La Salle College High School 2016-21 Strategic Plan

A Vision for the Third Decade of the New Millennium 2 016 –2021

MISSION STATEMENT ADOPTED BY THE MIDDLE STATES EVALUATION TEAM MARCH 2006 LA SALLE COLLEGE HIGH SCHOOL, A CATHOLIC INDEPENDENT, COLLEGE PREPARATORY SCHOOL FOR YOUNG MEN OF VARIED BACKGROUNDS, IS CONDUCTED IN THE TRADITION OF SAINT JOHN BAPTIST DE LA SALLE. THROUGH A BROAD AND BALANCED, HUMAN AND CHRISTIAN EDUCATION, LA SALLE COLLEGE HIGH SCHOOL GUIDES EACH STUDENT IN THE DEVELOPMENT OF HIS UNIQUE GOD-GIVEN TALENTS AND FOSTERS A COMMITMENT TO ACADEMIC EXCELLENCE, SERVICE, AND LEADERSHIP. STATUE OF JOHN BAPTIST DE LA SALLE

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Dear Members of the La Salle College High School Family, This is indeed a time of “Grace and Favor from the Lord” at La Salle College High School! Each day, our school is bustling with an incredible diversity of academic, extracurricular, and athletic endeavors. In most of those activities, we experience a level of success few schools could aspire to. Programs and facilities alike are in a phase of expansion and development.

Truly, there is no better – or more important – time in an organization’s life to consider strategic initiatives for the future than when things are going well. Not to engage in such reflection is to invite self-satisfaction at best and entropy at worst to take ahold.

This publication presents to you La Salle’s third strategic plan in recent years. To inspire it, we returned to the core values of our Lasallian Mission and Catholic identity.

To ground it, we sought input from hundreds of alumni, parents, faculty, staff, students, and educators from cooperating institutions. To create it, we considered the key elements that will propel us into being the school we wish to become: instruction; other programming;

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a Christian community created by a diverse student body and staff. To support it, we considered the goals in enrollment, advancement, and facilities enhancement which will allow us to deliver an ever broader platform of educational services.

We present to you, La Salle: A Vision for the Third Decade of the New Millennium with gratitude for the input of so many constituents, with confidence that we can achieve its aims, and with optimism for the future it constructs.

Most importantly of all, we present it with the conviction that we build God’s house here at La Salle College High School, echoing the words of our Founder, “Lord, the work is Yours.”

For the Governance and Leadership of the School,

Brother James L. Butler, FSC President

Robert P. Moran, ’69 Chairman, Board of Trustees

Goal 1

Living the Mission, Continuing the Charism Vision Statement: Given current realities, La Salle College High School will strengthen our commitment to and our community’s understanding of our Catholic Lasallian mission and values.

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Objective 1 Encourage and invite community members to full and active participation in areas that promote the mission of La Salle College High School.

Outcome(s)

Lead Person/ Team Responsible

1. Increase participation in Lasallian formation programs (on campus, district wide, and regionally).

Greater and broaden appreciation of and commitment to Mission.

Director of Mission and Ministry, Lasallian Formation Council, Principal

Start: Fall 2016

2. Increase faculty and staff participation in the Kairos retreat program.

Greater and broader appreciation of and commitment to Mission.

Campus Ministers, Director of Mission and Ministry

Start: Fall 2016

3. Increase faculty and staff participation in our summer service programs.

Greater and broader appreciation of and commitment to Mission.

Campus Ministers, Director of Mission and Ministry

Start: Summer 2017

4. Continue and enhance the communication about the Lasallian Mission.

Greater and broader appreciation of and commitment to Mission.

President, Principal, Director of Mission and Ministry, Director of Communications

Start: Fall 2017

Action Step

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Timeline

End: Ongoing

End: ongoing (in tandem with 1.2.2)

End: ongoing

End: ongoing

Objective 2 Evaluate and enhance programs and initiatives that help advance the mission of La Salle College High School.

Outcome(s)

Lead Person/ Team Responsible

1. Establish an inter-departmental committee to explore the possibility of introducing yearly cross-curricular and/or school-wide themes that emphasize Catholic Social Teaching and Lasallian Values.

