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Diocese of Metuchen
December 2007
Prepared by
www.meitler.com
In collaboration with the Strategic Planning Task Force
and Planning Commission
I. INTRODUCTION ................................................................................................. 1
A. OBSERVATIONS ............................................................................................................4
B. GOALS AND STRATEGIES...............................................................................................4
A. OBSERVATIONS ............................................................................................................6
B. GOALS AND STRATEGIES...............................................................................................6
A. OBSERVATIONS ..........................................................................................................18
B. GOALS AND STRATEGIES.............................................................................................18
A. OBSERVATIONS ..........................................................................................................22
B. GOALS AND STRATEGIES.............................................................................................23
VIII. FACILITIES................................................................................................... 26
A. OBSERVATIONS ..........................................................................................................26
B. GOALS AND STRATEGIES.............................................................................................26
IX. FINANCES ...................................................................................................... 27
A. OBSERVATIONS ..........................................................................................................27
B. GOALS AND STRATEGIES.............................................................................................27
APPENDIX
A – Viability Criteria
B – Schools and their Respective Deaneries
C – Parishes and their Respective Deaneries
I. INTRODUCTION
Catholic education is critical to the future of our Church. Parish-based religious education
programs and Catholic elementary and secondary schools all exist to form people in the
Catholic faith and to proclaim its message of salvation. While recognizing the importance
of all areas of Catholic education, this report, as per the charge given to the Task Force,
focuses on the work of Catholic schools.
Catholic schools in the Diocese of Metuchen have a long and successful history which pre-
dates the establishment of the Diocese. These schools have educated generations of young
people forming them in the faith and imparting the knowledge and skills necessary to enable
them to make a positive contribution the Church and society. As is the case today in many
areas of the country, Catholic schools in the Diocese of Metuchen are facing many
challenges including declining enrollment, rising costs and limited financial resources.
In 2006 the Diocesan Planning Commission identified the need to develop a comprehensive
strategic plan for Catholic schools to strengthen and re-vitalize Catholic school education
and ensure its long term vitality and viability. To accomplish this, Meitler Consultants, Inc.
was hired in June 2006 to assist the Diocese in this effort and a diocesan-wide planning
process was initiated in September 2006.
A Task Force was formed which assisted the consultants in interpreting data, critiquing
recommendations, reviewing feedback and facilitating communication. Each local school
was asked to identify key school and parish leaders to form the school’s local consultative
group in addition to the pastor and principal. The process involved extensive data
collection compiled in a separate data report document, site visits to each school, visits with
pastors and principals, regular meetings with the Task Force and periodic meetings with the
Planning Commission, local consultative groups, Presbyteral Council and pastors of
parishes without a school.
The following plan has been developed with much thought and prayer and through the hard
work of many people. It is presented to the Diocese of Metuchen in the believe that its
implementation will enable Catholic schools in the Diocese to advance into the future and
continue to make a significant contribution to the well being of the Church and the world.
The members of the Task Force whose names follow devoted many hours of hard work to
the process bringing valuable ideas, insights and commitment to the process. These
recommendations were unanimously approved by the members present at the final meeting
on December 4, 2007.
In forming a strategic plan for the future health and vitality of Catholic schools in the
Diocese of Metuchen, we must respond to the current challenges facing our schools with
faith and determination. The vision that follows broadly articulates what we believe are key
characteristics of strong and vibrant Catholic schools in the 21st century.
The purpose of the strategic plan is to identify goals and strategies to realize this vision at
the diocesan, regional and school level for all Catholic schools in the Diocese of Metuchen.
As a result of successful implementation of the Strategic Plan for the Diocese of Metuchen,
we envision the following for Catholic schools in the Diocese in 2015 and beyond.
A. Observations
1. The Catholic character of the schools was very evident when the consultants visited the
schools.
2. The Diocese of Metuchen has a program for the religious formation of teachers and
administrators according to diocesan policy. Required courses are paid for by the
employer. Participation and achievement of certification are a requirement for contract
renewal.
