cathedral Elementary School
Cathedral Elementary School
75 Park Avenue
Albany, New York
Cathedral Elementary School is located at 75 Park Avenue in Albany. The school is located one
block from the State Office Complex, adjacent to the Governor’s Mansion and the Cathedral of
the Immaculate Conception on Eagle Street in Albany. Cathedral Elementary School is also
adjacent to Lincoln Park a City owed facility that has several playfields and playground on the
property. The Cathedral School is approximately three blocks away from Bishop Maginn’s
current location. Cathedral Elementary School is not owned by the Albany Diocese and would
require a rental agreement for Bishop Maginn to locate to this property.
Main entrance of Cathedral Elementary from Park Avenue.
Cathedral Elementary School has been used for a variety of educational programs over the
years. The school has been primarily used as an elementary school and most recently as a
Charter school. The building has been unoccupied for two years and is currently being
maintained by the Cathedral of the Immaculate Conception maintenance department.
The school building is in good condition with an abandoned technology system in place, a fire
alarm system and security system is in working condition and bathrooms are ADA compliant.
The outside areas and entrance to the building are primarily blacktop that needs repair. The
13
school is on a small parcel of land that has limited parking and no green space. The school has
no fields for outside activities on the property. School access to green spaces and fields for
physical education and athletics would have to be negotiated with the City of Albany at Lincoln
Park.
The school has approximately 20 classrooms, an office area and a small elementary style
gymnasium that serves as a multiple purpose area; gymnasium, auditorium and cafeteria.
The school has a modified kitchen for food service that requires upgrades to appliances,
cooking areas and electrical upgrades. The gymnasium area does not have locker-rooms or
seating for spectators at athletic events, or appropriate lighting. The overall area is undersized
for high school physical education or athletic events. The current scoreboard may need to be
upgraded for Section II athletics. The school does not have large instructional spaces and there
is limited space for counseling rooms or meditation areas for Catholic support services. The
facility has limited growth potential for programs and operations as a school for future planning
as a high school.
Eagle Street side of building.
14
Rear of Cathedral Elementary which borders the Governor’s Mansion.
Table 3. Cathedral Elementary Chart of Rooms and Utilization:
Type/Style of Room
15 Regular classroom
Space and Size
Classrooms
approximately 650 sq. ft.
to 700sq. ft.
Instructional Purpose
Regular education
classrooms with
technology wiring.
5 Regular style classroom
with small sinks and
water.
Classrooms
approximately 650 sq. ft.
to 700sq. ft
2 small rooms primarily
used as storage spaces
with no windows
Approximate size 150
sq.ft.
Main office off of
entrance to building.
Approximately 450 sq. ft
The space is suitable for
a secretary and one
administrator
Classroom could be used
for regular instruction or
smaller sized science
classrooms
Currently storage and
book rook.
Potential use for office
area.
A small closet area is
adjacent to the office as a
utility and
communications area for
internet wiring. for
Library/Media Center
A regular size classroom
of 660 sq.ft.
15
The library-media center
houses a small collection
Comments
Classrooms are of regular
space for instruction.
Some with cosmetic
repairs such as painting
or ceiling tile
replacements.
Classrooms have standalone AC units.
Limited space for science
labs or converted to
counseling rooms.
Limited lighting, no
windows or full
ventilation system.
The internet boards are
still in the closet and
would need rewiring. The
telephone system would
need to be reconnected
throughout the building.
The library –media area
is undersized for a high
of books. The technology
area is very small with
four computer stations.
The kitchen is standard
kitchen without industrial
cooking equipment or
stations. The facility
needs electrical upgrades
and work to replace
stoves and other cooking
equipment.
The gymnasium is only a
teaching station without
locker rooms and older
lighting. A stage is at one
end of the gym that is
small and limited for use
as a presentation area.
The area would have to
severe as a multiple use
area, cafeteria, large
group instruction/testing
space and large group
assembly area. The
scheduling process for
this area would be
ineffective for high school
programs.
school and has limited
space for large group
instruction or research.
