Strategic Plan 2027

• Lawrence Alexander (Consultant)
• Ashley Armato (Faculty/Staff)
• Elizabeth Bacardi (Trustee, Parent, Alumni Parent)
• Michael Baiamonte (Trustee Alumni Parent)*
• Jeff Bass (Trustee, Alumni Parent)
• Kay Betts (Consultant)
• Jack Brumbaugh (Trustee)
• Mary Ellen Cassini (Administration, Faculty/Staff)*
• Jose Chao (Administration, Alumni Parent)
• Susi Cetta (Faculty/Staff, Alumni Parent)
• Ashley Chapman (Administration, Faculty/Staff)
• Lynley Ciorobea (Alumni, Parent)*
• Rev. Frank J. Corbishley (Trustee, Alumni Parent)
• Patricia Cornish (Trustee, Parent)
• Vivian More Cortinas (Trustee, Alumni Parent)
• Bishop Peter Eaton (Trustee)
• Emilio Fernandez (Trustee, Parent)
• Andrea Fresco (Faculty/Staff)
• Denise Gallardo (Administration, Alumni Parent)*
• Suzanne Gottlieb Calleja (Administration, Alumni Parent)*
• Juan Gomez (Administration, Alumni Parent)
• Jared Kaplan (Trustee, Parent)
• Lynne Keller (Trustee, Parent, Alumni Parent)
• Monifa Kelsey (Faculty, Parent)
• Katie Lamiell (Faculty/Staff, Alumni Parent)
• Dave Lanham (Administration, Parent)
• Patricia Lema (Faculty/Staff)
• Rachel Malueg (Trustee, Alumni Parent)
• Hugo Mantilla (Trustee, Parent, Alumni Parent)*
• Bobby Moore (Alumni, Faculty/Staff)*
• Camilo Montana (Trustee, Parent, Alumni Parent)
• William Morrison (Trustee Alumni Parent)
• Marcel Navarro (Trustee – Chairman, Parent, Alumni Parent)*
• Sonia O’Donnell (Trustee, Alumni Parent)
• Aldo Regalado (Faculty/Staff)
• Adriana Restrepo-Munoz (Faculty/Staff)
• Patrick Roberts (Administration, Parent)*
• Manjula Salomon (Administration)
• Beth Brockway Serrate ’85 (Trustee, Alumni Parent)
• Philip Serrate (Trustee, Alumni Parent)
• Jesus Socorro (Trustee, Parent, Alumni Parent)
• Harvey Sperling (Trustee)*
• Peter Tolmach (Administration, Parent)
• Adrianna Truby (Administration, Faculty/Staff)*

- As of June 2026

1. Achieved widespread success across numerous academic clubs, highlighted by the Solar Car team earning recognition in two categories at the Southwest Florida competition.
2. The Falcon Drone Team propelled our STEM initiative onto the national stage by placing 4th overall at the Drones in School National Championship in Detroit, Michigan. As a first-year program, our students exceeded all expectations, showcasing well-rounded technical skills to secure top-five placements in portfolio display, head-to-head racing, and marketing. The team was also honored with the prestigious Excellence Award for superior craftsmanship in aircraft design.
3. Maintained a strong competitive presence through regular tournament and event participation by the Mathletes, Language Classes, and Performing Arts groups.
4. Earned the FSI Director’s Innovation Award, by the Honors Physics Class, through the 2026 Chip in Florida: K-12 Semiconductor Education Challenge, hosted by the University of Florida’s Florida Semiconductor Institute. 
5. Claimed by students and teachers from IB Environmental Systems and Societies, AP English Language, and the STEM Student Council, the Fairchild Challenge Bronze Award and a $750.00 grant rewarded our school’s powerful interdisciplinary collaboration. This year-long dedication to environmental stewardship successfully united our community to tackle complex ecological challenges and secure a spot among the top-scoring high schools. 
6. Launched this year, our new PLTW Medical Interventions class immediately immersed students in real-world medical diagnostics. They have already performed their first ELISA test, a crucial lab technique used to detect infections, proving that this course successfully gives students the chance to apply biology concepts to solve complex medical mysteries. 

- As of July 2025

1. Wrote AI Literacy units to be implemented in Comp Science required courses beginning August ’25.
2. Expanded Business & Entrepreneurship electives to include: Marketing, Entrepreneurship, Sports Management, Financial Literacy, Business Management, Financial Algebra, and IB Business.

- As of December 2024

• Focus on School philosophy and integration of Artificial Intelligence (AI) in the classroom.

1. Reviewed policies with School’s Attorney - received very positive feedback on School’s progress in this area. Revised Policy for Handbook and Policy for Teachers to Share with Students.
2. Partnering with Purple Horizon, innovation consultants, scheduled to begin January and work through April, '25.
3. Positive feedback on School's progress to date.
4. Focus will be on PD and communication to constituents.

- As of June 2024

1. PTS will return to requiring standardized testing for MS applicant admission for the 2025-2026 school year.  Requiring testing will help us attract mission-appropriate students, and ensure a solid academic "fit".
2. Administered 540 AP Exams in 20 courses. (Please note the school does not charge for this service - offering another benefit for our families).
3. Continue to expand our course offerings and support systems to learners by implementing the Academic Success Workshops in the Middle School, additional Foundations-Level courses in Grade 9, and a semester-long Academic Seminar to reinforce skills.

- As of November 2023

• Dedicated time for writing and aligning Course Outlines for greater clarity and continuity of course goals, learning activities and assessments, and learning outcomes.

- 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.

- As of June 2026

• Presented to the University of Miami's School of Graduate Studies to promote potential partnership for Teaching Interns.

- As of July 2025

1. Completed the second year of leading an Academic Consortium with Curriculum leaders from peer FCIS Schools.
2. Hosted a range of teaching internships:
   • Full Semester internship for college credit
   • 8 Week paid internship
   • 1 Week observation for college credit 

- As of June 2024

1. PTS hosted a Collaboration event with 5th & 6th grade teachers, curriculum directors, and other educators. on January 19th, revitalizing partnerships that began before COVID. 

2. Created an Academic Consortium with peer FCIS member schools; academic leaders meet monthly (virtually) to explore solutions to this shared challenge.

- 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.

2. Include a focus on the work and role of CELT in each Professional Development meeting.

- As of June 2026

• Hosted faculty from St. Andrews School in Boca Raton for an academic collaboration to assist with their curriculum review, highlighting their recognition of our program's strengths.

- As of July 2025

1. Implemented weekly Late Starts for faculty to meet by department with structured time for collaboration.
2. Conducted a series of four collaboration sessions to better align content, skills, and expectations between Science, Grades 8 and 9. (Middle to Upper School).

