Stride Forward
LAND
ACKNOWLEDGEMENT
We would like to acknowledge that LCC is located on unceded, ancestral territory of the Kanien’kehá:ka (Gan-ien-ge-haga) Nation. The Kanien’kehá:ka Nation is recognized as the custodians of the lands and waters on which we gather today.
Tiohtià:ke (Jo-Ja-Gay) or Montreal, historically served as a hub for Indigenous trade and diplomacy. Today, it is home to a diverse population of Indigenous and other peoples. We respect the continued connections with the past, present and future in our ongoing relationships with Indigenous and other peoples within the Montreal community.
More than 85 years after it was composed, Non Nobis Solum , our school song, remains a timeless testament to the sense of belonging and pride that we share as a community. The title, which is Latin for Not For Ourselves Alone, has been our long-standing motto, and the powerful lyrics have unified us throughout our history.
It is therefore fitting that we draw our inspiration from one line of those meaningful words — stride forward boldly — as we commit to our strategic vision for 2022–2027.
And bold we must be, if we are to effectively prepare our students for their futures in a rapidly evolving world.
With a deep-rooted focus on global-mindedness and a dedication to continuous improvement as reflected in our mission, vision and values, we
MESSAGE FROM THE HEAD OF SCHOOL & CHAIRS OF THE BOARD OF GOVERNORS
assume this responsibility both humbly and with determination. Now is the time to move forward with confidence, courage and purpose. This is how our students will become changemakers in their communities and beyond, and empowered to be the leaders of tomorrow.
The school song has stood the test of time, as will the achievements realized through the Stride Forward Boldly Strategic Plan. We invite you to explore the pillars, priorities and initiatives of the plan, and to join us in our efforts to push boundaries and shape the school for the next generation of LCC students.
Sincerely,
David Bensadoun ’87, Mark Salkeld Pre-U ’88 Head of School Chair, Board of Governors (2023–2026)
David Schwartz ’87 Christopher Shannon, Chair, Board of Governors Pre-U ’76 (2020–2023) Head of School (2005-2025)
Stride Forward Boldly
SCHOOL SONG
Non Nobis Solum, Our Founder did decree
To STRIDE FORWARD BOLDLY, Whate’er the future be.
With friends close beside us, And faith and hope to guide us, We’ll proudly raise the standard Long life to LCC.
Here’s to the School then, A cheer for LCC.
Let’s raise high the colours, And pledge our loyalty
To friends we’ll keep forever, The ties we cannot sever, A toast to the School, and, Long life to LCC.
OUR MISSION
Leading by example, we are committed to the fullest development of students in mind, body, and heart, preparing them for success and leadership in a sustainable global society.
OUR VISION
To be a diverse and inclusive community of globally minded leaders and learners, committed to shaping a better world.
OUR VALUES
Interconnected, our core values guide our way of living, thinking, and being, and together are the driving force behind all that we do at LCC.
In our actions and our words, we demonstrate respect for ourselves, for others and for the world in which we live. We are committed to responsible citizenship, and are accountable for our behaviours.
We own our individual and shared roles in shaping a better world. As a diverse and inclusive community that transcends borders, we promote appreciation of different perspectives, collaboration, and instill empathy, social responsibility and cultural understanding.
We are courageous in our conduct and demonstrate flexibility when faced with challenge and the unexpected. We grow from our experiences, are focused, and emerge stronger than before.
We open our minds and our hearts to others, with compassion and understanding. In the spirit of Non Nobis Solum, we are community-oriented and care about the people around us.
We act in a way that is honourable, principled, moral and fair. We stand up for what we believe is right and are dedicated to the highest ethical standards.
We foster a culture of wellness that supports the physical, mental, social and emotional aspects of personal and collective growth.
THE PLANNING PROCESS
In the fall of 2021, LCC contracted with Independent School Management (ISM), a leading North American educational consulting organization with nearly 50 years of experience in educational research and guiding independent school improvement.
