Priority Areas for Improvement (PAI's)

1. College Readiness 

    Goals:​

• Increase school wide Average SAT growth by 5 points per year, reaching the network average in SY (school year) 23-24 and continuing to strive for high growth.

• ​Improve fidelity of implementation of standards-based grading using proficiency scales and data driven decisions.

• ​Increase student proficiency in Executive Function Skills by incorporating direct instruction and growth tracking in each academic class. 

• Increase College enrollment from the current 84% to 95% by 2024 o Increase enrollment in 4-year colleges by 5% 

• Increase College persistence by at least 5% per year 

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2. Diversity & Inclusion

    Goals:​

• Create a culturally responsive environment for all constituents 

• Create culturally responsive classrooms  

• Increase student engagement in extracurricular activities 

• Improve our MTSS (Multi-Tiered Support System)

• Strengthen the PBIS (Positive Behavior & Intervention System) Program

• Strengthen home/school relationships

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3. Operational Vitality

    Goals:​

Admissions

• Secure a freshman class of 70-85 students 

• Establish a strategic, diverse, strong & robust feeder school program 

• Create and manage a waitlist for incoming freshman classes 

• Develop & execute an individualized marketing approach (summer of 2021) 

Corporate Work Study

• Achieve CWS financial goals by focusing on renewal rates with current partners as well as new partnership additions 

• Introduce and facilitate a CWS price structure increase to $6,200/student SY 21-22 

• Enhance our student training program 

Development

• Establish yearly aggressive & achievable fund development goals

• Establish yearly aggressive & achievable grant revenue goals

• Create, organize and facilitate a comprehensive donor management program

• Analyze associated giving histories among higher-level donors and plan to move them through increased levels of giving over time 

• Re-evaluate the format of the Pride of Providence annual fundraiser dinner to ensure a welcoming and engaging event for all guests (summer of 2021) 

• Institute a Planned Giving Program 

• Create a specific funding focus for all events and mailing campaigns 

• Manage and execute a capital campaign for the new campus project 

Marketing & Communications

• Make PCR a well-recognized name and our CWS program a sought-after opportunity in the professional/corporate community of Indianapolis

• Create a website and other branding materials that are effective and informative tools for the recruitment of prospective students, families, corporate partners, and donors

• Create standardized branding for all major PCR events and complete communication plans & Pardot engagement studio programs for each event (by the end of SY 2023-2024) 

• Create an active “Student Storytelling Group” per year to assist with content creation across marketing platforms and create a way for parents, faculty, and staff to routinely submit their “good news” stories to share with the community (starting SY 2021-2022) 

• Establish branded and active social media presence on Facebook, Instagram, Twitter and LinkedIn to adequately serve and reflect all departments and the school as a whole

Business Operations

• Develop robust and accurate budgets that achieve a year end positive balance 

• Enhance & maintain sound investment strategies to strengthen school’s financial viability

• Determine the appropriate location for, and successfully facilitate a move to our permanent campus

• Create & execute a strategic facilities site plan to ensure our current & future campus is conducive for strategic goal achievement