Carrollton's Strategic Plan - Leading with Heart 2024-2020

C A R R O L LT O N S C H O O L O F T H E S A C R E D H E A R T S T R AT E G I C P L A N

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Carrollton School of the Sacred Heart Strategic Plan

Table of Contents 03

Letter from Leadership

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Vision Statement

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Overview

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Pillar I: Purpose

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Pillar II: People

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Pillar III: Program

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Pillar IV: Potential

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Next Steps

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Carrollton School of the Sacred Heart Strategic Plan

Letter from Leadership

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ince 1961, Carrollton School of the Sacred Heart has been unwavering in its commitment to its Catholic and Sacred Heart mission. As the School of Christ’s Heart in Miami, we strive to enhance the legacy that has been passed on to us from St. Madeleine Sophie Barat, the foundress of the Society of the Sacred Heart, and generations of Religious of the Sacred Heart who have preceded us. Initiated by the Board of Trustees and Leadership Team, the Strategic Plan: Leading with Heart 2024-2029 envisions a future that sustains Carrollton’s stature as a leader in the Catholic and independent school communities while reinvigorating our mission and continuing to champion its remarkable tradition.

Connecting Carrollton’s exemplary past with a brilliant future, and our accomplishments to our potential, this ambitious Strategic Plan establishes priorities and proposes initiatives for the next five years.

To ensure that the Strategic Plan can be owned and implemented by every member of the Carrollton community, all of the school’s constituencies took part in the development of these objectives and strategic initiatives.

Carrollton established a Strategic Planning Committee made up of members of the Board of Trustees, alumnae, current parents, parents of alumnae, faculty members, staff, and administrators. This dedicated Committee met regularly over a nine-month period to engage in research and evaluation of internal and external factors that could affect Carrollton. Furthermore, the Committee devised research materials to bolster the factors and crafted instruments for collecting data from the entire school community. As part of that process, an initial electronic survey was completed by over 1,400 members of the Carrollton community, including students (Grades 6-12), alumnae, members of the Board of Trustees, current parents, parents of alumnae, faculty, staff, and the administration. Out of these surveys emerged four Pillars that would guide our discussions as we planned for the future.

Working in tandem with a Strategic Planning consultant, Carrollton hosted a Strategic Planning Visioning Day on Saturday, October 14, 2023. Over 230 members of the community gathered to help develop a Vision Statement and Strategies.

Using sociological, technological, economic, environmental, and other external factors, feedback from the community surveys, and the work of the community members on Visioning Day, the Strategic Planning Committee developed strategies that will serve to address each of the four Pillars identified.

The Board of Trustees then unanimously voted to support the Strategic Plan’s Pillars and Strategies in late 2023. Subsequently, members of the faculty, staff, and administration gathered to draft initiatives that would operationalize each strategy in relevant and practical ways.

Members of the administration team then worked in individual pillar and strategy work groups to evaluate and refine the proposed initiatives to support the strategies.

The Strategic Plan seeks to advance a vibrant, sustainable, mission-driven institution and continue to build upon what Carrollton School of the Sacred Heart does best: provide a rigorous and balanced educational experience in the context of a caring, compassionate, and faith-filled community.

We are profoundly grateful to all those who had a hand in developing the Strategic Plan and to those who will implement it, including Carrollton’s outstanding faculty, staff, students, parents, alumnae, past parents, Trustees, and administration. They said “Yes!” to the invitation to guide Carrollton into our future. We know that we will continue to count on all members of our Carrollton family to make the dreams articulated in this plan a reality.

God Bless,

Heather Gillingham-Rivas ’94, Head of School

Patrick J. Coyle, President

Angel V. Gallinal P’15 Chair, Board of Trustees

Leading with Heart 2024-2029 is dedicated to the memory of Raphael Maria Bastian SH’83, P’16, ’18 who worked tirelessly as Carrollton’s Board Chair to develop and launch this plan.

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Carrollton School of the Sacred Heart Strategic Plan

Vision Statement CARROLLTON SCHOOL OF THE SACRED HEART IN 2029: A thriving community of faith, educational excellence, and innovation, equipping women of purpose to be visionary leaders and compassionate agents of change.