The kitchen does not
have a serving area for
students; the cafeteria is
also the gymnasium. A
dish room and cleaning
system was not evident.
Kitchen Area
The kitchen area small
approximately 500sq.ft.
Gymnasium
Gymnasium is an
elementary size space0f
approximately 2800 sq.
ft.
Foyer and Entrance
A small area that is
adjacent to the central
hall way.
none
none
Area in the cellar of the
building
Limited area for showcasing school events and
accomplishments.
Good storage area,
central controls for
heating, electrical and
standard hot water tank
for minimal washing.
Good space for storage,
heating system in good
repair, a standard hot
water system of 50
gallon tank, primarily for
kitchen.
The school has several
areas of upgrades
necessary for high school
use.
Upgrades to outside
walkways and black top
replacement,
reconnecting phone and
technology systems,
significant repairs to the
gymnasium space.
The gymnasium space is
undersized and cannot
be expanded, field space
and rentals for
instructional use.
An architect needs to
evaluate the facility for
repairs and upgrades.
Meditation areas
Counseling Centers
Maintenance
Costs to upgrade the
facility for high school
use
16
The gymnasium is
undersized for high
school physical
education and high
school athletic events.
The space has no locker
rooms. The lighting
system s old and needs
significant upgrades. The
facility does not have
seating for spectators.
Lincoln Park located across the street and down the hill from Cathedral Elementary.
Financial Review for School Operations
The Bishop Maginn Board of Education, Task Force and Superintendent of the Dioceses of
Albany Catholic Schools continue to address the financial issues facing Bishop Maginn High
School. A historical review of the funding streams for Bishop Maginn has shifted significantly
over the years. The primary analysis indicates the following;
a) Enrollment decline over the past several years from a high of approximately 450 students in
the late 1990’s to a current enrollment of approximately 140 students reduces the revenue
stream for operations and programs. Using the current tuition rate of $ 6,000 and the loss of
310 students during that time frame, the loss of revenue is equal to (310 students X $6000) =
$1,860,000.
b) The loss of feeder schools as a result of elementary school closings and the choice of public
schools in the region, along with the emergence of Charter Schools have resulted in less
students selecting Catholic High Schools in urban areas. The struggle to maintain enrollments
requires more outreach for students that are not coming through the Catholic School education
process. The revenue streams to support the expenditure needs of Bishop Maginn require
additional support from alumni donations, currently at approximately $100,000 per year. Since
2008, the Diocese has provided approximately $1.6 million dollars of funding as part of the
normal revenue needed to support Bishop Maginn. However, Diocesan investment in Bishop
17
Maginn has increased to approximately $200,000 each year between 2008 and 2014-15 school
years. An additional support of $225,000 from the Diocese has been provided from the 2010
through 2013 school years. This additional support was designed to offset the operating
deficits. This continued support to offset operating deficits is not sustainable over the long
term.
c) The cost for maintenance and repairs to Bishop Maginn’s roof, boiler systems and annual
maintenance of the facility has created debt service costs in the annual budget. The debt
service costs are being reduced annually. The infusion of additional revenues from alumni
groups and from the Diocese has not reduced the operating deficits for Bishop Maginn High
School. A historical review of financial operations indicates the following.
Table 4. Deficits – Five year trend
School Year
2009-2010
2010-2011
2011-2012
2012-2013
2013-2014
Deficit
$245,514.00
$350,000.00
$254,150.00
$472,467.00
$438,607.00
Source: PowerPoint DACS – June 18, 2014
The expenditure and revenue accounting provided by the Bishop Maginn Task Force identify
similar revenue deficits. An analysis of expenditure and revenue accounts by the CASDA faculty
also confirms a continual operating deficit for Bishop Maginn.
