G-WYWB04REWY
About
Strategic Plan

Strategic Plan Initiatives

Strategic Plan for Palmer Trinity School

SECURING OUR BRIGHT FUTURE
( 2022 - 2027 )

Strategic Plan Vision Statement

In the Episcopal tradition of academic excellence and inclusive community, Palmer Trinity School commits to the following strategic priorities.

Curriculum

To design and implement educational programs – both local and international grounded in relevance that will shape individuals who reason independently and who act collaboratively to accomplish and resolve conflict.

Strategic Initiatives UPDATES

List of 8 frequently asked questions.

  • Reinforce independent learning and critical thinking in the light of Palmer Trinity’s Portrait of a Graduate and Guiding Principles.

    As of February 2023

    1. Created the Launch Program for freshmen to support their transition to Upper School and develop the qualities in our Portrait of a Graduate.
    2. Facilitated Courageous Conversations on the 2022-2023 school year theme of RESET.

  • Promote the role of C.E.L.T. (Center for Excellence in Learning and Teaching) and its initiatives to increase partnerships with other schools and within the PTS community.

    As of February 2023

    1. Made visits by Middle School Chairs and Academic Dean to our feeder schools. 
      • PTS hosted a Collaboration event with 5th & 6th grade teachers, curriculum directors on January 19th; Revitalizing partnerships that began before COVID.
    1. Include a focus on the work and role of CELT in each Professional Development meeting.

  • Dedicate time and opportunity for our faculty and administration to collaborate and design innovative and forward-thinking curricular pathways which promote critical thought and skills.

    As of February 2023

    1. Dedicated four Professional Days, monthly Collaboration Meetings, and six Late Starts to this goal, in addition to monthly Department and Academic Council meetings. 
    1. Expanded the time for Collaboration significantly during the Opening Week, Professional Days '22-'23.  
      1. Essential questions and models from innovative programs and leading educational organizations are provided in all meetings to guide and support collaboration.
      2. Accepted nine New Course Proposals for ‘23-’24 as of January 2023.
      3. Gathering momentum for exploration of a Leadership / Global / Entrepreneurial “Pathway” of coursework to serve PTS’ unique population.

  • Gather, analyze, and share available data to inform academic decisions.

    As of February 2023

    1. Made noteworthy changes to our course offerings and graduation requirements to suit the needs of our students
     Additions:
      1. Foundations level courses in English Grades 6-7; Math Grades 6-8
      2. Honors level courses in Grade 8: Math, English, and History; Science ‘23-’24;
      3. Foundations level courses in Grade 9: English, Math, and History
      4. Continue to build newly established Contemporary Studies; department with the addition of Upper School Leadership course, Marketing and Student Publications course;
      5. Modification of lab requirements in the Upper School to better serve the student community.
    1. Will host Rediker Training at PTS.
    2. Collecting and reviewing students' use of time on middle school semester assessments to help us address test-taking skills.

  • Maintain the School’s global presence and mindset.

    As of February 2023

    1. Joined Global Education Benchmark Group (GEBG) as a Leading Partner School (2022-2024) through the G.E.B.G’s E.E. Ford Grant.
      • This two-year role allows 7 teachers to participate in virtual classes, 1 educator to serve on an advisory board, and 2 students to participate in virtual student-led classes. 
    1. Participation by (20) Students and (6) faculty in three Round Square travel events (England, Canada and Kenya).
    2. Model United Nations remains the most active Club on Campus with more than 90 participants. PTS participates and leads both locally and regional conferences.
    3. Round Square virtual conference on pollution led by 10 students with 200 students from 12 countries. 
    4. Proposing a course elective in diplomacy and international relations beginning ‘23-’24.
    5. Led 18 domestic and international travel experiences on 6 continents.
    6. Hosted Round Square exchange students at partner schools in Peru and Germany. 

  • Expand the International Baccalaureate Diploma Program (IBDP) to encourage width and depth of course offerings.

    As of February 2023

    1. On-going, intentional monthly meeting with IB Steering Committee to design the expansion of the IB course offerings and schedule the faculty training.
    2. On-going support of our Second Cohort of IB students / Additional IB Course offerings in Business Management and Environmental Sciences.
    3. Adopted a more international interest in IB experience in the hiring process.
    4. Encouraging and allocating finances for faculty training in IB certification.
    5. Ongoing discussion about developing "pathways" of study within the IB curriculum focusing on Liberal Arts, Stem, and Business as a central focus.

  • Explore the feasibility of offering PTS courses online.