At Visioning Day, the Carrollton community collaboratively developed a vision statement that will guide our Strategic Plan for the next five years.

The Vision Statement articulates our aspirations for Carrollton School of the Sacred Heart for the next five years.

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Pillars I: PURPOSE By 2029, Carrollton is distinguished by its Catholic and Sacred Heart identity, core values, mission, and history.

II: PEOPLE By 2029, Carrollton is an accessible, diverse, and inclusive community rooted in wellness and belonging.

III: PROGRAM By 2029, Carrollton is a beacon of excellence in preparing future-ready young women as global leaders.

IV: POTENTIAL By 2029, Carrollton exemplifies the best of holistic, innovative, and faith-based education for girls.

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Carrollton School of the Sacred Heart Strategic Plan

Overview To support Carrollton’s plan, the Strategic Planning Committee, the respondents to the Strategic Planning survey, the Visioning Day participants, and the school’s faculty and staff developed the framework for four Pillars that the plan will address.

The Strategic Planning Committee developed the Pillars and the Strategies that will support the Pillars.

Some of the Strategies and supporting initiatives will be spaced over a fiveyear schedule and will have capital costs. Other Strategies and Supporting Initiatives are already in motion.

The Plan identified the approximate and appropriate timeframe for each Strategic Pillar and associated initiatives.

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PILLAR I:

Purpose

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Carrollton School of the Sacred Heart Strategic Plan

Pillar I: Purpose By 2029, Carrollton is distinguished by its Catholic and Sacred Heart identity, core values, mission, and history.

Pillar I is about why we are here, what we stand for, and what is necessary to carry on Saint Madeleine Sophie Barat’s vision for Sacred Heart Education.

Our Catholic, Sacred Heart and Independent identity is core to our mission and our founding. This Pillar will enforce who we are and how to continue meeting and exceeding the standards of a proud Sacred Heart school guided by the Goals and Criteria, our Catholic identity and our calling to form confident and courageous young women who go out and make positive change in the world.

S T R AT E G Y 1 : Expand Carrollton’s success in demonstrating our commitment to our Catholic identity, Sacred Heart Values, and supporting a global Sisterhood of students, alumnae, and families.

Supporting Initiatives: •

Implement an ongoing plan for educating all members of the community to the charism, mission and heritage of the Society of the Sacred Heart and Catholic Church.

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Evaluate, design and communicate the ways in which we add value to our greater Sacred Heart Network and mission.

S T R AT E G Y 2 : Establish Carrollton as a dynamic thought leader in setting new standards of excellence in a Sacred Heart education grounded in the Goals and Criteria.

Supporting Initiatives: •

Ensure our educators utilize best practices and standards of excellence in holistic girls education.

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Engage students in the exploration of the Sacred Heart Goals and Criteria.

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Evaluate and expand curricular offerings that align with best in class standards.

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S T R AT E G Y 3 : Become a leader in service, presence, and compassionate social action.

Supporting Initiatives: •

Design and implement a comprehensive service learning program through which students can make a lasting impact on creating positive change in the world.

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Implement an inclusive service program which promotes direct service, advocacy, outreach and partnerships to work for justice and peace.

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Continue to invest in our Community Relations programming, staffing, and financial resources.

S T R AT E G Y 4 : Build awareness of the lifetime value of a Sacred Heart education.

Supporting Initiatives: •

Systematize the way we connect to the Carrollton community: past, present, and future.

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Reimagine how we educate and monitor graduating seniors and recent alumnae participation in the Carrollton Alumnae Association and the Associated Alumnae & Alumni of the Sacred Heart (AASH).

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Carrollton School of the Sacred Heart Strategic Plan

PILLAR II:

People

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Carrollton School of the Sacred Heart Strategic Plan

Pillar II: People By 2029, Carrollton is an accessible, diverse, and inclusive community rooted in wellness and belonging.