Increase of students’ awareness and connectedness of these themes.

Principal, Director of Curriculum, Academic Council, Chair of Religion

Start: Fall 2017

2. Evaluate the Kairos retreat program to ensure that it meets the needs of current adolescents.

Better experience for students on Kairos.

Campus Ministers, Director of Mission and Ministry, Ministry and Service Student Leadership Team

Start: Fall 2016

3. Expand the formation program to possibly include alumni, parents, and past parents.

Greater and broader appreciation of and commitment to Mission.

Director of Mission and Ministry, Institutional Advancement, Lasallian Formation Council, Presidents of Men of La Salle, Mothers’ Club, Alumni Association

Start: Fall 2018

4. Evaluate liturgies, prayer services, and other forms of worship.

Establish a worship committee.

Enhanced liturgical and spiritual experiences.

Director of Mission and Ministry, Campus Ministers, Chaplain, Ministry and Service Student Leadership Team

Start: Fall 2016

Action Step

End: Spring 2018

Faculty collaboration.

Increased student participation

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Timeline

End: ongoing (in tandem with 1.2.2)

End: Ongoing

End: Spring 2017

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Goal 2 Program

Vision Statement: La Salle College High School strives to create and implement structures and meaningful experiences that will allow our students to discover and hone the skills that will empower them to adapt, collaborate, communicate, and create in an ever-changing world of complex and diverse challenges.

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Objective 1 To formulate curricular programs that enable all students to develop essential skills in oral, written, and digital communications; in collaboration and creative thinking across all curricular areas; and in technology and design to solve a diverse array of problems.

Outcome(s)

Lead Person/ Team Responsible

1. Design and implement an oral communications program required of all students.

The first-year English curriculum will include an oral communications component.

English Department, Speech and Debate Moderators

Start: Fall 2016

2. Update the graduation requirements in the areas of fine arts, design, and technology and to review and revise the manner in which students can choose to complete these requirements.

Some graduation requirements will be adjusted.

Director of Curriculum, IT and Fine Arts Departments

Start: Fall 2018

STEAM Coordinator, Science, Math, IT, and Fine Arts Departments, Director of Curriculum, Pre-HS Summer Program

Start: Fall 2016

Technology Integration Specialists, Dean of Academic Affairs, Director of Curriculum

Start: fall, 2017

Dean of Academic Affairs, Director of Curriculum, Department Chairs

Start: Fall 2017

Action Step

3. Develop a STEAM initiative.

Students will have choice in how they complete some of their requirements.

New courses as feasible in engineering and related areas.

New events for current and prospective students.

4. Create a program that requires each student to complete an online course in his time at La Salle.

All students will complete an online course before they graduate from La Salle.

5. Plan curricular lessons for all students that involve collaboration and/or creative thinking.

Teachers in all departments will develop lessons that require students to collaborate and to use creative thinking.

Could provide more options, expanding the curriculum, and respond to student interests.

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Timeline

End: Fall 2017

End: Fall 2019

End: Fall 2018

End: fall, 2019

End: Fall 2019

Objective 2 To generate co-curricular and extra-curricular activities that empower all students to experience authentic and in-depth involvement and that spur personal, social, and moral growth.

Action Step 1. Review and revise the master schedule.

Outcome(s) Master schedule supports objectives 1.5, 2.2, 2.3, and 2.5.

Lead Person/ Team Responsible

Timeline

Principal, Dean of Academic Affairs, Scheduler

Start: Fall 2016 End: Fall 2017

Students have more opportunity to participate in activities.

2. Develop and implement a range of options that provide for the spiritual, cultural, artistic, social and physical participation of all students.

All students will have meaningful participation in at least one extra-curricular activity.

Director of Mission and Ministry, Athletic Director, Chair of Student Activities

Start: Fall 2016

3. Develop relevant project-based learning opportunities within extracurricular activities.

Extra-curricular project-based learning experiences are available to students

Chair of Student Activities

Start: Fall 2017

4. Evaluate the feasibility and benefits of year-long student-designed projects both within and parallel to the curriculum.

