Strategic Plan
In the life of St. Edmund Prep, it is critical to take time to look internally and externally and to develop a multi-year strategic plan to guide the immediate and long-term future of our community. The 2018-2019 school year entailed a year-long process of developing this strategic plan, engaging diverse groups of our community to seek feedback and ideas to help continue the advancement of St. Edmund Preparatory High School.
The 2019 spring semester included a comprehensive analysis of strengths, opportunities, aspirations and results across five components of the school: Mission and Catholic Identity, Academic Excellence, Operational Vitality, Governance and Leadership, and Climate and Culture. These areas align themselves with the National Standards and Benchmarks for Effective Catholic Elementary and Secondary Schools
Assembling a diverse group of over 70 faculty and staff, alumni, parents, alumni parents, and friends of St. Edmund Prep, we formed sub-committees to more carefully consider the areas of analysis. These sub-committees presented their proposed strategic priorities and major initiatives in June 2019 for consideration by the steering committee. During the course of the the Summer of 2019 the steering committee gathered and analyzed the proposed strategic priorities and major initiatives resulting in this strategic plan.
It is critical to understand that this strategic plan is a guide to the future of St. Edmund Prep, but it is not a strict road map to follow. As with any strategic plan, this is a living document that will evolve as it is implemented over the next three years.
June 2022 Strategic Plan Update
Academic Excellence
Year 1
Reinvigorate College Preparedness
- Comprehensive review of how students are engaged in the learning process
- Coordinate ongoing professional development for faculty and staff
- Identify and remediate students with deficiencies in writing
Year 2
Reinvigorate College Preparedness
Reinvigorate College Preparedness
- Research restructuring of the school day
- Hire a College Counselor
- Explore feasibility of freshmen study skills class and junior SAT/ACT into the school day
- Design a proposed integrated STEAM curriculum
Year 3
Stress Academic Opportunity for Students at All Levels of Academic Achievement
Stress Academic Opportunity for Students at All Levels of Academic Achievement
- Increase the number of student attaining the Advanced Regents Diploma
- Early identification and intervention of average students by faculty
- Comparative review of electives to ensure they challenging and relevant
- Improved differentiation in teaching and assessments in the classroom
STEAM Integration
- Pilot implementation of integrated STEAM curriculum with selected students from year 1
- Begin the planning stages of cross-curricula STEAM based lessons
- Identify a corporate sponsor
- Design a maker space
Increase the number of top tier college applications along with increasing SAT and ACT Scores
- College counselor to meet with underclassmen to initiate the college process which starts in freshmen year.
- Final planning stages of the restructure of the school day
- Include junior SAT/ACT into the school day
Catholic Identity and Mission
Year 1
Develop a Culture of Personal Faith Formation
Develop a Culture of Personal Faith Formation
- Create opportunities for faculty and staff to deepen their faith
- Continue to increase school-wide liturgical celebrations
- Expand the retreat program to a four year continuum starting with the 9th grade
Year 2
Grow Faith in Action Programs
Grow Faith in Action Programs
- Expand immersive service opportunities for SEP students
- Continued development of a four-year service program
Year 3
Develop a Culture of Personal Faith Formation
Develop a Culture of Personal Faith Formation
- Broaden access to the reception of Sacraments and expand opportunities for reconciliation
- Explore opportunities for a deeper retreat experience for faculty and staff
Culture & Climate
Year 1
Enhancing the Freshmen Experience
- Construct a day(s) of service for the freshmen
- Creation of a First-Year Experience Task Force
- Enhance Opportunities for Student Leadership
- Discuss the creation of the Institute for Student Leadership
Year 2
Enhancing the Freshmen Experience
Enhancing the Freshmen Experience
- Expand the day of service from Freshmen Year to Sophomore Year. Continue to offer the day of service to Freshmen
- Continuation of a First-Year Experience Task Force
Development of New Pathways of Student Success
- Explore alternative measures of success and recognition of students in all grade levels
Enhance Opportunities for Student Leadership
- Formation of the Institute of Student Leadership
Year 3
Focus on the culture surrounding our physical plant
Focus on the culture surrounding our physical plant
- Empower students to take ownership in the cafeteria in other shared spaces
Enhance Opportunities for Student Leadership
- Continued growth the Student Leadership Institute
Operational Vitality
Year 1
Improve visibility and Growth of the Canterbury Fund
