St. Agnes Academy 2020+ Strategic Plan

ST. AGNES ACADEMY 2020+ STRATEGIC PLAN

DOMINICAN TRUSTEES

Sr. Donna Pollard, O.P., Prioress

Sr. Mary Jean Olsovksy, O.P., Vicaress

Sr. Antoinette Carter, O.P. ‘57, Councilor

2020 – 2021 BOARD OF DIRECTORS

Tammy Z. Ahlgren

Francis R. Bradley, III

Camille G. Cash, M.D.

Timothy H. Day

Gina DeBottis ’85

Ellen R. DeSanctis

Robert J. Gaudette

Susan GrangerTyler

Jason Jakubik

Raquel Fuquen Janoe ’94

Jeannie Joe

Michael Keimig

Judson Bailey

Dr. Catherine A. Clancy ’63†

José Enriquez

Kathleen O. Hackett ’00

Sr. Jane Meyer, O.P.

Richard J. Morales, C.F.A.

Jennifer Nix

EXECUTIVE TEAM

Sr. Jane Meyer, O.P.

Head of School

Carleen Raymond ‘00

Principal

Bridget Hennessey ’90

Head of Advancement

Kellie Kuykendall

Head of Finance & Operations

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Lucia A. Leonard

Sr. Carol Mayes, O.P. ’56

Sr. Jane Meyer, O.P.

Sean P. O’Donnell

Sr. Mary Jean Olsovsky, O.P.

Lindy Upton McGee ‘92

Paul F. Perea

Sr. Donna Pollard, O.P.

Mike Rohrig

Robert H. Sanders

Andrew Schroeder

Polly Schott

Gregory L. Phillips

Sr. Donna Pollard, O.P.

Julie Plessala Samson ’80

Gregory E. Schockling

Brittany Stephens Steitz ’06

Erik J. Voss, C.F.A

Gerald F. Willinger

ADMINISTRATIVE TEAM

Sr. Jane Meyer, O.P.

Head of School

Nikki Bermudes

Director of Communications

David Gracia-Prats

Academic Dean

Ann Marie Gerard

Director of Human Resources

Bridget Hennessey ’90

Head of Advancement

Kellie Kuykendall

Head of Finance & Operations

Amy Mattes

Director of Athletics

Courtney Orsak ‘06

Dean of Students

Carleen Raymond ‘00

Principal

Evan Richard

Director of Community Culture

Brigid Schiro ‘81

Director of Admissions

Kim Coffey Scoville ‘95

Dean of Faculty

Anna Sklut

Director of Campus Ministry

ADVANCEMENT TEAM

Bridget Hennessey ’90

Head of Advancement

Reema Kasavich

Director of Annual Giving

Mary Perrotti

Director of Major Gifts and Planned Giving

Lori Sebastian Pinter ’88

Director of Alumnae Relations

Pattie Schmidt

Donor Services Associate

Emma Straus

Director of Special Events and Volunteer Programs

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COMMUNICATIONS TEAM

Nikki Bermudes

Director of Communications

Sarah-Margaret Hamman Doran ‘11

Marketing Coordinator

9000 BELLAIRE BLVD, HOUSTON, TX 77036 . 713.219.5400 . ST-AGNES.ORG

2020 – 2021 FOUNDATION TRUSTEES

PLANNING WITH PURPOSE INTRODUCING THE 2020+ ST. AGNES ACADEMY STRATEGIC PLAN

As Lewis Carroll famously wrote, “If you don’t know where you’re going, any road will get you there.” Fortunately, at St. Agnes Academy, we know where we’re going. The intention of the 2020+ Strategic Plan is to guide us along the way by affirming our direction, setting priorities, and creating accountability for tracking our progress. It

“In this day and age, it’s gratifying to find an independent all-girl high school that is as well-positioned as St. Agnes. Enrollment is healthy, the financial condition is strong, and the school is courageous about tackling the issues of the day while staying true to its Houston Dominican traditions. St. Agnes has a long track record of success in providing a great education to young women, but what is remarkable is that the school doesn’t take success for granted. The entire community works hard to ensure their success can be sustained for years to come.”

The 2020+ strategic planning process began as the 2014-2020 Strategic Plan (“Voicing our Vision”) was officially about to lapse. The 2014-2020 Plan successfully guided St. Agnes Academy through a dynamic period for Catholic and independent schools and education broadly. During the 2014-2020 plan period, St. Agnes Academy achieved significant success in growing our

reputation as a premier high school for young women.

