Chapter 4 - Educational Improvement Plan

Committed to Education

A. Implementation of the Prior Plan from the Last Self-Study

The revised Educational Improvement Plan (Action Plan) as outlined in our Mid-Term Progress Report (below) included five areas of critical growth. What follows are the five goals and a summary of the school's progress in accomplishing those goals.

Mid-Term Progress Report

Area of Critical Growth: Catholic Identity

In order to honor our connection to the charism of the Sisters of St. Joseph, who strive to answer God's call by serving their community, Rosary Academy explored the possibility of mandating service hours for students and increasing faith formation opportunities for our families.

Our intent has been to instill in our students the importance of ministering to those in need and strengthen our communal faith by offering families (and potentially other stakeholders such as alumnae) more opportunities to encounter Christ. After review with a committee and the leadership team, Rosary implemented new service requirements.

All students are called to live out our charism, “to serve the dear neighbor without distinction.” In the tradition of our founding religious order, the Sisters of St. Joseph of Orange, our students are formed as servant leaders to make a positive impact on our wider community. All service hours are to be completed by the Friday before Thanksgiving break in the fall semester and April 15th in the spring semester. All service hours must come from direct (face-to-face) service and all agencies need to be approved by Rosary Academy, including summer programs.

The freshman class hosts a Special Games Day for individuals with disabilities, similar to a “mini” special Olympics. Our sophomore class hosts an Annual RAD/DSAOC Winter Formal. The service requirement for our junior and senior students puts the ownership on our students to choose an agency from the list of approved non-profit organizations. The students are required to serve a minimum of 10 hours at that agency in the first semester. The students will choose a different agency to offer a minimum of 10 additional hours in the second semester, and they will service a total of 20 hours by the end of the academic year.

Approved Service Agencies

Area of Critical Growth: School Organization

Rosary Academy must decide on a permanent leadership structure that best serves the current school composition.

Rosary’s leadership structure has been solidified and strengthened with the creation of positions, allocation of talent, and implementation of various boards. The head of school supervises executive directors of advancement, campus ministry, and finance; while the principal oversees assistant principals of activities, athletics, and curriculum. The school currently uses a consultative school board, and separate smaller groups for advancement, construction, finance, facilities, and investment. The parent council includes a parent executive board.

The ability to successfully communicate this leadership structure to various stakeholders has created an environment of collaboration and positive input. The school leadership is further strengthened by an active and visionary bishop, supportive school superintendent, and their offices and personnel.

Area of Critical Growth: Teaching and Learning

In order to elevate current academic programming, Rosary Academy must formalize both its instruction and assessment practices. Using an adapted PLC model, the Rosary Academy faculty needs to use measured data to drive instruction and collaborate across the curriculum to ensure continued student success.

The process of refining and implementing PLCs was turned on its head by the pandemic of 2020-21, as the focus turned from fine-tuning traditional ways of teaching and looked towards the realities of distance learning. The PLCs such as they are have led us to create refinements in common assessments, data gathering, curriculum mapping, student interventions, and a burgeoning plan for educational technology. EANS funds allowed us to improve our technology infrastructure, specifically by adding internet nodes to cover campus with wireless service. We have upgraded the tablets that students and faculty use, and we have replaced aging monitors in every classroom.

The forced use of technology during the pandemic has blessed us with the continuance of an independent study program through Catholic Virtual and a student body more adept at learning via technology. Many programs have been enhanced via the use of technology in recent years, including learning strategies, the learning lab, the freshman prep class, Rosary Support Program (RSP), and the various Pathways programs: computer science, engineering, medical, sports medicine, law, and performing arts.

Area of Critical Growth: Student Support

Rosary Academy must prioritize the social and emotional well-being of its students and teachers by using a mindfulness approach to reduce possible sources of stress and increase mental health awareness.

One of the major improvements in this area was the school hiring its own director of social & emotional learning, rather than continue our relationship with an outside company, Outreach Concern. Wellness classes were added to the curriculum during flex days for the benefit of both students and teachers. The school added a third academic counselor and two nurses. The nurses share a health room and a full-time position. The pandemic necessitated the health professionals’ inclusion on campus, but their presence has alleviated the workload of the athletic trainers, and has saved other staff from having administrative duties pertaining to student health and safety.

Many areas of stress and mental strain have been evaluated and altered, from teacher work load being reduced to students meeting with their counselors more frequently. Even a decision as simple as removing lunch tables in favor of mobile Adirondack-style chairs has created a stress-free environment at lunch and break, as students are now free to sit in custom-sized groups rather than being constrained by the size of a traditional “picnic table.”

