A Vision for Our Future

STRATEGIC PLAN 2022-2027

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Opening Words

OUR MISSION

Portrait of a CB Graduate

Educational Visioning Process

Vision Statement

Strategic Goals

Academics

Lasallian Catholic Identity

Christian Brothers High School is a Lasallian Catholic coeducational college preparatory high school. We are dedicated to inspiring and empowering young men and women with a challenging, relevant, and diverse academic program and co-curricular activities. Students thrive in a Christ-centered community that fosters faith, integrity, global citizenship, leadership and service, preparing students for college and life.

Enrollment

Philanthropy

Student Life

Facilities

Finance

Governance

Led by the wisdom of our founder, St. John Baptist de La Salle, Christian Brothers High School prepares its students for success in college, their careers, and in life. We provide excellent academics and enriching co-curricular activities in a nurturing, faith- lled environment. In the Lasallian Catholic tradition, we foster a spirit of service and respect for all. Together and by association, we work diligently to inspire our young people to pursue greatness.

And while we celebrate our past and ongoing achievements, we must look to the future to ensure the sustainability of the excellent Lasallian Catholic educational experience by continually asking the fundamental Lasallian question: What do our students need?

This document outlines A Vision for Our Future, articulated through nine strategic goals. In collaboration with the Board of Trustees, faculty, staff, parents, alumni, and students, we crafted a roadmap to success, outlining priorities and action items to achieve our strategic goals over ve years (2022-2027). The following pages provide accountability and show how we will work together to solidify Christian Brothers High School as the leading provider of faith-based, college preparatory education in the Sacramento area.

Enter to Learn, Leave to Serve

“To be entrusted with the teaching of the young is a great gift and grace of God.”

-St. John Baptist de La Salle

PORTRAIT OF A CB GRADUATE

Christian Brothers High School educates the whole student — mind, body, and spirit. We offer a challenging curriculum, a wide variety of activities, an inclusive and faith-focused environment, and service to our community, all positioning our students for success in college, careers, and life. This Portrait of a CB Graduate lists the attributes — rooted in the Lasallian Catholic Core Principles — that our faculty, staff, families, and community will work together to foster in each student at CB by the time they

FAITH IN THE PRESENCE OF GOD

Faith, Honor, Reverence, Sound Judgement, Spiritual Fortitude, Stewardship, Understanding

QUALITY EDUCATION

Academic Knowledge, Creativity, Executive Functioning, Mental Health Awareness, Practical Life Skills, Self-Advocacy

RESPECT FOR ALL PERSONS

Appreciation for Others and Self, Collaboration, Compassion, Critical Analysis, Dignity, Moral Reasoning Patience, Re ective Thinking, Respect

INCLUSIVE COMMUNITY

Active Participation in Student Life, Community Focus, Effective Communication Skills, Empathy, Integrity, Relational Skills

CONCERN FOR THE POOR AND SOCIAL JUSTICE

Advocacy, Courage, Leadership, Local and Global Mindset, Solidarity with the Poor and Marginalized

TAKING A DEEPER LOOK

Below we expand upon the key attributes in our Portrait of a CB Graduate. Each bullet point nishes the following sentence. The unique Christian Brothers High School experience fosters in each student...

FAITH IN THE PRESENCE OF GOD

The faith to recognize God in themselves, others, and all of God’s creation and to honor that presence by making healthy choices for the mind, body, and spirit.

The understanding of the core beliefs, commitments, and practices of Christianity, the Lasallian charism, and the Roman Catholic Church.

QUALITY EDUCATION

The knowledge and application of the academic, creative, and practical skills necessary for scholarly, professional, and life success.

The capability to balance family life, academic achievement, co-curricular activities, and leadership roles by utilizing time, stress, and mental health management tools.

RESPECT FOR ALL PERSONS

The understanding, respect, and appreciation of one’s self and the diverse cultures, religious beliefs, economic backgrounds, competencies, and abilities of others.

The skills to collaborate with others to achieve goals with dignity, moral reasoning, critical analysis, and re ective thinking.

INCLUSIVE COMMUNITY

The desire and ability to promote belonging and a sense of community through active bridge-building with others.

