4. Building for the Future: Campus Transformation

Objective
We aim to transform our campus into a forward-thinking, sustainable hub for education that embodies our mission. Through visionary planning and sustainable growth, we will create a dynamic environment that fosters innovation, strengthens the community, and equips future leaders to thrive purposefully.
Goals
Programming Standards
  • Analyze enrollment patterns with a comprehensive study of historical data and future projections.
  • Create flexible learning spaces which are designed to be adaptable classroom environments supporting various teaching methods.
  • Establish Enrollment Guidelines which develop clear expectations based on grade level and best practices.
Financial Sustainability
  • Review tuition structure by analyzing and updating our tuition models, balancing affordability with sustainability.
  • Launch an endowment program through researching and implementing an endowment system based on successful peer models.
  • Develop multi-year forecasting for comprehensive financial planning, using tools for projecting ahead for multiple years.
Campus Master Plan
  • Complete a facilities assessment to evaluate current campus configuration and identify improvement needs.
  • Create an implementation timeline to develop a phased approach to campus improvements with funding strategies.
  • Research sustainable practices which incorporate energy-efficient and environmentally conscious design elements.
Innovation Implementation
  • Conduct peer benchmarking by assessing programs against other leading Catholic schools and public schools.
  • Enhance technology infrastructure systems to support modern educational needs.
  • Develop industry partnerships which create connections for career exploration and preparation opportunities.

2025-2026 Accomplishments

  • Established a unified framework for long-term campus planning, connecting programming, financial sustainability, facilities, and innovation.
  • Centered future planning on community input and demographic data, identifying Early Childhood expansion, space, safety, infrastructure, and innovation as key priorities.
  • Positioned Early Childhood expansion as a strategic priority for enrollment growth, family retention, and long-term sustainability.
  • Advanced long-range financial and campus planning, including tuition modeling, multi-year forecasting, potential property opportunities, and early capital campaign planning.
  • Modernized the school building by integrating new safety technology through Raptor Alert, applying 3M film on , and expanded interior and exterior camera systems

2024-2025 Accomplishments

1. Established a Unified Strategic Framework
  • Defined a shared vision through “Building for the Future: Campus Transformation”
  • Organized work across four key pillars:
    • Programming Standards
    • Financial Sustainability
    • Campus Master Plan
    • Innovation Implementation
    • Committed to working as a single, aligned group rather than fragmented subcommittees, ensuring all decisions remain interconnected and mission-driven
2. Grounded Planning in Community Voice
  • Conducted and analyzed the Campus Needs Survey, identifying clear priorities:
    • Expansion of Early Childhood programming (top theme)
    • Campus space limitations and classroom capacity
    • Safety, traffic flow, and infrastructure concerns
    • Desire for innovation (STEM, partnerships, modern learning environments)
    • Financial accessibility and long-term sustainability
  • Developed 10 capital campaign case themes, providing a strong foundation for future messaging and funding strategy
3. Positioned Early Childhood as a Strategic Driver
  • Identified Early Childhood expansion as critical to:
    • Enrollment stability and long-term pipeline
    • Family retention and attraction
    • Financial sustainability
  • Initiated outreach and planning for peer school visits (St. Robert’s, MOQ)
  • Developed a comprehensive set of guiding questions to learn from proven models
  • Began exploring structural considerations:
    • Separate facility vs. integrated model
    • Licensing, staffing, and operational implications
4. Advanced Financial Clarity & Sustainability Planning
  • Shifted mindset from gross tuition to net tuition modeling
  • Introduced a 2.5% growth projection model for long-term forecasting
  • Began reviewing and refining tuition structures for sustainability
  • Identified need for:
    • Multi-year forecasting tools
    • Endowment growth strategies
    • Alternative tuition models (e.g., sponsor family programs, income-based tuition, etc.)
5. Initiated Facilities & Campus Planning Conversations
  • Reviewed current campus limitations:
    • Space constraints
    • Traffic flow challenges
    • Long-term scalability concerns
  • Explored the potential acquisition of the adjacent Montessori property, including:
    • Opportunities for Early Childhood expansion and campus relief
    • Considerations around existing lease (11 years remaining)
    • Renovation needs and financial implications
    • Potential investor/donor involvement as a catalyst for a capital campaign
  • Began reframing facilities planning as a mission-driven, long-term investment decision
6. Integrated Data into Decision-Making
  • Engaged with demographic insights, including:
    • Declining birth rates
    • Future enrollment projections
  • Established the importance of:
    • Planning for stability amid enrollment variability
    • Aligning program size with sustainable financial targets
  • Began working with David Drozd, a demographer and data analyst to further our understanding of what is happening in and around the Elkhorn area.
7. Strengthened Strategic Alignment Across Groups
  • Identified the need for collaboration with Group 3 (enrollment/programming)
  • Recognized the importance of aligning with incoming leadership (new principal)
  • Began connecting with development efforts to support partnerships and future funding