3. The priests interviewed during school visits were supportive of Catholic schools and
available to celebrate Mass and the Sacrament of Reconciliation for students and
teachers. Many visited the school on a regular basis.
4. Home School Associations have a chairperson for spirituality who works with the
administration to provide opportunities for family faith formation.
5. The NCEA Assessment of Catechesis/Religious Education (ACRE) is administered in
grades 5, 8 and 11. Schools are encouraged to use the results to assess the strengths and
weaknesses of their religious education program.
6. All religion texts are required to be in conformity with the Catechism of the Catholic Church.
3. All parishes in the Diocese will recognize and fulfill their responsibility to
help carry out the ministry of Catholic schools and schools, in turn, will
work closely with parishes in the work of evangelization.
Strategies
3.1 Area clergy will be invited and encouraged to participate in the religious education
and formation as well as the sacramental and spiritual life within the school.
3.2 Pastors will be expected to raise awareness among parishioners of the value of
Catholic schools to the Church, the Diocese and the parishes, to inform parishioners
of the activities of area Catholic schools and to encourage parish families to
consider enrolling their children.
3.3 Each school will identify ways to maintain and strengthen a meaningful connection
with area parishes, especially the home parishes of their students. The Department
of Education will identify and communicate best practices for this effort.
3.4 Schools will actively communicate the invitation and expectation that parents
participate in the faith formation of their children and the life of their parish or
respective faith community.
A. Observations
1. The Diocese of Metuchen uses State of New Jersey Standards, with appropriate
additions for faith-based education, as its uniform curriculum for each subject area.
2. Learning outcomes for each grade level are established, but the depth of understanding
measured varies from school to school.
3. In the 2006-07 school year, 76% of the teachers and administrators in the Diocese were
certified by the State of New Jersey. 97% had appropriate college degrees.
4. The primary standardized test used in the Diocese is the Terra Nova. Students in the
diocesan elementary schools consistently achieve above the national average.
5. 98% of the high school seniors in the Diocese take the SAT exam. Their scores are
higher than the averages for both the State of New Jersey and the United States.
6. Staff development time is mandated by the Diocese. The quality and consistency of an
individual school’s program is left up to that school and varies from school to school.
A. Structure Observations
1. From 2001-02 to 2006-07 Catholic elementary schools in the Diocese of Metuchen
experienced an enrollment decline of 18%. 85% of this loss occurred in the elementary
schools in Middlesex County. Two schools were added during this time period:
Immaculate Conception in Annandale (2001) and St. Bernard (PreK, K) in Bridgewater
(2005).
2. As of September 2007, there are currently thirty-five Catholic elementary schools, two
early childhood centers, two diocesan high schools, one parish high school and two
private high schools operating in the Diocese of Metuchen. Of these elementary schools,
twenty-four are in Middlesex County, eight are in Somerset County, two are in Warren
County and one is in Hunterdon County.
3. The following seven schools closed between 2001-02 and 2006-07:
• Holy Family in Carteret (2002)
• Our Lady of Ostrabrama in South River (2002)
• St. Joseph in Washington (2006)
• St. Peter the Apostle High School in New Brunswick (2007)
• St. Mary in South Amboy (2007)
• Msgr. Everitt Academy in Peapack (2007)
• Corpus Christi in South River (2007)
4. In all except Middlesex County, the elementary school-age population is projected to
decrease slightly from 2010 to 2015 and infant baptisms have been declining in all
except Hunterdon County. Therefore, to maintain the current enrollment, schools will
have to attract a greater portion of the traditional pool of school-age children.
5. Generally, an elementary enrollment of at least 200 students in grades K through 8 is
needed to ensure sufficient funding, resources and educational program variety as well
as affordability for parents and parishes.