The capacity to act with integrity and empathy to effectively communicate and work with others.

CONCERN FOR THE POOR AND SOCIAL JUSTICE

The courage to act in solidarity with the poor and marginalized through service, leadership, and advocacy.

The local and global mindset to positively impact the community and the world.

PORTRAIT OF A GRADUATE

A SNAPSHOT OF SUCCESS

Christian Brothers High School graduates achieve success through many diverse paths: colleges and universities, trades, military service, the workforce, and more. While each journey is unique for every student, their time as Falcons builds a solid foundation for lives rooted in service.

“I personally remember the Brotherhood. It was always there. Back then, 80 percent of our teachers were Brothers and I learned a lot from them. I think what stood out to me was that we were involved with students that you didn’t necessarily hang out with through intramurals, home rooms, and different activities on campus. Through that, we got to know everyone and developed a respect for everyone.”

“Personal discipline was a big part of our education. We learned to listen instead of talk, and to understand where other people are coming from. That helped me in my career. After graduating, I joined the family business and worked my way up. Christian Brothers helped me a lot, especially when it came to working with others.”

Sam is currently retired after running his family’s business, a successful bar and restaurant in downtown Sacramento, for many years.

“I wish we would have had more time together. I felt the Sacramento Diocese merged the two schools (Bishop Manogue/CBHS) quickly and there was an absolute culture shift. On the positive side, I made some great friends and we have remained friends. Conceivably our shared lived experience helped us bond. This lived experience helped me handle change in my life and career.”

“While ‘Enter to Learn, Leave to Serve’ is the motto for Christian Brothers, I can say Catholic education encouraged me to give back to my community by providing the foundation that inspired me to volunteer.”

Linda recently received a doctorate in educational leadership, and has spent the last 25+ years in education.

Linda Delgadillo ‘91

Sam Kanelos ’72

Below are quotes from graduates of different generations talking about how the unique Christian Brothers High School educational experience prepared them for post-secondary education, their careers, and life.

“I was one of those students who looked forward to attending school every single day because of the community and learning environment created by the teachers, administration, coaches, and diverse group of students. The life skills I learned by being a student athlete prepared me for my career in more ways than one. Teamwork, accountability, and strong work ethic are lessons that translate directly from the eld/court to the professional world, which I use on a daily basis and are invaluable.”

“‘Enter to Learn, Leave to Serve’ still resonates with me to this day. I joined the CB Alumni Board in 2012 to help fundraise and volunteer my time for Alumni events.”

Elizabeth currently works in nance for Sutter Health in Sacramento.

“My time at CB was great. It started off rocky because of the change in curriculum and few friends because I went to public school K-8. But quickly I found friends who I’m still close to through sports and a few faculty that really took me under their wing. Going to CB was more than likely the best life trajectory path change I could have experienced.”

“When I re ect back on my time at CB, the biggest qualities I learned were compassion, patience, and hard work. The biggest thing CB did for my career and life was that it gave me a foundation to be able to mesh with any group and be relatable.”

Ekenna is currently a partner and CFO at Bay Street Capital Holdings, a registered investment advisory rm based in California.

Ekenna Anya-Gafu ‘10

Elizabeth Blucher ‘01

EDUCATIONAL VISIONING PROCESS

Educational visioning is a roadmap for transforming schools. At Christian Brothers High School, we have successfully provided an excellent college-preparatory education in the Lasallian Catholic tradition for more than 145 years. We are proud of our achievements, and in order to honor and strengthen that legacy, we must look to and plan for the future. Through educational visioning, we collectively identi ed goals and priorities for our school, and planned detailed and actionable steps to achieve them. Here’s a look at how we carried out the educational visioning process at Christian Brothers High School over the course of a year (fall 2021-fall 2022).

FALL 2021

PRESIDENT CRYSTAL LEROY, ED.D.

GATHERED THE COMMUNITY TO CRAFT A 5-YEAR STRATEGIC PLAN.

IN COLLABORATION WITH PARTNERS IN MISSION, DR. LEROY LAUNCHED THE INTENSIVE PROCESS.