- As of December 2024

1. Focus attention to expand curricular pathways in Academic Support, Business, and STEM-related courses: 
2. Scheduled to film three promotional videos (similar to the IB video) in late winter / early spring, around holidays to highlight a few alumni.
3. Very intentional mentoring of our new business teacher.

- As of June 2024

1. Middle School faculty visited Lake Highland Prep to observe their Innovation Lab (4 members). Carrollwood School to observe their MYP (Middle Years IB Program) (2 members).  A redesign for 6th Grade Discovery will include an introduction to AI and Design Thinking. 
2. Increased Late Start in 2024 - 2025 to occur weekly, allowing for intentional collaboration time for faculty.
3.  Dedicated four Professional Days, monthly Collaboration Meetings, and an increased number of Late Starts for on-going departmental collaboration and professional growth.
4. Expanded the time for collaboration during the Opening Week and Professional Days.
5. Provided Essential Questions and models from innovative programs and leading educational organizations in all meetings to guide and support collaboration.
6. Accepted nine New Course Proposals for 2024-2025 as of January 2024. 
7. Continue to build upon programming for Leadership and Entrepreneurial Academic “Pathways” in the Upper School.

- As of November 2023

1. Added courses in Leadership, Entrepreneurship, and Financial Literacy.
2. Established the Artificial Intelligence (AI) Committee to discuss AI in the classroom.

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

- As of June 2026

1. Launched the Academic Resource Center (ARC), which is scheduled to open in August 2026.
2. Enrolled two learning specialists in the National Board of Executive Function Certification course to work toward earning their Board Certified Executive Function Coach credentials.
3. Completed Babson College’s Entrepreneurial Thought and Action for Educators course, preparing the Associate Head for Academics and Academic Dean to lead a full-faculty professional development rollout during the 2026–2027 academic year.

- As of July 2025

1. Continue to promote participation in both AP and IB programs:
   • IB success rate of 84%
   • AP success: 217 Students took 538 AP Exams with 91.7 % Pass Rate.
2. Administered end-of-year testing, Grades 6 - 12, including AP and IB exams:
   • Grades 6 - 11, Approximately 2800 exams
   • Advanced Placement: Approximately 540 exams
   • International Baccalaureate: Approximately 60 exams 

- As of December 2024

1. Robust participation in the after-school Academic Support Program.
2. The academic Success Workshop in MS is underway and has been successful.
   • Academic Support in US 9th grade Foundations classes & Academic Seminar has been successful.

- As of June 2024
Expanded academic support services for students in Grades 6 - 9.

- As of November 2023

1. Modification to our course offerings: 
   • Modification of science course requirements in the Upper School to better serve a portion of the student community from Chemistry and Physics to Chemistry or Physics.
   • Expansion of science electives, including Biomedical Science, Health Sciences, and Engineering Design.
2. Continue to build newly established Contemporary Studies with an emerging Student Publications program of study, elevating current publications such as Yearbook (Raptor) and establishing new traditions with Falcon Flash and Perch.
3. Regularly collect and review data on placement tests, “in-house” grades, and standardized testing to recognize and respond to trends in students’ success, challenges, and approaches to test-taking skills.
4. Celebrate National Merit Semi Finalists and Silver Knight winners annually.

- As of February 2023

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

- As of June 2026

1. Round Square
   • Hosted an Upper School Round Square postcard session titled “Melting Pots and Mosaics of Culture.”
   • Engaged Upper School students in global Round Square postcard sessions hosted by peer schools.
   • Sent Middle School students to Germany to attend the Round Square Conference.
2. Travel Opportunities
   • Facilitated international travel experiences through Model United Nations conferences in Germany and The Hague.
   • Led a student trip to Japan during February.
   • Organized student travel to Switzerland, Iceland, and Spain/Morocco in March.
   • Coordinated April travel to Germany, which included student participation in the Middle School Round Square Conference.
   • Conducted a second student trip to Japan in June.
3. Exchange Programs
   • Exchanged students with St. Catherine’s School in Australia, hosting four Australian students and sending three local students abroad at the end of May.
   • Partnered with Scotch College (Perth, Australia) to host one student and send a PTS student to Perth for an exchange in late May.
   • Welcomed two students from Madrid in the fall and sent two PTS students to Madrid in January for their exchange.
   • Established two new exchange partnerships with Felsted School (UK) and Steinmühle School (Marburg, Germany), with plans to launch programming next year.

- As of July 2025

1. Hosted 12 schools from across the state (over 250 participants) for the Chinese language and Culture State Competition
2. Hosted our 8th Annual Model UN Conference, expanding the number of participating schools 

- As of December 2024

Continued Travel: 

1. 6th grade to Marine Lab
2. 7th grade to Lakes Ropes and Stars
3. Model UN to India.

All travel includes curricular components.

- As of June 2024

1. Achieved success in both our Florida State Spanish and Chinese Language Competitions.
2. PTS will be recognized and honored as the host of the State Chinese Language Competition ‘25.
3. Achieved Success at State Competition for both Thespians and Orchestra. 
4. Hosted Model United Nations program at Palmer Trinity School - (220 students/ 4 schools) 
5. Numerous Travel Experiences over Winter and Spring Breaks:
   • Germany (STEM focus)
   • China - (Language / Culture Focus)
   • Namibia (Conservation Focus)
   • Greece (Human Geography)
   • Iceland (Round Square)
6. Hosted the Round Square Regional Conference - 65 Heads of school over 3 days programming. 
7. PTS will host Global Alliance of Leading Edge Schools for SustainabilityGALESS Conference (Virtual) June 10th - 12th, 2024.
8. 1 of 5 participating leading GEBG Schools to author a field guide on students-led dialogue published June 2024. 
9. 6 students participating in Australian exchange with Abbotsleigh School and St. Catherine’s School.

- As of November 2023

1. Model United Nations remains the most active club on campus with more than 90 participants. PTS participates in local, regional, and international conferences.
2. Led more than 40 domestic and international travel experiences on 5 continents, (‘22 - ’24)
3. Hosted international exchange students from partner schools and programs from a number of countries including Australia, Spain, Peru, Germany, ‘22 - ’24.
4. Accepted to the Duke of Edinburgh Award’s program.  The Award is a global framework for non-formal education and learning, which challenges young people to dream big, celebrate their achievements and make a difference in their world. Through developing transferable skills, increasing their fitness levels, cultivating a sense of adventure and volunteering in their community. The Award helps young people to find their purpose, passion and place in the world.
5. Will host the Round Square Board of Directors and the Heads of School and Round Square Representatives from the America’s Region for a conference on campus February 27 - March 2, 2024.

