Strategic Plan

List of 8 items.

• Academics

  Goals
  

  1. Foster a faith-based education with a diversified curriculum that promotes academic excellence and supports students for life beyond high school.
  2. Ensure that the most qualified staff are attracted, developed and retained.

  
  Objectives
  

  1. Explore ways to provide and promote practical, trade-based educational opportunities through internal resources, programming and partnerships with other organizations.
  2. Focus on incorporating life skills throughout curricular and extracurricular offerings.
  3. Educate students and parents about Advanced Placement (AP) and dual credit opportunities, and evaluate all post-secondary credit options.
  4. Enhance professional development opportunities for faculty and staff in subject area knowledge, general teaching development and coaching.
  5. Investigate competitive compensation to help ensure attraction and retention of faculty and staff.

  
  

  Progress Through Year Two of the Strategic Plan
  We have modified the school schedule to accommodate more trade based learning at the Cape Career & Technology Center, and increase community partnership opportunities in the classroom.
  
  

  Through surveys and curricular review, we’ve identified ways in which we can increase needed life skills for our students. Because of that process, we are embarking on year one of a four-year life skills curriculum highlighting personal finance, interpersonal communication, job skills and more.
  
  

  Notre Dame is now one of two schools in the area that offers the Redhawk Roadmap, through Southeast Missouri State University, that allows our students to complete the CORE 42 program within our walls. This state of Missouri program facilitates a seamless transfer of the 42 identified academic credits that is guaranteed among all public colleges and universities in Missouri.

  To increase leadership skills in our underclassmen, and tasked members of the sophomore class level to lead the school’s inaugural year as a Chick-fil-A Leader Academy school.
  
  

  Our Resource classroom changed locations in the building, and is now equipped with appropriate needs spaced learning. We also added another Resource section with the addition of a reading specialist.
  
  

  Progress Through Year Three of the Strategic Plan
  In an effort to enhance professional development opportunities for our faculty, faculty meetings were held every other week during the 2024-2025 school year, focusing on professional development. After surveying teachers about their needs for professional and spiritual develop and collaboration, administration has decided to set aside an hour every week for development. Starting with the 2025-2026 school year, every Wednesday will be a 2:00 p.m. dismissal for faculty development. Department meetings, faculty meetings, department chair meetings, grade level meetings, professional development and Mass will be held.
  
  

  In January, Notre Dame announced the development of an agriculture education program. Starting with the 2025-2026 school year, Agricultural Science I for freshmen, Agricultural Science II for sophomores, and four junior/senior level courses of Agricultural Construction, Animal Science, Horticulture, and Agribusiness Sales, Marketing and Management, will be offered. Over 100 students have registered for ag classes for next year. The program will be led by Mr. Tom Hulshof.
  
  

  In addition to agriculture education, the curriculum continues to grow and develop student life skills. Notre Dame will offer two new senior courses next year: Real World 101, a hands-on course designed to foster practical adulting skills that aid student independence; and Economics II, allowing students to dive deeper into concepts learned in Economics and Personal Finance.

• Advancement

  Goal
  Create a culture of investing time, talent and treasure, while educating the Notre Dame family about the resources needed to support and maximize the educational needs and faith journey of students.

   

  Objectives
  
  

  1. Clearly identify and communicate the purpose and value of the NDHS Education Fund Foundation.
  2. Evaluate the capacity, prioritize the need, and assess the effectiveness of volunteers on an ongoing basis.
  3. Engage recent graduates with opportunities to stay connected.
  4. Design and execute a comprehensive development plan that includes planned giving, led by an appropriately staffed advancement team.
  5. Establish a communication plan that enhances the accessibility of information both internally and externally.

   

  Progress Through Year Two of the Strategic Plan
  The NDHS Education Fund Foundation is actively working to clearly identify and communicate the Foundation’s purpose and value.

   

  Over the past two years, we updated our logos and made a concerted and ongoing effort to have consistent branding and messaging.

  In order to more appropriately address the needs of the school, we have reorganized our leadership structure by transitioning to the president principal model. This process required an extensive review of staff duties and culminated with formalized job descriptions for all staff.
  
  

  Progress Through Year Three of the Strategic Plan
  The president principal model of school leadership was implemented during the 2024-2025 school year. The advancement office now consists of a president, director of development, director of enrollment, director of facilities, director of marketing, accountant and administrative assistant.