EDUCATIONAL VISIONING STEERING COMMITTEE CHAIRS, MRS SUSAN LARSON AND MS RENEE

MALAKI ‘76, AND A GROUP OF DEDICATED VOLUNTEERS COLLECTED DATA AND LOOKED CLOSELY AT EIGHT KEY AREAS OF OPERATIONS

CRUCIAL STAKEHOLDERS, INCLUDING FACULTY, STAFF, STUDENTS, FAMILIES, ALUMNI, AND FRIENDS OF CB, WERE INVITED INTO THE PROCESS

STAKEHOLDER GROUPS PARTICIPATED IN TARGETED SURVEYS

NOVEMBER 2021

DR LEROY, THE STEERING COMMITTEE, AND THE DOMAIN CHAIRS HOSTED ROUND TABLE DISCUSSIONS FOCUSED ON EIGHT KEY AREAS OF OPERATIONS.

OVER THE NEXT TWO MONTHS, THE DOMAIN CHAIRS HOSTED ADDITIONAL MEETINGS IN PERSON AND ONLINE.

JANUARY 2022

A 2-DAY RETREAT WAS HELD TO COLLABORATE ON DRAFTING THE STRATEGIC GOALS AND OBJECTIVES

SPRING 2022

GOALS AND OBJECTIVES WERE SHARED WITH EMPLOYEES TO SOLICIT FURTHER INPUT.

FALL 2022

THE PRESIDENT’S CABINET WORKED WITH THE DEPARTMENTS AND STEERING COMMITTEE TO CREATE NINE STRATEGIC GOALS, ACTION ITEMS, AND A VISION FOR CB.

VISION STATEMENT

Our Vision

We, as members of Christian Brothers High School, are inspired by Jesus Christ and the vision and wisdom of St. John Baptist de La Salle, our founder and the universal patron saint of teachers. In La Salle’s spirit we have created, and desire to enhance, an excellent learning community of students and adults that:

• Is committed to being an educational leader in the region and to building a better community through a long-term, actionable plan for school success;

• Represents the best of Lasallian Catholic education today and in the future by securing the best Lasallian Catholic school faculty and staff possible;

• Believes in celebrating and promoting our Lasallian Catholic identity by inspiring each other to grow and demonstrate our love for God and our neighbors;

• Strives to continue to expand access and admission to Christian Brothers High School through thoughtful and intentional community outreach;

• Works to instill a desire and commitment to serving the poor and marginalized and to the community, both in school and beyond graduation;

• Believes the presence of God is found within everyone and takes an active role in ensuring all feel welcome and included;

• Serves diverse needs through safe and effective campus facilities,

• Is secure nancially and positioned to provide the best high school experience possible, and;

• Is led by a model of governance that is sustainable, effective, and forwardthinking to realize our vision for the future.

STRATEGIC GOALS

Our Goals

Christian Brothers High School has established nine bold goals to build on more than 145 years of educational excellence and faith. The goals below are rooted in our Lasallian Catholic Core Principles, which are centered around faith, service, and belonging. As you will see in the following pages, we have carefully crafted and strategically planned measurable action items to achieve these goals and hold us accountable. A Vision for Our Future will enhance the wellbeing and education of our students, build community, and advance Christian Brothers High School. In that spirit, guided by our faith in the presence of God, we will achieve our goals together and by association.

GOAL 1: Develop a 5-Year Plan for the Academic Program

Christian Brothers High School will develop an educational vision to guide the academic program for the next ve years. The academic program will be rooted in the school’s Lasallian Catholic mission and innovative learning traditions that respond to all students’ needs and prepare them for college and life.

Main Objectives & Priorities

1. Develop the Portrait of a CB Graduate through a collaborative process that includes faculty, staff, alumni, families, and community members.

2. Articulate the purpose and role of Christian service learning in the school and the extent to which it should infuse the academic curriculum.

3. Establish and implement a system to access, gather, analyze, and apply academic data to track student growth and continuously improve the curriculum and instruction.

Years 1-5: Action Items to Achieve Goal 1

• Review data and community input from the 2021-2022 educational visioning process and develop a ve-year strategic plan.