Pillar II is, at its core, about ensuring that Carrollton is represented by students, faculty, and staff from all walks of life. The Sacred Heart Goals and Criteria prioritize our different and diverse ways of thinking and perspective, while remaining committed to our mission and vision. Pillar II will call on all of us at Carrollton

to expand our local and global lens and strive to build programs and opportunities to ensure qualified students are able to obtain a Carrollton experience regardless of socioeconomic situation. Additionally, this pillar not only reflects our core values but also serves as a guiding beacon for our initiatives, policies, and practices, ensuring that every decision and action contributes to a more welcoming, healthy, and holistic educational experience for all.

S T R AT E G Y 1 : Increase and nurture Carrollton’s socio-economic, racial, and cultural diversity to better reflect that of the broader Miami area.

Supporting Initiatives: •

Expand admissions outreach to increase diversity.

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Ensure the admissions process is equitable and accessible.

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Ensure that educator recruitment practices seek to increase racial, ethnic and cultural diversity.

S T R AT E G Y 2 : Build an inclusive learning environment that supports each student’s growth, confidence, healthy risk-taking, and resilience.

Supporting Initiatives: •

Design and implement a learning advocacy program to support our students’ diverse needs.

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Create new and expand current professional development opportunities for faculty and staff, focused on best practices, to support learning differences and social-emotional needs.

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Invest in personnel and programs to support the learning needs of our current and future student populations.

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S T R AT E G Y 3 : Enhance and expand Carrollton’s support system to address the social-emotional needs of today’s learners, educators, and families.

Supporting Initiatives: •

Expand our health and wellness offerings for students, parents and educators.

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Evaluate and enhance our human resources specifically in the areas of learning specialists and social-emotional counselors, to address the needs of the whole child.

S T R AT E G Y 4 : Strengthen interpersonal connections to achieve a greater sense of inclusion and belonging.

Supporting Initiatives: •

Align cross-constituency mentoring initiatives to create and foster a culture of mentorship.

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Expand, communicate, and increase access for parent volunteering opportunities.

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Evaluate and reimagine student programs that promote kindness and empathy.

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PILLAR III:

Program

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Carrollton School of the Sacred Heart Strategic Plan

Pillar III: Program By 2029, Carrollton is a beacon of excellence in To ensure success, Carrollton must evaluate current preparing future-ready young women as global program offerings, facilities, and resources to continue to reach for excellence. This Pillar will encourage Carrollton leaders.

Pillar III calls on us to continue to build on a historically excellent educational program and curriculum to ensure our graduates become global leaders.

to strive for excellence in all arenas; in the classroom, laboratories, athletic field and courts, and in the arts.

S T R AT E G Y 1 : Re-imagine programmatic excellence to increase each student’s ability to live a life of purpose and impact.

Supporting Initiatives: •

Expand and enhance student enrichment offerings to promote a social awareness which impels action.

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Expand arts and athletic programming to enhance the fostering of creativity, teamwork and well being.

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Reimagine the student schedule that maintains focus on academic rigor while incorporating balance for teachers and students.

S T R AT E G Y 2 : Implement a vertically aligned academic scope and sequence from Montessori through Grade 12.

Supporting Initiatives: •

Develop and formalize a 6-year curriculum review cycle for each subject area (Montessori - Grade 12).

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Design and implement interdisciplinary connections.

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Elevate teaching and learning by assessing and implementing emerging trends, pedagogies, and innovative curriculum.

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S T R AT E G Y 3 : Cultivate and equip a team of exceptional educators with access to world class professional development.

Supporting Initiatives: •

Develop a subject-specific system of professional development through which educators can choose from dynamic forms of professional development.

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Grow a professional development program that is based on the most current mind and brain research.

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Explore department-related endowments.

S T R AT E G Y 4 : Fully develop each student’s learning potential, intellectual curiosity, and independent thinking with innovative instruction and academic support.

Supporting Initiatives: •

Develop, implement and fund a learning advocacy program that supports student learning needs from Montessori - Grade 12.

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Develop advisory groups in the Upper School to enhance students’ academic trajectory.

S T R AT E G Y 5 : Earn recognition as a leader in girls’ STEAM education.