LCC parents, faculty, Board members, and students from grades 5–12 were asked to participate in anonymous surveys to provide their feedback about our strengths as a school, as well as opportunities for further development. Our Board and leadership team members engaged in a series of intensive exercises facilitated by ISM to analyze the survey data and identify key priorities for the
Message from the Head of School and Chair of the Board of Governors
school’s future direction. This comprehensive approach encompassed all facets of the educational experience ranging from practical considerations to “blue sky” thinking. The results of the surveys, and feedback from the dialogues and brainstorming sessions were consolidated. From this was born a four-pillar strategic plan with vision statements and related priorities.
The leadership team has identified the tasks and key performance indicators required to achieve the priorities associated with the four pillars of the strategic plan. Progress will be measured throughout the years and reported on to the community annually. 1 2 3 4 5
Survey constituents Analyze survey data
Dialogue & deliberate with Board & leadership Identify pillars, priorities & initiatives
Communicate & act on strategic roadmap
P R I ORITIES & INITIATIV E S
PILLAR
1
Community and Belonging
We believe that the best way to help students thrive and prepare for their futures is by immersing them in an environment that is reflective of the diverse and complex world in which they live. With our commitment to authentic learning, we cultivate relationships, and a sense of community and belonging where we celebrate differences so that all members feel connected, supported, and valued for their perspectives and contributions.
WE COMMIT TO:
GREATER ACCESSIBILITY
• Expanding outreach to underrepresented communities.
• Increasing financial aid to support students of notable potential who merit an LCC education.
INCLUSIVE LEARNING
• Deepening inclusivity through academic and co-curricular program reviews to better reflect the multicultural makeup of our community.
• Augmenting and integrating student learning support services.
• Developing a program to guide students receiving significant support from the school, from the start of their LCC journey through to post-secondary education and professional life.
BROADER OPPORTUNITIES
• Enhancing the recruitment strategy to grow international enrolment.
• Ensuring equitable and integrated opportunities for participation in global experiences.
• Raising the profile of the girls’ athletics program.
• Creating online learning courses at the high school level and exploring the possibility of an LCC virtual academy.
• Growing school-wide design, innovation and entrepreneurship programs, and creating student co-op opportunities.
CULTURE OF CARE
• Bolstering the student well-being program with a focus on social, emotional and physical health.
• Partnering with parents to prepare a comprehensive parent-education program in support of student wellness.
• Refining the student advisory program.
P R I ORITIES & INITIATIV E S PILLAR
Thriving Workplace
Outstanding faculty, supported by dedicated administrators and staff, are foundational to the success of our school and students. Our professional development and growth programs help our talented and passionate teachers and personnel deliver on our promise to guide students in realizing their full potential. We strive to be an employer of first-choice and a community of excellence serving students and families.
WE COMMIT TO:
TOP TALENT
• Reexamining and rearticulating LCC’s standards for professional excellence.
• Increasing meaningful professional development opportunities for all faculty and staff.
• Revising the feedback process in support of continuous professional growth.
FLOURISHING PROFESSIONALS
• Conducting a comprehensive benchmarking study to retain and attract outstanding talent.
• Ensuring that our faculty and staff better reflect our students, our community and the world.
• Investigating innovative work models to provide an improved work-life balance.
DEEPER EXPERTISE
• Allocating expertise to support our diversity, equity and inclusion (DEI), sustainability and staff well-being programs.
• Expanding advancement, admissions, and communications staffing to meet evolving needs.
• Exploring professional partnerships with local organizations to provide additional expertise.
Environmental Action
Environmental action is a moral imperative. As citizens of the world, we recognize that modeling green practices is our responsibility and central to ensuring the health of our planet and humanity. Leading by example, we further our commitment to minimizing the environmental footprint of our operations and activities, and to making a positive difference. We are determined to do better no matter the challenge. We empower students by providing them with the awareness and skills they need to be leaders in the drive towards a sustainable global community.
WE COMMIT TO:
GREEN EDUCATION
• Realizing an integrated and experiential school-wide sustainability learning program for students.
• Involving parents in reinforcing socially responsible practices in everyday life.
• Establishing meaningful relationships with local environmental organizations and experts.