• Review data and community input from the 2021-2022 educational visioning process and develop a Portrait of a CB Graduate.

• Develop a communications plan for sharing the 5-year strategic plan and Portrait of a CB Graduate with the CB community.

• Establish a schedule to conduct a curriculum review and plan to implement improvements.

year

1

• Review the school calendar and bell schedule to align with the instructional and operational needs of the school and make adjustments for the 2023-2024 school year.

• Work with the Lasallian Student Life Of ce and academic department to formalize a school-wide service-learning curriculum plan with a special focus on the Oak Park community.

• Implement the Freshman Service-Learning Program (religion).

• Build upon, systematize, and integrate various student support resources emphasizing equity for all students in collaboration with the administration, counseling, ARC, and wellness departments.

• Conduct year one of the 2023-2026 three-year curriculum review schedule.

• Implement the revised bell schedule and calendar with instructional and operational improvements.

• Establish a plan to access, gather, analyze, and apply academic data to track student success.

• Implement the Sophomore Service-Learning Program (english).

• Prepare for the SE (formerly E3) Accreditation process.

• Conduct year two of the 2023-2026 three-year curriculum review schedule and implement curriculum improvements.

• Implement the Junior Service-Learning Program (department TBD).

• Monitor calendar and bell schedule improvements.

• Monitor system to access, gather, analyze, and apply academic data to track student success.

• SE (formerly E3) Accreditation Process site visit.

• Conduct year three of the 2023-2026 three-year curriculum review schedule and implement curriculum improvements.

• Implement the Senior Service-Learning Program (department TBD).

• Monitor calendar and bell schedule improvements.

• Monitor system to access, gather, analyze, and apply academic data to track student success.

• SE (formerly E3) Accreditation Process site visit.

• Review and assess the 2023-2026 three-year curriculum improvements.

• Review and assess the CB school-wide service-learning plan.

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ACADEMICS

GOAL 2: Build the Best Lasallian Catholic School Faculty & Staff Possible

Christian Brothers High School will attract, support, form, develop, and retain the nest Lasallian school faculty and staff possible to ensure continued excellence in academics and co-curricular activities in a community rooted in service and faith in God.

Main Objectives & Priorities

1. Identify and hire quali ed and diverse faculty and staff committed to the Lasallian Catholic mission.

2. Strengthen the onboarding of new faculty in school traditions and our Lasallian Catholic charism.

3. Explore new and creative opportunities to attract and retain staff.

4. Continue to grow and improve the sense of community and belonging among faculty, staff, and students.

Years 1-5: Action Items to Achieve Goal 2

• Revise the new employee orientation with a focus on our Lasallian Catholic charism.

• Implement a beginning-of-the-year community retreat and day of service for Lasallian family groups.

• In collaboration with the Brothers from the De La Salle Institute, the Lasallian Adult Formation Team will develop and introduce the 12 virtues of a Lasallian educator to the school community.

• Advertise and recruit faculty and staff through the Lasallian district and regional resources.

• Develop a human resources employee relations plan to attract, support, form, develop, and retain quality Lasallian Catholic school faculty and staff.

• Develop a rst-year teacher mentor program.

• Develop a plan to proactively encourage professional development and ensure Title II funds are fully exhausted.

• Implement a comprehensive evaluation and growth plan for faculty and staff.

• Develop an annual climate and culture plan to encourage relationships and further build community.

• Apply year one of the faculty, staff, and administrator evaluation process.

• Implement the plan to attract, support, form, develop, and retain quality Lasallian Catholic school faculty and staff.

• Enact year two of the faculty, staff, and administrator evaluation process.

• Monitor the plan to attract, support, form, develop, and retain quality Lasallian Catholic school faculty and staff.

• Enact year three of the faculty, staff, and administrator evaluation process.

• Monitor the plan to attract, support, form, develop, and retain quality Lasallian Catholic school faculty and staff.

• Review and assess the faculty, staff, and administrator evaluation process.

1 year

2

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5

GOAL 3: Promote Our Lasallian Catholic Identity

Christian Brothers High School will promote its Lasallian Catholic identity to enhance an institution that provides opportunities for all members of its community to actively engage in the growth of their faith and spiritual formation, recognize God’s presence in all individuals, and foster lifelong involvement in service with the poor, underserved, and marginalized.