   

  The advancement office has led a feasibility study with Partners in Mission. The feasibility study involved engaging with nearly 60 alumni, parents of alumni, current parents and community members about the funding opportunities for an upcoming comprehensive capital campaign.

  The advancement office is proud to announce Notre Dame will be hosting its first Alumni Fest weekend August 8-11. The weekend’s festivities are kicking off Notre Dame’s centennial year, with opportunities to engage with alumni across generations.

  A strategic communication plan has been developed that identifies market position, communication and marketing mediums, and target markets.

  
  Additionally, Notre Dame is in the process of implementing new software which includes internal and external communications components, including a new school website. This software will further enhance school communication to alumni, current and prospective families.

   

  The school now has an active LinkedIn page to keep in contact with alumni and businesses.
  
  

  The NDHS Education Fund Foundation Board has amended its investment strategy in order to maximize the benefits to the school. Additionally, the Board continues to identify its core strength and purpose with the goal of increasing contributions to Notre Dame.

• Catholic Identity

  Goal
  Actively engage the whole Notre Dame community to foster an authentic life of faith, centered on Christ in the Eucharist.

   

  Objectives
  
  

  1. Encourage students to participate in and grow their faith by relating the Catholic teachings to current social issues.
  2. Train the lay faculty and staff to effectively engage with students in an authentic manner regarding the understanding of Church teachings, with the desire to add professed religious to the staff.
  3. Explore ways to partner with parents to enhance the faith lives of their families.
  4. Develop an approach to integrate the retreat experience into the daily lives of students.

   

  Progress Through Year Two of the Strategic Plan
  All faculty and staff are certified through Franciscan University’s Catechetical Institute.
  
  

  Faculty and staff are required to have a spiritual component to their professional development plans each year.
  
  

  We are in the second year of offering our Midweek Motivation program. Midweek Motivation provides a weekly Wednesday Mass or faith experience for our employees, students and families.
  
  

  We have added two dedicated Eucharistic Adoration nights throughout the year for students, families and parish communities.
  
  

  Progress Through Year Three of the Strategic Plan
  Notre Dame actively encourages students and families to participate and grow in their faith. The school continues to offer Adoration with praise and worship once a semester. This past semester Adoration was moved to immediately after school, which saw a drastic increase in attendance from students, parents and faculty. Notre Dame hosted a Eucharistic procession throughout the hallways, and have had three religious displays in front of the Chapel this past year (Eucharistic Miracles and The Shroud of Turin). Mass schedules for all local parishes are posted throughout the building, and Mass schedules for Holy Days of Obligation are communicated to our students and families through direct messaging and social media.

   

  Notre Dame has hosted numerous speakers on campus to present to students, faculty and the general public on the faith, including a presentation on the Eucharist and the Communion of Saints.
  
  

  As always, prayer is a huge part of the school day. During the 2024-2025 school year, each day began with a daily reflection geared toward high school age students, followed by the Memorare. The Angelus was also added this past school year, praying it at midday every day.
  
  

  With the desire to have students engage with religious, the Notre Dame Chaplains are consistently present in the building. A chaplain has taught lessons in Theology classes over the past two years, and has offered a personal invitation to attend Project Andrew and Project Miriam. School administration has invited local priests, youth directors, deacons and university campus ministers to have lunch at the high school on a monthly basis to engage with students and staff.
  
  

  Teaching the message of the Kairos Retreat, which is friendship with God and how his presence is recognized in our lives, has become a focal point for the parental component of Notre Dame’s Kairos Retreat Program.

• Enrollment

  Goal
  Be the school of choice for families wanting a transformational Catholic education experience that prepares students for both college and life.

   

  Objectives

  1. Design a comprehensive enrollment management plan that is led by a director of admissions.
  2. Proactively promote the Notre Dame mission and brand, with meaningful communications and personal engagement, to Pre-K through eighth grade families and schools throughout the region.
  3. Increase marketing and accessibility of available tuition assistance options.

   

  Progress Through Year Two of the Strategic Plan
  In May of 2023, we hired the school’s first director of enrollment. This position is responsible for student recruitment and retention to contribute to the overall growth and success of Notre Dame.

