Strategic Plan

The Strategic Plan for The John Carroll School is the culmination of a six-month process, begun in June 2009. A cross-section of stakeholders in the school refined a strategy for seven areas of the school: Catholic Mission, Facilities, Marketing and Communication, Finance, Institutional Advancement, Student Learning, and Faculty, Staff and Administration.

The result is a compelling plan that will guide John Carroll into a unique five-year era of transformation.

Click on the image to the right to view the Strategic Plan brochure. 

 

STRATEGIC PLAN GOALS


The John Carroll School will fully integrate its Catholic Mission so that a positive and joyful Christian culture permeates the diverse school community.

The John Carroll School will establish a holistic educational approach that prepares all students to succeed responsibly in a competitive global society.

The John Carroll School will create a culture of leadership, continuous improvement and professionalexcellence by uniting programs of professional development, evaluation and incentives.

 

The John Carroll School will provide a safe, inviting, sustainable environment, consistent with the Master Facilities Plan, to cultivate the spiritual, academic, athletic and social development of its students.

 

The John Carroll School will establish a disciplined and viable approach for all financial processes so that they support and strengthen the financial position of the school.

 

The John Carroll School will establish a unified approach to marketing and communications to consistently promote an image of excellence.

 

The John Carroll School will create a cohesive, coordinated infrastructure to communicate its mission, to cultivate strong alumni relations, and to raise funds for the school.

 

  

EXECUTIVE SUMMARY OF
2010 STRATEGIC PLAN OBJECTIVES

 

Catholic Mission

  • Prioritize our Catholic mission in all school related activities while increasing visible reminders of the faith
  • Assure regular personal faith development for faculty and staff
  • Assist teachers in enhancing success for students with learning differences
  • Design a service-learning model rooted in Catholic social teaching that inspires lifelong Christian service
  • Foster a greater understanding and appreciation of Archbishop John Carroll’s vision and values

 Student Learning

  • Establish a curricular program that prepares students for living and learning in the future, particularly in the areas of science, technology, engineering and mathematics (STEM)
  • Establish an educational philosophy that features instructional approaches which recognize diverse learning styles
  • Implement a systematic information technology program to increase technology literacy skills
  • Promote online learning education and expand experiential and service learning opportunities

 Faculty, Staff and Administration

  • Develop a profile of the successful teacher, staff member or administrator, based on defined standards for professional excellence
  • Create professional development and assessment program that helps faculty, staff and administration achieve mastery of defined expectations and standards of professional excellence
  • Develop a system of incentives that acknowledges and encourages professional excellence among faculty, staff and administration

Facilities

  • Create, implement and monitor comprehensive preventive maintenance and energy conservation programs
  • Begin schematic design initiatives for the Master Facilities Plan
  • Enhance campus visibility and identity to the public, including implementation of an interim landscape plan
  • Incorporate recommendations of the Master Facilities Plan in ongoing maintenance

Finance

  • Establish guidelines and cost/benefit analysis to evaluate programs and facility use  
  • Create a three-year financial model, in harmony with enrollment models and the Capital Campaign
  • Create new models for tuition assistance and tuition as well as for enrollment  management, investment and finance that fit the John Carroll environment

 Marketing and Communications

  • Revise the structure of Institutional Advancement, Marketing and Communications,  Admissions and Alumni Relations to promote unity, collaboration and efficiency
  • Create and regularly evaluate a comprehensive marketing strategy which includes personalizing the John Carroll experience
  • Increase alumni participation in marketing

Institutional Advancement

  • Formalize a process for donor identification, cultivation and solicitation to support The John Carroll School
  • Develop and implement an internal and external communications plan centered on The John Carroll School’s brand and adapt internal communications systems for increased efficiency
  • Reconnect and involve alumni in varied programs to deepen their ties to The John Carroll School
  • Commit adequate funds in the annual budget to support extracurricular student activities