Main Objectives & Priorities

1. Educate faculty, staff, and the entire school community in the Lasallian Catholic charism while af rming our core principle of “Inclusive Community” with a particular focus on new members of the community.

2. Increase the visibility of our Lasallian Catholic mission in the Sacramento region and intentionally af rm our Lasallian Catholic identity within the context of changing demography.

Years 1-5: Action Items to Achieve Goal 3

• Create a schedule of regular Lasallian formation for faculty and staff to increase awareness of, and accessibility to, the variety of opportunities.

• Invite faculty and staff to participate in the district and regional Lasallian formation programs.

• Continue to hold and encourage daily morning mass and community prayer opportunities.

• Offer CB community service to the Sacramento Diocese and participate in Diocese events.

• Host McGrath Institute speakers for an event in the fall.

• Encourage a review of our pastoral approach to sensitive topics in religion classes.

year

1

• Build and implement the NEST (Nurturing Every Student Together) homeroom/advisory program.

• The Diversity, Equity, Inclusion, and Belonging (DEIB) Committee will develop an annual plan for parents, faculty, staff, and students to facilitate DEIB initiatives, address community needs, and promote opportunities for community celebrations.

• Review and assess the Title IX Policy as it relates to reporting and processing community incidents (Dean’s Of ce).

• Af rm af nity clubs by supporting their efforts to create safe spaces on campus.

• Host a wellness fair with speakers from the Belonging Institute at UCB.

• Conduct biannual school climate surveys to measure the students’ perception of safety and belonging on campus.

• Promote equity by integrating student support resources for academics and wellness in easily accessible locations, including the Virtual Wellness Center and Student Support Document.

• Create a mentoring program through the counseling and ARC departments that focuses on wellness and belonging to promote student success.

• Implement small group socialization through the counseling department to support students with neurodivergence.

• Review the Lasallian Student Life Of ce/President’s Cabinet structure and make recommendations for improvement if necessary.

• Develop a plan to educate faculty, staff, and the entire school community in the Lasallian Catholic charism.

• Implement LSLO/cabinet structural changes (if applicable).

• Monitor the plan to educate faculty, staff, and the entire school community in the Lasallian Catholic charism.

• Review and assess LSLO/cabinet structural changes (if applicable).

• Monitor the plan to educate faculty, staff, and the entire school community in the Lasallian Catholic charism.

2 year

• Assess the plan to educate faculty, staff, and the entire school community in the Lasallian Catholic charism.

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GOAL 4: Optimize Enrollment

Christian Brothers High School will seek to understand and communicate motivations for, while countering barriers to, attending our school to optimize enrollment.

Main Objectives & Priorities

1. Research and investigate the bene ts to, and impediments of, attending CB versus other secondary school options.

2. Further enhance all “early touch” pre-enrollment opportunities, like shadow days, PAL tournaments, youth sports programs, and more, and investigate new opportunities for early exposure.

3. Explore summer camp and school opportunities for growth.

Years 1-5: Action Items to Achieve Goal 4

• Utilize new application software to survey families to whom admission is offered but elect not to attend Christian Brothers High School to understand why we were not their school of choice.

• Benchmark CB pricing and course offerings compared to other high schools to ensure we meet students’ changing needs and interests.

• Improve the shadow day schedule for 2022-2023 to enrich opportunities to experience campus and classroom life.

• Collaborate with the athletic department to ensure ample marketing materials and items for PAL tournament participants and families.

• Ensure access to information and invitations to the CB Open House and shadow days for sports feeder programs.

year

• Benchmark CB Summer Camp costs and course offerings to ensure an enriching variety of camps with competitive pricing.

• Exemplify core Lasallian values by researching and developing a plan to increase interest in, and enrollment from, the Oak Park community.

• The director of admissions will take an active role in enrollment management as it pertains to student retention.

• Investigate the cost of tuition based on target population needs and look at comparative data; position CB as a wise investment in whole-child education.

• Begin a scholarship program for students attending Fr. Keith B. Kenny and Oak Ridge Elementary schools.