GREEN OPERATIONS
• Defining protocols that prioritize business relationships with green suppliers.
• Conceiving and implementing policies and procedures to improve administrative practices (e.g., recycling, composting, paperless initiatives, energy consumption, water conservation).
GREEN CAMPUS
• Establishing policies to ensure that all decisions are made through a lens of sustainability.
• Reimagining and carrying out a campus sustainability plan with measurable goals.
A Bold Tomorrow
We are bold in our plan for the future and imagine an educational experience that will benefit the next generation of LCC students. We dream of access to all, and dedicate ourselves to growing our endowment so that one day this vision becomes a reality. By exploring transformational options to enhance our community, campus and programs, we lay the groundwork for long-term financial sustainability and operational excellence.
WE COMMIT TO:
OPENING DOORS
• Growing the endowment by $15M with the long-term aspiration of building to $100M to ensure accessibility.
• Advancing LCC community-wide participation in annual fundraising.
• Creating a roadmap for future capital and bursary campaigns.
FINANCIAL INNOVATION
• Exploring revenue models for long-term sustainability.
• Identifying additional revenue streams.
• Reexamining the reserve goal to meet long-term objectives.
IMAGINE CAMPUS
• Developing facilities to support an expanded early childhood education program.
• Evaluating the feasibility of expanding the campus on Royal Avenue and enhancing facilities.
• Launching a capital campaign plan to build out a long-term master campus vision.
PILLAR 1
COMMUNITY & BELONGING
• Made decision to go fully independent in 2024–2025 allowing the school to fully open its doors and diversify its applicant pool
• Created two new roles (student success coach and integrated support for students not receiving LEAD services)
• Created study halls and support services for high school students with unique learning needs but not on Individualized Education Plans
Strategic Plan Achievements 2022-2023
• Focused on DEI: Presentations in assemblies, National Day of Truth & Reconciliation, Black History Month activities, CORE trip to Memphis and the Civil Rights Trail
• Installed assistive technology in Saputo Auditorium
• Enhanced outreach initiatives with a host of Montreal youth/family community organizations
• Conducted significant staff DEI intercultural training with SEED curriculum (Seeking Educational Equity and Diversity) from Wellesley College in Massachusetts
• Hired coaches from McGill to further increase the profile of girls’ athletics
• Created a Positive Education journal and curriculum rollout for student well-being in grades 7–11 in advisories
PILLAR 2
THRIVING WORKPLACE
• Enhanced definition of competencies for professional excellence
• Introduced an enhanced professional growth and evaluation process
• Increased spending on professional development activities for faculty/staff
• Initiated thorough faculty/administration compensation benchmarking study
• Added targeted personnel and resources for DEI and sustainability
• Established staff pension liaison committee
• Established a mentoring program for new hires
• Deepened expertise by appointing a coordinator of sustainability and a Junior School curriculum lead in sustainability and DEI
PILLAR 3
ENVIRONMENTAL ACTION
• Hired consultant (EEM) to help redefine LCC’s environmental mission and action plan
• Joined CAIS’ Climate Action Accelerator Program
• Raised funds through the Rock YOUR House Giving Challenge for an urban garden classroom on the roof of the Webster Learning Activity Centre
• Re-established dashboards to help measure key environmental impact data (collecting data on energy usage, waste management)
• Partnered with experts to establish long-term goals regarding CO2 emissions
• Established a staff and faculty sustainability committee
PILLAR 4
A BOLD TOMORROW
• Raised $2.25M for endowed bursaries, including seven new named bursaries varying in amounts from $100K–$500K and established the Class of 2023 Bursary
• Established a board committee to work with LAAB Consultants on LCC’s master campus plan, including a detailed sustainable traffic plan, and began to develop a long-term plan for LCC fields
• Began to lay the groundwork for a new Junior Kindergarten and expanded Pre-University space
Strategic Plan Achievements 2023-2024
PILLAR 1
COMMUNITY & BELONGING
• Implemented requirements to disengage from the Ministère de l’Éducation du Québec funding so that LCC could become fully independent in 2024–2025
• Published fall 2023 LION magazine on the theme of “Community and Belonging”. Articles focused on the bursary program, inclusive learning, our evolving libraries, athletics and co-curriculars, and integrating international families.