Table 5. Total Revenues, Expenditures and Operating Deficits
School Year
Enrollment
2010-11
2011-12
2012-13
2013-14
142
135
132
132
Total
Revenues
$ 1,201,208.54
$ 1,118,941.32
$ 1,105,639.00
$ 1,033,676.00
Total
Expenditures
$ 1,569,637.79
$ 1,529,235.89
$ 1,634,564.54
$ 1,475,950.00
Net Operating
Surplus/Deficit
$ (368,429.54)
$ (410,294.57)
$ (528,934.54)
$ (442,274.00)
Provided by the Bishop Maginn Task Force
Regardless of any consideration of transitioning Bishop Maginn High School to an alternate
location, the essential element for funding Bishop Maginn High School is enrollment. Without a
significant increase in enrollment, the current situation is not sustainable. However with
proper planning and budgeting over the short term, increases in revenue could be realized.
18
This would require a comprehensive business and financial plan that addresses all aspects of
Bishop Maginn High School operations.
This idea will be tied into the recommendations in the following section of this report.
Essential Questions for Consideration and Recommendations
The impact of declining enrollment is a phenomenon that has had an impact upon public as well
as non public schools. Rural school districts in New York have been particularly affected by this
trend. For Catholic Schools in the Albany Diocese the trend of declining enrollment has
exacerbated the problem of funding these schools.
Since the turn of the 21st century, the Roman Catholic Diocese of Albany has faced a number of
issues that have had an impact on Catholic education. First of all, with the declining number of
priests, there have been closings and/or consolidations of Catholic Churches which has been
painful for the Diocese as well as for these long standing parishes. At the same time, not only
were parishes being closed and/or consolidated with other parishes, but Catholic Elementary
schools were also being closed. This has been the case in the city of Albany which at one time
had as many as 10 Catholic Elementary schools that served as feeders to the local Catholic High
Schools. Currently, there are only 3 in the city of Albany.
Bishop Maginn is the only Diocesan Catholic High School within the city of Albany. The
foundational support from the feeder school has drastically declined in the last 10 to 14 years.
During the same time period the emergence of Charter Schools and other private school
options have made it more difficult for Bishop Maginn to attract the enrollment it once
commanded.
Since 2008 the decline in enrollment has been significant and coupled with the economic
downturn many families have yet to recover financially. Prior to this period, families that were
economically disadvantaged may have been able to select Catholic urban education as an
option. However, since 2008 many families have opted to reconsider public education in the
home districts or charter schools. Families that have been less affected by economics have
consistently had more options available to them.
All of these issues, one way or another, has potentially impacted the enrollment trends at
Bishop Maginn.
19
Is it possible to transition Bishop Maginn High School from its current location to Cathedral
Elementary School?
It is certainly possible that Bishop Maginn High School could move from its current location to
Cathedral Elementary School. Given the current enrollment of approximately 140 students
without future consideration of increasing enrollment or expanding current programs, it could
be done. There are a number of considerations that must be evaluated before any final
decision is made as there are a number of drawbacks to relocating the High School to this
facility.
1. No large instructional spaces
2. No Cafeteria
3. Limited Kitchen
4. No large multi-purpose rooms for programs
5. No locker rooms
6. No green space
7. Limited parking
8. Undersized gymnasium (not designed for High School Athletic Competition)
9. No science labs
10. No Space for Religious services or counseling
In order to effectively transition Cathedral Elementary to a High School facility, significant
investment will be necessary to provide for an effective high school program. Based upon our
experience in the public setting an initial cost of $100,000 to $150,000 would be necessary to
bring the building up to the specifications for a high school of 140 plus students at this site.
This cost only considers the transition of the current high school program to the new location
and may not address the many concerns listed above. Most of these costs would be to make
the site and building meet the mission and vision of BMHS. It does not account for any other
expenses that may need to be incurred. A complete architectural review should be conducted
to determine the cost of upgrading and/or renovating Cathedral prior to any potential
transition.