• Implement the plan to increase awareness of, and interest in, enrollment among students from the Oak Park community.

• Leverage graduate outcomes data to enhance impressions of the school.

• Optimize social media strategies to support enrollment efforts and engage current and prospective students, families, and alumni.

• Collaborate with the principal to facilitate articulation gathering of feeder school principals and 7th and 8th-grade faculty with emphasis on the Academic Resource Center.

• Further de ne the CB brand and create an aggressive marketing program that effectively distinguishes CB as the school of choice.

• Benchmark tuition and economic data to ensure that CB represents the best value for families.

• Utilize comparative data from the new admissions’ enrollment management system to inform improved conversion rates.

• Implement a plan to maintain our Lasallian and Catholic identity within the student population, particularly given the declines in enrollment at area Catholic schools.

• Celebrate 150 years of Lasallian Catholic education in Sacramento and the value of the longstanding tradition of faith and excellence.

• Celebrate 150 years of Lasallian Catholic education in Sacramento and the value of the longstanding tradition of faith and excellence.

• Use the information garnered in years one through four to inform additional improvements.

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GOAL 5: Create a Culture of Philanthropy

Christian Brothers High School will build a culture of philanthropy based on the principles of “Enter to Learn, Leave to Serve,” where service and nancial giving are cultural norms, thus strengthening the school’s inclusive, diverse, and sustainable nature.

Main Objectives & Priorities

1. Establish and implement a strategic communications plan that will successfully reach all constituents where they live, work, worship, and play through effective collaboration between the of ces of philanthropy and communications.

2. Build a sustainable alumni organization that fosters alumni support and cultivates a pipeline of ambassadors representing the storied history of CB and future generations of alumni.

3. Develop a communications and engagement strategy that both educates our community on the disparity between tuition received and the total cost of educating our students, taking facility maintenance into account and based on current and replicable data from the nance department, and emphasizes the critical importance of philanthropic support for the costs of operating CB and delivering a top-quality education to our students.

Years 1-5: Action Items to Achieve Goal 5

• Identify, schedule, conceptualize, and implement an annual outreach plan.

• Coordinate calendars with philanthropy, president’s of ce, administration, and school events.

• Work with nance to determine valid, explainable data re ecting the annual revenue/expense balance and incorporate language into donor outreach.

• Implement a strategic communications plan in collaboration with the communications of ce.

• Establish structure, goals, and core champions of a revitalized alumni organization.

1 year

• Formalize additional tiers of engagement, expanding opportunities for involvement for those with narrow interests, limited capacity, or niche reach.

• Execute a grassroots and mass marketing approach to ll out additional giving tiers.

• Incorporate language into our outreach and online content that addresses the disparity between tuition received and the actual cost of educating our student body.

• Implement an engagement plan based on the community’s understanding of the revenue/expense/tuition balance at CB.

• Implement a philanthropic strategic plan and make necessary improvements.

• Assess CB’s readiness for a capital campaign.

• Recruit for and develop an alumni organization.

• Assess the existing volunteer program and craft a strategic growth plan.

• Monitor improvements to the philanthropic strategic plan.

• Develop the structure and resources for the execution of a capital campaign.

• Implement a plan for a volunteer program.

• Research and assess donor data and demographics, and correlate outreach plans.

• Engage the Philanthropy Champions Council (PCC) to support and advance major and planned giving efforts.

• Review and assess philanthropic improvements.

• Initiate a quiet phase of the capital campaign.

• Monitor improvements to the volunteer program.

• Implement and make improvements to protocols regarding the engagement of marginalized constituency groups.

• Introduce a complementary endowment and an estate-giving campaign.

2 year

3 year

4 year

• Research and assess industry benchmark institutions and practices.

• Initiate the public phases of the capital campaign.

• Implement an encompassing stewardship and recognition program responding to the capital campaign.

• Monitor improvements to the marginalized constituency plan.

5 year

GOAL 6: Instill a Community of Belonging on Campus

With a rm commitment to the Lasallian Core Principles, Christian Brothers High School will ensure that every student experiences a sense of belonging, a feeling of safety and support, development as a whole person and leader, growth as a global citizen, and service to others through quality co-curricular activities.