The accomplishments over that period were vast: new facilities, expanded classroom and extracurricular offerings, and a focus on wellness programs and diversity, equity & inclusion. Every step of the way, these achievements were coupled with strong academic preparation, sound fiscal stewardship of resources and a steadfast commitment to Dominican charism. Thus, the 2020+ strategic planning process began from a position of strength with a time-tested foundation and exciting momentum. Then COVID-19 struck. Yet, what could have been a significant planning process setback turned into an opportunity to revisit the plan assumptions, ask new questions, and recommit to fiscal discipline.

The new 2020+ Strategic Plan reflects the lessons from a time of great tumult and reflects an optimistic and purposeful outlook. Its design is to ensure St. Agnes Academy remains sustainable and relevant. No matter what comes our way, we are ready. Veritas.

is, in essence, our roadmap for how we will continue to successfully deliver on our vision of inspiring generations of bold leaders.

– Kathy Hanson Senior Consultant and Principal; Marts & Lundy

A STATEMENT FROM LEADERSHIP

To Our Wonderful St. Agnes Academy Community,

We are pleased and humbled to introduce our 2020+ Strategic Plan for St. Agnes Academy. Every day, you entrust us with the privilege of educating the minds, hearts, and souls of young women so that they can reach their fullest potential. To meet this responsibility, we must have a clear mission and vision, sound goals, and credible actions to ensure our success. Our 2020+ Strategic Plan, like prior plans, provides these elements. It affirms our mission and vision, clearly states our future goals, and describes the actions that will move us forward into the next decade. This plan is anchored in our timeless values and prepares us for a changing world that will demand bold leadership from our Academy women.

The 2020+ Strategic Plan was developed during a period of immense change in the world of Catholic and independent school education and the world at large. This strategic plan recognizes that Catholic and independent schools must strive mightily to stay competitive and relevant. It also recognizes that we can’t fully prepare young women for the future with a “one size fits all” approach to learning, rigid enforcement of ideas

or isolating our students from the issues of the day. Ensuring it will be ready for future challenges and opportunities, this strategic plan guides us in sustaining a Catholic, Dominican educational environment grounded in faith that fosters individualized learning, physical and emotional well-being, and the formation of conscience through exposure to diverse perspectives and experiences.

We ask Academy women to live “Veritas” in words and actions. We ask them to work at their highest and best standards. We ask them to champion the marginalized among us. These are not trivial asks, but neither is our ambition to inspire young women to make a difference in their world. Our four Dominican pillars – prayer, study, community, and preaching – establish the foundation of our educational approach. The single-gender setting provides a safe learning environment where our young women can be challenged but also nurtured. This combination facilitates our ability to cultivate competent and confident women who are equipped to find personal and professional fulfillment in whatever role they want for themselves or wherever they choose to go. By living “Veritas,” our students learn to seek truth throughout their lives. By the

time our young women graduate from St. Agnes Academy, they have been introduced to a wide range of future possibilities, and they are grounded in the Dominican Sisters of Houston’s traditions and values. They are ready to do good and be good for the world. Our entire community plays a vital role in our past, present and future success. We are blessed with a dynamic faculty and staff. We are blessed with committed parents, donors, alumnae, parents of alumnae, grandparents, friends, and volunteers. Our entire community enhances the Academy experience through shared success. We are grateful for all you do and thank you in advance for your grace and prayers as we implement this strategic plan. Finally, the 2020+ Strategic Plan is a living document that will be called upon regularly to guide our future as a premier Catholic high school for young women. This strategic plan protects and preserves the foundation of our unique institution but also anticipates a changing world. This plan allows for us to adapt, as needed, to ensure we have strong governance, a rich student/community experience, and a sustainable future for all Academy women who bless our halls.

Yours in faith,

Sr. Jane Meyer, O.P. Head of School

Gina DeBottis ‘85, Chair Board of Directors

Ellen DeSanctis, Chair Stategic Planning Committee

DOMINICAN CHARISM

We welcome students of all faiths at St. Agnes Academy while offering a rich education grounded in the traditions of Catholicism and our Dominican charism. The Dominican traditions reflect timeless, ecumenical values and foster an environment where young women can flourish as they travel on their own paths of self-discovery by living “Veritas.” Dominican charism originated from the teachings of St. Dominic de Guzmán.