Additionally, based upon conversations we conducted with parents and students, a significant
reduction of enrollment is possible if the transition is made to Cathedral. As enrollment is the
driving force for revenue, any reduction in this area exacerbates the financial situation.
What is the potential for developing additional revenue streams as well as educational
programs at the current campus of BMHS?
Although it has been suggested that consideration has been given to create additional revenue
streams for BMHS at its current location, we believe that there is potential for current and
future growth in this area. As was mentioned in the introduction to this section, the lack of a
20
consistent feeder program for BMHS creates a number of problems for sustainability. Consider
the following possibilities:
1. Create a Pre K / Day Care / Before and After school Program separate from BMHS
but housed on campus. Students from BMHS could work as part of a service project
within the program. Possibly through Maria College
2. Create Grade 6 – 12 Urban Catholic Education Campus
3. Create a K – 12 Urban Catholic Education Campus
4. Rent space to/or relocate other Catholic Agencies on the BMHS Campus
5. Work with Capital Region BOCES to rent special education classrooms and/or
alternative classrooms on the campus
6. Work with St. Rose and Siena College to create incubator education programs.
7. Create additional educational opportunities by partnering with Hudson Valley as
well Schenectady Community College that would enable students at BMHS to
receive college credit
8. Work with local businesses to create incubator programs through renting space at
Bishop Maginn as well as partnering for student internships within these businesses
(ex: Schodack Central School District)
9. Work with the three other Diocesan High Schools to coordinate programs and
offerings through Distance Learning.
10. Review current enrollment trends in Albany City and surrounding districts and build
upon opportunities to enhance enrollment at Bishop Maginn
Should any consideration be given to the administrative structure at BMHS?
Bishop Maginn High School currently has two full time administrators. This was put into effect
in 2009-2010. With only 140 students currently enrolled, two administrators seem somewhat
excessive given the administrative support structure provided Catholic School Office personnel
and staff. Statistics from the New York State Education Department suggests that the ratio
between principals and students is on average 1 to 350. CASDA’s recommendation is that a
review be conducted to ascertain the necessity of two full time administrators given the
financial constraints of BMHS.
Could a comprehensive financial and business plan help alleviate current operating deficits at
BMHS?
In our conversations with administration there have been attempt to create strategic plans, but
these have not been fully implemented. Regardless of the final decision, a financial, business,
and academic plan must be put in place that addresses the budgeting process for BMHS. This
plan should be developed based upon the Mission and Vision of BMHS and Catholic Education
within the Diocese of Albany. The basis of a plan was shared with CASDA Faculty as part of this
review and can be found in Appendix C. This could serve as a model for plan development. As
part of this plan, however, some essential items must be evaluated including:
21
1.
2.
3.
4.
5.
6.
All staffing requirements currently and in the future
Administrative structure
Reducing operating deficits
Developing sound strategies for increasing enrollment
Alternate revenue streams as previously mentioned.
Create an Educational Foundation funded through fund raising to address specific
needs (Set a goal of $1,000,000) It may take time. Draw upon the traditions of
Bishop Maginn Alumni. Make it about the future and sustainability.
7. Review the financial support structure from the Office of Catholic Schools for the
fiscal accountability for BMHS
8. Focus upon Urban Catholic Education in the 21st century as outlined in the Covenant
for Education (Appendix D )
Summary
It is obvious from our conversations with everyone associated with Bishop Maginn High School
that there is a strong commitment to the core values that embody the mission and vision of the
school. Administrators, teachers, support staff, students and parents believe in Bishop Maginn.
No one can question this commitment. However, Bishop Maginn High School is caught in a
situation that calls for creative thinking regarding its future if urban Catholic High School
education is to survive in the city of Albany. As outlined earlier in this study, the current
revenue streams that support BMHS do not provide for eliminating the annual operating
deficits that have plagued the school for the past decade. Enrollment is the driving force
behind budgeting revenue for the school and declining enrollment exacerbates its financial
status resulting in continuous operating deficits.