    As of February 2023

    Piloted three semester courses online, in Summer, 2022. After reflection and revision of course work and approach, we will offer two courses again in Summer, 2023 - Foundations in World Religion and Wellness.

  • Research and expand STEM-centered curricular offerings with a view toward building a state-of-the-art program.

    As of February 2023

    1. Appointed two STEM Coordinators in 2022-2023.
    2. Constructed new STEM room in Building 3.
    3. Updated/refurbished new Outdoor Classroom.
    4. Adopting Project Lead the Way Biomedical Science course electives to offer a Pathway of course work for students interested in the related fields.   
    5. Received STEM School of Excellence Recognition for the third year in a row by ITEEA (International Technology and Engineering Educators Association). 

Community

To embrace our School Community, defining it as those who can know one another and be known, and to safeguard our communal health while practicing hospitality, empathy, and leadership rooted in service to others.

Strategic Initiatives UPDATES

List of 8 frequently asked questions.

  • Demonstrate the School’s Episcopal Identity through the teaching of values, ethics, and morals.

    As of February 2023

    1. Held weekly early morning Holy Eucharist Services for Faculty and Staff.
    2. Planned and executed Chapels over the entire semester:
      1. Collaborated with the Mexican Parents to create altars for the Day of the Dead and invited the Mexican Consulate to present on the cultural significance of the celebration.
      2. Invited Rabbi Fisch from Temple Judea to present and educate on the High Holy Days of Judaism during Chapel.
      3. Hosted the Palmetto Bay Community to celebrate and honor the local Veterans with an All School Chapel with the Mayor of Miami Dade County as the guest speaker.
      4. Collaborated with the Performing Arts Department to create a service of Lessons and Carols for the Annual Tree Lighting Service.
      5. Continued to message Lead with Love mantra through ongoing Chapels and School Gatherings.  
    1. Chaplain presented two workshops at the Biennial Convention for the National Association of Episcopal School in San Antonio, Texas, in November 2022 and to the Independent Schools of South Florida on "The Mental and Emotional Aspects of Education in the 21 Century."
    2. Chaplain continues to teach Christianity courses in the Postmodern World.

  • Enhance the Wellness, Advisory, and Athletics programs to reflect the School’s ethos of developing a healthy balance of mind, body and spirit.

    As of February 2023

    1. Hosted focus groups for middle school students to discuss issues around inclusion and belonging.
    2. Utilized peer counselors all year for students who are dealing with challenges at school and request or may benefit from meeting with an older PTS student. 
    3. Implemented first year of PTS’s specific advisory curriculum - a scaffolded approach to discussing relevant topics and issues in 6-12th grades aligned to the Portrait of a Graduate.
    4. Supported an education-based program modeled by student-athletes, parents, and coaches.
    5. Implemented Concussion Program in August 2022.
    6. Commenced a “Captain’s Circle” student-athlete Leadership Group, September 2021.
    7. Expanded our HUDL video to include film for player/coach review and college recruiting, August 2021.
    8. Hired New Athletic Trainer, Dr. Freer, and implemented rehabilitation at PTS, August 2022.
    9. Upgraded our football helmets to Riddell and lacrosse helmets to Cascade to follow sport safety and best practices, 2021-23.
    10. Upgraded Hall of Fame and Record Boards to digital displays, July 2022.
    11. Athletic Director attended the National Athletic Directors Conference in Nashville, TN, December 2022.
    12. Held three specifically designed Wellness Chapels for students. 
    13. Hosted Internationally acclaimed and Internet Safety advocate Alicia Kozak who spoke to students. 

  • Utilize data from the Diversity, Equity and Inclusion (DEI) Audit to ensure the quality of school life.

    As of February 2023

    1. Redesigned the DEI Team's web presence to more fully and accurately communicate the school's DEI efforts and initiatives to all members of the community. 
    2. Engaged in proactive and sustained dialogue with various groups who have expressed the need for greater inclusion in our community (including alumni groups, parents of African American students, parents of LGBTQIA+ students, and parents of Jewish American students). Dialogue has resulted in programming (such as our Jewish American Heritage Month, Black History Month, and upcoming Pride Month convocations).

  • Implement feedback from the Belonging Survey to refine the Mosaic Program. 

    As of February 2023

    1. Embarked on a rewrite of the entire Mosaic program to create differentiated lessons for each grade level to remove redundancies and ensure age-appropriate pedagogy and content that builds on previous understanding from year-to-year.
    2. Expanded student participation in and development of the Mosaic program, by including student leaders in advisor and student facilitator training. 

  • Collaborate with the Episcopal Church to explore programmatic opportunities.

