Carrollton's Strategic Plan 2024-2029

Leading with Heart 2024-2029 is dedicated to the memory of Raphael Maria Bastian SH’83, P’16, '18 who worked tirelessly as Carrollton’s Board Chair to develop and launch this plan.

By 2029, Carrollton is distinguished by its Catholic and Sacred Heart identity, core values, mission, and history.

Pillar I is about why we are here, what we stand for, and what is necessary to carry on Saint Madeleine Sophie Barat’s vision for Sacred Heart Education.

Our Catholic, Sacred Heart and Independent identity is core to our mission and our founding. This Pillar will enforce who we are and how to continue meeting and exceeding the standards of a proud Sacred Heart school guided by the Goals and Criteria, our Catholic identity and our calling to form confident and courageous young women who go out and make positive change in the world.

Strategy 1:

Expand Carrollton’s success in demonstrating our commitment to our Catholic identity, Sacred Heart Values, and supporting a global Sisterhood of students, alumnae, and families.

Supporting Initiatives:

Implement an ongoing plan for educating all members of the community to the charism, mission and heritage of the Society of the Sacred Heart and Catholic Church.
Evaluate, design and communicate the ways in which we add value to our greater Sacred Heart Network and mission.

Strategy 2:

Establish Carrollton as a dynamic thought leader in setting new standards of excellence in a Sacred Heart education grounded in the Goals and Criteria.

Supporting Initiatives:

Ensure our educators utilize best practices and standards of excellence in holistic girls education.
Engage students in the exploration of the Sacred Heart Goals and Criteria.
Evaluate and expand curricular offerings that align with best in class standards.

Strategy 3:

Become a leader in service, presence, and compassionate social action.

Supporting Initiatives:

Design and implement a comprehensive service learning program through which students can make a lasting impact on creating positive change in the world.
Implement an inclusive service program which promotes direct service, advocacy, outreach and partnerships to work for justice and peace.
Continue to invest in our Community Relations programming, staffing, and financial resources.

Strategy 4:

Build awareness of the lifetime value of a Sacred Heart education.

Supporting Initiatives:

Systematize the way we connect to the Carrollton community: past, present, and future.
Reimagine how we educate and monitor graduating seniors and recent alumnae participation in the Carrollton Alumnae Association and the Associated Alumnae & Alumni of the Sacred Heart (AASH).

By 2029, Carrollton is an accessible, diverse, and inclusive community rooted in wellness and belonging.

Pillar II is, at its core, about ensuring that Carrollton is represented by students, faculty, and staff from all walks of life. The Sacred Heart Goals and Criteria prioritize our different and diverse ways of thinking and perspective, while remaining committed to our mission and vision. Pillar II will call on all of us at Carrollton to expand our local and global lens and strive to build programs and opportunities to ensure qualified students are able to obtain a Carrollton experience regardless of socioeconomic situation.

Additionally, this pillar not only reflects our core values but also serves as a guiding beacon for our initiatives, policies, and practices, ensuring that every decision and action contributes to a more welcoming, healthy, and holistic educational experience for all.

Strategy 1:

Increase and nurture Carrollton’s socio-economic, racial, and cultural diversity to better reflect that of the broader Miami area.

Supporting Initiatives:

Expand admissions outreach to increase diversity.
Ensure the admissions process is equitable and accessible.
Ensure that educator recruitment practices seek to increase racial, ethnic and cultural diversity.

Strategy 2:

Build an inclusive learning environment that supports each student’s growth, confidence, healthy risk-taking, and resilience.

Supporting Initiatives:

Design and implement a learning advocacy program to support our students' diverse needs.
Create new and expand current professional development opportunities for faculty and staff, focused on best practices, to support learning differences and social-emotional needs.
Invest in personnel and programs to support the learning needs of our current and future student populations.

Strategy 3:

Enhance and expand Carrollton’s support system to address the social-emotional needs of today’s learners, educators, and families.

Supporting Initiatives:

Expand our health and wellness offerings for students, parents and educators.
Evaluate and enhance our human resources specifically in the areas of learning specialists and social-emotional counselors, to address the needs of the whole child.

Strategy 4:

Strengthen interpersonal connections to achieve a greater sense of inclusion and belonging.

Supporting Initiatives:

Align cross-constituency mentoring initiatives to create and foster a culture of mentorship.
Expand, communicate, and increase access for parent volunteering opportunities.
Evaluate and reimagine student programs that promote kindness and empathy.

By 2029, Carrollton is a beacon of excellence in preparing future-ready young women as global leaders.

Pillar III calls on us to continue to build on a historically excellent educational program and curriculum to ensure our graduates become global leaders.

To ensure success, Carrollton must evaluate current program offerings, facilities, and resources to continue to reach for excellence. This Pillar will encourage Carrollton to strive for excellence in all arenas; in the classroom, laboratories, athletic field and courts, and in the arts.

Strategy 1:

Re-imagine programmatic excellence to increase each student’s ability to live a life of purpose and impact.

Supporting Initiatives:

Expand and enhance student enrichment offerings to promote a social awareness which impels action.
Expand arts and athletic programming to enhance the fostering of creativity, teamwork and well being.
Reimagine the student schedule that maintains focus on academic rigor while incorporating balance for teachers and students.

Strategy 2:

Implement a vertically aligned academic scope and sequence from Montessori through Grade 12.

Supporting Initiatives:

Develop and formalize a 6-year curriculum review cycle for each subject area (Montessori - Grade 12).
Design and implement interdisciplinary connections.
Elevate teaching and learning by assessing and implementing emerging trends, pedagogies, and innovative curriculum.

Strategy 3:

Cultivate and equip a team of exceptional educators with access to world class professional development.

Supporting Initiatives:

Develop a subject-specific system of professional development through which educators can choose from dynamic forms of professional development.
Grow a professional development program that is based on the most current mind and brain research.
Explore department-related endowments.

Strategy 4:

Fully develop each student’s learning potential, intellectual curiosity, and independent thinking with innovative instruction and academic support.

Supporting Initiatives:

Develop, implement and fund a learning advocacy program that supports student learning needs from Montessori - Grade 12.
Develop advisory groups in the Upper School to enhance students' academic trajectory.

Strategy 5:

By 2029, Carrollton exemplifies the best of holistic, innovative, and faith-based education for girls.

Pillar IV seeks to maximize Carrollton’s potential as a Catholic, Independent, Sacred Heart School and advance the school beyond its current offerings. Building off the school’s foundation and history, Carrollton School of the Sacred Heart will preserve the spirit of those who came before us by exploring ways to excel in all things encompassing Pillars I, II, and III.

We will create a culture of philanthropy and investment in Carrollton to ensure Carrollton remains guided by the Goals and Criteria while exploring new educational and programmatic possibilities that will feature Carrollton as a beacon for holistic and faith-based education.

Create responsible transparency surrounding Carrollton's finances and philanthropy.
Execute a well-developed capital campaign to raise funds to address our school’s priorities and future:
- A dynamic endowment that supports educator excellence and student programming.
- Compensation and benefits for educator excellence.
- Campus beautification and facility maintenance.
- Optimize use of current athletics fields and consider alternative spaces for athletic competition.

Strategy 4:

Strategy 5:

Establish new and innovative academic, alumnae, community, corporate, and professional partnerships.

Supporting Initiatives:

Expand our partnerships to include a focus on life skills and experiential learning like our internship/externship program for students.
Create a long-term systematic approach to engage with cultural, artistic, and community support organizations.
Expand our business vendor relationships to create corporate sponsorship opportunities.

Click here to download the Strategic Plan brochure.

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