Strategic Priorities 2022-2025

Dear Dons Family,

I am pleased to present the Strategic Plan that will guide Cathedral Catholic High School for its next three years, 20222025. My sincere thanks to all those on our leadership team whose time, research, creativity, input, wisdom and hard work brought this plan to fruition.

Some might argue that society’s increasing secularization poses significant challenges to Catholic education. However, events over the past two years (the pandemic to be sure, but also the flawed political, societal and human responses to it) make an equally compelling case that God and Christian precepts are more relevant and vital to education than ever before. Many who experienced the past two years of failed “solutions” to the world’s problems long for, and recognize as even more precious, an education model focused not only on intellectual development and excellence but also firmly grounded in faith, love, morality, compassion, freedom, discipline and other traditional Christian values.

In this pivotal time, Cathedral Catholic’s Strategic Plan will help protect, sustain and enhance the school’s unsurpassed academic reputation, its financial health and its quality instruction focused on the intellectual, moral and spiritual formation of its students.

Generations of Dons have confirmed that attending Cathedral Catholic has had a profound, permanent and positive impact on their lives. Cathedral Catholic High School does not take its 83-year legacy in San Diego for granted, and it will, through open inquiry, prudent stewardship and sound governance, ensure that its rich legacy continues for years to come.

Roll Dons, Kevin J. Calkins, Ph.D. President

Table of Contents

Background

Just before the coronavirus hit the U.S. in March 2020, Cathedral Catholic, its leaders and stakeholders completed a year-long comprehensive self-study. The study focused on five areas, specifically the school’s (1) Catholic identity, (2) organizational efficacy, (3) curriculum and instruction, (4) support to students and (5) stewardship. The self-study was connected to the school’s re-accreditation process with the Western Association of Schools and Colleges/Western Catholic Educational Association (WASC/WCEA) which renewed Cathedral Catholic High School’s accreditation for another six-year term, until June 2026.

With the pandemic now sufficiently controlled for schools to regain some semblance of normalcy, Cathedral Catholic has used its self-study results, together with the National Standards and Benchmarks for Effective Catholic Elementary and Secondary Schools (NSBECS) (2012), to create its three-year Strategic Plan, “This is Our House.” We are implementing the plan not because it is required, but as a best practice to further ensure continuation of the school’s record of excellence. Thoughtful planning is essential to a strong future, and the plan outlines a path forward for the school administration, faculty, students and broader Cathedral Catholic community.

Context

We live in uncertain times. The COVID-19 pandemic has challenged the world’s populations and institutions for over two years. The virus is not finished with us. Some scientists predict, as a bestcase scenario, that the virus will become endemic, an ever-present aspect of our lives, but hopefully less virulent, more predictable and more controllable with effective treatment. Others warn that new variants of the virus may emerge and unleash new pandemics.

Whatever the future holds, Cathedral Catholic navigated the educational landscape more effectively and successfully than the vast majority of schools during the past two years. Government at all levels–federal, state and local–imposed rules and mandates that left schools with few options besides strict compliance. Cathedral Catholic’s leadership studied limited areas where schools

retained some freedom and reviewed the science, debated and discussed options, weighed benefits and risks to the school population and prioritized keeping as many teachers and students engaged in learning as possible. The success of our approach cannot be overstated. Public schools, and even many private ones, chose to shut down and insisted on setting thresholds for reopening that were more onerous than the developing science or data supported or the authorities required.

Cathedral Catholic’s preparation and attention to every detail was immense. Measures we considered, invested in and adopted often had to be altered or abandoned due to officials’ hastily conceived, ambiguously drafted and contradictory new edicts that were modified on a monthly, weekly, sometimes even daily basis. Other schools visited Cathedral Catholic to study the methods it employed to stay open, but few could hope to emulate a model that depended so heavily on the unwavering commitment, energy, sacrifice and professional resilience shown by Cathedral Catholic’s administrators, counselors, teachers and staff members.

This is hardly a time for self-congratulation. Cathedral Catholic recognizes that its response to the pandemic and endless government edicts was by no means perfect. We are, however, gratified that school leaders and stakeholders left no stone unturned in their efforts to safely and responsibly provide a quality education to as many students as possible. Another crucial component of our success was the trust, support, understanding and patience of students’ parents and families.

School History

Cathedral Catholic High School is a private Catholic high school operated by the Roman Catholic Diocese of San Diego. The school was founded in 1957 as the University of San Diego High School. The original campus was located on a site across the street from the University of San Diego, so the school name was affectionately shortened to “University High School” or “Uni.”