• Hired an additional 0.5 academic advisor
• Removed application requirement for current LCC grade 11 students to attend Pre-U
• Offered professional development sessions with a pedagogical inclusion specialist
• Implemented sensory bins, movement hallways and calming spaces in the Junior School
• Implemented the Response to Intervention (RTI) Model for reading comprehension in the Middle School
• Enhanced the Middle and Senior School study hall with supervision provided by a student success coach
• Strengthened collaboration between the student success coach and Middle and Senior School teachers, with a focus on inclusive practices
• Translated all admissions marketing material to French
• Implemented a French language ad campaign for kindergarten and grade 7 recruitment
• Translated all key LCC communications, including social media posts
• Participated in workshops at the Middle School level on themes such as cultural diversity and violence and bullying
• Launched a grade 7 advisory portfolio project: “What is my personal and cultural identity?”
• Launched a Junior School Social-Emotional Learning (SEL) curriculum and implemented Moozoom
• Delivered a kindergarten to grade 2 parent virtual workshop: “Emotional Regulation and Setting Boundaries”
PILLAR 2
THRIVING WORKPLACE
• Provided multiple sessions detailing the new employee private pension plan for 2025
• Continued to roll out and refine an enhanced professional evaluation model
• Promoted faculty members to management positions to address leadership needs
• Expanded the business and admissions offices to meet growing needs
• Offered a wide range of professional development opportunities for faculty and staff
• Facilitated team-building initiatives in each division
• Offered PLC sessions on a variety of topics for all faculty, such as: Approaches to Learning (ATL) — Differentiation and Assessment, Sustainability, AI Exploration, Design and Process-Based Learning, Multiple Perspectives, TOK Integration, DEI, SEL Training
• Increased diversity in our faculty and staff (e.g., cultural, citizenship, gender-identity, religion, mother-tongue, etc.)
• Hired retired teachers to support the admissions process during the application season
• Deepened relationships with local organizations to offer insight and expertise in DEI and community relations
• Organized several staff wellness initiatives and events
Strategic Plan Achievements 2023-2024
PILLAR 3
ENVIRONMENTAL ACTION
• Increased enrolment for grades 11 and 12 Environmental Systems and Societies courses
• Launched a grade 8 eco-project initiative to create environmental awareness
• Launched a grade 2 and 3 composting project
• Created an indoor mobile garden with grades 2 and 3 students
• Used a beehive on campus to learn about harvesting honey
• Organized clothing and book drives to promote a circular economy and sustainability
• Conducted a contest among faculty and staff to solicit ideas for initiatives around sustainability
• Enhanced data dashboards to help monitor the school’s energy and waste footprint
• Entered into five-year contract with Galland for an electric bus to serve West Island students
• Purchased offsets to bring our building operations’ carbon footprint to zero for 2023
• Created a task force to explore the school’s move to Net Zero
• Replaced original lighting in the arena with modern LED lighting
• Installed and commissioned a permanent chiller plant using a natural refrigerant to cool the Miller Rink thanks to a grant from the Ministère de L’Environnement, de la Lutte contre les changements climatiques, de la Faune et des Parcs (MELCCFP)
• Raised over $168K during Rock Your House Giving Challenge to build an outdoor community gathering space
PILLAR 4
BOLD TOMORROW
• Raised over $1.4M for major gifts:
• $1.1M for student bursaries
• Over $80K for international travel for bursary recipients
• $20K for the LEAD program
• $200K for the outdoor learning and social space
• Onboarded new facilitators to promote participation and the culture of philanthropy
• Contracted Global Philanthropic Canada to conduct a feasibility study for future strategic projects
• Hired an assistant facilities manager to help expand rental opportunities
• Created a task force to examine revenue generation opportunities
• Completed successful summer sessions with multi-discipline camp partners
• Mandated Concordia Small Business Consulting Bureau to explore online school models
• Initiated the exploration of capital project options for future program needs (e.g., early childhood education centre)
Strategic Plan Achievements 2024-2025
PILLAR 1
GREATER ACCESSIBILITY
• Played a significant role in the planning of the QAIS School Expo and participated in the highly successful fair which drew visitors from across Montreal and beyond