St. Dominic was a 13th-century canon regular and founder of the Order of Preachers, called to preach the truth and combat the heresy of that day. Dominic wanted his order to be well informed and sent his friars to the great university centers of Europe. There they learned to apply the concept of harmonizing the intellectual life with

popular needs. The life of St. Dominic was one of tireless effort in the service of God. While he journeyed from place to place, he prayed and preached almost uninterruptedly. Dominic reportedly told his fellow students: “Would you

Why a Dominican school?

have me study off these dead skins when men are dying of hunger?” His is a model of compassion and faith that permeates all aspects of our mission.

A Dominican education celebrates a diverse and collaborative community, fosters a lifelong love of learning through creative and critical thinking, and embraces service as a way of life. The four Dominican pillars form the framework for living “Veritas.” Just like a table needs all four legs to be balanced, the Dominican pillars of prayer, study, community, and preaching provide a uniquely balanced approach to education.

The Dominican tradition is especially relevant in today’s world. It prepares students to speak out against social injustice and become critical thinkers. It teaches students that words and actions must be guided by human reason, ethical truth and informed by a rich Catholic tradition. The four pillars are described on the following page.

DOMINICAN PILLARS

Prayer

We know the far-reaching power of prayer. As Dominicans, we strive to knit our active, everyday lives with our contemplative lives—knowing this interdependent relationship builds wholeness of mind, body, heart, and spirit and fosters wisdom. As a Catholic community, we come together for Mass regularly, observe holy days of obligation and Dominican feast days, pause before class to pray or say the Rosary at

lunch. Because of our Dominican heritage, we also recognize there are many forms of prayer. Our students define and relate to God individually: some read their Bibles in Spanish or study the Torah after school, others meditate in Peace class, take yoga in the afternoons, or visit the Prayer Garden for moments of solitude. No matter her path, we encourage each student to pause and connect within herself.

Study

We study with a higher purpose. Honoring the principles of Catholic social teaching, our entire community questions and debates the significant, many times controversial, issues present in our world today. Together, we seek individual understandings of veritas—the truth—within each discussion or investigation, every

Community

We share our greater responsibilities. Our students celebrate the essential worth of their peers and learn to see themselves in sisterhood, responsible to and for one another. From that foundation, our students also begin to promote awareness of modern-day slavery, women’s rights,

subject area or assignment. As seriously in physics or philosophy, in theology or orchestra—we challenge our students to think critically to make connections across disciplines, to grasp the concepts behind their assignments and to be able to converse in-depth about anything they’re studying. We question the unquestionable.

or racial and sexual discrimination in the Houston community. When our community comes together—whether serving our neighborhood, singing at Mass, or dancing at a pep rally—we each move toward understanding something larger, together: God is in us.

Preaching

We preach God’s love throughout our lives. True to our heritage as the order of preachers, at St. Agnes we preach often, and only if necessary, use words. Preaching at St. Agnes puts living veritas—our truth— before giving lectures. Our students learn to demonstrate radical hospitality and

respect for all people. They advocate for the marginalized, for their communities, and for their planet. And they continue to do so long after they graduate. Through their lives and throughout their lives, Academy women take action, inspire change, and boldly demonstrate love and compassion.

STRATEGIC PLANNING PROCESS

The 2020+ strategic planning process began in early 2019 as the school’s then-current strategic plan was officially lapsing. The dawn of a new, exciting decade created a special backdrop for the start of a strategic plan refresh,

The SPSC members were:

Sr. Jane Meyer, O.P.

Head of School

Bridget Hennessey ‘90

Head of Advancement

Gina DeBottis ‘85

Chair, Board of Directors

The first task of the SPSC was to request proposals from qualified consultants to support and facilitate the strategic planning process. A total of four proposals were received in early 2019. The SPSC reviewed all four proposals and conducted extensive interviews with the consulting firms. Ultimately, the SPSC selected Kathy Hanson with Marts & Lundy to be our consultant for the 2020+ strategic planning process. The SPSC believed Ms. Hanson

which kicked off with the formation of a Strategic Planning Steering Committee (“SPSC.”) The role of the SPSC was to develop a high-level strategic planning process timeline and define roles and responsibilities.

Kellie Kuykendall Head of Finance and Operations

Ellen DeSanctis

Chair, Board Strategic Planning Committee

Greg Schockling President, St. Agnes Academy Foundation

brought unique Catholic and diverse independent school experience, but also a significant level of familiarity with St. Agnes Academy after having provided consulting support for the 2014-2020 Strategic Plan and Student Life Center capital campaign.

Next, a Strategic Planning Committee (“SPC”) was formed to provide broad oversight for the development and design of the 2020+ Strategic Plan.