An appointed committee will make a recommendation to the Academic Council as to the feasibility and merits of installing this program.

Principal, Academic Council, Dean of Academic Affairs, Director of Curriculum

Start: Fall 2018

Dean of Students, Moderators of Student Mentor Program

Start: Fall 2017

End: Fall 2017

End: Fall 2018

End: Fall 2020

If the idea is approved, a curricular program will be initiated.

5. Review, revise, and expand the Mentor Program.

The responsibilities of mentors will be clearly defined.

More students will have the opportunity to serve as mentors.

More students will receive mentoring from peers.

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End: Fall 2018

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Goal 3

Teaching and Instruction Vision Statement: La Salle College High School is a community in which teachers design instruction for a student-centered learning environment that provides the critical skills necessary for problem-solving, creative thinking and the application of knowledge for a changing world. In an environment that encourages collaboration and professional development, faculty will use technology to allow them to facilitate instruction and to foster excellence in teaching so that students will be prepared for college and will become life-long learners.

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Objective 1 Create an inclusive process for defining Teaching Excellence to promote the fulfillment of school mission and academic program objectives.

Outcome(s)

Lead Person/ Team Responsible

1. Create an inclusive process for defining Teaching Excellence to ensure the fulfillment of school mission and academic program objectives.

Gaining a consensus on expectations for faculty in their teaching.

Principal, Dean of Academics, Director of Curriculum, Academic Council

Start: Fall 2017

2. Increase faculty professional development and ensure that there is regular participation.

Gaining perspectives and best practices and contributing to dialogue with colleagues about pedagogy.

Principal

Start: Fall 2017

3. Set up a structure for regular departmental and interdepartmental collaboration.

Gaining perspectives and best practices and contributing to dialogs with colleagues about pedagogy.

Department Chairs, Academic Council

4. Investigate the value of establishing Professional Learning Communities to continue the learning, dialog and experimentation with new practices and strategies.

If desirable, set up a structure around key pedagogical topics for groups to explore and report on to the wider community.

Academic Council

Action Step

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Timeline

End: Fall 2018

End: Ongoing Start: Fall 2019 End: Fall 2020 Start: Fall 2019 End: Fall 2020

Objective 2 Increase the use of varied assessments and formative feedback to promote deeper learning.

Action Step 1. Create in-service(s) on the topic of assessment.

Outcome(s) Greater understanding about the topic.

More dialog about varied assessments.

Lead Person/ Team Responsible

Timeline

Principal, Dean of Academics, Director of Curriculum

Start: Fall 2016

Academic Council, Department Chairs

Start: Fall 2017

End: Fall 2017

More direction about expectations of regular assessments of student learning and timely feedback.

2. Increase the number and variety of assessments and the use of digital technologies for assessments.

Students are more frequently given the opportunity to express their understanding in a variety of ways.

End: Fall 2018

Faculty implement technology options, e.g. Web Assign, online quizzes, discussion boards 3. Analyze opportunities for more frequent formative feedback and increase the level and timeliness of feedback.

Students receive more input and direction for their Ongoing learning.

Faculty have more data to arrive at grades.

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Academic Department Chairs, Academic Council

Start: Fall 2017 End: Fall 2019

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Objective 3 Develop core instructional practices infused with project-based learning and student collaboration that is interdisciplinary.

Action Step

Outcome(s)

1. Develop the schedule that provides longer periods of time needed for student-centered instruction and creativity.

Students learn at more in-depth levels.

2. Provide faculty training in the use (planning, implementing, and assessing) of oral communication and collaboration.

Faculty are trained in instructing and assessing oral communication and collaboration.

3. Evolve curricula to make room for interdisciplinary collaboration and project-based learning.

More connected learning takes place.

Faculty use time blocks more creativity.

Timeline

Principal, Dean of Academics, Director of Curriculum, Scheduler, Academic Council

Start: Fall 2016

Principal, Dean of Academics, Director of Curriculum

Start: Fall 2017

Director of Curriculum, Academic Council

Start: Fall 2019

End: Fall 2018

End: Fall 2018

Direction on increasing activities with student collaboration and oral communication.

