2023-2027
OUR PATHWAY TO THE FUTURE STRATEGIC PLAN
CHEERS TO OUR WELL PLANNED FUTURE
Thoughtful planning is in the DNA of De La Salle High School. Our tradition of excellence is the result of intentional effort. We routinely take stock of where we are and where we need to be in order to advance our mission and serve our young men in the most effective ways possible. The output is a Strategic Plan that defines and charts De La Salle’s strategic priorities to navigate the path ahead.
Work on this Strategic Plan began in March 2022. It started with a visioning exercise with the Board of Trustees which, in turn, led to a community-wide effort to listen and discern the signs of the times and consider how to best respond to the future.
Our approach to strategic planning is collaboratively based. We actively involve current families, faculty and staff, alumni, and students – each of whom has a personal stake in the strategic positioning and direction of De La Salle. While inwardly grounded, the plan outlined herein is outwardly focused to help us deepen how we form Men of Faith, Integrity, and Scholarship.
This process has served as a powerful means to realize our mission in light of emerging challenges and opportunities. The fruit of that process is a plan that is a pathway for our shared future. Built on tradition and connected to the world, it represents the vision for how we will serve and love the young men entrusted to our care.
SHARED VALUES | ORGANIZATIONAL EXCELLENCE | STU
How did we get here?
The thoughtful input and and suggested direction of community members is reflected in the goals and objectives on the following pages. We thank all of those who particiapted in developing this plan, especially our Strategic Plan Task Force members: Deb Jansen, Chair, AP ‘07, ‘09; Steve Abreu ‘83; Dr. Elizabeth Berkes AP ‘23; Dr. Michael Daniels; Jon Deane; David Holquin; Maurice Jones-Drew ‘03; Corey Kelly; Esther Lopez; Jessica Mix CHS ‘99; and Damon Wiley ‘16.
DENT SUCCESS | QUALITY EDUCATORS | ENGAGEMENT
3 Community Surveys
535 Survey Responses
11 Strategic Plan Task Force Members
4 Faculty & Staff Sessions
52 Consultant Interviews
515 Hours of work
STRATEGIC PRIORITY
Promote our Lasallian Catholic Mission and Shared Values 1
GOAL
Advance and fully integrate its distinctive Lasallian Catholic heritage throughout campus life.
OBJECTIVES
> Provide comprehensive Lasallian formation for students, staff, coaches, and parents.
> Develop a culture of welcome, hospitality, and love to cultivate a community of belonging.
> Build and enhance programming that fully integrates the Lasallian charism, Integral Student Outcomes, and celebrates the profound witness of the lives and legacy of the Lasallian Christian Brothers.
Articulate our school’s values throughout the
well.
La Salle
Take care that your school runs
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STRATEGIC PRIORITY
Advance Organizational Excellence
GOAL
Champion an operational culture in which all people and programs strive for excellence.
OBJECTIVES
> Create distinctive programs that enrich the student learning experience.
> Develop a comprehensive, strategic enrollment plan that engages the entire community to expand and strengthen the admission funnel.
> Design systematic evaluation tools that measure student success, program effectiveness, and community engagement.
Communicate the fullness of the De La Salle High School story, leverage the school’s brand, and share the life-long journey of students.
Implement environmentally sustainable practices that promote care for the earth and all people.
Produce a Campus Master Plan, with a transparent and intentional priority schedule, that benefits student learning, support, and cocurricular activities.
Deepen the partnership between Carondelet High School in the areas that enhance student and staff success.
2
Take even more care of the education of the young people entrusted to you than if they were the children of a king.
De La Salle
STRATEGIC PRIORITY Champion Student Success 3
GOAL
Develop a premier student learning environment based on continuous improvement and sustained success.
OBJECTIVES
> Enhance our academic and co-curricular programs to nurture students’ personal growth, instill a love for learning, and strengthen the Spartan brotherhood.
> Form men of faith who are brothers to all through programs that empower servant leadership, foster a culture of justice, and expand connections with alumni and the community.
Continuously improve curriculum, support services, and co-curriculars to prepare students to thrive in an increasingly dynamic world. Empower each young man to fully engage in his educational journey and maximize the available opportunities and school resources.
De La Salle
Inspire and lead others by encouraging them.
STRATEGIC PRIORITY: Attract and Retain Qualified Lasallian Educators 4
GOAL
Become the school of choice for talented, highperforming educators who ignite the Lasallian mission.
OBJECTIVES
> Assure staff salaries and benefits consistently meet benchmark among comparable Catholic Bay Area schools, and that our school culture promotes wellness and our mission and values.
> Hire talented mission-anchored faculty, staff, and coaches who establish strong personal relationships, nurture academic rigor and student success, and collaborate effectively within and across departments.
Cultivate an environment that stimulates a dynamic professional exchange and builds meaningful time for professional development.
Young people need good teachers, like visible angels.
De La Salle
God expects you to touch hearts.
De La Salle
STRATEGIC PRIORITY Foster our Culture of Philanthropy 5
GOAL
Strengthen and deepen its philanthropic engagement across constituents to facilitate long-term growth and to address
OBJECTIVES
> Establish a compelling case for support that captivates constituents, inspires their investment, and highlights the broad programs of De La Salle.
> Expand constituent engagement and increase philanthropic participation of students, alumni, parents, grandparents, foundations, and other
VISION STATEMENT
Be a global leader in Lasallian Catholic education, inspiring young men to embrace spiritual growth, life-long learning, and servant leadership.
