Strategic Plan

2026-2030 Strategic Plan: Rooted in Faith. Committed to Excellence. Open to All.

1. Mission, Catholic Identity, and Student Formation

Goal 1.1:  By June 2028, implement a K–12 Faith and Service Continuum with defined service expectations and retreat experiences at key grade levels.

Success Measures

  • Written continuum adopted by faculty by 2027
  • At least 90% of students participating in one service activity annually
  • Retreat or faith formation experience offered at each division

Goal 1.2: By June 2030, increase student participation in liturgical ministries, retreats, or faith leadership roles by 15%.

Success Measures

  • Annual participation tracking
  • Expanded student leadership opportunities at school liturgies
  • Increased involvement in campus ministry activities

2. Leadership, Governance, and Organizational Capacity

Goal 2.1: By June 2027, maintain a skills-based Board of Trustees with 9–13 active members and a functioning committee structure.

Success Measures

  • Board membership within target range
  • Active committees for governance, finance, and advancement
  • Annual board self-assessment completed

Goal 2.2: By June 2028, develop and adopt a leadership continuity plan for key administrative roles.

Success Measures

  • Written continuity plan approved by board
  • Updated job descriptions and evaluation processes
  • Cross-training of at least two key operational areas

3. Academic Excellence, Innovation, and Student Support

Goal 3.1: By Spring 2029, increase the percentage of students meeting or exceeding grade-level MAP growth targets by 5% in reading and math.

Success Measures

  • Annual MAP growth reports
  • Targeted intervention plans for students below benchmark
  • Professional development tied to data use

Goal 3.2: By June 2030, ensure that 60% of high school students complete at least one of the following:

  • Dual enrollment course
  • Industry certification
  • Internship or structured service-learning experience

Success Measures

  • Annual tracking of student participation
  • At least two active college or career partnerships
  • Expanded course or certification offerings

Goal 3.3: By June 2028, strengthen support for diverse learners by:

  • Increasing enrollment in the Pratt Program or similar supports by 10%
  • Providing at least two annual professional development sessions on differentiated instruction.

Success Measures

  • Enrollment and retention data
  • Teacher training records
  • Parent satisfaction feedback

4. Enrollment, Retention, and Accessibility

Goal 4.1: Increase total PreK–12 enrollment by 10% by Fall 2030, while maintaining a minimum 90% annual retention rate.

Success Measures

  • Annual enrollment and retention reports
  • Growth in key entry grades (PreK, 6th, 9th)
  • Exit surveys for withdrawing families

Goal 4.2: By June 2030, increase tuition assistance funding by 15% through grants, annual giving, and scholarship growth.

Success Measures

  • Annual tuition assistance totals
  • Growth in donor participation
  • Increased scholarship fund balances

5. Facilities, Campus Development, and Safety

Goal 5.1: By June 2027, complete a facilities master plan outlining phased improvements through 2035.

Success Measures

  • Master plan approved by board
  • Prioritized project list with cost estimates
  • Annual facilities review process established

Goal 5.2: By June 2030, complete one to two major campus improvement projects aligned with the master plan.

Success Measures

  • Completion of identified projects
  • Positive feedback from students, families, and staff
  • Increased use of facilities

6. Financial Sustainability and Advancement

Goal 6.1: By June 2030, grow the school’s endowment and restricted funds by 25–40% over current levels.

Success Measures

  • Annual financial reports
  • Major gifts and campaign progress
  • Increased alumni and donor participation

Goal 6.2: Maintain balanced operating budgets each year from 2026–2030.

Success Measures

  • Annual financial reports
  • Budget variance within acceptable range
  • Stable or improving faculty retention

7. Community Engagement and Partnerships

Goal 7.1: By June 2028, establish three formal partnerships with local colleges, businesses, or community organizations.

Success Measures

  • Signed partnership agreements
  • Student participation in internships, dual enrollment, or service
  • Partner feedback

Goal 7.2:  Increase alumni engagement by 25% by June 2030, measured through event participation, communications, or giving.

Success Measures

  • Alumni database growth
  • Event attendance
  • Annual alumni giving totals

Summary of Key Outcomes by 2030:

  • Enrollment increased by 10%
  • 90% student retention
  • 5% improvement in MAP growth targets
  • 60% of students completing a college/career pathway
  • 25% growth in endowment/restricted funds
  • One to two major capital improvements completed
  • 15% increase in tuition assistance funding

2015 Strategic Plan: A Foundation for Growth and Excellence

In 2015, Bishop Walsh School launched a comprehensive Strategic Plan designed to strengthen every aspect of our school community while remaining rooted in our Catholic mission. This plan provided a clear roadmap for growth across five key areas: Mission and Catholic Identity, Leadership and Governance, Academic Excellence, Facilities and Finances, and Enrollment, Retention, and Marketing.

At its core, the plan emphasized deepening students’ relationships with God, expanding opportunities for service, prayer, and parish involvement, and ensuring that Catholic values were fully integrated into a rigorous academic program. It also called for strengthening school leadership and governance through an expanded and more structured School Board, as well as the addition of key administrative roles to better support the school’s operations and long-term vision.

Academically, the plan focused on providing a high-quality, student-centered education that meets diverse learner needs. This included expanding STEM opportunities, enhancing technology integration, strengthening partnerships with local organizations and higher education institutions, and continuing to grow the arts. In addition, the plan addressed long-term sustainability by establishing systems to better manage finances, facilities, and resources, ensuring Bishop Walsh remains strong and viable for future generations.

A significant emphasis was also placed on enrollment and community engagement. The plan outlined strategies to strengthen marketing efforts, enhance the school’s visibility, and highlight Bishop Walsh as a premier option for private, faith-based education that is open to students of all backgrounds.

Over the past decade, the vast majority of the goals outlined in the 2015 Strategic Plan have been successfully accomplished. These efforts have positioned Bishop Walsh School for continued success and have laid a strong foundation for future growth.

Today, we are building upon this momentum as we actively develop a new strategic vision for the future—one that will guide Bishop Walsh School into its next chapter with the same commitment to faith, excellence, and community that has defined us for generations.