Longer-term learning allows for more in-depth understanding.

More faculty collaboration.

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Lead Person/ Team Responsible

End: Fall 2020

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The Oscar Romero Prayer

by Bishop Kenneth Untener

It helps now and then to step back and take a long view.

The Kingdom is not only beyond our efforts, it is beyond our vision.

We accomplish in our lifetime only a fraction of the magnificent enterprise that is God’s work.

Nothing we do is complete, which is another way of saying that the kingdom always lies beyond us.

No statement says all that could be said.

No prayer fully expresses our faith. No confession brings perfection, no pastoral visit brings wholeness.

No program accomplishes the Church’s mission.

No set of goals and objectives include everything.

This is what we are about. We plant the seeds that one day will grow. We water the seeds already planted knowing that they hold future promise.

We lay foundations that will need further development.

We provide yeast that produces effects far beyond our capabilities.

We cannot do everything, and there is a sense of liberation in realizing this.

This enables us to do something, and to do it very well.

It may be incomplete, but it is a beginning, a step along the way, an opportunity for the Lord’s grace to enter and do the rest.

We may never see the end results, but that is the difference between the master builder and the worker.

We are workers, not master builders, ministers, not messiahs. We are prophets of a future not our own.

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Goal 4

Student Profile and Diversity Vision Statement: A key tenet of a Lasallian institution is that every member of the community is valued, respected, and included. La Salle College High School strives to create an environment where differences in race, culture, religion, socioeconomic status, learning style, and sexual orientation are accepted and understood. With a developed awareness about diversity formed by exposure to and dialog about differences of thought and background, our students and graduates will be able to thrive in a world that is increasingly interconnected and global-minded.

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Objective 1 Diversify our community by developing and maintaining strong relationships with potential feeder elementary schools – Catholic, public, charter and independent – that serve diverse populations, especially those located in Philadelphia and by attracting diverse candidates for open positions.

Outcome(s)

Lead Person/ Team Responsible

1. Develop a working relationship with the administrations and teachers of 10-20 schools to facilitate admission to our Katherine Drexel Scholars Program, 6th and 7th grade admissions practice test, VIP days, and the eventual Admission testing and application process to La Salle.

Full enrollment (20 students) in Katherine Drexel Scholars Saturday Program.

Director of Diversity, Director of Admissions

Start: Fall 2017

2. Identify several students to extend invitations to participate in our Summer Enrichment Program with cost subsidized as needed.

More diversity in the population of the Summer Enrichment Program.

Diversity Director, Admissions Director, Summer Sessions Coordinator

Start: Summer 2017

3. Communicate student accomplishments at La Salle to their respective elementary schools.

Improved relationships with our feeder schools.

Diversity Director, Admissions Director, Director of Communications

Start: Fall 2017

4. To continue to emphasize the need for a more diverse administration, faculty and staff.

More diverse administration, faculty and staff.

Principal, President

Start: Fall 2016

5. Investigate the value of establishing Professional Learning Communities to continue the learning, dialog and experimentation with new practices and strategies.

If desirable, set up a structure around key pedagogical topics for groups to explore and report on to the wider community.

Action Step

End: Ongoing

End: Ongoing

End: Ongoing

End: Ongoing

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Timeline

Academic Council

Start: Fall 2019 End: Fall 2020

Objective 2 Develop a plan that celebrates diversity and aids with the sensitization of all community members – parents, teachers, staff and students – about issues of diversity through curricular enhancements and co-curricular and extra-curricular initiatives.

Action Step

Outcome(s)

Lead Person/ Team Responsible

Timeline

1. Develop a program, e.g. community-wide reading, discussions, speakers, focus groups, to explore issues of all types of diversity. Encourage parent groups to do the same. Tie program explicitly to Lasallian values.

Academic emphasis on more issues of diversity in curriculum

Academic Dean

Start: Fall 2017

Department Chairs

End: Ongoing

2. Develop a method of objectively measuring the strengths and weaknesses of the diversity initiative through the inclusion of questions in the current surveys (e.g. senior exit survey and parent satisfaction survey) and interviews.