Area of Critical Growth: Material Stewardship

In order to promote our mission of Catholic values, academic excellence, and leadership training, we must grow our enrollment. This can be done through improving relationships and communication with donors, alumnae, and alumnae families regarding pertinent news, upcoming projects/funding needs, and other advancement goals and objectives. In addition, Rosary Academy should continue to expand its relationships with Catholic parishes and partner schools to build enrollment.

Enrollment has grown using a variety of strategies. Our goal to make sure that Rosary is not a “best kept secret” necessitates non-stop communication via email, social media, and school events. A communication plan developed by the advancement department has assigned duties and target audiences to different departments on campus, and our social media presence has become comprehensive, targeted, and effective. Using strategic methods and business partners where necessary, various electronic and printed literature goes to prospective families, current families, alumnae, and alumnae families.

The growth of applicants and students is also due to offering more in-person events: expanded open house opportunities, shadow days, placement test workshops, and special events for prospective students. The overall traffic of junior high-aged students on campus has increased. We offer junior high retreats through campus ministry; TACSC training through ASB; summer camps and clinics via athletics; and classes and workshops offered by various departments during the entire school year.

B. Key Strengths and Critical Growth Areas

C. New Educational Improvement Plan (EIP)

Domain 1: Mission and Catholic Identity

Goal:

Rosary Academy will develop new programming and improve current opportunities for the school community in order to enculturate a deeper understanding of Catholic formation.

Rationale:

Communication and understanding of our mission statement, core values, and charism are vital to who we are at Rosary Academy. We expect that all students, faculty, and staff can articulate the values that help to form a Rosary graduate. Our Catholic values are the instruments we use to form our young women as strong leaders who will lead us into the future. Two of our primary core values focus on faith and service; we live those two values through our service outreach and retreat programs.

Rosary Academy has worked hard during the past three years to develop, evaluate, enhance, and sustain a strong service outreach program for our student body. We have solidified our requirements for service on each grade level. 100% of our student body participates in service outreach from an approved list of agencies. Service outreach is part of our graduation requirements for all students. The requirements are given to each student and listed in the student/parent handbook. We will continue to work to educate our students, faculty, staff, and families about Catholic social teaching. Our charism of “reaching out to the dear neighbor without distinction” will continue to guide and inspire our service outreach projects. We are called through baptism to reach out to the dear neighbor in need, serving as the hands and feet of Christ. Development of class-level retreats is ongoing. We strive to offer vibrant, strong formational experiences to enable our students to encounter God. Class-level retreats are a graduation requirement.

Action Steps:

Create a Mission Moment section of Royal Review to educate families.
Assemble a committee, including students, to determine new formation programming opportunities.
Set aside time in leadership team meetings to explore opportunities for developing new programming and improving current opportunities for faith formation.
Use scheduled faith formation meetings to develop a better understanding of Catholic faith formation.

Acting Agents: Leadership Team, Campus Ministry

Necessary Resources: Time, Financial commitment

How Progress is Assessed: Surveys, classroom observations, meeting minutes, results from the Assessment of Religious Knowledge (ARK) test

How Progress is Reported: Documentation is provided to the leadership team.

Timeline of Completion: The committee will be assembled in 2024-2025. ARK Testing will begin in the spring of the 2023-2024 school year. Annual ARK testing. Starting 2024-2025, Mission Moments will appear. Faith formation meetings are scheduled four to six times a year.

Domain 2: Governance and Leadership

Goal:

Rosary Academy will explore new opportunities to enhance networks of collaboration within the school environment by implementing a multifaceted approach that promotes transparency and cooperation.

Rationale:

Rosary’s leadership structure has been solidified and strengthened by creating positions, allocating talent, and implementing various boards. The ability to successfully communicate this leadership structure to various stakeholders has created an environment of collaboration and positive input. The school leadership is further strengthened by an active and visionary bishop, school superintendent, and their offices and personnel. The school’s leadership structures can be further strengthened with leadership/board personnel training and the addition of board members who best represent the diversity of the Rosary community.

School leadership is able to consistently and effectively articulate the school’s mission and vision. Regular opportunities for professional growth and faith formation ensure that all staff share in the implementation of that mission and share in the vision for a strong future. The delivery systems used for communication must be perfected so that all stakeholders receive important information in both a timely and appropriate manner. The implementation of more effective data collection and interpretation will put the school on a stronger path.