- 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. 
2. Participation by (20) Students and (6) faculty in three Round Square travel events (England, Canada and Kenya).
3. Model United Nations remains the most active Club on Campus with more than 90 participants. PTS participates and leads both locally and regional conferences.
4. Round Square virtual conference on pollution led by 10 students with 200 students from 12 countries. 
5. Proposing a course elective in diplomacy and international relations beginning ‘23-’24.
6. Led 18 domestic and international travel experiences on 6 continents.
7. Hosted Round Square exchange students at partner schools in Peru and Germany. 

- As of June 2026

1. Enrolled the 6th cohort of students for the Class of 2028, welcoming 29 students who comprise 22% of the class.
2. Completed the 5-Year Self Study for IBO ReAccreditation, engaging participation from current parents, alumni parents, faculty, administrators, and students.

- As of July 2025

1. Welcomed our fifth cohort to begin in August 2025.
2. Current IB enrollment is approximately 20% of the junior / senior class.
3. In the Class of 2025, 84% of eligible IBDP students earned the diploma.    
4. Course offerings continue to expand annually, including Business Management and Global Politics.
5. 22 Faculty members are trained at IB Category 1 or Category 2 level.  

- As of June 2024

1. Graduated second cohort of IB Diploma Program students (18). Accepted our Fourth cohort in April 2024.
2. Expand staffing to create a position for IB Student Advisor.
3. Continuously increase number of IB trained teachers.

- 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.

- As of June 2026

• Continued to run three summer online courses with robust enrollment in Wellness, Foundations of World Religions and Computer Science.

- As of July 2025

1. Summer of 2025, offered three online courses: Wellness, Foundations of World Religions, and Computer Science. 
2. All three courses were enrolled at full capacity.

- 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.

- As of June 2026

1. Advanced the AI Task Force's work by defining a clear vision, key objectives, and concrete action steps.
2. Maintained steady progress on the Building 3 Innovation Space expansion to ensure the project meets its projected opening timeline. Ribbon Cutting, August 25th, 2026. 
3. Launched the inaugural Build-a-thon to actively promote hands-on engineering and design thinking among students.
4. Conducted a collaborative review alongside Math, Science, and Computer Science leadership to build a cohesive 6–12 STEM vertical alignment.

- As of July 2025

1. In August of 2025 we will adopt the third of a four course series through Project Lead the Way Biomedical Sciences. 
2. In the Middle School we will adopt the Project Lead the Way Design and Modeling course. 

- As of December 2024

1. Hosted 40 students in “Girl Powered Engineering” for a successful STEM Event.
2. Solar Car Team in place and preparing for competition in Spring 2025.

- As of June 2024

1. Expand project Lead the Way (PLTW) course offerings.
2. Continue to Support new roles: STEM Initiatives Coordinators and Global Scholar in Residence
   • Continue to meet with both Science Department Chairs, both STEM Coordinators to reflect on goals for the year.
   • Designated a STEM School of Excellence, third year in a row.
3. Continue to track our academic use / experiential learning in Sustainability initiatives on campus:
   • Aqua Lab, Outdoor Classroom, Kipp Field House, 6th Grade Garden.

- As of November 2023

1. Reviewed STEM-related pathways for students to advance in their STEM studies and reinstituted the summer offering (in-person) of Geometry.
2. Updated/refurbished new Outdoor Classroom and 6th Grade Garden. 
3. We will continue to review these PTS online courses.

- 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). 

- As of June 2026

1. Promoting and Sustaining Episcopal Identity
   • Promoted and sustained the School’s Episcopal identity by fostering a community grounded in shared values of compassion, ethical reflection, inclusivity, and service through intentional programming, community engagement, and accessible spiritual growth.
2. Chapel Program and Spiritual Life
   • Arranged and led weekly community chapel services that reflect the lived experiences of the student body, incorporating diverse perspectives while emphasizing unity, shared humanity, and spiritual reflection.
   • Cultivated a student-centered chapel program by featuring student speakers, readers, and musicians to encourage student voice, leadership, and ownership of spiritual life.
   • Incorporated Episcopal traditions and liturgical resources through annual services—such as Lessons and Carols, Ash Wednesday observances, and the Alumni Memorial Service—to connect students to the broader Episcopal tradition.
3. Service and Community Engagement
   • Coordinated and facilitate a school-wide Day of Service on March 20, engaging all grade levels in meaningful partnerships with local organizations:
     • Middle School: Branches
     • 9th Grade: Chapman House
     • 10th Grade: Breakthrough Miami
     • 11th Grade: Lotus House
     • 12th Grade: Our Pride Academy
   • Reinforced the School’s commitment to service as a core expression of Episcopal identity by integrating structured reflection and discussion before and after service experiences.
4. Recognition and Community Building
   • Highlighted student service initiatives and community engagement efforts during chapel to foster a culture that celebrates compassion and action.
   • Organized and presented the annual Starfish Award Ceremony on April 30 to recognize outstanding student contributions to service and leadership.
   • Hosted guest speakers, such as Veterans Day speaker Dr. Toshiba Mitchell, to connect themes of service, leadership, and civic responsibility to real-world experiences.

- As of July 2025

1. Held Annual Alumni Memorial Mass with a special Recognition for former Head of School Sean Murphy in January.
2. Working to address Chapel Music programming with recruitment of a new organist and a new choir director to begin August of 2025.
3. Installed a new Casavant Frères organ in the Trinity Chapel, enhancing both programming and chapel services.

- As of December 2024

1. Led sessions on Episcopal Identity and the Role of Chaplain in Faculty In service days, Parent Back to School Nights, and Admissions Events.
2. Planned and executed Chapels over semester beginning in Gym:
   • Continuing public speaking forum for 8th and 12th grade students.
   • Collaborating with new choir director and organist.
   • Recognition of Jewish High Holy Days and a Collaboration with the Mexican Parents to create altars for the Day of the Dead.
   • Hosted the Palmetto Bay Community to celebrate and honor the local Veterans with an All School chapel with the Mayor of Miami-Dade County.
   • Collaborated with the Performing Arts Department to create a service of Lessons and Carols for the Annual Tree Lighting Service.
   • Re-opening of Trinity Chapel on November 21, 2024.
   • Installation & Organ Dedication Service December 12, 2024.
3. Head of School and Chaplain presented at NAES Conference on Chaplains and Heads of School “Building Effective Relationships”, November 2024.
4. Teaching Upper School Classes in the Religion Department, “Introduction to Christianity”.
5. Providing Prayers, Pastoral Care and Emotional Support for Faculty, Students and Families.
6. Building connections with Religious Leaders in the Greater Community both within church circles and Interfaith Friendships.  Met with Rabbis at Temple Beth Am and Temple Judea. 
7. Communicating through weekly Chaplain’s Corner pieces in the Week-at-a-Glance

- As of June 2024

1. Chaplain has been collaborating more with Director of Student Activities regarding Service Living
2. Refurbishing Chapel to accommodate new organ which will be ready in November 2024, as well as improve acoustics.
3. Hired Organist/Choral Director to add expertise to our musical offerings.
4. Hosted a special Chapel gathering to recognize the Holocaust and had Holocaust survivor speak to the our community in May 2024. 
5. Continue to foster inclusion, and campus ethos to Lead with Love. 
6. Welcomed President of the Board of Directors from the Islamic School of Miami.
7. Hosted Dean Emeritus of Canterbury Cathedral, England. 
8. Head of School and Chaplain presented an NAES webinar on Chaplains and Heads of School “Building Effective Relationships”.
9. Completed the first year of new public speaking forum for Grade 8 and Grade 12 students. 

