1. Budget Decisions in Difficult Times William T. Rebore, Ph.D. Saint Louis University

2. There are many issues that could precipitate a financial crisis if not recognized and prepared for in advance. Some of the most prominent include: Flat state funding. Despite recent surges in tax receipts, officials in many states “remain concerned Stagnant or falling property taxes. The slowdown in the housing market could have ramifications Rising pension and healthcare costs. Health care costs for current and former employees now Escalating fuel costs. A confluence of factors may conspire to increase fuel prices.

3. Mission (Core Values) Market Trends Program Costs Marketing

4. Service: “A service is any act or performance that one party can offer to another that is essentially intangible and does not result in the ownership of anything. Its production may or may not be tied to a physical product.” (Kotler, 2003, p.444) Education fits the following service requirements: it is people- based, it requires the client to be present, and it meets a personal need. (Kotler)

5. Mission Organization To solve unsolved problems innovatively A collaborative learning community guided by a relentless focus to ensure each student achieves maximum growth To give unlimited opportunity to women To preserve and improve human life To give ordinary folk the chance to buy the same things as rich people To make people happy 3M Hazelwood School District Mary Kay Cosmetics Merck Wal-Mart Walt Disney

6. Mission Core Values We will provide a quality education for all students and enable them to realize their full intellectual potential All students will have the knowledge, skills, abilities and attitudes to become productive citizens and lifelong learners in a changing global society. The School District strives to develop in all its children the strength of character, the skills, the knowledge and the wisdom necessary to build creative, productive lives and to contribute to a global society. Realize Full Intellectual Potential. Productive Citizens and Lifelong Learners. To Build Creative, Productive Lives.

7. Q3 Important Q1 Critical Q4 Less Important Q2 Very Important Mission Program Costs

8. S3 Important S1 Critical S4 Less Important S2 Very Important Internal Competencies Market Trends

9. Q3 Important Q1 Critical Q4 Less Important Q2 Very Important S3 Important S1 Critical S4 Less Important S2 Very Important Mission Program Costs Internal Competencies Market Trends

10. Q 1Q 2Q 3Q 4 Sector 1Drives the School Reassess Operating Model Consider Overall Focus Assess Commitment to Prioritization Sector 2Requires External View Defines the School Plan Exit Strategy Reconsider Resource Deployment Sector 3Requires Investment Invest in Competencies Provides Resources Tighten Implementatio n of Priorities Sector 4Requires Change Reassess the Mission Plan Resource Deployment Drains Resources

11. External Threats (vouchers, private schools, etc.) Government Expectations Public (Parental) Expectations Influence Legislation Image Building Obtaining Resources

12. Understand your school’s setting and client needs and wants Design a school- driven marketing strategy that involves all related persons Construct a program that delivers premium value Build meaningful relationships and create client happiness Capture value from clients to enhance client loyalty Define your BusinessDefine your Clients Define your Plan= Sustained Client Loyalty

13. Map your bus routes Know the ethnicity of your marketplace Socio-economic back drop The businesses The major employers Civic groups Gauge their expectations

14.  Strategic Financial Analysis for Higher Education, Sixth Edition. Prager, Sealy & Co. LLC., 2005.  Hardy III, Samuel B, “Marketing Plan for Public Schools” Augusta State University, 2007.