In 1970, Cathedral Girls High School, a girls’ school dating back to 1939 and located in downtown San Diego, merged with the all-boys Uni High. In 1971, the newly constituted and expanded University of San Diego High School graduated its first coeducational class.

The school’s name changed to Cathedral Catholic High School when its new campus opened in Carmel Valley in 2005. Cathedral Catholic’s lineage best exemplifies Catholic schools’ presence, growth and vitality in San Diego since 1939. Graduates from Cathedral Girls High School (1939-1970), Uni High (1957-2005) and now Cathedral Catholic (2005-present) are the visible embodiment of Catholic-school success in California and around the country.

Since their founding, Uni High and Cathedral Catholic High School’s athletic teams have been known as the Dons. The name came to embrace students and alumni as well, and it gave birth to the motto, “Once a Don, always a Don.” The word “Don” (from the Latin Dominus) dates back to Roman antiquity. In Spain in the Middle Ages “Don” was a title reserved for nobles or members of the Church hierarchy. One of the most widely known and beloved Dons in world literature is Don Quixote. “Don” and the feminine “Doña” are used broadly today as a mark of esteem for a person of social or official distinction.

Strategic Plan: A Summary

1. Mission and Catholic Identity

The two-fold objective of Cathedral Catholic’s Strategic Plan is (1) to achieve exceptional student educational experiences and outcomes and (2) to ensure an atmosphere rich in Catholic identity–the formation of the whole person in mind, body and soul.

Those who prepared the Strategic Plan recognize that these two goals cannot be achieved solely in the classroom. The plan therefore sets forth standards and benchmarks not only for classroom instruction and academic pursuits, but also for students’ spiritual studies, prayer, reflection, growth and opportunities for faith in action through service to the community outside the classroom.

The Strategic Plan also recognizes the integral role of parents and school employees in a student’s academic, intellectual, emotional and spiritual development. In that vein, the plan offers Cathedral Catholic parents and employees similar opportunities for spiritual study, growth, renewal and service, thereby enabling them to more effectively encourage, guide and participate in their student’s faith life and growth into the whole person–mind, body and spirit–that God intended.

2. Governance and Leadership

Central to Cathedral Catholic High School’s continued vitality and success is an effective, accountable and trustworthy system of governance and leadership. To that end, the Strategic Plan sets forth standards and benchmarks demarcating clear lines of responsibility and authority. The plan contains a ladder for decision-making and sets forth guidelines to promote reflection, consultation, collaboration, transparency and effective communication to all constituents of decisions, changes or new initiatives.

Standards and benchmarks are set forth in the plan for oversight of personnel, including recruitment, growth, professional development and assessment, and for continued assessment of curriculum and instruction.

The plan clearly articulates the school’s mission and vision and identifies steps to foster a school culture embodying that mission and vision.

3. Academic Excellence

Over the years, much talent, hard work, innovation, trial-and-error and regular self-assessments have earned Cathedral Catholic a reputation for rigorous, effective, inclusive and highly competitive academic programs. The school does not take its reputation for granted, and the Strategic Plan details actions and programs that school leaders, faculty and counselors will implement to preserve and improve students’ learning and advancement.

As part of the Strategic Plan, deans and department heads will work together to identify key academic skills (writing composition, for example) that warrant mapping, integrating and tracking across departments. Methods will be developed to more effectively capture classroomobservation data and measure student engagement as well.

A final important component of the plan is the creation of a wellness program for Cathedral Catholic students, families and employees.

4. Operational Vitality

Achieving Cathedral Catholic’s vision, mission and goals depends on sound practices and procedures in its operations, principally in the areas of finance, human resources, facilities and school advancement.

In the area of finance, the Strategic Plan sets forth a three-year financial plan addressing tuition rates, school employee compensation levels, family tuition assistance, endowment fund increases and improved financial transparency with all school stakeholders.

In the human resources area, the school will, in consultation with the diocese, human resources personnel and legal counsel, review and update all school handbooks, policies and job descriptions.

In collaboration with the Directors of Facilities, a comprehensive Facilities Management Plan will be generated to guide campus maintenance projects, including updates and improvements to school buildings and grounds.

The school’s Advancement Office includes admissions, alumni, fundraising and marketing and communications. The Director of Admissions facilitated a year-long enrollment study. The report’s recommendations will direct school enrollment goals and outreach efforts. The Strategic Plan also delineates specific tasks, focus and goals for alumni, fundraising and marketing and communications.