The Diocese of Albany has created a document entitled Covenant for Education which outlines
the future of Catholic Education. The essence of this document is “to revitalize the mission of
Catholic education in the Albany Diocese.” This document should be used by all stakeholders as
the foundation for any and all decisions regarding the future of BMHS.
All things being equal, the Diocese could realize a small savings by moving to Cathedral
Elementary School. This would be in the area of operations and maintenance as it is a smaller
building. But with parental concerns regarding the location, enrollment could drop which
would further impact revenue and would be self defeating. Additionally, Cathedral Elementary
would need some renovation to provide for the current high school program.
The following recommendations are provided for consideration by the Bishop Maginn Task
Force and the Diocese of Albany:
1. Before any decision regarding Cathedral Elementary, a complete architectural review
should be completed to determine any cost related to transitioning to this site.
22
2. Consider creating a Pre K – 12 Urban Catholic Education Campus at Bishop Maginn as
well as post secondary opportunities through higher education partnerships
3. Consider creating a before and after school program
4. Consider renting space to other Diocesan agencies
5. Review the current administrative structure at BMHS
6. Create stronger partnerships with business and local Catholic institutions of higher
learning
7. Develop a comprehensive financial/business plan that addresses the following:
a. Long term enrollment
b. Tuition
c. Deficits
d. Staffing
e. Fund raising
f. Other revenue streams
8. Creation of an Educational Foundation for the long term financial stability of BMHS
a. Could be used for tuition grants for students
b. Could be used for long term debt reduction
c. Could be used for long term financial stability
9. Consider using the format for strategic planning as outlined in Appendix C
These recommendations are provided with the spirit that urban Catholic education will
continue in the city of Albany. Currently, Bishop Maginn with its enrollment trends has
stretched the financial capacity of the institution and Diocese. Whether at its current site or
alternate site, a comprehensive financial plan must be put in place that addresses the current
and future enrollment of the school, the overall operating budget, and the implications of the
continuous operating deficits.
We have outlined our best thinking in each of these areas. Attempts may have been made in
the past to address these areas. However, if Bishop Maginn High School is to be maintained as
an urban Catholic education center, then now is the time for the Task Force and the Diocese to
collaborate on this comprehensive plan that assures it future.
23
Appendices
Appendix A - Scope of Work
ACTIVITIES TO COMPLETE PROPOSED STUDY
Activity
#1
Session
On-Site visit to
Bishop Maginn HS
#2
On-Site Visits
Cathedral
Elementary School
#3
Calculation of costs
associated with
transition and/or
repurposing of
Bishop Maginn

Report writing

#4
#6
Final Report to
Task Force and
Superintendent
24
Focus/Agenda
 Assessment of Bishop Maginn’s
current enrollment, classes,
extracurricular needs, staffing,
 Review of Bishop Maginn HS
buildings and grounds and its
potential for repurposing for
additional uses as well as
revenue streams
 Review of facility and its
potential to house a 9 – 12 High
School

Review of any and all structural
considerations/adaptation to
Cathedral Elementary
Review of and/or calculation of
costs related to the transition
associated with Bishop Maginn
Compilation of data from site
visits and document reviews

Develop a working draft of the
report to include the following:
o Current strengths and
weaknesses
o Cost to implement
findings
o Options
o Additional comments

Review all data and options as
well as prepare information for
final report including
recommendations to
Superintendent and Task Force

Presentation of the final report
to the Superintendent of
Schools for the Albany Diocese
and Task Force
CASDA Faculty
Terry Brewer
Jerry Steele
Timeline
Week of
September
29
1 - Day
Terry Brewer
Jerry Steele
Terry Brewer
Jerry Steele
Week of
September
29
1 - Day
October
1 - Day
Terry Brewer
Jerry Steele
October –
November
2 - Days
Terry Brewer
Jerry Steele
November
2014
Appendix B
Focus Group Questions
Parents
1. What do you view as the educational vision and mission of Bishop Maginn?
2. What concerns do you have regarding the possible relocation of the school to an alternate
location?
