2021-2026 Strategic Plan

Living our Legacy learning from our past to build our future

strategic plan for 2021-2026

strategic plan for 2021-2026

academics

&

technology • • •

strategic goal

strategic goal

strategic goal

CBHS will sustain an academically rigorous, differentiated, and comprehensive curriculum to support and challenge a wide range of diverse learners while utilizing current and emerging technologies that develop their skills, promote their emotional development, and prepare them for success beyond high school.

CBHS will attract, nurture, and retain a highly skilled and diverse faculty and staff.

Increase student engagement and personal ownership of their education across all grade and academic levels.

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objective 1 - Develop and communicate clear

objective 1 - Develop a consistent system for curriculum mapping within and across

expectations for teachers that emphasize proven

departments, including integrated test preparation and real-world experiences.

pedagogical practices.

objective 2 - Explore opportunities for non-traditional learning within and beyond the

•

objective 2 - Develop and implement professional

regular school day.

development inclusive of curriculum design and ongoing

objective 3 - Evaluate effectiveness of current classroom technologies and

teaching methods.

applications.

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objective 1 - Develop and communicate school-wide expectations of academic excellence.

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objective 2 - Explore opportunities for parent orientation and education relative to student engagement.

&

advancement

communications

strategic goal CBHS will educate and engage its broader community to transform the philanthropic culture and generate the necessary support to invest in the strategic goals of the school and its Lasallian charism.

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objective 1 - Develop a comprehensive advancement plan that follows the lifespan of the community member to increase engagement and support.

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objective 2 - Improve communication and transparency with stakeholders to educate them about the state and needs of CBHS, its fundraising campaigns, and the use of funds.

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objective 3 - Build and maintain a robust advancement and communications staff with adequate resources to accomplish goals.

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objective 4 - Develop a plan for engagement of the Board and committees to help with the successful execution of strategic goals.

&

enrollment

strategic goal

marketing

CBHS will attract and retain students from diverse backgrounds to achieve and maintain optimal enrollment, thereby building an inclusive community to which parents and students aspire to belong. CBHS will be the school of choice for families wanting a transformational educational experience aligned with the Lasallian tradition.

•

•

objective 1 - Strengthen partnerships with

•

the Catholic community via local parishes, Parish

community. Share the Brotherhood message,

Religious Education (PRE) programs, and youth

what truly differentiates CBHS from other schools,

groups.

incorporating its Lasallian commitment to diversity

objective 2 - Reassess adding a middle school, its

and inclusivity.

benefit to CBHS enrollment and Catholic education

•

in Memphis.

• •

objective 5 - Reintroduce CBHS to the broader

objective 3 - Develop plan for the recruitment of

objective 6 - Promote accessibility of a Lasallian education by increasing financial aid offered.

•

objective 7 - Determine value proposition of a

students at an earlier age.

CBHS education and increase marketing budget to

objective 4 - Participate in non-recruitment

adequately convey this proposition via advanced

events in the community with both traditional and

targeting throughout the region.

non-traditional partner schools, offering alumni and staff support and expertise.

strategic goal CBHS will invest in its facilities and technologies to adapt to changing educational needs while preserving the school’s heritage and Lasallian tradition.

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objective 1 - Assess campus appearance and develop plan for increased campus-wide curb appeal.

facilities

&

tech infrastructure

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objective 2 - Update the engineering facility report of the Plant Fund every 3 to 5 years.

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objective 3 - Assess annually the evolving classroom configuration to ensure success in the education of CBHS students.

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objective 4 - Evaluate annually the technology infrastructure, keeping in mind the needs and benefits of a unified system.

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objective 5 - Implement best practices identified to improve the school’s methods for educating students.

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objective 6 - Define needs and develop a plan to improve campus security.

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finance

governance

strategic goal

strategic goal

CBHS will strengthen and guide our fiscal operation and position in cooperation with all areas of the CBHS community to ensure the ongoing sustainability of the school to meet the short- and long-term needs of our changing demographic, economic, and social conditions.

CBHS will provide the sustainable support necessary to ensure there is qualified, stable, diverse, and cohesive school leadership that can advance the Lasallian mission and vision of the organization while evolving to meet the changing needs of its community within the scope of its jurisdiction.

objective 1 - Develop tuition structure and financial aid model to ensure CBHS

•

objective 1 - Formulate a succession plan for hiring a President.

remains affordable at all levels of income while still meeting operational and

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objective 2 - Create and implement a policy of how all Governance positions

programming needs of the school.

•

objective 2 - Develop criteria for a prudent and efficient financial aid award

(Board, President, etc.) will complete formal Lasallian formation.

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process and monitor recipients.

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objective 3 - Improve communication, reporting, and collaboration with marketing, admissions, advancement, and administration.

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objective 4 - Prioritize, adapt, and monitor fund allocation through budgeting.

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objective 5 - Explore alternate revenue streams to attract enrollment and enhance the school’s fiscal position.

objective 3 - Create and implement an onboarding process for all new Directors.