    As of February 2023

    1. Chaplain supports Sunday services at St. Stephen’s Episcopal Church in Coconut Grove.
    2. Human Resources participates in the Safe Churches and Schools program in the Diocese. 
    3. Chaplain will attend the Annual Clergy Conference in January. 
    4. The School works closely with the Episcopal Church to promote social justice and equity.

  • Use the School’s systems and resources to maintain timely and relevant communication.

    As of February 2023

    1. Evaluating best communications methods in terms of website and electronic correspondence vehicles.
    2. Producing timely Head of School videos that are sent to the community.
    3. Completed over 100 push pages with pertinent information to the parents and greater community in the first semester.

  • Grow Admission recruitment efforts to attract and retain a diverse community reflective of the School’s Mission and Guiding Principles.

    As of February 2023

    1. Hired Admission Officer to help with diversity recruitment.
    2. Completed podcast by Associate Head of External Relations for real estate company to communicate the School’s mission.
    3. Continue to provide opportunities for families to visit school outside of the typical open house times. Multiple tours, morning and afternoon information seasons. Provide virtual meetings and virtual interviews for added flexibility.  
    4. Have become test optional to drop the cost barrier of testing for underserved communities.
    5. Continue to meet with Relocation Managers to connect to families moving to Miami. 

  • Strengthen and promote Alumni engagement in the School community.

    As of February 2023

    1. Hired new Alumni Relations Coordinator, which is an alumna, to continue building Alumni community.
    2. Continuing to update the alumni database with current and accurate contact information and strengthen the Class Agent program.
    3. Engage alumni by reaching out to them personally, with the expectation to bring them back into the PTS community such as hosting social events, featuring them in articles, speaking to our students and touring the campus. 
    4. Relaunch the PTS Alumni Mentor program, fostering mutually beneficial partnerships and meaningful connections.  
    5. Promoting alumni leaders through continued Alumni Board work and engagement in additional committees.  

Faculty

To explore and secure pioneering ways to attract, retain, and develop Mission-driven Faculty who inspire, empower and challenge students to embrace Palmer Trinity’s Portrait of a Graduate.

Strategic Initiatives UPDATES

List of 6 frequently asked questions.

Financial Sustainability

To ensure the future of Palmer Trinity School through visionary leadership and prudent stewardship of our financial and capital resources.

Strategic Initiatives UPDATES

List of 4 frequently asked questions.

  • Enhance a rolling three to ten-year operating budget including projections for capital expenditures, debt service, staffing and tuition increases.

    As of February 2023
    1. Sync resources with strategic plan and the school's core values as to allocating resources to highest priorities for efficiently/effectively.
    2. Continue to provide the resources and programs in place to recruit, retain and develop the best mission appropriate faculty and staff.
    3. Continue to improve operations and seek opportunities as needed.

  • Expand the School’s philanthropic programs for increased participation among constituencies.

    As of February 2023
    1. Continue to build record-breaking Annual Fund foundation intentionally ensuring the highest quality student experience.
    2. Continue to increase alumni participation through such strategies such as: the March Madness Alumni giving challenge, and increased alumni social and professional opportunities.
    3. Utilize "Give Miami Day" as an opportunity to cultivate other constituencies for support of Palmer Trinity School.
    4. Building upon our "24 Hour Giving Challenge", to school pride and philanthropic support.

  • Reimagine mission-centered auxiliary services to generate revenue streams.

    As of February 2023
    1. Continue to rent existing facilities/fields such as the athletic fields when not used currently by PTS.
    2. Introduce special Chapel events such as weddings, arts, recitals, etc. to generate revenue and increase community exposure.

  • Grow the School’s reserves and the endowment.

    As of February 2023
    1. The Endowment has grown over the last 10 years from $200k to $15M to better weather market downturns and to be able to pay off debt, fund programs enhancements and faculty professional development--Patrick Roberts H.F. Roberts Global Learning Endowment (new 2022/23).
    2. The school has grown annual fund to over $1M to fund new programs, initiatives, learning spaces to better serve our community.
    3. Introduced policy to increase endowment through all capital projects with designated dollars.  

Land and Facilities

To leverage our campus footprint to maximize learning opportunities for our community — both its unparalleled facilities and distinctive Florida grounds — creating independent natural and built environments that enrich the mind, nurture the body, and refresh the spirit.

Strategic Initiatives UPDATES

List of 5 frequently asked questions.

Main Entrance: 8001 SW 184th Street, Miami, FL 33157
Mailing Address: 7900 SW 176th Street, Miami, FL 33157
Main:     305.251.2230
Admission:     305.969.4208