Main Objectives & Priorities

1. Improve safety for students, faculty, staff, and visitors on campus.

2. Continue to develop a robust wellness program that provides the entire CB community with speci c tools, required training, growth opportunities, and dedicated regular school time to improve knowledge and support of mental and physical health.

3. In the realms of DEIB (diversity, equity, inclusion, and belonging), athletics, and service learning, provide ongoing training for faculty, staff, and families; make regular dedicated school time available for students to learn about these domains; and offer opportunities for students and families to engage.

4. Explore how the current schedule and calendar can include the professional development of teachers, staff, and academic counselors.

Years 1-5: Action Items to Achieve Goal 6

• Review and assess campus safety protocols for faculty, staff, and students and develop a plan for improvement.

• Establish an annual emergency drill schedule.

• Formalize and train the Incident Command Team.

• Provide emergency response training (CPR, Stop the Bleed, and EpiPen®) to faculty and staff.

• Hire a second wellness counselor.

• Develop a virtual wellness center and wellness program.

• Conduct a wellness fair to provide resources and information to students.

• Provide weekly school-wide meditations and centering experiences to teach students healthy ways to manage stress.

• Provide animal-assisted therapy and form mindfulness-based stress management groups.

• Build work time into two Tuesday morning meetings to help alleviate teacher stress.

year

• Create and implement a sustainable wellness program for student-athletes to process and handle the pressures of school and sports.

• Review and assess student club charters.

• Develop and formalize the DEIB mission, purpose, and structure.

• Review the school dress code and develop a 5-year phase-in proposal for improvements.

• Aid parents in establishing best practices for assisting student-athletes and create partnerships between parents and coaches.

• Carry out any student club improvements.

• Implement the DEIB mission, purpose, and structure improvements.

• Enact year one of the school uniform policy.

• Monitor and continue developing student wellness/challenge success programming related to academics, counseling, and athletics.

• Enact the year-one plan to improve safety on campus.

• Monitor student club improvements.

• Monitor the DEIB mission, purpose, and structure improvements.

• Implement year two of the student uniform policy.

• Review and assess student wellness/challenge success programming.

• Monitor parent wellness/challenge success programming related to academics, counseling, and athletics.

• Monitor the plan to improve safety on campus.

• Review and assess student club improvements.

• Review and evaluate the DEIB mission, purpose, and structure improvements.

• Implement year three of the student uniform policy.

• Review and evaluate parent wellness/challenge success programming.

• Review and assess the plan to improve student safety on campus.

• Review and assess the new school uniform policy.

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GOAL 7: Enhance & Maintain Campus Facilities to Meet Diverse Needs

Christian Brothers High School will provide and maintain welcoming, sustainable, exible, and culturally adaptive academic and co-curricular facilities and systems that support the diverse programs and collective needs of the Lasallian Catholicinspired campus community.

Main Objectives & Priorities

1. Conduct a facilities assessment to determine the physical condition and functionality of existing facilities and systems in support of the Campus Educational Plan. It should also provide recommendations for improvements and/or required modi cations.

2. Update and maintain the Campus Master Plan to re ect the Campus Educational Plan and include an implementation strategy and schedule. The plan should incorporate short-term and long-term goals, educational technology, aspects to promote inclusion and enhance the student experience, ongoing maintenance, and capital improvement projects.

3. Establish safe and appropriate indoor spaces for students who must remain on campus after school.

Years 1-5: Action Items to Achieve Goal 7

• Conduct an assessment to determine the health of current facilities and make recommendations for improvements.

• Develop the Campus Master Plan.

• Develop a request for proposal (RFP) for architectural services.

year

1

• Ensure the RFP for architectural services and the Campus Master Plan include solutions to address the need to promote student inclusion, foster a sense of belonging, and enhance the overall student experience.

• Assess existing campus facilities to ensure safety, health, and functionality.

• Continue to work on the Campus Master Plan.

• Review and select the architect(s) for proposed projects and improvements.

• Make necessary renovations to existing campus facilities.

• Carry out construction plans using existing operational and campaign funds.