- As of November 2023

1. Incorporated 8^th and 12^th Grade Speeches into weekly Chapel times.
2. Chaplain has organized the visitation of the Buddhist Monk, Lama Tenzin to create a Sand Mandala for the Annual 2024 International Festival.
3. Rabbi Jeremy Barras came to present on the High Holy Days in the Fall of 2023.
4. Annual visit of Bishop Peter Eaton. 
5. Sacramental Services for Faculty/Staff and Alumni Families performed by the Chaplain. 
6. Held the annual Veteran’s Day program on November 9, 2023.

- 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:
   • 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.
   • Invited Rabbi Fisch from Temple Judea to present and educate on the High Holy Days of Judaism during Chapel.
   • 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.
   • Collaborated with the Performing Arts Department to create a service of Lessons and Carols for the Annual Tree Lighting Service.
   • Continued to message Lead with Love mantra through ongoing Chapels and School Gatherings.  

3. 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."
4. Chaplain continues to teach Christianity courses in the Postmodern World.

- As of June 2026

1. Executed Circle Lessons to intentionally develop social-emotional competencies and character traits aligned with the School’s Mission and Lead With Love mantra, focusing on empathy, compassion, and grade-level skill-building.
2. Launched a 10th-grade Wellness Program that provides gender-grouped students with guided sessions led by local therapists to address adolescent well-being.

• Falcons Helping Falcons Initiative

1. Expanded peer leadership and support structures by implementing:
   • Peer Counselors to offer student-to-student support.
   • Student Ambassadors (Middle and Upper School) to welcome incoming students.
   • Upper School-led academic support sessions to help 8th graders prepare for midterms.
   • Upper School-led mentoring sessions to help 7th graders develop strategies for the Genius Project.
2. Earned the Project ADAM School Certification under the leadership of Patricia Lema, Scott Freer, Brook De Melo Gomes, Natalia Zurcher, Lindsy Hanono, Matt Levin, Adriana Muñoz, and Andrea Fresco.
3. Installed additional Automated External Defibrillators (AEDs) across all building floors, bringing the total campus count to 22.
4. Celebrated nine seniors who committed to compete in collegiate athletics as of April 9, 2026.
5. Propelled the Girls’ Varsity Soccer program to a runner-up finish in the FHSAA 2A State Championship.
6. Extended the “Captain’s Circle” student-athlete leadership program to include a dedicated Middle School cohort.
7. Appointed a full-time Auxiliary Director to strengthen program oversight and daily operations.
8. Created an Athletic Department internship program to support operations and provide experiential learning opportunities for students.
9. Honored Athletic Director Dave Lanham’s election to the FHSAA Sectional Appeals Committee, elevating the school’s leadership presence at the state level.
10. Celebrated the Groundbreaking of the Aquatics Center on May 22, 2026.  With completion expected in Spring 2027.

- As of July 2025

• Signed an agreement with Nike to provide our uniforms and athletic apparel and transitioned from Family ID to Arbiter for online sports registration. 

- As of December 2024

1. Implemented Guardian Protective Football Helmet Equipment, July 2024.
2. Completed CPR Training provided by Dr. Freer through the American Heart Association 2024 by all faculty and staff, including coaches.

- As of June 2024

1. Partnered with Positive Coaches Alliance (PCA) to provide professional development for student-athletes, parents and coaches.
2. Implemented Guardian Protective Football Helmet Equipment, July 2024. 
3. All faculty and staff, including coaches, completed CPR Training provided by Dr. Freer through the American Heart Association 2024.

- As of November 2023

1. Hosted Michael Domitrz from the Center for Respect.  With presentations given to both the students and the parents.
2. Hosted Lisa Damour, the author of “The Emotional Lives of Teenagers”, virtually for parents.   
3. Commenced a monthly "Gold Standard Breakfast", guest speaker presentations for student Athletes and faculty and staff.
4. Ongoing professional development for Athletics and Sports Enrichments.

- 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. 

- As of July 2025

1. Updated name of program from Diversity, Equity and Inclusion to Culture and Belonging.
2. Restructured Team approach to Culture and Belonging and expanded the group with existing staff.  Team meets regularly with Head of School.

- As of December 2024

1. Selected Faculty and Staff members attended the NAIS People of Color Conference, December 2024.
2. Coordinated and helped to lead election conversations and citizenship presentations featuring local representatives, including Mayor of Palmetto Bay, Senator and Representative of South Florida.
3. Plan to present brief inauguration video and follow-up discussion through Advisory program, January 2025.

- As of November 2023

1. DEI Team met with parents and shared update at Parent Coffee in September 2023. 
2. Sent out a DEI mid-semester report in October 2023.
3. Updated DEI curriculum table on Resource Board. 

- 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).

- As of June 2026

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

1. Implemented the Empathy Series as part of the Culture and Belonging initiative, exploring empathy through multiple perspectives.
2. Hosted three distinguished guest speakers to engage students in meaningful conversations on empathy:  
   • Micah Whitley, Director of Student Experience, Global Online Academy  
   • Dr. Tawia Baidoe Ansah, Law Professor, Florida International University  
   • Bradley James Davies, ICF Certified Coach, Author, and Speaker  
3. Facilitated follow-up Circle lessons to support student reflection, drive dialogue, and deepen understanding of the presented themes.  

- As of July 2025

• Completed Belonging Survey

- As of June 2024

• Will incorporate MOSAIC into advisory more strongly following Episcopal Ethos of Mind, Body and Spirit, as well as mantra Lead with Love. 

-  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. 

- As of June 2026

• Engaged with NAES and our local diocesan offerings through Zoom meetings, online resources, and in-person workshops.

- As of July 2025

1. Coordinate service for Tree Lighting and Lessons and Carols with Bishop.
2. Head of School has presented at NAES on three occasions.
3. Head of School and Chaplain presented at NAES 2024 Biennial Conference.
4. Meet monthly with South Florida Episcopal Diocese.
5. PTS hosts Bishop throughout the year in class and on special visits.