   

  We are actively promoting our mission and brand with pre-k through eighth grade families and parish schools. Our enrollment director visits parish schools throughout the year, we provide a monthly Bulldog Bulletin publication geared toward elementary students, and we connect with parish school principals regularly. In addition to our usual grade school summer camp offerings, we have added several events at Notre Dame for the grade school age group.
  
  

  In conjunction with the Diocese, we are promoting the MOScholars scholarship program, which is a state sponsored program that provides scholarships to families for private school.

  We are in the process of developing a comprehensive enrollment plan.
  
  

  We have increased engagement with incoming students and families through on campus events and regular communication regarding the enrollment process.
  
  

  Progress Through Year Three of the Strategic Plan
  Notre Dame’s enrollment management plan has been completed and will be updated each year.

   

  A parent ambassador program was established at the beginning of the 2024-2025 school year. The director of enrollment has created a new family and new student mentor program for the 2025-2026 school year.
  
  

  Members of the administrative team have actively participated in partner school fundraisers. Additionally, the advancement office has engaged with local parishes and partner schools to explain the MOScholars tax credit scholarship program, which helps increase enrollment and funding for Catholic schools.
  
  

  The school has placed a greater emphasis on retention efforts, including defining what retention is at Notre Dame, and which faculty and staff are involved in the retention process.
  
  

  A Notre Dame Instagram account was created, targeted toward junior high aged and current students.
  
  

  With the implementation of a new software program for the 2025-2026 school year, streamlining the enrollment process will continue to be a focus for the director of enrollment and administration.
  
  

  New for the class of 2029! Incoming freshmen were mailed “acceptance boxes” with ND swag in efforts to increase excitement about attending ND.

• Facilities

  Goal
  Properly maintain and develop a safe, attractive and welcoming campus to support the learning environment and Catholic mission for generations to come.

   

  Objectives

  1. Improve Notre Dame Drive by evaluating options for a secondary entrance and collaborating with authorities on the Route K intersection.
  2. Develop a five-year master facilities plan with funding needs integrated into the school budget.
  3. Perform an annual technology audit to assess current and future needs.
  4. Conduct routine safety assessments to identify vulnerable areas, and communicate findings and resolutions to parents and the community.

   

  Progress Through Year Two of the Strategic Plan
  The extension of Notre Dame Drive to Country Road 203 will be completed this fall. This extension will provide a secondary entrance to the school.
  
  

  School administration is working with MODot on Route K improvements to increase road safety for our students and those visiting our campus. As part of this fiscal year 2026 project, updates include adding a round-about at the entrance of Notre Dame Drive and adding a third lane on Route K.
  
  

  Notre Dame now has a dedicated director of facilities responsible for facility management, school transportation, and assists with campus security efforts.
  
  

  The school continually conducts safety audits, including a threat assessment from the Cape Girardeau Police Department. We are actively working to secure safety grants to improve overall campus security.
  
  

  Progress Through Year Three of the Strategic Plan
  A secondary entrance to campus was created. The extension of Notre Dame Drive to County Road 203 allows north and south entry / exits points. This additional entrance will be vital when construction for the Route K expansion and roundabout at the south entrance of Notre Dame Drive project begins. That project is funded through MODot and slated to begin summer of 2026.

  
  A facilities committee consisting of local professionals has been reestablished. The committee is working to access facility and infrastructure needs, as well as advising on the creation of a five-year plan to provide long range budgeting benchmarks for the replacement of capital items such as HVAC units, flooring and roofs. In addition to a five-year facilities plan, a long-term outdoor field maintenance plan is being developed.
  
  

  Through safety grants, the school now has an expanded security system that includes additional cameras, security software, access point upgrades and glass sealant on all interior and exterior windows.

• Finance

  Goal
  Establish and implement a transparent and sustainable long-term strategy to ensure the viability of the school’s financial model.

   

  Objectives

  1. Develop a rolling ten-year financial plan to encompass the current and future budgetary ambitions.
  2. Assess the viability of the Bingo program and explore alternative means of fundraising.
  3. Evaluate the sustainability of the current tuition model while investigating alternative means of funding.
  4. Develop an effective communication plan to raise awareness of all aspects of the school’s financial needs.

  
  

  Progress Through Year Two of the Strategic Plan
  After a thorough assessment of the bingo program, we determined it wasn’t a long term viable fundraising program due to volunteer fatigue. We are working with the Clark Street Project, owners of Bingo World, to maximize the profitability of the building on Clark Street to benefit Notre Dame.
  