Increase empirical information to evaluate the success of the diversity initiative.

Director of Curriculum, Director of Mission and Ministry

Start: Spring 2017

3. Celebrate cultural holidays and develop year-round spotlight/focus on areas of cultural heritage and diversity of our students.

More awareness and a celebration of the diverse cultural heritage of our student body and the area in which we live.

Director of Diversity, Coordinator of International Students, Academic Departments, Chair of Student Activities, Moderator of WEXP, Presidents of Parents Clubs

Start: Fall 2016

4. Encourage strategic representation of diversity in all student leadership positions.

Emphasize our inclusivity and diversity.

Leaders/Moderators of Student Mentors and Ambassadors, Lasallian Mission Team, Director of Communications, Chair of Student Activities

Start: Fall 2017

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End: Ongoing

End: Ongoing

End: Ongoing

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Goal 5

Advancing the Mission Vision Statement: La Salle College High School will secure and grow our mission through careful, sound management of our financial, material, and human resources, through programming, fund-raising, and communication that engages all constituent groups comprehensively and consistently, and through enrollment management practices that ensure an annual enrollment which is robust, diverse, and sustainable from academic and financial standpoints.

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Objective 1 Manage resources to support financial aid and enrollment stability.

Outcome(s)

Lead Person/ Team Responsible

Timeline

1. Grow and diversify the endowment to support various forms of financial assistance.

Additional endowment revenue.

CFO

Start: Fall 2016

2. Model scenarios that reflect various demographic and economic shifts.

Comprehensive plan that will prepare the school for various scenarios, reported to the finance committee and Board of Trustees.

Action Step

End: Ongoing

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CFO

Start: Fall 2016 End: Ongoing

Objective 2 Institutional Advancement: Execute a plan for the repurposing of the function of Alumni Relations and the Alumni Association in order to create a relevant and modern Constituent Relations Program with the intent of increasing engagement, philanthropic participation and dollars raised.

Action Step

Outcome(s)

Lead Person/ Team Responsible

Timeline Start: Fall 2017

1. Research and determine from best practices an appropriate model for Constituent Relations.

Reorganization of the Alumni Relations function.

Vice-President of IA

2. Implement a Constituent Relations function that will comprise Alumni, Current Parents, Past Parents, the Mothers Club, Men of La Salle, and Faculty/Staff.

A well-structured Constituent engagement program.

Vice-President of IA, Director of the Annual Fund, Director of Constituent Relations

Start: Spring 2017

End: Ongoing

Creation of a desired and relevant slate of Constituent Engagement Events.

End: Ongoing

Adapting the existing Alumni Association to fulfill new roles.

Creation of non-Alumni constituency groups with a well-defined remit.

Re-assignment of all Alumni Relations and fundraising events under the aegis of the Office of Institutional Advancement.

3. Create a formalized Career Mentoring and Networking Program for La Salle Alumni and current students. Promote use of LinkedIn for networking.

Launch a Mentoring Program.

Director of Constituent Relations

Start: Fall 2016

Increased participation at Networking events.

IT Department

End: Ongoing

4. Create and implement a Communications Plan to promote and advertise the restructure with the goal of promoting a set of benefits to each constituency group.

To insure all constituents have been made apprised of the changes.

Director of Marketing and Communications

Start: Fall 2016

To entice volunteer involvement to the new programs and events.

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End: Ongoing

Objective 3 Enrollment Management

Action Step 1. Strengthen our geographic footprint by increasing faculty support and mining demographic data.

Outcome(s) La Salle is increasing our footprint in Bucks and Delaware County while staying prominent in Montgomery County.

Lead Person/ Team Responsible

Timeline

Director of Admissions

Start: Fall 2016 End: Ongoing

Identifying the most qualified and attractive candidates from the region.

2. Evaluate current transportation offerings and determine if additional buses or stops can be offered.

La Salle will evaluate current transportation routes and will consider offering additional/ different routes to potential families.