- As of June 2024

1. Academic Dean invited to serve the Crisis Team at the Episcopal Diocese.
2. Continue to partner with the Bishop to provide opportunities for public speaking, education and partnership between church and school.

- 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.

- As of June 2026

• Spearheaded 32 Head of School Missives and over 200 targeted newsletters, keeping the community continuously informed on campus developments, academic programs, and community achievements.

- As of July 2025

1. Completed and launched new website developed by Interactive Schools.
2. Launched use of Veracross school wide.

- As of December 2024

1. Trained the Communication Team on Veracross to transition from Blackbaud for better and more cohesive information management.
2. Worked with Interactive Schools to build a new website which will be launched in June 2025.
3. Launched school-wide surveys gathering important feedback from parents, students, and faculty and staff and potential families.

- As of June 2024

1. Signed agreement with Interactive Schools for new interactive website launch in June 2025.
2. Head of School videos open rate is 75% - reaching maximum constituents.
3. Used weekly newsletter to share information with faculty, staff, families, and alumni.

- 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.

- As of June 2026

1. Elevated Recruitment & High-Touch Engagement
   • Executed six Admissions Open Houses, welcoming over 800 guests to campus.
   • Hosted four "Mini" Open Houses in the spring to provide an intimate setting for families finalizing their enrollment decisions.
   • Established a Preview Day Open House in May for the 2027–2028 cycle to capture and engage "early-interest" families.
   • Maintained a schedule of continuous private tours to provide bespoke, personalized campus introductions.
2. Professional Leadership & External Collaboration
   • Collaborated continuously with Admissions Directors from peer schools to analyze market trends, local demographic shifts, and enrollment management best practices.
   • Attended and participated regularly in local and regional meetings for the Enrollment Management Association (EMA) and the Association of Independent School Admissions Professionals (AISAP) to ensure the school remains a regional thought leader.
   • Represented the school at three Middle School Panel events at key feeder schools, strengthening the enrollment pipeline and local brand awareness.
3. Student Leadership & Ambassador Programs
   • Concluded a successful year with the Upper School Student Ambassadors, leveraging their leadership during campus tours to drive conversion success.
   • Completed the inaugural year of the Middle School Student Ambassador program to expand student leadership opportunities.
   • Deployed student ambassadors to mentor new peers, support community events, and serve as shadow-day guides, facilitating a welcoming environment for younger applicants.
4. Strategic Retention & Revitalization
   • Restructured the Retention Committee entirely, leading to five highly strategic data-driven sessions over the course of the year.
   • Focused committee efforts on cross-functional data sharing to proactively identify and support families, ensuring high overall re-enrollment rates.​​​​​​​

- As of July 2025

1. Increased the number of information sessions to offer a more personalized experience.
2. Offered information sessions and tours during school hours to allow for authentic “day in the life” experience for prospective families.
3. Separated parent and student information sessions to ensure each group received a relevant, targeted and “niche” view of school life Palmer Trinity School.
4. Trained a diverse group of parent ambassadors on our admission process, school life, and opportunities to effectively share the PTS story with prospective families and the broader community.
5. Founded a Middle School student ambassador leadership program. These student leaders will play a crucial role in new student onboarding and mentorship, prospective student shadow days, campus tours and admission event support
6. Expanded the Upper School student ambassador program by creating additional leadership opportunities. These roles will focus on onboarding new students, shadow day experiences and new student mentorships.
7. Revised and updated admission marketing resources, both print and website materials, to be attractive, academically comprehensive, and articulate the Palmer Trinity experience.
8. Established and held dedicated meetings with a Retention Committee comprised of key stakeholders from various departments, including academics, student life, business office, and admission to proactively identify, address and mitigate any factors that might lead to student attrition.

- As of December 2024

1. Expanded our offerings by adding more information sessions, including one specifically tailored for Upper School students.
2. Reinstated required shadow days for Middle School applicants.

- As of June 2024

• The school hosted over 1,500 visitors for Admission Information events, achieving a new record.

- As of November 2023

1. Participate in panel discussions for prospective parents at three different local schools.
2. Attended local forum for parents interested in Independent Schools.
3. Admission Office presented at Breakthrough Miami Annual Orientation Meeting for parents.

- 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 ($150/test) of testing for underserved communities.
5. Continue to meet with Relocation Managers to connect to families moving to Miami. 

- As of June 2026

• Distributed a comprehensive alumni survey in April 2026 to capture feedback, assess needs, and drive long-term alumni engagement.

- As of July 2025

1. Published Aerie Magazine in July of 2025.
2. Hired new Alumni Coordinator.

- As of December 2024

1. Will hold an Alumni Memorial Service in January 2025, including a special tribute to past Head of School, Sean Murphy.
2. Invited alumni to tour and have lunch on campus, November 2024.
3. Will host College Day with recent graduates in January 2025.
4. Published the Aerie magazine (most recent edition in July 2024).
5. Expanded the monthly e-newsletter to alumni.

- As of June 2024

1. Through the Alumni Mentorship Program, a diverse array of alumni guest speakers are regularly invited to campus, enriching the experiences of the student body across a wide range of groups and classes.
2. Continue to host Alumni Gatherings to maintain a presence in key cities such as New York City, Chicago, Washington DC, and Boston, while also expanding to include new locations, such as Los Angeles, CA.
3. Bolster the class agent program to ensure representation from every graduating year, spanning from 1973 to the current graduating year. 
4. Continue to schedule events like the Athletic Hall of Fame, Distinguished Alumni Awards, and Alumni Memorial Service during Chapel time for the Upper School, actively including students in the actual ceremonies, thus we increase the Alumni Office's visibility to current students.

- As of November 2023

1. Enhancing communication between the Alumni Office and the Alumni Community by consistently delivering a monthly E-Newsletter featuring school news, events, and alumni spotlights and creating an accessible "Alumni Calendar" at the beginning of each school year, ensuring alumni have easy access to important dates and activities.
2. Increasing the Alumni Office's visibility to current students by holding events like the Athletic Hall of Fame and Distinguished Alumni Awards during Chapel time for the Upper School, meeting with seniors in small groups to acquaint them with alumni efforts and establishing the Student Alumni Association to connect students with alumni. 
3. Expanding our alumni reach by organizing Alumni Gatherings in major cities such as New York City, Chicago, Washington DC, Boston, and more.
4. Working with College Counseling to establish more internship opportunities for juniors and seniors.

- 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.

- As of June 2026

1. Delivered a $2,500 across-the-board bonus and secured a general salary increase for all faculty and staff this fiscal year. 
2. Maintained a strong health insurance plan.