1. Mission and Catholic Identity Action Plans

Action Plan 1: Reimagine Cathedral Catholic’s service program to foster an atmosphere of servant leadership among students and employees (2022-2024).

◊ Support, expand and market student-driven service clubs by showcasing student involvement in various local, national and global service initiatives.

◊ Reinstate the Dedicated Don Service Award recognizing student service. Implement a new Employee Dedicated Don Service Award highlighting the adults on campus who are role models of faith through service.

◊

Revitalize relationships with key service partners. Restart and develop new service programming with Catholic Charities, Catholic Relief Services, local Catholic schools, Father Joe’s Villages, Nazareth House and Silvercrest Senior Living Center. Explore new service opportunities and develop a rotation of international pilgrimages/service trips.

◊ Implement a 12th-Grade Service Capstone Program.

◊ Develop and implement the Faith in Action Service Program of personal growth and servant leadership.

◊ Evaluate service programs and provide evidence of improvement (fall 2024).

Action Plan 2: Renew focus for employee and parent understanding of the school’s Catholic mission (2022-2024).

◊ Ensure employee understanding of Catholic mission and develop programs to encourage faith development and mission enthusiasm.

◊ Develop required and optional school programming (via school departments) on the uniqueness of Catholic education. Particular focus will be placed on the Catholic sacramental and social worldview.

◊ Evaluate employee and family engagement with the school’s Catholic mission (fall 2024).

2.

Governance and Leadership

Action Plan 1: Reimagine the school’s governance structure in collaboration with the Bishop of San Diego and the Office for Schools. Judicious assessment, shared leadership, longterm planning and bold imagination will balance responsible stewardship with successful fulfillment of the primary mission of the school’s faith mission (2022).

Action Plan 2: Recruit board members for the newly constituted Board of Regents to commence in August 2022 (spring 2022).

Action Plan 3: Research, formulate and implement a required school leadership formation program for all school administrators/leaders (2022-2023). Research, formulate and implement a future leaders program for aspiring school administrators/leaders (20232024).

Action Plan 4: Initiate networks of collaboration (e.g., San Diego Diocese Office for Schools, Catholic elementary and secondary schools, Catholic parishes, institutions of higher education and other community stakeholders) to build awareness about the value and effectiveness of Catholic education and to promote enrollment in Catholic schools.

3. Academic Excellence Action Plans

Action Plan 1: Identify priorities for inter-department collaboration on key skills (e.g., writing composition) and integrate into the curriculum mapping process for each course.

◊ Identify the key academic skills most in need of inter-department collaboration (spring 2022-fall 2022).

◊ Review priorities in the Academic Committee comprised of department chairs and make recommendations (fall 2022).

◊ Identify research-based practices for approaching these skills across the curriculum. Create a plan for integrating key skills into the various class curricula via curriculum maps (spring 2023).

◊ Offer professional development as necessary for inter-department skill-focused instruction and assessment (fall 2023).

◊ Implement skill-focused curriculum at the course-team level (2023-2024).

◊ Review curriculum development attached to key skills at the department and Academic Committee level on a regular basis (spring 2024 and ongoing).

Action Plan 2: Evaluate school’s professional development program to increase efficacy.

◊ Develop an instrument to capture classroom-observation data aligned to student engagement (2021-2022).

◊

Develop a consistent survey process to evaluate current professional development offerings, including educational technology needs. Presentation on evaluation tool(s) will be made to the Academic Committee (fall 2022).

◊ Use survey data and observation data to inform professional development planning (2022-2023).

Action Plan 3: Develop a process for instructional and assessment methodology review and align professional development accordingly.

◊ Develop data collection processes for both classroom observations and student surveys. Identify schoolwide instructional and assessment needs based on course-level student performance reports and data collected from observations and surveys (spring 2022-fall 2023).

◊ Present instruction and assessment findings to the Academic Committee. Identify areas for instructional and assessment growth and develop a responsive professional development plan (spring 2023).

◊ Implement a professional development plan and evaluate classroom impact using observations, surveys and a year-end curriculum map review (2023-2024).

Action Plan 4: Improve the process for standardized testing data aggregation and analysis.

◊ Investigate PSAT data analysis tools offered by the College Board. Investigate best practices in implementing curriculum change using PSAT data (spring 2022-fall 2022).

◊ Identify priorities using 2021 PSAT data with the Academic Committee (fall 2022).

◊ Identify curriculum approaches in each department to address priorities (spring 2023).