• Make necessary renovations to existing campus facilities.

• Carry out construction plans using existing operational and campaign funds.

• Make necessary renovations to existing campus facilities.

• Carry out construction plans using existing operational and campaign funds.

• Review and assess the Campus Master Plan.

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GOAL 8: Secure our Financial Health & Future

Secure Financial

Christian Brothers High School will ensure and enhance its strong nancial operations to support the strategic direction, long-term viability, and sustainability of its nearly 150-year legacy of providing quality and affordable education.

Christian Brothers High School will ensure and enhance its strong nancial operations the strategic direction, long-term viability, and sustainability of its nearly 150-year legacy of providing quality and affordable education.

Main Objectives & Priorities

1. Ensure the school remains affordable and accessible at all income levels by providing need-based nancial assistance to quali ed students through a wellde ned and implemented process.

2. Align the operational budget with the strategic plans for all domains while exploring and evaluating opportunities for additional revenue streams and areas for cost reduction.

3. Evaluate the nance department to determine the appropriate staf ng and tools to conduct effective and ef cient scal operations and create best practices.

4. With the help of a task force, assess current pension and retirement bene ts to communicate and adopt a fair and sustainable program for employees.

Years 1-5: Action Items to Achieve Goal 8

• Develop a short-term action plan to mitigate concerns about the unfunded pension liability.

• Develop a long-term strategic plan to withdraw from the employee retirement pension plan.

• Monitor and compare similar local and faith-based schools’ retirement pension bene ts and contributions.

• Update long-term nancial projections with current nancial factors.

• Review the existing tuition process and endowment guidelines and determine if there are adjustments that can be made to align CB more closely with its mission.

• Research opportunities to increase revenue streams and decrease expenses to ensure long-term sustainability.

• Assess the personnel structure of the business of ce to ensure best practices and ef ciencies and make recommendations for improvement.

• Make recommendations on revenues and expenditures.

• Implement a short-term action plan to mitigate concerns about the unfunded pension.

• Implement a long-term strategic plan to withdraw from the pension plan.

• Plan and project for the nancial future of CB, considering targeted enrollment, class size, tuition costs, tuition assistance, and endowment.

• Implement nancial plans, considering targeted enrollment, class size, tuition costs, tuition assistance, and endowment.

• Assess and review the nancial health of CB as a whole.

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GOAL 9: Ensure the Effectiveness & Sustainability of the School’s Leadership Model

Christian Brothers High School will ensure effective leadership through consistency and succession planning. In addition, the school will create and communicate an informative and accurate perception of its governance model that is supportive of, and builds con dence in, its ability to enhance its longstanding reputation for success in achieving its mission.

Main Objectives & Priorities

1. Identify key practices for ensuring stability and continuity of administrative leadership and devise a plan over the next two years to apply those practices to future recruitment and retention of that leadership.

2. Research school leadership and governance models.

3. Better communicate to staff, faculty, and the community the nature and function of the Board of Trustees and the school’s relationship to the District of San Francisco New Orleans.

4. Ensure that formation opportunities at the local, district, and regional levels are prioritized and made available to board members, administrators, faculty, and staff to increase understanding and support of the Lasallian Catholic identity of the school.

Years 1-5: Action Items to Achieve Goal 9

• Identify key practices for ensuring stability and continuity of administrative leadership and devise a plan to apply those practices to future recruitment and retention of that leadership.

• Increase the effectiveness and relevance of onboarding experiences.

• Establish a succession plan for the president and principal positions.

• Establish a plan for developing internal opportunities for and pathways to school leadership.

• Research and assess whether other Lasallian Catholic school models for leadership governance and cabinet structure constitute more effective models than those currently in use.

• Increase opportunities to communicate the Board of Trustee’s nature and function and the school’s relationship to the District of San Francisco New Orleans.

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• Review governance policies and make updates when necessary.

• Monitor the President’s Cabinet and school leadership structure and make improvements when necessary.

• Review and update governance policies.

• Review and assess the President’s Cabinet and school leadership structure improvements.

• Review governance policies and make updates where necessary.

• Review and assess governance policy updates.

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