Director of Transportation, Director of Admissions

Start: Fall 2016

3. Increase relationships with schools in Philadelphia.

We will have strong enrollment in our Katherine Drexel Program, Summer Academic Enrichment Programs, continuing to meet our mission. This will allow La Salle to have the strongest pool of applicants from the Philadelphia Area.

Director of Admissions, Director of Diversity

Start: Fall 2016

4. Continue to analyze enrollment data.

This will allow La Salle to help make educated decisions moving forward.

Director of Admissions

Start: Fall 2016

La Salle will begin to personalize the admissions process to cater to individual applicant’s interests. There are many different areas of excellence that draw applicants to La Salle. We will continue to keep applicants educated on what La Salle has to offer in regards to specific interests.

Director of Admissions

5. Personalize the admissions process.

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End: Spring 2017

End: Ongoing

End: Ongoing

Start: Fall 2016 End: Ongoing

Goal 6 Facilities

Vision Statement: La Salle College High School will create and maintain a safe, up-to-date, and well managed campus environment characterized by efficient use of varied and new spaces which effectively serve the educational, athletic, co-curricular and recreational needs of students and the wider school community.

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Objective 1 Develop, maintain, and satisfy the requirement of a multi-year facilities master plan provided for by an annual capital budgeting process which ensures existing facilities and other resources for instruction, athletics, the arts, and campus administration are current, efficient, and well maintained.

Action Step

Outcome(s)

Lead Person/ Team Responsible

Timeline

1. Develop a multi-year capital needs list and budget for facilities, vehicles, equipment and technology.

The school is able to plan and budget for expected capital needs.

President, Director of Facilities, CFO, CIO, Athletic Director, Finance and Property Committee, Long Range Planning Committee

Start: Fall 2016

2. Maintain the capacity to respond to unexpected facilities needs.

The school is able to do necessary but unexpected work without compromising existing plans or additional deferred maintenance.

CFO, President, Director of Facilities, Finance and Property

Start: Fall 2016

3. Continue to evolve the McShain Library into a more flexible and collaborative space.

The McShain Library becomes a better resource supporting 21st century learning.

Principal, CFO, Facilities Director, President, Dean of Academics, Director of Curriculum

Start: Summer 2016

Smooth student transition to similar resources and spaces in higher education.

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End: Ongoing

End: Ongoing

End: Fall 2018

Objective 2 Execute a plan for the re-purposing of the four campus houses which creates administrative efficiencies, an enhanced campus atmosphere, and better management of parking and traffic.

Action Step

Outcome(s)

Lead Person/ Team Responsible

Timeline

1. Convert the 1960 Annex for school administrative use.

Business Office and Human Resources relocate to the second floor.

President, CFO, Director of Facilities

Start: Summer 2017

2. Move auction functions.

Auction occupies first floor annex.

President, Director of Facilities, Auction Director

Start: Spring 2019

3. Re-configure the Brothers’ Community.

Bathroom renovation on Third Floor.

President, Director of Facilities, Director of Brothers’ Community

Start: Summer 2018

Creation of a small dining room on first floor.

4. Establish Advancement, Alumni, Communications and President functions in Belcroft.

Alumni House no longer used for administrative functions.

President, Vice-President of IA, Director of Facilities

Start: Fall 2018

5. Establish enrollment management functions in Belcroft.

Allinson House no longer used for Administrative functions.

President, Director of Facilities, Director of Admissions

Start: Spring or Summer 2019

6. Re-configure the Alumni House propriety.

Creation of additional space for parking

President, Director of Facilities, CFO

Start: Summer 2019

7. Repurpose Allinson House as a campus welcome center.

Retain some functions the Brothers’ House had offered on campus.

President, Director of Facilities, Director of Admissions, Vice-President for IA

Start: First Floor, Summer 2019; Second Floor summer 2019-20

8. Renovate and repurpose Dunleavy Center as for administrative housing or other dispositions.

Outside the scope of this plan but foreseen as completing the work on the four campus houses.

Beyond 2021

Start: Beyond 2021

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Objective 3 Develop a vision and plan for new and revised campus facilities, particularly a Student Recreation and Activity Commons and revised infrastructure, particularly around traffic to provide added flexibility for campus programming, particularly interscholastic and intramural athletics, and determine feasible means for funding the construction of these projects.