◊

Implement curriculum approaches in 2023-2024.

◊ Evaluate success of curriculum approaches (spring 2025).

Action Plan 5: Develop a process for data aggregation and analysis of student integral outcomes (e.g., course surveys).

◊ Identify key benchmark assessments in course curriculum for collection, evaluation (with shared rubrics) and review (spring 2022).

◊ Develop surveys to collect ongoing student sentiment data (fall 2022).

◊

Review student performance over the 2022-2023 school year and present findings to Deans of Academics (end of year map update).

◊ Review survey data and department information to offer recommendations (start of year, fall 2023).

◊ Use 2022-2023 findings to inform curriculum development in curriculum maps.

Action Plan 6: Investigate, implement and evaluate a schoolwide approach to wellness among students and adults.

◊ Update website pages that focus on wellness awareness (spring 2022).

◊ Conduct a schoolwide student wellness survey (overall student wellness and review of current wellness programming). Review student wellness survey data and assess needs for programming (spring 2022).

◊ Articulate a cohesive student wellness program (fall 2022).

◊ Review and organize the current student wellness programming and parent presentations that serve student/community wellness.

◊ Research and review additional wellness resources and programs to augment current wellness programming.

◊ Identify wellness impact of current policies and practices (2022-2023). Communicate findings and review/revise schoolwide handbook and policies (spring 2023 and ongoing).

◊ Use student/parent exit surveys and polling to evaluate current student/parent meetings and presentations and identify needs beyond current programming (2022-2023).

◊ Use survey data for ongoing evaluation (spring 2023 and ongoing).

◊ Publish a comprehensive wellness program to all stakeholders (fall 2024).

4.

Operational Vitality Action Plans

Action Plan 1: Develop an inclusive three-year financial plan, including suggested tuition rates and suggested annual compensation increases for school employees (spring 2022 and ongoing review).

◊ Consider a four-year tuition assistance plan for families (fall 2022). ◊ Consider including all student activity fees in the annual tuition (spring 2022). ◊ Improve financial transparency with all school stakeholders, including parents and school employees. Publish a yearly Impact Report detailing the school’s financial standing (fall 2021 and ongoing).

Action Plan 2: Review school handbooks, including diocesan and school policies and job descriptions and submit for review by legal counsel (spring 2022).

Action Plan 3: Develop a three-year Facilities Management Plan and a Technology Management Plan (2022-2023).

Action Plan 4: Implement strategies to carry out short and long-term goals for the Advancement Office, including school admissions, alumni, fundraising and marketing and communications (spring 2022-2025).

◊ Invest in a comprehensive major gifts program (e.g., Moves Model) focused on one-on-one prospect identification, qualification, cultivation, solicitation and stewardship. ◊ Fine tune the operational side of the Advancement Office, including the school’s database. ◊ Launch a reunion program that is driven by peer-to-peer outreach to highlight that Cathedral Catholic is an extension of Cathedral Girls High School and the University of San Diego High School. ◊ Build various tuition assistance endowments to create long-term sustainability. ◊ Develop a marketing and communications plan for current and future school families. ◊ Redesign school website and implement a social media strategy. ◊ Launch targeted fundraising (mini) initiatives: ◊ Replace athletic scoreboards (outdoors and indoors) and add a scoreboard on the lower turf field. ◊ Start school endowment to help fund school immersion trips and employee tuition assistance. ◊ Improve the school theater, including lighting and seating. ◊ Improve Manchester Stadium seating. ◊ Upgrade teacher breakrooms. ◊ Purchase new school vans/buses.

School Ambitions Action Plans

The This is Our House Strategic Plan used the National Standards and Benchmarks for Effective Catholic Elementary and Secondary Schools along with the results of our last accreditation visit to generate action items to guide the school for the next three years. The School Ambitions section action items were formulated from conversation that took place with multiple stakeholders throughout the planning process.

Action Plan 1: Initiate a study to explore the effectiveness of the school’s daily and yearly schedule in collaboration with all school stakeholders and working with Stanford University’s Challenge Success Program. Particular focus will be placed on student and adult wellness and the appropriateness/value of graduation requirements (2022-2024).

Action Plan 2: Research, envision and establish a Cathedral Catholic Center for Cultural Engagement to work with school departments, student organizations and school families to educate about school diversity, celebrate the school’s diversity and explore ways to foster a more welcoming and inclusive school environment (2022-2023).

Action Plan 3: Launch a feasibility study exploring the possibility of a school vocational and trade school program (2022-2023).