- As of July 2025

1. Increased compensation over the past three years.
2. Included a bonus for all faculty and staff to incentivize the employees.
3. Expanded and increased both retirement and medical options.
4. Maintained generous tuition remission benefit for faculty and staff.
5. Expanded professional day, and wellness days.

- As of June 2024

1. 2nd Award winners announced in January of ‘24.
2. Head of School awarded a 5% raise across the board for faculty and staff.
3. New Wellness program implemented for all faculty and staff.
4. Adopting creative venues for mission-appropriate colleagues to move into the classroom:
   • Assistant to the Head of the Upper School - English Department
   • Assistant to the Associate Head for Academics  - Student Publication Department
5. Continued conversations with administrators at FIU, UM, and Barry to build connections.

- As of February 2023
 

1. Officially Rolled out the Patrick H. F. Roberts Global Learning Endowment Fund.
   • Recognized inaugural winners in January of 2023.
2. Provide increased compensation plan for all faculty and staff for the 2023-2024 academic year.

- As of July 2025

• Completed the full multi-part process of formal faculty observations scheduled for 2024-2025

- As of December 2024

• Completed 95 Informal Observations and 27 Formal Observations by the Academic Team.

- As of June 2024

1. Continue to educate faculty on the Portrait of a PTS Teacher; present in visual form and reference these ideals more regularly.
2. Conducted specific Professional Day on the ideals of the Portrait of a Teacher. 
3. Head of School holds individual meetings with all new teachers to give an overview of the independent school model.
4. Head of School led three presentations on the unique nature of independent education.

- As of November 2023

1. Drafted a proposal for a Faculty Coordinator to submit to various leading Grant opportunities.
2. Redesigned the Careers page for ease of access, visibility, and efficiency of submitting applications. 

- As of February 2023

1. Introduced in May of 2022.
2. Will use on Careers page of website.

-As of February 2023

• Continue to assess and review the housing market and discuss potential opportunities at the Board level. 

- As of June 2026

• Piloted a nontraditional instructor model to lead an Independent Study in AP Microeconomics, scheduled to launch in August 2026.

- As of July 2025

1. Completed our inaugural Leadership Lab, with 20 participants; From those 20 participants, four moved into leadership roles
2. Hosted our Third Annual Hiring Fair with nearly 50 guests in attendance. From the Fair:  Of the 50 guests, we interviewed 12 and hired 10
3. Formed partnerships with local colleges and universities to host three models of teaching Internships
4. Continued to expand the role of the New Faculty Coordinator to best support new teachers; Onboarded / Supported 13 new faculty this year
5. Conducted “stay” interviews twice over the course of the first year with each new hire

- As of December 2024

1. Confirmed Teaching Intern (Scheduled for January - April) with plans for expanded partnership with Barry University.
   • Mentor Teacher in place
   • Stipend position / adding to our steps for "Retention" of mission-appropriate faculty.
2. Hosted 4th Annual Gratitude week. 

- As of June 2024

1. Restructured the hiring process to include Academic Team members.
2. Redesigned and expanded the role of New Teacher Coordinator to facilitate onboarding,  training, and mentoring of new faculty hires; 
3. Hosted our successful Second Annual Hiring Fair.
4. Expanded Computer Science department significantly tripling the size of the department.
5. Expanded faculty to include a full-time teacher of Business and Entrepreneurship.
6. Created an Academic Consortium with peer FCIS member schools.
7. Continue to host annual Gratitude Weeks and Faculty and Staff Appreciation Weeks.
8. Hosted numerous PTPA sponsored events for Faculty and Staff.  Helping to build good will and morale.
9. Increased generous Holiday Bonus for all faculty and staff.
10. Provided such benefits as Thanksgiving Turkey/ Ham and Holiday Bread/and a variety of seasonal celebratory events on campus hosted by the Head of School.
11. Continue the annual Head of School Holiday tradition.
12. Hosted a regular Faculty & Staff Forum Series.
13. Establishing relationships with Barry University, Florida International University, and University of Miami’s Schools of Education to explore the possibility of teaching internships/ observation requirements fulfilled through PTS.

- As of February 2023

1. Researched three innovative hiring models:
   • Summary of Research of Peer Schools' Models for Hiring and Attracting
2. Hosted 2nd Annual Gratitude Week and added the following quality of life opportunities:
   • Hosted numerous PTPA sponsored events for Faculty and Staff
   • Increased generous Holiday Bonus
   • Provided Thanksgiving Turkey/ Ham and Holiday Bread
   • Hosted a variety of celebratory events on Campus
3. Head of School Holiday has been added to the calendar.
4. Hosted/Hosting Faculty Forum Series:
   • Art of Communication Three (3) Events Fall, 2022
   • Personal Finance, Real Estate, and Investing Three (3) Events Spring, 2023 
5. Offered New Teacher Mentoring Program; Engaging Monthly Meetings with directed Topics.
6. Scheduled to host our first (inaugural) Hiring Open House on Saturday, March 4^th, 2023
7. Establishing contacts with Barry University and University of Miami’s Schools of Education to explore the possibility of teaching internships/ observation requirements fulfilled through PTS.

- As of June 2026

1. Provided ongoing mentorship and support for 14 new faculty members, strengthening onboarding and professional integration.
2. Integrated Executive Function skills into the core curriculum for Grades 6–9, supporting the development of long-term academic independence.
3. Advanced campus-wide AI literacy and integration through a hybrid model combining external consultants and faculty-led peer training.

- As of July 2025

1. Over half of the faculty participated in activities beyond what is provided on campus, covering topics such as global education, risk management, artificial intelligence, college advising, social-emotional learning, STEM, New Teacher training / Independent School culture, Differentiated Instruction, etc. 
2. Coordinated PD for all faculty on AI in the Classroom
3. Expanded the model for faculty and staff summer reading to include Google’s online course: Generative AI for Educators 
4. Recognized the third annual Patrick H F Roberts Global Learning Endowment Award recipients 
5. Awarded our second annual grant (stipend) for curriculum writing: Incorporating Executive Function Skills in the core disciplines, Grades 6 -9

- As of June 2024

1. Prioritized time and resources over the last two years on writing effective Course Outlines, resulting in greater alignment of instruction, methodology, and assessment.
2. Hosted a Faculty-led Mini Professional Development Conference (January). 
3. Professional Activity remains robust.  And school continues to provide outstanding financial support.  
4. Offer a Curriculum Writing Mini-Grant session for interested faculty and staff in the Summer of 2024.