Improve visibility and Growth of the Canterbury Fund
- Institutional focus on improving the credibility of our database
- Improve constituent relations
- Improve first time donors by 5%
- Increase a return donors gift by 25%
Establish a Critical Repair List
- Include facilities manager within the job responsibilities of Managing Director
- Create a ranked list of maintenance and repair items – 1-2 years; 3-5 years; 5-10 years
- Gather 3-5 estimates for any critical repair that requires outsourcing
Year 2
Improve visibility and Growth of the Canterbury Fund
- Continue institutional focus on improving the credibility of our database
- Continue to improve constituent relations
- Continue to improve first time donors by 5%
- Continue to increase a return donors gift by 25%
Establish a Critical Repair List
- Create a ranked list of maintenance and repair items – 1-2 years; 3-5 years; 5-10 years
- Gather 3-5 estimates for any critical repair that requires outsourcing
Fund Academic and Technology Initiatives
- Create a technology improvement plan
- Grow the number and value of grants to SEP
Year 3
Expand partnerships and associations with businesses and community
- Create one to two partnerships with businesses in the community
- Seek sponsorships for school events and academic programs
Full Review of Accounting Processes
- Investigate different ledger systems
- Investigate different accounting firms
Improve visibility and Growth of the Canterbury Fund
- Continue institutional focus on improving the credibility of our database
- Continue to improve constituent relations and seek large scale donations
- Continue to increase a return donors gift by 25%
Fund Academic and Technology Initiatives
- Begin to execute the technology improvement plan
- Continue to grow the number and value of grants to SEP
- Upgrade classrooms with modular furniture
Governance & Leadership
Year 1
Institutional and Organizational Improvement
- Define roles and responsibilities
- Restructure the organizational chart of SEP
- Create a faculty/staff handbook that outlines the processes and procedures of SEP
Strengthen the Board of Trustees
- Create a robust profile page for each individual member of the Board of Trustees
- Review and revision of the bylaws of the SEP Board of Trustees
Year 2
Institutional and Organizational Improvement
- Continued definition of roles and responsibilities
- Continued restructuring of the organizational chart of SEP
Strengthen the Board of Trustees
- Formalize a Board of Trustees Commitment Agreement
- Identify potential board members for the Board of Trustees of SEP
Year 3
Strengthen the Board of Trustees
- Continue to identify potential board members for the Board of Trustees of SEP
Transforming Through Tradition: The Strategic Plan for St. Edmund Prep will serve as the foundation to advance St. Edmund Prep's mission and vision. We are grateful for the time and talent invested by those who participated in the strategic planning process, and we appreciate their dedicated service to our school. The entire St. Edmund Prep community will be the beneficiaries as Transforming Through Tradition is implemented over the next three years.
Strategic Planning Committees
Steering Committee
Kathleen Carr P ‘15, ‘17, ‘20
Rev. David Dettmer
Michael Leahy P ‘21, ‘23
Nancy Lundy
Peggy McEvoy
Allison McGinnis
Scott O’Donnell ‘06
Kevin Raphael
Brian Wagner
Rev. David Dettmer
Michael Leahy P ‘21, ‘23
Nancy Lundy
Peggy McEvoy
Allison McGinnis
Scott O’Donnell ‘06
Kevin Raphael
Brian Wagner
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Academic Excellence
Ann Coughlin - Chair
Yves Andradas '21 Erica Barbieri Dorothy DiToro P '22
Doug DiToro P '22
Charles Harkin P '18, '20 David Kirk Joan Kowkabany Brigid McEvoy '19 Tina Nash P '21, '23 Barbara Orlowski Jerry Rehill '18 Alyssa Zillini '19 |
School Culture & Climate
James Grillo '02 - Chair
Jared Ahern '21 Kyle Antioco-Dunn '21 Caitlin Flanigan '13 Danielle Johnson '00 Jordan Lauterborn '19 Michael Leahy P '21, '23 Maryann McLinden P '19, '21 Jim McNeice P '19, '21 Kristin O’Regan '19 Maria Palumbo Anthony Pinnavaia Joseph Romano '04 Maria Trizzino '18 |
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Catholic Identity & Mission
Deacon Ronald Rizzuto P '12 - Chair
AnnaMaria Caccamo P '18, '21, '23
Deacon Andrew Ciccaroni
Samantha Cohen '11
Allison Colluci '10 Daniel Cutrone '20 Elizabeth Harkin P '18, '20 Bridget Harte '18 Nancy Lundy LucyAnn Mineo P '04, '07 Colin Pinnavaia Clifford Scanlon |
Governance & Leadership
Scott O’Donnell '06 - Chair
Jack Harkin '20 Nicole Correa '21 Christopher Stewart '19 Jeanne Malazzo Kate Jones Peggy McEvoy Michael Coughlin Francesca Curtin '82 John Masini P '16 Ken MacBride P '13, '15, '16, '16 Chris Kelly '70 |
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Operational Vitality
Brian Wagner - Chair
Joanne Blum P '13, '15 Anthony Caccamo P '18, '21, '23 Carl DeCordova P '08, '11 Neville Louison '03 Robert Maffia P '14, '18 Allison McGinnis Kevin Raphael Daniel Wiatre |
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