• Initiated a student-athlete recruitment event called the Athletic Edge, which featured soccer and basketball clinics for students in grades 4 and 5, a program overview for parents and campus visit
• Formalized a Pre-U simplified admission process partnership agreement for qualified students attending The Study
• Expanded the marketing strategy to broaden reach in underrepresented Montreal-area communities (e.g., bus shelter advertising, Montréal pour enfants school directory)
• Solicited marketing and communication firms/ consultants to submit proposals to create a plan for strategic messaging and market development to be developed in 2025–2026
• Hired an admissions officer who has worked almost exclusively in international schools and was the long-time director of admissions at an international school in South East Asia
INCLUSIVE LEARNING
Junior
School
• Created Français programme de base course offering for grades 3 and 5 students who are not able to access the immersion program
• Introduced school-sponsored social skills lunchtime program — six weeks for grade 3 students needing additional support navigating social situations
• Added an additional teacher workload (50%) for student behavioural support in grades K–2
• Scheduled and structured IEP meetings between classroom teachers and LEAD teachers
• Provided additional supports for math in grades 3 and 4 accessible to all students
• Shared “Magic School” resources to support teachers to differentiate instruction
Middle/Senior School
• Introduced a Learning Strategies course as an option in grade 10 focused on development of Approaches to Teaching and Learning (ATL skills)
• Started/Initiated Café Bistro at lunchtime for all grade levels to provide opportunities for students to engage in French
• Implemented a Français en action course for grades 8 and 9 students in Langue de base to provide additional opportunity to develop communication skills in French
• Incorporated the use of AI tools, such as “Magic School”, to differentiate instruction
• Implemented a “Conversation Club” for grade 7 students to improve English conversational skills, vocabulary, and explore diverse perspectives
• Initiated grade-specific focus groups for a group of grade 7 and 9 teachers focused on developing consistent approaches to support diverse student needs aligned to ATL skills
BROADER OPPORTUNITIES
Admissions
• Initiated a plan to build relationships with international industry and civil service leaders in an effort to build our international community
Junior School
• Built girls’ interest in hockey through girls’ lunchtime hockey
• Registered for CRC Junior Robotics competition and offered a weekly Junior School robotics club to prepare for participation in city event
• Offered an after-school activity in design to Junior School students led by grade 11 students to generate exposure to Fab Lab and interest in design
• Continued to recognize special events students are celebrating (e.g., Christmas, Hanukkah, Lunar New Year, Black History Month, Orange Shirt Day, etc.)
• Invited motivational speaker Amen to present to grades 3–6 about self-care, self-compassion, kindness and inclusivity
• Organized class presentations by the Senior School CORE club (Coalition on Racial Equality)
Strategic Plan Achievements 2024-2025
continued...
Middle/Senior School
• Offered three March break international opportunities for 2025:
- French immersion Trip to France (grades 8/9)
- Duke of Edinburgh Gold Trip to Costa Rica focused on adventure, sustainability and cultural experience (grades 10/11)
- World War I/II Study Trip to France and England (grades 9–11)
• Continued to recognize special events students are celebrating: Christmas, Hanukkah, Lunar New Year, Black History Month (Theme: Stories of Unsung Heroes), Orange Shirt Day, Thanksgiving with an Indigenous focus, Spanish Heritage Month
• Invited Jodie Kanenstenhawi Norton, from Foundation for Genocide Education, to present to all students in grades 8–11 at the weekly assembly
• Added clubs promoting cultural diversity and understanding (e.g., Socratic Forum, Wax Printing, Heritage Explorers)
• Initiated Fab Lab Barcelona collaboration initiatives in September 2024 involving professional development for design teachers, as well as opportunities for students in design to collaborate with professionals in Barcelona
• Increased co-curricular clubs and activities offered in French, including: Café Bistro at lunch for all grades once a week, Club de Plein Air (two outings per division), Midi friperie, Jeux de société, Grad Pride (Bilingual), Middle School Pride (Bilingual), Parlement des jeunes (grade 10).