Supporting Initiatives: •

Invest and expand in STEAM initiatives for national recognition through competitions and national level programs.

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Support flexible educators’ schedules to prioritize STEAM programming.

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Identify opportunities to expand facility use to enhance STEAM offerings.

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Carrollton School of the Sacred Heart Strategic Plan

PILLAR IV:

Potential

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Carrollton School of the Sacred Heart Strategic Plan

Pillar IV: Potential By 2029, Carrollton exemplifies the best of holistic, innovative, and faith-based education for girls.

Pillar IV seeks to maximize Carrollton’s potential as a Catholic, Independent, Sacred Heart School and advance the school beyond its current offerings.

Building off the school’s foundation and history,

S T R AT E G Y 1 : Retain and attract a diverse, high-caliber, missionaligned faculty with competitive, clear, and equitable compensation and benefits.

Supporting Initiatives: •

Expand our current compensation and benefits packages to remain competitive in the marketplace.

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Build wellness goals into workload distribution to promote a healthy work-life balance.

S T R AT E G Y 2 : Re-envision and enhance facilities to empower future-focused STEAM program excellence.

Supporting Initiatives: •

Develop and innovate spaces to enhance teaching and learning.

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Evaluate, enhance, and renovate current STEAM-focused spaces.

Carrollton School of the Sacred Heart will preserve the spirit of those who came before us by exploring ways to excel in all things encompassing Pillars I, II, and III. We will create a culture of philanthropy and investment in Carrollton to ensure Carrollton remains guided by the Goals and Criteria while exploring new educational and programmatic possibilities that will feature Carrollton as a beacon for holistic and faithbased education.

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S T R AT E G Y 3 : Inspire stakeholders to place Carrollton as a top philanthropic priority.

Supporting Initiatives: •

Create responsible transparency surrounding Carrollton’s finances and philanthropy.

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Execute a well-developed capital campaign to raise funds to address our school’s priorities and future: °

A dynamic endowment that supports educator excellence and student programming.

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Compensation and benefits for educator excellence.

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Campus beautification and facility maintenance.

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Optimize use of current athletics fields and consider alternative spaces for athletic competition.

S T R AT E G Y 4 : Explore and implement mission-appropriate ways to expand Carrollton’s reach beyond its current footprint.

Supporting Initiatives: •

Create and implement a centralized, integrated 5-year marketing communications plan.

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Continue to explore possibilities of the use of the Woodbine property for the Carrollton community.

S T R AT E G Y 5 : Establish new and innovative academic, alumnae, community, corporate, and professional partnerships.

Supporting Initiatives: •

Expand our partnerships to include a focus on life skills and experiential learning like our internship/externship program for students.

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Create a long-term systematic approach to engage with cultural, artistic, and community support organizations.

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Expand our business vendor relationships to create corporate sponsorship opportunities.

Carrollton School of the Sacred Heart Strategic Plan

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Next Steps Carrollton’s Strategic Plan: Leading with Heart 20242029 is an ambitious roadmap for our school’s future.

The plan calls for human, programmatic, and financial capital commitments that will involve everyone of Carrollton’s constituencies.

Our promise is that we will be transparent with current and future states of the Strategic Plan and all that will be involved in our strategic roadmap. Carrollton will provide an annual update on where we stand as it relates to pillar goals, incorporated strategies, and the supporting initiatives.

Some of this work has already begun. As we plan for the next five years, we will develop a robust schedule as it relates to the strategies and the supporting initiatives.

Some of the initiatives will require capital needs that will be accomplished through the development and implementation of a capital campaign.

Additionally, to fund the capital commitments, the school will strategize on programs and plans to develop philanthropic avenues to support all of the Strategic Plan’s initiatives.

This plan is all of ours, a completely collaborative and owned plan by all of us in the Carrollton community.

We look forward to updating you on our progress and plans as we work together to advance Carrollton School of the Sacred Heart.

20242029 C A R R O L LT O N S C H O O L O F T H E S A C R E D H E A R T S T R AT E G I C P L A N