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In the President – Principal model at St. Catherine-St. Lucy School, the Principal is responsible for all academic and extracurricular programs, while the President oversees the business operation of the school. Faculty and aides, aftercare staff, the Athletic Director, and the Director of Marketing and Enrollment all report to the Principal. Direct reports to the President include the Director of Operations. In addition, the President works directly with the volunteer Grant Specialist and the Chair of the Planting Hope Committee, is the administration’s liaison to the two major Boards, the Community Resource Board and the Advisory Board, and manages the relationship with key partners.
St. Catherine-St. Lucy School (SCSL) is an Archdiocese of Chicago school and also a Big Shoulders Plus school, serving low-income, pre- and elementary school students and families principally from the Austin neighborhood. The student population is 100% African American, and 65% of our families qualify for free/reduced lunch. Through the combination of its rigorous educational model and nurturing environment, SCSL has transformed hundreds of lives and launched generations of St. Catherine-St. Lucy graduates on the path to success.
The St. Catherine-St. Lucy administration, faculty, and staff are well acquainted with the challenges these young people face and the social ills that too often become roadblocks to their success. Most students enter performing one to three years below grade level and typically have experienced significant trauma. Yet SCSL students matriculate to high performing college prep schools, with college admission and graduation a very realistic prospect.
While every family is expected to contribute some portion of the tuition, this life-changing experience is provided to students and families regardless of their ability to pay.
As St. Catherine-St. Lucy enters the second half of its 10-year partnership with Big Shoulders Fund, it seeks a new leader who will build on its upward trajectory and continue to drive the school to financial self-sufficiency.
The Archdiocese of Chicago, the third largest in the United States, serves more than 2.2 million Catholics in 216 parishes in Cook County and Lake county, a geographic area of 1,411 square miles. The Archdiocese, pastored by Cardinal Blase J. Cupich, has more than 13,000 employees in its systems and ministries, including Catholic Charities, the region's largest nonprofit social service agency. The Archdiocese also has one of the country's largest seminaries. The Archdiocese's 150+ elementary and secondary schools comprise one of the largest U.S. private school systems. Its schools have received 96 U.S. Department of Education Blue Ribbon Awards.
The President works with the senior leadership team to…
- Update the strategic plan and monitor all initiatives related to it.
- Translate vision into action.
- Manage all fundraising activities to acquire necessary funding and resources.
- Identify and pursue opportunities for strategic initiatives.
The President reports to the Regional Director of the Big Shoulder Fund Plus Schools and the Archdiocese of Chicago. The position is accountable to Big Shoulders Fund.
The Archdiocese and Big Shoulders Fund seek a confident and caring servant leader with an unwavering commitment to the school’s attainment of financial self-sufficiency. The next President will embrace the mission and culture of the school and build powerful relationships with all stakeholders —donors and volunteers; administration, faculty, and staff; students and families; and external partners. The President will be an effective and collaborative team leader committed to consensus building. He/she will inspire both those within and outside the school community.
Areas Of Responsibility
Fundraising: The President, working with the Advisory Board and key volunteers, is responsible in the 2024-25 school year for raising approximately $300,000 through conducting annual giving campaigns, scheduling special events, enhancing scholarship funds, applying successfully for foundation grants, and soliciting major gifts. The ideal candidate will be highly effective in prospecting, cultivation, solicitation, and retention of donors. Student financial aid and faculty/staff salaries are the top funding priorities currently.
Strategic Plan: The President works with the administrative team as he/she spearheads the periodic revision and updating of the school’s strategic plan. The President monitors all strategic initiatives and ensures synchronization of the annual operating budget with the financial goals articulated in the strategic plan.
Community Relations: The successful President will be a highly engaged member of the school and local community as demonstrated by interaction with students and families, connection with faculty and staff, and participation in area events and organizations. He/She will represent the school externally not only to current and prospective funders and key partners, but also Archdiocesan, religious representatives, civic leaders, community members, and others in support of partnerships that will advance the mission of SCSL and provide direct or indirect benefits to the students and families.
Enrollment: In collaboration with the Director of Marketing and Enrollment and the Principal, the President seeks every opportunity to expand enrollment within each class to maximize the number of students who receive the blessing and benefits of a SCSL education each year.
Marketing/Communications: St. Catherine-St. Lucy School has a tremendous story to tell, and the Director of Marketing and Enrollment utilizes multiple communication channels to tell the story to key stakeholders. To supplement this, the next President will possess the skills and creativity to promote the school’s mission to a wide variety of audiences and in diverse public venues, leading to increased awareness, interest, involvement, investment and heightened visibility and reputation.
Management: Preparation of the annual operating budget is the responsibility of the administrative team. The President will support the Director of Operations’ effective management of the operating budget, human resources, and facilities, including scheduling the use of the gym in Maguire Hall (generating revenue through outside groups’ rental of the gym).