6. In Middlesex and Somerset Counties, there are a number of schools in a limited
geographic area. In 2006-07 fourteen of these schools had an enrollment of less than
200 students in grades K through 8.
7. The number of students the school is staffed to serve (capacity) is a key element in
looking at the potential for viability, growth or expansion. In general, as school
enrollment approaches or exceeds 90% of this capacity, the school can be considered
healthy. In 2006-07 seven schools were operating at 90% capacity or better. They were
St. James in Woodbridge, St. Thomas the Apostle in Old Bridge, Our Lady of Mount
Virgin in Middlesex, St. Augustine of Canterbury in Kendall Park, St. Matthias in
Somerset, Immaculate Conception in Somerville and Immaculate Conception in
Annandale. Twelve more were operating at 80% to 90% capacity.
8. The average class size in the elementary schools was 21 students. Based on an average
class size of 25, there were over 2,100 empty seats in fully staffed classrooms.
9. Significant attrition occurs from grade to grade each year. The first grade class of
2001-02 numbered 1,563 students. In 2006-07 the same class, now in sixth grade,
numbered 1,108 students, a decrease of 29%.
Hunterdon County
Immaculate Conception, Annandale
Warren County
St. Mary, Hackettstown
Sts. Philip & James, Phillipsburg
(The possibility of relocating Sts. Philip and James School to a new building located
closer to the areas of population growth should be pursued.)
This recommendation assumes the continuation of The Jesus School and St. Bernard’s
as early childhood centers.
Strategies
1.1 Each school in the Diocese will maintain a strong Catholic identity evident in all
aspects of the program.
1.2 Each school will offer a comprehensive, excellent academic and co-curricular program.
1.3 Each school will monitor its status relative to the Criteria for Viability on a yearly
basis to identify areas of concern and proactively address them as part of the
school’s strategic plan. Schools which have not met the enrollment and financial
criteria will receive particular attention and assistance from the Office of the
Schools to address their long-term viability.
1.4 Particular attention will be given to enhancement of the middle school programs
through the provision of additional academic, athletic and other co-curricular
opportunities.
3. Each high school will effectively utilize the gifts and talents of its board
members to advance the mission of the school.
Strategies
3.1 Bishop George Ahr and Cardinal McCarrick High Schools will fully implement the
board of limited jurisdiction model as described in their current bylaws.
3.2 Immaculata High School will continue to develop its board and its involvement in
planning, finances, marketing, development, etc. The on-going ability of the parish
to support Immaculata High School as a parish high school will be monitored to
enable a timely and smooth transition to a diocesan high school should this be
necessary in the future.
A. Observations
Strong leadership is a critical factor in successful schools. Implementation of the strategic
plan and the future strength of Catholic schools in the Diocese of Metuchen will require
effective and collaborative spiritual, educational and managerial leadership at the diocesan
and local school levels.
1. Currently, elementary school leadership consists of the pastor and a principal.
2. Aside from scheduled diocesan meetings, there is little interaction among elementary
school principals.
3. Competition between schools is intense.
4. Schools are opened and closed based on the pastor’s judgment, rather than the overall
needs of Catholic education in the Diocese.
4. The Office of the Schools will develop and encourage thinking among the
principals which looks beyond their individual school to the broader
concept of Catholic education in the area and the Diocese.
Strategies
4.1 At least once each year at a meeting with all the principals a presentation and
discussion will take place concerning the state of Catholic education in the Diocese
of Metuchen.
4.2 Principals will be invited to participate in discussions with the Office of the Schools
on diocesan policy development and implementation.
4.3 The Office of the Schools will collaborate with area institutions of higher learning
and national organizations to provide ongoing professional development to support
school administrators.
5. The Office of the Schools will provide initial, on-going and consistent
training for all school council members to ensure that they understand and
are prepared to effectively carry out their role and responsibilities.
Strategies
5.1 A standard set of bylaws will be developed, approved and implemented for school
advisory councils and deanery school advisory councils.