  

  We have reformatted our tuition model to clearly communicate the cost of educating a student and available scholarships for families.
  
  

  We continue to partner with local pastors, who graciously increased the parish stipend for our participating Catholic families.
  
  

  Notre Dame has updated its messaging to better raise awareness of our funding and operating needs.
  
  

  In the spring of 2024, the school hired an accountant to help expand the scope of our financial management.
  
  

  The advancement office is preparing to enter a capital campaign to improve campus and academic offerings to benefit future students and the success of the school for years to come.
  
  

  Progress Through Year Three of the Strategic Plan
  With the guidance of the NDHS Education Fund Foundation Board, Notre Dame and the Clark Street Project Board continue to explore options for passive income through leasing the Bingo World property.
  
  

  The school continues to communicate overall fundraising needs of the school by providing transparent and regular fundraising updates to constituents.
  
  

  The advancement office and school administration are actively working to increase awareness of the MOScholars tax credit scholarship program to current and prospective families. An increase in the number of students receiving this scholarship will help reduce the amount of tuition assistance required for the school year.
  
  

  The implementation of a new software program also includes finance and donor modules. These softwares will enhance the effectiveness of fundraising and create efficiency for financial purposes.
  
  

  The Notre Dame Sunday solicitation and parish collection was moved from early fall to the spring in order to better communicate our fundraising needs as we move closer to the end of the fiscal year.

• Governance

  Goal
  Create a structure in which the administration, school board and Diocese collaborate in the decision-making process for long range planning and policymaking.

   

  Objectives
  

  1. Regularly review the school board bylaws, at least every five years.
  2. Develop an annual plan for reviewing long-range goals.
  3. Create an open dialogue with area clergy to actively involve them in the school board process.
  4. Clearly define the school board member roles and responsibilities, and provide communications to the school community regarding board roles and major agenda items.
  5. Develop a formal school board recruitment process that provides opportunities for all parishioners to be involved.

  
  

  Progress Through Year Two of the Strategic Plan
  The school board bylaws are in the process of being revised in order for members to be more aware of their roles and responsibilities within the board and the community. Because of bylaw changes, the Board is consulted on major school changes.

  We are working to create an open dialogue with area clergy to actively involve them in the school board process, including creating a formalized recruitment process for new board members.
  
  

  We investigated organizational models that allowed for an effective distribution of job duties, which led the school to the president principal model. This model allows for staff to concentrate on long term planning and policy making.
  
  

  Progress Through Year Three of the Strategic Plan
  The School Board by-laws continue to be evaluated to match the current school environment, and to reflect shift in school leadership to the president principal model.

• Student Life

  Goal
  Infuse a faith-based formation that encourages holistic growth in every student.
  
  

  Objectives
  

  1. Create a pro-active and faith-based wellness program with specific tools to support mental health.
  2. Communicate counselor roles and qualifications to the Notre Dame community.
  3. Collaboratively review the student handbook to create better awareness and understanding, strengthen consistent enforcement and develop accountability.
  4. Establish clear criteria for creating and sustaining club organizations to increase student participation, promote excellence and decrease moderator fatigue.
  5. Explore the addition of an agriculture program.

  
  

  Progress Through Year Two of the Strategic Plan
  We have actively worked to highlight the roles and responsibilities of the counselors to the Notre Dame community.

  Faculty and staff completed an expansive review of the handbook this summer to stay current with educational trends.

  We worked with club advisors to formalize the descriptions, qualifications and goals of our non-athletic extracurricular activities.
  
  

  We are actively working with community partners to explore ways to introduce an agricultural program at Notre Dame.
  
  

  Progress Through Year Three of the Strategic Plan
  The fifth objective of the Student Life domain was to explore the addition of an agriculture program. As mentioned in the Academics Domain, this objective was realized with the announcement of an agricultural education program in January. In addition to classroom instruction, Notre Dame will also be starting an FFA (Future Farmers of America) chapter. An FFA Advisory Committee made up of local agriculture leaders has also been established to ensure Notre Dame’s instruction and resources are up to par with industry standards.
  
  

  Administration has created a regular check in with club and organization advisors to better facilitate extracurricular activities to students. Additionally, administration is in the process of establishing club and organization guidelines when creating new activities.