• Relaunched the Certificat de Bilinguisme with revisions to criteria, added activities and opportunities, as well as a printed booklet for each student to keep track of their progress
CULTURE OF CARE
• Initiated the use of the online platform “The Social Institute” to enhance the grades 7–9 advisory program. Students develop digital literacy and citizenship skills and enhance critical thinking and problem solving abilities. The platform includes a parent toolkit, as well as discussion questions that can be used at home to connect to conversations and lessons done at school.
• Implemented Junior School social-emotional curriculum by using CASEL (Collaborative for Academic, Social, and Emotional Learning) competencies to create scope and sequence. Counsellor and inclusive learning coordinator taught competencies to all grades 1–5 students
• Used Moozoom as a platform for teachers to address social situations, emotions and feelings of students
PILLAR 2
TOP TALENT
• Attended the Journée Québec recruitment initiative in Paris, France. Over 50 interviews were conducted and important ties were reinforced with the provincial government to streamline requests for work permits in the coming years.
• All-employee engagement survey conducted in October 2024 with a third-party expert. Going forward, this survey will be conducted on a yearly basis.
• Rollout of new pension plan as of January 1, 2025, in partnership with Industrial Alliance
• Continued to develop/enhance the implementation and use of the teacher competency framework related to professional growth and development
FLOURISHING PROFESSIONALS
• Assembled a group of support staff representatives to work together to review school events in an effort to create efficiencies and reduce conflicts
• Initiated regular meetings for the admissions and athletics team to strategize on student recruitment and better support department needs
• Created engagement survey working groups (five groups, 66 employees) focused on areas of improvement highlighted by the engagement survey
DEEPER EXPERTISE
• Mandated that all faculty and staff take the child safeguarding course
• Invited Julie-Anne Richards to present “Childhood Anxiety — Empowering Strategies for Effective Support” to parents and faculty within the LCC and QAIS network
• Initiated Middle and Senior School professional development in small groups for teachers focused on inclusive practices related to Approaches to Teaching and Learning skills (ATL) and developing consistent approaches (grades 7 and 9 teachers)
• Built artificial intelligence knowledge both for teaching and student use
Strategic Plan Achievements 2024-2025
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PILLAR 3
GREEN EDUCATION
• Boosted student participation in Green Team (15 additional students)
• Organized a clothing drive to redirect old clothing away from waste streams
• Introduced the integration of internal composting, worm bin composting and grow tower maintenance into Green Team weekly responsibilities
• Involved students in planning the use of the Rooftop Urban Garden space for the spring
• Continued using the grow tower in Junior School science allowing students to produce leafy edible greens on campus
GREEN OPERATIONS
• Enacted a formal energy policy, highlighting school energy objectives, roles and responsibilities
• Food service partner Sodexo awarded the wasteless week award for company-wide waste management procedures
• Reduced bus use by sending two teams to double-headers
• Implemented paperless policy for all internal finance operations
GREEN CAMPUS
• Installed LED high-efficiency lighting in the Chamandy Arena - received $15,000 in government grants for this project
• Mandated a third-party consultant to optimize and improve HVAC systems - approved up to $247,000 in government grants towards these projects
• Continued work on the installation of the Rooftop Urban Garden
• Completed installation of the Lion Lounge community space
PILLAR 4
OPENING DOORS
• Completed campaign feasibility study (December 2024)
• Completed advancement team structure (January 2025)
• Completed the library renovation funding
• Endowed Chris Shannon, Pre-U ’76 Bursary with $840,000 to provide 70% tuition support for two students
• Raised close to $2.5 million this academic year
FINANCIAL INNOVATION
• Established three strategic planning task forces to investigate additional revenue generation opportunities
IMAGINE CAMPUS
• Continued with Royal Avenue campus planning initiatives
• Submitted an Early Childhood Education Centre project plan to NDG borough for approval