Action Step

Outcome(s)

Lead Person/ Team Responsible

Timeline

1. Add parking in the Alumni House area.

Increased traffic flow.

Director of Facilities, CFO, Civil Engineer

Start: Summer 2019 or Summer 2020

2. Develop a new vision for the North Central section of campus and create plans and reliable estimates for that vision.

Relocation of the tennis courts.

Long Range Planning Committee

Planning FY 2018, Permitting FY 2019, Tennis Courts 2020, Meehan Field 2021, Fund-Raising FY 2019-21, Building FY 2022-24

Develop plan for a new campus activities building to relieve pressure on the current gymnasium and promote intramural and spiritual programming.

Add parking that complements the building.

Re-configure Meehan Field.

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Strategic Planning Steering Committee

Long Range Planning Committee

Nicholas J. Armetta ’17

Julia K. Maher

Thomas R. Barna

Brother James L. Butler, FSC

James Marsteller

Frank P. Cervone, Esq. ’75

Nicholas J. Coggins

Michael D. McCarthy ’65

Mark J. Cunneen

Barbara Chesnik

Daniel L. McGowan

Timothy J. Erb ’94

Kevin B. Dougherty ’00

Sherry Mischler

Joseph E. Glacken

Mark A. Gibbons ’92

Suzanne K. Mischler

Joseph P. Hartnett ’69

Terrence P. Gillespie ’82

Quinn T. O’Neill ’17

Robert P. Moran ’69

Ronald S. Guerra ’76

Michael A. O’Toole ’68

Joseph A. Parisi

John D. Janda

Raymond T. Shay ’00

Peter R. Sigmund, MCSE ’85

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Subcommittees Goal One Lasallian Charism and Catholic Identity Lew Clark, Chair Christian Arellano Thomas J. Devlin ’00 Rosemary A. Gedeik Julia K. Maher Michael V. McCabe ’08 Owen C. Schugsta Cathleen P. Winning

Goal Three Teaching and Instruction

Goal Four Student Profile and Diversity

Goal Five Advancing the Mission

Nicholas J. Armetta ’17

Terrence P. Gillespie ’82, Chair

Joseph A. Parisi, Chair

Kevin B. Dougherty ’00, Chair

Nicholas J. Coggins

Barbara Chesnik

Gerald Evans, Jr.

Nicholas J. Coggins

Goal Two Program John D. Janda, Chair

Sherry Mischler Michael A. O’Toole ’68 Mike Sabatino Raymond T. Shay ’00

Thomas Lang Ryan P. McDowell ’01 Michael A. O’Toole ’68 Simon Pinder

Robert A. Zanneo

Vernard T. Abrams Gerard Brett Kevin B. Dougherty ’00 Martin Jackson John A. Keenan ’80 Quinn T. O’Neill ’17 Nary Smith

Brother James L. Butler, FSC

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Michael D. McCarthy ’65, Chair Brother James L. Butler, FSC Nicholas J. Coggins

Christopher M. Carabello ’82

Kevin B. Dougherty ’00

Kathleen Curley

Mark A. Gibbons ’92

James A. DeMerlis ’74

Ronald S. Guerra ’76

Brett T. Foley ’00

James Marsteller

Mark A. Gibbons ’92

Daniel L. McGowan

Gina Giuliani

Suzanne K. Mischler

Daniel L. McGowan

Michael A. O’Toole ’68

Suzanne K. Mischler

La Salle: A Vision for the Third Decade of the New Millennium

Goal Six Facilities

La Salle College High School – The David Program

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La Salle College High School 8605 Cheltenham Avenue Wyndmoor, Pennsylvania 19038 215 233 2911 phone 215 233 1418 fax www.lschs.org

“Example makes a much greater impression than words.”

FR O M T H E M E D I T A T I O N S O F SAINT JOHN BAPTIST DE LA SALLE M E D I TAT I O N 2 0 2 . 3

La Salle: A Vision for the Third Decade of the New Millennium 2016–2021

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