Progress on the Strategic Plan
Read more below.
1. Unify our Campus, Culture, Identity, and Vision
2025-26 Progress
Throughout the year, we put the Portrait of a Learner into practice across divisions, including through assemblies, curriculum planning, evaluation, and communications. We also aligned Doherty and Lotspeich’s math and reading programs around a common curriculum and framework for 2027–28 and trained faculty to implement this new curriculum. On the Hillsdale Campus, we completed the Taft Early School building addition in the spring and established the Early School as a stand-alone division, with Tracy Murch as the Head and Nichole O'Rourke as Assistant Head. The design of the Doherty Lotspeich Lower School was completed last school year, and we broke ground in April. We also identified spaces and facility uses for the unified Lower and Early School and expanded Founders Hall to accommodate the dining needs of our unified student body. Across grade levels, we strengthened connections through mentoring and tutoring with Stinger Support and the redesigned Eighth-grade Preview Day, while engaging students in campus stewardship through Hillsdale creek restoration, sustainability initiatives in composting and recycling, and the Growing Together tree-planting event. A campus sustainability audit established priorities for continued action. Finally, we strengthened campus operations by professionalizing maintenance services and reducing reliance on outside vendors.
2. Sustain Excellence in Teaching and Learning
2025-26 Progress
Throughout the year, we strengthened the structures and support systems that enable our faculty and staff to excel. We clarified administrative roles and structures, integrated new leaders into the administrative team, and strengthened connections across divisional administrations. We increased faculty salaries to remain at our target benchmark, redesigned our hiring process to attract a wider pool of candidates, and revitalized the mentor/mentee program for first- and second-year faculty and staff. We also began evaluating the technology needs of each division and exploring a transition from iPads to laptops. We continued to strengthen teaching and learning through more intentional use of data, assessment, and curriculum design. We trained Lower and Middle School faculty to use MAP data to guide and differentiate instruction and developed and shared a pre-kindergarten through 12th grade philosophy for standardized testing. Middle and Upper School academic departments codified long-term transfer goals and used them to articulate course and unit goals across grades 6–12, supported by a day-long session with curriculum expert Jay McTighe. We also introduced anonymous student feedback on Upper School classes and opened an Upper Writing Center. Across divisions, we expanded opportunities for experiential, project-based, and outdoor learning. Early School faculty implemented project-based learning and participated in professional learning at the Cincinnati Nature Center, while an Early and Lower School design team developed principles and a framework for outdoor education. We defined and adopted an Early School philosophy and introduced Sixth Grade Foundations and Ninth-Grade Essentials to strengthen student transitions. Expanded experiential education days provided purposeful, curriculum-connected programming for students in grades 9-12. Finally, we hosted CultivatED, bringing together our faculty and educators from other schools for professional learning focused this year on diversity, equity, and inclusion.
3. Deepen our Sense of Community
2025-26 Progress
A stronger sense of connection and belonging remained a central focus, with new opportunities for students, families, faculty, and alumni to engage with one another and with the broader Seven Hills community. We partnered with a cultural consultant who engaged with members of our community and provided a report to guide our work on inclusion and belonging in the years ahead. We also introduced LEAD Together, a parent education series that brought parents, teachers, and administrators together ten times throughout the year to learn from experts, discuss books, and engage in meaningful conversation. Focused Upper School programming increased connection with families around topics including teen mental health, experiential education, AI in schools, and student scheduling and choice. We created new opportunities for families to experience the breadth of our program and celebrate being part of Seven Hills. In January, Wonder & Connection brought Early and Lower School families together to explore our current and emerging program, while Science Spectacular introduced Early and Lower School students and parents to STEM activities led by Middle and Upper School students and faculty. Student-centered groundbreaking and ribbon-cutting events marked important milestones in our campus construction, and we moved graduation to Music Hall, securing it as our ongoing commencement venue. We also redesigned and promoted Homecoming, drawing our largest crowd in recent memory, and increased participation at athletic events through targeted games, spirit nights, and teacher appreciation events. We also strengthened community traditions and connections across generations by hosting Grammy- and Oscar-winner Jon Batiste for an evening with Middle and Upper School students, expanding the Alumni Basketball event to recognize three long-tenured coaches, and planning the 2027 Hall of Fame Induction. We also expanded opportunities for students to connect with the broader community through partnerships with local organizations and the introduction of Experienceships, giving Upper School students hands-on exposure to businesses and school-affiliated enterprises.
Jon Batiste at Seven Hills
Alumni Basketball Game
Wonder & Connection
Science Spectacular
Spring Youth Spirit Night
4. Foster Student Well-being, Engagement, and Fulfillment
2025-26 Progress
Creating a stronger, more balanced student experience remained a focus, with new opportunities for students to engage, explore their interests, and develop the skills to navigate challenges. We developed a framework for outdoor education and named key campus outdoor spaces to encourage their use and connect them to our school’s history. We introduced restorative practices in the Middle School to help students navigate challenges with one another and expanded Upper School course offerings and academic choice, including new electives, mentorships, experienceships, and courses such as Leadership in Action, Sustainability, Sports Medicine, and Marketing. We also strengthened our athletic program by defining guidelines for a competitive, no-cut philosophy, expanding communication among coaches, and introducing Upper School electives in Sports Medicine and Athletic Training. We continued to prioritize students’ well-being and healthy technology use. In partnership with faculty, parents, and our advisory group, we developed Seven Hills Screensmart resources to guide developmentally appropriate technology use at school and at home. We streamlined the apps available to Middle and Upper School students, reducing the number of apps on Middle School devices for the summer from more than 350 to seven. We also successfully transitioned students and faculty to Canvas, developed an AI and Academic Integrity policy, and finalized our technology vision. The health curriculum was redesigned for the Upper School, with a new Middle School curriculum planned as well. We also strengthened support for students and families as they navigate key transitions and prepare for life beyond Seven Hills. Expanded college counseling resources, including application and writing workshops, financial aid counseling, Canvas resources, and Roadmap to College, helped students and families balance the demands of the college process with social-emotional well-being. Finally, we partnered with Leadership + Design to begin developing a new cross-divisional schedule for 2027–28, bringing teachers and administrators together to consider how our schedule can better support student learning, engagement, and fulfillment.