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objective 4 - Formalize a plan for identifying and recruiting Board members and non-Board committee members.

lasallian identity

strategic goal

CBHS will be recognized for its Lasallian identity in the greater Memphis community and will invigorate our shared Lasallian identity within the CBHS community.

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objective 1 - Educate and vigorously strengthen our Lasallian identity to students, faculty, staff, parents, alumni, families, and Board members.

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objective 2 - Build a culture that includes transformational and reflective service experiences.

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objective 3 - Promote external formal Lasallian formation opportunities for faculty and staff.

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objective 4 - Educate through marketing to the greater Memphis community what it means to be Lasallian.

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objective 5 - Communicate and emphasize principles of Lasallian charism as an expectation of continued employment.

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objective 6 - Provide more intentional Lasallian formation to our faculty, staff, and parents so that they are better equipped to minister to our students.

strategic goal CBHS will develop a structured co-curricular program that empowers faculty and staff to prepare all students to navigate life confidently and resiliently in high school, college, and beyond through advisory, activities, clubs, arts, and service that emphasizes moral development.

STUDENT LIFE

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objective 1 - Create a formal advisor and moderator training program.

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objective 2 - Develop a system to track all student engagement.

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objective 3 - Provide opportunities and pathways for all students— especially those of non-traditional backgrounds—to feel connected and to build community.

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objective 4 - Enhance support services for students in partnership with CBHS counselors.

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objective 5 - Identify a dedicated time for clubs to meet regularly.

strategic planning task force

our mission

Thank you to all who participated in our strategic planning process, lending your time, energy, and expertise for the advancement of Christian Brothers High School.

Johnny Allen Shellie Allen Didier Aur ‘79 Chris Autry Claire Barnett Jeff Blancett, PhD Elizabeth Boone Jamie Brummer, PhD Christopher Bunkley ‘10 Ricky Bursi ‘78 James Callicott, EdD Dorian Canales ‘16 Webster Cannon Nora Capwell Bubba Cash ‘86 Brother Pat Conway, FSC, EdD David Cook ‘69 Ken Coward Rob Currey ‘10 Marcello Donato ‘94 Nick Dwyer ‘00 Jamie Elkington Brother Mark Engelmeyer, FSC Meredith Marr Fernandez Michael Franks ‘04 Patricia Freire Jake Garbuzinski ‘10 Anne Gardino Matt Garibaldi ‘99 Alan Gates John Goode ‘07

David Herig Janet Hill, PhD Tom Hood Shawn Kelly ‘86 Mike Kelly ‘84 Amir Khouzam ‘21 Nadim Khouzam ‘21 Nadine King, PhD Ashley Kreitz Nancy Lanigan Dawn Lewis Brad Luckett ‘08 Jonathan Lyons ‘93 John Maness Jennifer McConnell Thomas McDaniel Matt McDonald ‘85 David McDonnell ‘83 James McIngvale ‘93 Judge Camille McMullen Jared Montegut Will Moore Tim Moran ‘82 Shawn Morgan Dan Mulrooney, MD Austen Myers ‘10 Patty Neuhoff Lindsey and Tim Neuman Teddi Niedzwiedz Phillip Norton ‘90 Chris Nunn Adam Pankewycz

Dustin Perry ‘06 Steve Phelan ‘84 Ray Pohlman ‘66 Mike Pohlman ‘75 Brother David Poos, FSC Joey Preston Carrie Roberts Dan Robinson ‘78 Lauren Robinson Cynthia Saatkamp Jason Schedler Patty Scully Curt Soefker ‘89 Gary Stavrum ‘84 Natasha and Bill Sublette ‘89 Eugene Tarjan Linda Tharp, OD Katie Thiemann J. Clay Tidwell, Jr. ‘96 Cathlyn Tsirgiotis Frank Uhlhorn ‘70 Dana Vaughn Lori and Brian Vincent Lauren Volpe Tim Walsh ‘79 Frank White, MD ‘63 Justin Whitmer, EdD Tom Williams ‘78 Jeff Wills ‘85 Dan Wilson ‘84 Will Zoccola ‘77

Christian Brothers High School’s Strategic Plan for 2021-2026 was facilitated by Bob Tift of Partners in Mission.

The mission of Christian Brothers High School is to provide young men a college-preparatory education in the Catholic and Lasallian traditions. Thus, we welcome, encourage, and support religious, ethnic, and economic diversity; and we acknowledge the importance of service to the poor as we prepare students to become responsible adults in the global community.

our vision •

CBHS will build upon its 150-year Lasallian tradition of transforming lives by committing to excellence in teaching, instilling a love of learning, fostering ongoing moral development, and embracing innovative technology in an everchanging world.

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Decisions must be guided by a moral compass that is instilled on a day-to-day basis in our classrooms.

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The world will continue to develop technologically, and technical skills will be a basic requirement in every field.

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Globalization will continue and will require knowledge of cultures and languages, social problems, history, and geography.

@CBHSMemphis www.CBHS.org