5.2 An individual within or responsible to the Office of the Schools will be given
responsibility for directing this effort.
5.3 The Office of the Schools will work with pastors and principals to facilitate the
identification of potential school council members.
A. Observations
1. See Chapter V. Structure and Governance Observations.
2. Pre-K enrollment has increased from 1,679 to 1,785 over the last five years. In most
cases, Pre-K programs are serving as effective feeders into Kindergarten. In 2006-07
only three schools did not have a PreK program: St. Mary of Mt. Virgin and St. Peter the
Apostle in New Brunswick and St. Joseph in North Plainfield.
3. Catholic high school enrollment (grades 9 to 12) declined 1% from 2001-02 to 2006-07.
Retention rates at each of the high schools are 95% or better.
4. Non-Catholic enrollment in the elementary schools of the Diocese increased from 11% to
13% from 2001-02 to 2006-07. In the four parish or diocesan high schools, the
non-Catholic enrollment increased from 6% to 16% over the same period.
5. In 2006-07, there were more than 27,000 children (grades K to 8) enrolled or
participating in a parish religious education program. Children enrolled in the Catholic
schools totaled 9,697 in grades K to 8 for 2006-07.
6. The primary challenges facing the schools in maintaining or building enrollment/market
share include:
• Affordability
• Accessibility/transportation
• Varied perceptions of the quality of Catholic schools
• Lack of focused and effective marketing programs at the regional and local levels
• Intentional reduction of class sizes
• Demographic shifts
• Competition among schools in Somerset and Middlesex Counties for a declining pool
of Catholic students.
7. Marketing and recruitment activities are currently the responsibility of each local school
and vary widely from school to school. In general, they do not always receive the
investment of human and financial resources needed to build and maintain sufficient
enrollment.
8. Marketing and recruitment efforts require a comprehensive approach at both the regional
and local levels. They must focus on developing and projecting a strong public image,
attracting enrollment, and building a broader funding base by cultivating and attracting
new donors for each school and diocesan programs for tuition assistance.
A. Observations
1. The adequacy and condition of school facilities influences the public perception and
marketability of Catholic schools.
2. School buildings in the Diocese of Metuchen are structurally sound and in relatively
good condition.
3. Not all schools have an on-going plan for repairs and improvements to the facility.
4. The newest school in the Diocese, Immaculate Conception School in Annandale, was
built to serve a growing Catholic population in Hunterdon County and was dedicated in
2002. It is unable to accommodate all the students who wish to attend.
2. All schools will provide a safe and secure environment for students.
Strategies
2.1 Entrances to school buildings will be locked and monitored during the school day
and access by unauthorized persons will be restricted.
2.2 All school personnel and volunteers will complete the safe environment training
required by the Diocese.
2.3 Schools will be in compliance with applicable state, municipal and diocesan safety
codes and policies.
A. Observations
1. From 2004-05 to 2005-06, the average elementary school per pupil cost increased $253
while the average tuition collected per student increased only $94.
2. At most schools, non-parishioners are charged a higher tuition than parishioners. This
differential ranges from $250 to $2,100.
3. In 2006-07 1,166 students in grades K though 12 received $5.3 million in need-based
tuition assistance.
4. In 2005-06, income from tuition and fees was 73% of total elementary school income.
Parish subsidy was 15% ($6.9 million) while fundraising and donations averaged 12%.
At the high schools, tuition and fees were 90% of income and fundraising and donations
accounted for 5%.
5. In 2005-06, 9 elementary schools and 3 high schools in the Diocese reported deficits of
$15,000 or more.
6. From 2001-02 to 2005-06, parish offertory income in the Diocese did not keep pace
with inflation, increasing only 4%. During this period, parish offertory income
decreased in over 60% of the parishes sponsoring schools. Some parishes do not
contribute to the support of schools.
7. The majority of schools use a cash basis for accounting and do not accrue for
compensation earned during the school year but paid during July and August.