3. If the school were to relocate, what are the essential elements that need to be in the new
location in order to successfully meet your needs as a parent supporting the school?
4. If the school was relocated within the city of Albany, would you still consider sending your child
to Bishop Maginn? What are the factors that would change your participation with Bishop
Maginn? Would you enroll your child in another Catholic School? Which one would you
consider?
5. How would you convince the Task Force that Bishop Maginn should stay or relocate to a
different site?
Students
1. What elements of this school make it special for you as a student?
2. What concerns do you have regarding the possible relocation of the school to an alternate site?
3. If the school were to relocate, what are the essential elements that need to be in the new
location?
4. If the school was relocated within the city of Albany, would you still consider attending Bishop
Maginn?
different site?
Faculty and staff
1. What is the educational vision and mission of Bishop Maginn as it relates to the teaching and
support staff of the school?
2. What concerns do you have regarding the possible relocation of the school to an alternate site?
3. If the school were relocated, what are the essential elements that need to be in the new
location to successfully meet the vision and mission of Bishop Maginn?
4. If the school was relocated to a new site within the city of Albany, would you still consider
teaching/working at Bishop Maginn?
different site?
25
Appendix C
26
27
28
29
Appendix D
Covenant for Education
The Covenant to Educate is the plan to revitalize the mission of Catholic education in the Albany
Diocese. Our goal is that Diocese of Albany Catholic Schools will be recognized and respected
for their distinct contribution to the educational constellation, resulting in information about our
schools being sought out; enrollment will increase; alumni will remain engaged and supportive;
donor engagement will increase; and educator recruitment will be invigorated.
Teaching/Learning Excellence: Diocese of Albany Catholic Schools will be known and
esteemed for a unique combination of academic excellence and faith-based education. Our
educators are highly proficient in developing 21st century skills and are committed to continuous
improvement of their practice through reflection. State-of-the-art programs will focus on core
academic subjects, and ensure global awareness, technological understanding and proficiency.
Exposure to the arts, and flexibility in 21st century skill needs will challenge students with the
spiritual underpinnings taught through Catholic faith. This responsive curriculum is reviewed
regularly, changing over time.
We see that the quality of our educators has the greatest impact on students; we demand,
recruit and hire excellent staff, employing only those who create vibrant and innovative learning
environments for students. Our standards and assessments go above and beyond those set by
New York State. Student-centered, our educators embrace all learning styles and differentiate
instruction accordingly. Students are engaged in faith-based service learning throughout their
experience in Diocesan schools, embodying Christian values. Learning from educators who
have an exceptional passion for Catholic education and its mission imparts on students who
share this passion. At the same time, Diocesan schools recognize parents, guardians and
families as the primary educators and partner with them in their children’s education.
Partnerships: Diocese of Albany Catholic Schools will seek and sustain jointly beneficial
partnerships with national and regional colleges and universities, businesses, government and
the community. Further extension of course offerings to traditional K-12 students and the
Catholic community will develop with online courses and collaboration through these channels.
Our students will continue to have a college acceptance advantage with a wide range of postgraduation opportunities.
Colleges, business and community leaders seek out Diocese of Albany Catholic Schools for
partnerships in developing opportunities for learning and support for students and educators,
helping our schools to stay on the cutting edge of emerging technologies and best business
practices.
- See more at: http://www.higherpoweredlearning.org/?page_id=42#sthash.7fwYqDDk.dpuf
30
Appendix E.
First Floor Plan for BMHS
31
Appendix E.
Second Floor Plan for BMHS
32
Appendix F.
Floor Plans for Cathedral Elementary
First Floor
33
Appendix F.
Floor Plans for Cathedral Elementary
Second Floor
34
35

Bishop Maginn Task Force Report

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