- As of November 2023

1. Newly appointed position of Director of Student Affairs
2. Surveyed Advisors in the Spring of '23 for feedback on Advisory program

- As of February 2023

1. Established Professional Development component of “Launch” for ninth grade teachers;
2. Regular collaboration meetings to ensure continuity. Expansion of Student Services:
   • Additional School Counselor
   • Additional Learning Specialist
   • Advisory Coordinator
   • Addition of grade-level training for advisor

- As of June 2026

1. Ran Leadership Lab 2.0; continued mentorship of four emerging leaders paired with senior administrative mentors to ensure long-term leadership stability.
2. Hosted a team of Department Chairs from St. Andrew’s School in Boca Raton for a day of collaboration on curriculum review and innovative design.

- As of July 2025

1. “Graduated” first group of Leadership Lab participants.
2. Completed FCIS Self Study and are prepared for visit in September.
3. Continue to host additional events for new faculty, addressing needs as they arise.

- As of December 2024

1. Successfully piloting Leadership Lab with 21 participants:
   • Hosted three of seven scheduled Session to date
   • Planning Leadership Lab '25 - '26
     • Goals and expectations
2. Engaged all faculty & staff in the FCIS Self Study, Professional Development on November 8.
3. Continued full-faculty AI training on PD November 8.
4. Sent five new teachers for FCIS New Teacher Institute.
5. Will Host PD for all faculty on January 6th on Executive Function Skills.
6. Continue to host additional events for new faculty, addressing needs as they arise.

- As of February 2023

1. Will host 2nd Annual Wellness Day at Deering Estate (full day) February 2023.
2. Increased our Professional Development Budget to over $125,000.00 annual with nearly 50% participation beyond on-campus scheduled events.
   • Annual detailed Summary provided each May. 

- As of June 2026

1. Ensure long-term financial sustainability and prioritize relevant programs in an increasingly competitive landscape where families have more educational choices.
2. Optimize "Net Tuition Revenue" (NTR) by balancing the school’s mission with the funds necessary to maintain high-quality programs and facilities.
3. Implement cross-functional training and collaboration across Finance, Admissions, Advancement, and Academics to align the Finance team, Board, and Leadership around core strategy (Enrollment, NTR, Financial Aid %, Reserves, and Programs), improving forecasting accuracy and decision-making.
4. Transition from standard accounting to advanced data analytics by deploying integrated data systems across Finance, Admissions, Advancement, and Academics.
5. Guaranteed that programs and facilities are fully funded, prioritized, and utilized to their highest potential.
6. Maintained strong cash reserves and drive continuous endowment growth.
7. Advanced financial planning and scenario modeling through a 10-year financial model, best/worst-case enrollment scenarios, stress testing, and the establishment of a 5–10% cash reserve/margin target. Providing the support necessary to ensure academic excellence and student life (body, mind, soul) --long-term financial sustainability and relevance.

- As of January 2025

Approved by the Board to move $5M from operating to Commonfund Endowment account, June 2025. $30M balance up from $24M June 2024.

- As of December 2024

Prioritize mission-aligned recruitment and retention of faculty and staff to strengthen our community and advance our shared goals. Leverage the new Veracross single-sign-on integrated platform to enhance services, streamline operations, and improve communication across the school.  Additionally, the Development Office is transitioning to Veracross, a more sophisticated CRM system, to optimize fundraising efforts and increase overall effectiveness in achieving our philanthropic objectives.

- As of November 2023

Met our goal one year ahead of schedule of purchasing all textbooks for students, Grades 6 -12. 

- 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.

- As of June 2026

1. Expanded the School’s philanthropic programs to increase participation across all major constituencies with the largest Annual Fund in the School’s history.
2. Deepened community engagement through personalized outreach to key constituencies—including grandparents, alumni, alumni parents, and past trustees—to ensure each group feels a direct connection and receives personal invitations to major campus traditions like the Tree Lighting and the International Festival.

- As of December 2024

Continue to explore additional funding opportunities to support families, including school vouchers, grants, and matching programs, provided they come without restrictive conditions or threaten independence of school operations.

- As of June 2024

1. Development, Finance and Admission Offices switched to a new Data Managing System (Veracross) which will make reporting and data management more efficient.
2.  Implemented the first Alumni Challenge Gift initiative as part of the March Madness Alumni Giving Campaign, leading us to the largest Alumni giving year in school history.
3. Continue installation of personalized engraved bricks for each graduating senior at PTS.

- As of November 2023

1. Hit $1 million mark for Annual Fund two months earlier than 2022 for Fall Annual Fund Drive and increased participation.
2. Hosted Founders Forum events to re-engage former Trustees.
3. Meet with each new family at Palmer Trinity to educate them on what it means to attend an Independent School and how important their support is in the success of the school.
4. Conduct information collection campaigns for the grandparents of our current families, bring them into the fold on Palmer Trinity news and events, and include them in our 24 Hour Giving Challenge campaign.
5. Increase Social Media outreach to connect all constituencies with the different campaigns and events connected with the Development Office.

- 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.

- As of June 2026

• Bridged the gap between mission and margin by achieving nearly $200K in net profit in a single year, demonstrating that the school’s physical and intellectual assets are being utilized to their full potential without compromising core educational values.
• Transformed the campus from a traditional day school into a 24/7 community hub by diversifying into specialized academics, athletic facility leasing, and high-end event hosting.

1. Enhanced After-School Enrichment (The "Specialist" Model)
   • Transitioned from standard childcare to high-value, skill-specific programming designed to meet student interests and parental academic aspirations.
   • Launched the Interstock Investing Program (Grades 9–12) to provide sophisticated financial literacy and advanced market analysis skills.
   • Established the Scholar Boost Program (Grades 6–8) to offer targeted academic reinforcement, effectively reducing families' reliance on external private tutoring.
   • Introduced Competitive Logic & Creativity programs, including Chess (Grades 6–8) and Art (Grades 6–8), to foster critical thinking and technical artistic mastery.
   • Developed Athletic Pipelines, beginning with Tennis (Grades 6–8), to serve as a feeder system for varsity programs while optimizing campus court utilization.

2. Expanded Summer Discovery & Athletics
   • Reimagined the summer transition from a traditional "camp" to a premium "experience," maximizing seasonal revenue through high-volume enrollment.
   • Operated eight dedicated sports camps focusing on skill development, conditioning, and competitive team dynamics.
   • Expanded academic and arts programming to 14 diverse offerings for Grades 1–12, capturing a wide demographic and driving long-term student recruitment through early campus exposure. Programs include:
     • Engineering, Writing, and Cooking
     • Speech and Debate, Cinematography, and Art Lab
     • Kickstart College Applications, Positive Psychology for Teens, and the Bridge to Success back-to-school program.

