Heather Gillingham-Rivas, Head of School, Carrollton School of the Sacred Heart

In an interview with Invest:, Heather Gillingham-Rivas, head of school at Carrollton School of the Sacred Heart and alumna of the Class of 1994, highlighted the school’s mission to provide a holistic, faith-based education. They emphasized innovation, addressing challenges like space and time, and fostering critical thinkers and compassionate leaders. “Our mission is to bring God’s love to the world through education,” said Gillingham-Rivas ’94.

What distinguishes Carrollton School of the Sacred Heart from other institutions in the region?

Carrollton School of the Sacred Heart has a 63-year history in Miami, Florida, with roots in the Society of the Sacred Heart, founded over 200 years ago in France by St. Madeleine Sophie Barat. St. Madeleine Sophie believed in the transformative power of education for women, particularly during the tumultuous times of the French Revolution. Although Sacred Heart schools around the world now include co-ed institutions, Carrollton remains dedicated to its tradition as an all-girls, pre-K through 12th grade Roman Catholic, independent school. The school proudly upholds its faith tradition, welcoming families of all faiths while fostering a deep understanding of the Roman Catholic faith and encouraging students to explore and respect other religious traditions.

What have been some of the key milestones and highlights for Carrollton School of the Sacred Heart in the past year?

In June, we launched a comprehensive and robust strategic plan called Leading with Heart, which will guide us over the next five years. This plan emphasizes doubling down on our foundation as a Catholic, Sacred Heart, and independent institution while advancing in key areas of education, such as STEAM and STEM. It also focuses on excelling in all aspects of school life — whether on the athletic field, in the classroom, on the stage, or in the chapel. The plan ensures that we remain true to our mission while expanding our reach and addressing the needs of our physical campuses. 

Our two beautiful campuses in Coconut Grove are situated next to Biscayne Bay, which presents both opportunities and challenges. We are prioritizing restoration projects for our older buildings to ensure they meet the needs of our students while staying grounded in our mission. 

On the student side, our achievements continue to impress. Over the past year, our students have excelled nationally in debate and robotics. Our solar car teams earned prestigious awards last April, and our youngest choir members performed at Carnegie Hall. Athletically, we are stronger than ever, with a state-ranked runner, a Miami Herald Coach of the Year in cross country, and a basketball team that has advanced further than ever before. These accomplishments reflect our commitment to excellence across all fronts.

What key trends are currently shaping the South Florida education sector, and how are these trends influencing your strategic planning and overall direction?

While we are on a positive trajectory, there are notable challenges we face. One significant challenge is space. Our two campuses in Coconut Grove are nestled in a picturesque but limited area. With only one athletic field shared between both campuses, expanding our athletic programs and accommodating a growing student population is a challenge. We are currently at an all-time high in terms of enrollment, and the demand for a Carrollton education continues to grow. In fact, we have the most applicants in school history, which is a wonderful problem to have but still a problem.

The trend of migration to Miami shows no signs of slowing, and we want to offer a Carrollton education to as many girls and young women as possible while maintaining the quality of our programs and extracurriculars. This requires strategic planning to address space constraints and ensure we can continue to provide the full range of opportunities our students deserve.

Another challenge is time. There’s so much we want to offer, but students only have so much time. Part of our fifth Goal — personal growth in an atmosphere of wise freedom — requires us to help students make wise choices about how they spend their time. We want to provide a variety of opportunities, but students must balance their commitments to maximize their experience. Balancing these limited commodities — space and time — is an ongoing challenge as we strive to meet the needs of our growing community.

How does Carrollton School of the Sacred Heart balance maintaining affordability while ensuring a high-quality education?

Offering a robust financial aid program is a key part of our mission at Carrollton School of the Sacred Heart. We are committed to ensuring that financial barriers do not prevent qualified students from accessing a Carrollton education. Currently, we provide approximately $4.7 million in financial aid to families who qualify. No one is turned away if they demonstrate financial need.

It is our hope and aspiration — truly the Carrollton way — that the cost of tuition should never be a hindrance to receiving a Carrollton education. In addition to financial aid, we offer scholarship opportunities for lower-income students. While we understand that tuition dollars fund an exceptional and comprehensive program, we are dedicated to making this education accessible to all who seek it.

We also have strong, longstanding community partnerships with organizations like Breakthrough Miami and Honeyshine through the Overtown Youth Center. These partnerships provide pathways for students in Miami to apply to our program, and we offer scholarships to participants from these groups.

As someone who personally benefited from financial aid at Carrollton — both as a student and as a parent — I can attest to its transformative impact. Financial aid has allowed me to contribute to Carrollton in various roles, from teaching to administration, and it continues to open doors for students who dream of this opportunity. Ensuring access to a Carrollton education is a core value we uphold with pride.

What sets your institution apart in attracting students while also giving you a competitive edge in recruiting top faculty and staff?

Our faculty and staff come from all faith traditions and professional backgrounds. As an independent school, we have faculty with degrees in education and others with degrees in their specific fields. People want to share their knowledge with the next generation in an environment where the whole person is valued. This includes our faculty, staff, and administration, who are also part of our vision of mind, body, and spirit. 

The tenure of our faculty reflects this commitment. This isn’t just a place of work; it’s a true home and vocation for many. Heather, for example, has been here as a professional for 23 years. That kind of longevity is rare in independent education today. 

Carrollton knows itself, and our applicant pool knows what they’re getting when they apply and are accepted. We are unique as the only Catholic pre-K-12 grade school in Florida and one of the nationally recognized Catholic schools in the United States. These rankings give us leverage because they reflect the results of our mission and the value we provide to families and applicants. 

How have recent educational reforms or regulatory changes in Florida impacted Carrollton School of the Sacred Heart, and what challenges do these represent for both your institution and the broader education sector?

One of the advantages of being an independent school is that state regulations, including recent changes, do not necessarily apply to us. We are independently accredited by an institution that holds us to high standards, which aligns with our mission as a Catholic, Sacred Heart, independent school. This autonomy allows us to regularly review and refine our curriculum to ensure it meets those high standards while staying true to our values.

Our goal is to foster critical thinkers. We provide our students with opportunities and classes that encourage them to be well-read and to think deeply about the world and its challenges. This approach is central to our mission, and our independent status enables us to maintain the flexibility and focus needed to achieve it.

What are your key priorities and objectives for the school over the next three to five years? 

At Carrollton School of the Sacred Heart, our strategic plan, Leading with Heart, reflects our commitment to providing the best possible school experience for current and future students. This means staying on the cutting edge of educational trends, fostering innovation, and ensuring our faculty and staff have opportunities to grow alongside our students. We are not just focused on student growth but also on building meaningful relationships within our entire community, including faculty and staff, and supporting their professional development.

Staying true to our mission is key to our success. The mission of the Society of the Sacred Heart is to bring God’s love to the world through the service of education, and we embody this beautifully at Carrollton. We instill in our students the responsibility to use their gifts and talents to serve others. Over the next three to five years and beyond, our mission remains clear: to stay on this path of excellence, innovation, and service. Our students deserve nothing less, and we are dedicated to ensuring they are prepared to lead with heart and make a positive impact in the world.