Action Steps:

Dedicate time at leadership team meetings to analyze our various modes of networking and collaboration to improve speed, accuracy, and delivery systems.
Implement systems to collect and interpret data to inform and support academic growth.

Acting Agents: leadership team, department chairs, board chairs

Necessary Resources: All communication methods, private and public, including school website, email, social media, traditional written communication, and publications. Time for collaboration; meeting time for potential new groups to meet. Financial resources to acquire data and data review systems.

How Progress is Assessed: Rosary will survey stakeholders regarding the success of our modes of collaboration, transparency, and cooperation; analyze data regarding student success based on a newly created data collection apparatus.

How Progress is Reported: Tout success of academic and other programs in communication with families, alumnae, and friends of Rosary. Share student data in academic council, PLCs, and other appropriate educational groupings.

Timeline of Completion: Beginning in the 2024-2025 school year we will implement changes. An annual review will follow. Measurable with surveys and student success data after each successive school year.

Domain 3: Academic Excellence

Goal:

Rosary Academy will advance educational technology integration and develop robust professional learning communities.

Rationale:

Rosary Academy’s academic excellence, Domain 3, has many strengths. Rosary has a clearly articulated and rigorous curriculum aligned with relevant standards, 21st-century skills, and Gospel values, implemented through effective instruction. Key areas of strength at Rosary are: PLCs were formed to ensure that data drives instruction; prayer multiple times a day; the school’s charism, core values, and visual signs are evident in every classroom. Common assessments are now being implemented to make student performances transparent and inform the continuous review of curriculum and the improvement of instructional practices. Rosary’s academic council meets regularly to discuss curriculum and other relevant academic topics to aid in documenting student learning and program effectiveness. Aligned with Rosary’s mission, Rosary’s wellness program, Center for Learning Lab, and the director of social and emotional Learning support students with the challenges of high school life. The addition of more retreats, relevant field trips, and the Pathways program have enhanced the students’ opportunities to development.

In order to elevate Rosary Academy’s current academic excellence, the professional learning communities (PLC) need to investigate how small schools are organized with a deeper dive into cross-curricular and grade-level groups. The educational tech committee is in its infancy and needs to address Wi-Fi issues, learning management systems, and other supporting software. More time is required to meet with departments and administration to discuss scope and sequence, pedagogy, and scaffolding. Ongoing communication is required to clearly articulate the needs of students with learning differences from teachers, parents, counselors, Center for Learning personnel, and administration. The wellness program needs more relevant activities. More office hours can also be utilized effectively.

Action Steps:

The Educational Technology Committee will create an educational technology plan.
Academic Council will research 21st-century tools and platforms that enhance teaching and learning experiences.
The administration will implement regular workshops, peer-led discussions, and collaborative projects to cultivate a dynamic professional learning community.

Acting Agents: Educational technology committee, academic council, administration, faculty

Necessary Resources: Time, and financial commitment for workshops and software

How Progress is Assessed: Regular committee meetings, meeting minutes

How Progress is Reported: Reviewed by administration

Timeline of Completion: Starting in the 2024-2025 school year the Educational Technology Committee will draft an Educational Technology plan.

Domain 4: Operational Vitality

Goal:

Rosary Academy will develop school-wide operational plans to pursue campus improvements to offer innovative and collaborative learning and social spaces that advance and sustain the mission of the school.

Rationale:

As the landscape for Catholic education continues to change, efforts have been made to ensure Rosary is financially stable.

During the last three years, Rosary has worked diligently to improve the budget, recruit more students, increase fundraising dollars, enhance communication with all stakeholders, and work with the diocese for human resources needs. As a school, we continue to discuss how to incorporate innovative revenue streams while engaging new donors and retaining current donors. We continue to work on developing formal communication plans to support the mission of the school.

Action Steps:

Rosary administration, with the finance committee, will develop a financial plan.
After reviewing the property assessment, the facilities department, site administration, and the facilities committee will develop a facilities plan
The academic team working with IT consultants will create a technology plan
The office of advancement will create and maintain a website plan, and improve our marketing and communications plan.

Acting Agents: School Administration, IT office, Facilities team, Advancement office, School working committees for finance, facilities, and advancement

Necessary Resources: Time, school personnel

How Progress is Assessed: Based on the completion of each plan

How Progress is Reported: Reported to the leadership team, Diocese, and consultative school board.

Timeline of Completion: Start in the 2024-2025 school year.

Chapter 4 - Educational Improvement Plan

A. Implementation of the Prior Plan from the Last Self-Study

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C. New Educational Improvement Plan (EIP)