3. Strategic Facility Leasing (The "Campus as a Venue" Strategy
   • Marketed the campus as a premium event space to tap into the lucrative local events market.
   • Utilized the Trinity Chapel for mission-aligned life milestones, including weddings, baptisms, and musical recitals.
   • Monetized dormant field and facility hours by securing year-long leases of the soccer fields and gymnasium to local clubs and organizations, establishing a consistent, secondary revenue stream.

• The synergy of these programs has created a robust secondary economy for the school.

- As of December 2024

1. Continue to explore flexible learning options, including in-person, online, and hybrid formats, while addressing considerations such as remote learning, credit hour requirements, and other academic needs.
2. Director of Auxiliary Programs position to be implemented, June 2025.

- As of June 2024

• Working with Leadership team to reevaluate Auxiliary Services. Considering new full-time position to oversee Auxiliary Programs.

- 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.

- As of June 2026

• Ongoing work is happening with the Board and CFO with reserves and the endowment.

- As of May 2025

• Expanded and Upgraded third party School Bus Service to 8 larger buses (42pp to 52pp) with subsidized rates to encourage ridership and take cars off the street with over 45% student ridership. Launched Schoolpass School Bus registration/ridership application by route/stop January 2025 and in June 2025 Uber-like School bus tracking app for parents/students/PTS.

- As of December 2024

1. Recent audit of school acknowledged strong growth of both reserves and endowment.  Clean audit report presented to Board of Trustees, November 2024.
2. Approve increasing the endowment contribution from future capital campaigns from 10% to 20%, reflecting a strong commitment to long-term financial sustainability.

- As of June 2024

• Endowment has grown since 2005 from $200,000 to $24 Million / 2024. Grown Operating cash and reserves to over $25 Million over the years to help fund future capital campaigns and/or pay off debt which comes due $19 Million October 2030. 

- As of November 2023

• Continue to assess needs of school and engage in ongoing planning.  

- 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.  

- As of December 2024

• Completed

- As of June 2024

• Consideration is being given to approving a new capital campaign that will enhance facilities and continue to address the Master Plan.

- As of November 2023

1. Updating Virtual Campus Map housed on the website under Admission.
2. Exploring possibility of displaying history timeline of the School in MS.  

- As of February 2023

1. 2023 Master Plan update in progress to reflect new projects built per 2014 master plan and as built to date revisions per the Soaring to Greater Heights Campaign. Pattern book to accompany in progress highlighting guidelines and standards for future improvements for consistency.
2. New 3D campus map in progress.

- As of July 2025

1. Created new turf area for putting green and area for cheerleaders.
2. Use outdoor classroom built on north campus.

- As of June 2024

1. Building and Grounds Committee currently researching possible new outdoor learning area with focus on STEM and environmental sustainability.  
2. Continuing to implement updates and facility improvement to Falcon’s Nest in 2025.

- As of February 2023

1. Added Outdoor Environmental Classroom. Falcon’s Nest Tiki Hut, Middle School Tiki Hut to maximize outdoor learning and gathering.
2. New outdoor furniture added in middle school courtyard and Bacardi Quad, maximizing outdoor learning opportunities.

- As of June 2026

1. Renovated the Falcon's Nest by removing outdated solar modules and modernizing the entire building to enhance its aesthetics and functionality.
2. Renovated the Tech Zone area with updates to welcome area.

- As of July 2025

1. Continue to invest heavily in landscaping and beautifying campus.
2. Painted parking lots.
3. Replaced fence on north side.
4. Replaced the baseball infield with sod.
5. Completed traffic study with increased safety improvement including speed bumps, and safety barriers.

- As of December 2024

1. Planned installation of new hurricane impact windows in Building 3 during December 2024.
2. Planned installation of keyless entry across campus, June 2025.

- As of June 2024

1. Updating wayfinding signage on north campus.
2. Leadership Team continues to review and address projects throughout the campus including but not limited to the replacement of all awnings, gym lobby doors and flooring,  replacement of Techboards across campus, renovation of bathrooms in Building 3 and Gym lobby and more. 
3. Head of School home improvements include: new roof, storm proof windows and replacement of landing and stairs due to termite damage.

- As of November 2023

1. Replaced the batting cages and bleachers at the baseball and softball fields.
2. Created new garden area for student engagement and ongoing research. 
3. Added new awnings to connect MDR/PDR/Music Center in August 2023. 
4. Added new expanded food truck and repurposed current Falcon Feeder for special events. 
5. Created a new aesthetically pleasing and welcoming entrance/courtyard.
6. Removed warped wooden benches throughout campus and replaced with more sustainable aluminum alternatives.
7. Added new awnings across campus November 2023.

- As of February 2023

1. All exteriors of buildings and roofs painted to match the new south campus color scheme, white primary and yellow secondary.
2. New north entrance gate at SW 176th Street completed to match the south entrance gate. 
3. Roadways and parking lots resurfaced and restriped, completed 2022.
4. Campus wayfinding signage added throughout campus.

- As of June 2026

• Launched the construction of a new Aquatic Center to be completed in Spring of 2027.

- As of November 2023

1. Palmer Trininty recognized as the first private school in Florida to receive National recognition as a green ribbon school. 
2. Continue to replace old lighting with LED lighting across campus.

- As of February 2023

1. Director of Sustainability working with the science department to develop a sustainability statement in progress.
2. New vendor Waste Management engaged to improve waste stream efficiency and provide data for students to use in the classroom.
3. Kipp Field House achieved net zero energy footprint through solar panel installation. Monitoring of energy consumption being used in curriculum and ongoing.
4. Five (5) Electrical Vehicle charging stations installed on campus with two (2) new stations in the student parking lot in progress.

- As of June 2026

• Created and redesigned science areas creating a new STEM and Innovation Center including new anatomy tables in science classroom.

- As of July 2025

• Implemented Veracross campus wide.  All families successfully using the platform.

- As of December 2024

• Continue integrating innovative technology solutions campus-wide, with a focus on enhancing functionality and ensuring robust protection against cybersecurity threats.

- As of June 2024

1. Continuing to implement new data system in different departments including Development.
2. Signed new agreement with Interactive Schools for new website for implementation in June 2025.
3. Replacing all Tech-boards in faculty classrooms.

- As of November 2023

1. Continue to implement keyless entry throughout buildings on campus.
2. Continue to add security cameras throughout campus.
3. Added vape detectors throughout campus restrooms.
4. Undergoing data system implementation upgrade with Veracross. 
5. Handheld radio distributed to faculty and staff as part of Crisis Management improvements.

- As of February 2023

1. Incident IQ system implemented to replace Schooldude.
2. New and improved visitor check in process at guard houses with email and text alerts.
3. New student sign in and sign out system with email and text alerts to families.
4. New internet switches installed locally in each building to minimize impact of outages.