8. Development efforts are limited at both the elementary and high school levels.
9. Principals and advisory councils are not always involved in the budgeting process.
10. Schools and parishes are required to submit yearly financial reports to the Diocese.
11. According to diocesan policy, parishes without schools are expected to contribute
$800.00 per student to each school their parishioners attend. This practice is difficult to
enforce and often discourages enrollment from and limits marketing efforts in parishes
without schools.
Enrollment
• Enrollment patterns are stable.
• Current enrollment is more than 22 students per classroom.
• There is evidence that the future pool of children is stable and sufficiently large to meet
the enrollment and financial needs of the school.
• The school is actively engaged in recruitment and marketing.
Finances
• The school is maintaining a balanced budget and can reasonably be expected to
maintain a balanced budget for the next three years.
• Per pupil cost is within range of the diocesan average.
• The percent of parish subsidy is not increasing, but rather is stable or declining year to year.
• The school is able to compensate teachers according to the recommended diocesan
salary scale.
• If subsidy is received from the Diocese, it is not increasing, but rather is stable or
declining year to year.
• The parish does not have significant loans from or indebtedness to the Diocese
resulting from parish and school operating shortfalls.
• The parish/school have sufficient resources to implement a tuition assistance plan or
adequate sources of funding for such a plan.
• The school is implementing a successful development plan which annually nets the
equivalent of 15% of the operating budget.
• The school demonstrates an efficient and wise use of revenue in maintaining a quality
educational program.
• Adequate funding is available to maintain facilities in an attractive condition.
• Realistic sources of funding have been identified for capital improvements and major repairs.
Academic Program
• A viable school improvement plan is in place.
• The school is fully accredited by Middle States Association.
• The school offers a complete education program including art, music, foreign
language, physical education and computer education.
• The school has specialized staff and programs in place, as needed, to meet the special
needs of students.
• All teachers have State certification or are working toward it according to diocesan policy.
• All teachers and administrators have a professional and spiritual development plan in
place which is part of a regular supervision and evaluation process.
• Parent involvement in the school is encouraged and evident.
Facility
• The school has a sufficient number of classrooms.
• Sufficient space is provided for programs or special classes including science, music
and art, worship space, library/resource room, cafeteria, gym and playground.
• Environment is safe, secure and in good repair.
• Facilities and grounds are kept attractive and clean.
Leadership
• Administrators are visionary and appropriately qualified in terms of spiritual and
instructional leadership.
• School administration (pastor, director, principal) is cooperative with the diocesan
Office of the Schools and in compliance with diocesan policies and guidelines.
• A school council/board exists and has an active role in decision-making and planning.
• The school has a comprehensive, written, 3-5 year strategic plan which is being
implemented and regularly updated.
• School leadership is committed to and actively involved in development efforts.
SOMERSET COUNTY
• County Seat Deanery • Somerset Hills Deanery
− Holy Family, Bound Brook − St. James, Basking Ridge
− Christ the King, Manville − School of St. Elizabeth, Bernardsville
− St. Matthias, Somerset − St. Ann, Raritan
− Immaculate Conception, Somerville − St. Bernard, Bridgewater
WARREN COUNTY
• Morris Canal Deanery
Council A* Council B**
- St. Mary, Hackettstown - Sts. Phillip & James, Phillipsburg
HUNTERDON COUNTY
• Round Valley Deanery
− Immaculate Conception, Annandale
− The Jesus School, Lambertville
* Includes parishes of: St. Ann-Hampton, St. Jude-Blairstown, Sts. Peter & Paul-Great Meadows,
St. Theodore-Port Murray, Assumption-Hackettstown.
**Includes parishes of Annunciation-Bloomsbury, St. Edward the Confessor-Milford, St. Mary-
Alpha, St. Patrick-Belvidere, St. Rose of Lima-Oxford, St. Phillip & St. James-Phillipsburg.
APPENDIX C
Parishes and their Respective Deaneries