The following community members served as members of the SPC:

Sr. Jane Meyer, O.P.

Head of School

Gina DeBottis ‘85

Chair, Board of Directors

Ellen DeSanctis; Chair

Board Strategic Planning Committee

Bridget Hennessey ‘90

Head of Advancement

Kellie Kuykendall

Head of Finance and Operation

Greg Schockling; President

St. Agnes Academy Foundation

Camille Cash, M.D.

Member, Board of Directors

Al Clay

Alumnae Spouse and Alumnae Grandparent

Rob Gaudette

Member, Board of Directors

Susan Greteman

Member, Board of Directors

An initial meeting of the SPC took place in October 2019 facilitated by Kathy Hanson. The initial meeting’s purpose was to define the scope

Jeannie Joe Member, Board of Directors

Tim Nesser Faculty Member

Tammy Orozco Parent

Courtney O’Donnell Orsak ‘06 Dean of Students

Greg Phillips Member, St. Agnes Academy Foundation

Sr. Donna Pollard. O.P. Prioress

Paul Posoli Parent

Carleen Raymond ‘00 Principal

Deborah Whalen Former Principal/Faculty

Kathy Hanson

Senior Consultant and Principal, Marts & Lundy

and accountabilities for the plan and discuss/test/affirm assumptions for the 2020+ Strategic Plan (“plan”). The plan scope and accountabilities

are described on page 9. The plan assumptions are described on page 10.

STRATEGIC PLANNING PROCESS PLAN SCOPE & ACCOUNTABILITIES

The Board of Directors of St. Agnes has accountability for the development, approval, and periodic review of the strategic plan framework, which consists of the planning assumptions, mission, vision, goals, and strategies. The administration has accountability for developing the tactics

underlying each strategy and implementing the strategic plan. It is the joint responsibility of the Board of Directors and the administration to periodically review the strategic plan’s progress and adjust, as needed. The conceptual structure of the strategic plan is described below:

MISSION VISION

3-5 GOALS

GOALS

Statements of what needs to be accomplished

STRATEGIES

Major directional approach that will advance a goal

TACTICS

Measurable action steps/programs to advance each strategy

3-6 STRATEGIES PER GOAL

1-6 TACTICS PER STRATEGY

STRATEGIC PLAN ASSUMPTIONS

After vigorous discussion, the SPC agreed in principle to the following plan assumptions, which were largely

• St. Agnes Academy will continue to be a Catholic college preparatory school for young women, grades 9—12.

• St. Agnes Academy will remain at its current location of 9000 Bellaire Boulevard and the East Campus Athletics Complex located at 7611 Bellaire Boulevard.

• St. Agnes Academy will continue to be a Dominican-sponsored school.

• St. Agnes Academy will continue to be governed by a policy-making Board of Directors.

• St. Agnes Academy will manage the external operations of the school by the Head of School’s executive team and the day-to-day operations of the school by the Principal’s team.

unchanged from the assumptions underpinning the 2014-2020 Strategic Plan.

• St. Agnes Academy will continue to offer a liberal arts college preparatory curriculum, including four years of Catholic theology, and maintain an academic services center that provides support for students with academic needs.

• St. Agnes Academy will continue to collaborate with Strake Jesuit College Preparatory in sharing programs.

• St. Agnes Academy will also partner with others to enhance school programs and community involvement.

• St. Agnes Academy will have an enrollment not to exceed 930 students. Enrollment will include a population that is diverse in ethnicity, religion, socio-economic status, and academic ability.

The challenge of a strategic planning exercise is to have the courage to ask tough questions, challenge assumptions, solicit feedback, but then build a sustainable and coherent plan. Too many voices can stall a process; not enough voices result in tunnel vision and a mediocre plan. I was struck by how open, and willing every member of the St. Agnes community was to both giving and getting feedback.

– Kathy Hanson Senior Consultant and Principal; Marts & Lundy

In addition to discussing the plan’s scope and assumptions, the initial SPC meeting conducted two other pieces of business. The first was to brainstorm an initial list of strategic goal areas for consideration in the plan’s design. The final order of business for the initial meeting was to discuss and recommend a community survey process to gather input and feedback for the plan. The SPC agreed that a broad-based survey to several community constituent groups was appropriate and authorized the SPSC to design and issue a survey in the 4th quarter of 2019.

Online surveys were issued to current parents, current students, alumnae parents, alumnae, faculty, staff, and the Emeritus Advisory Council. Inperson meetings and focus groups were also held with several of these constituents. Overall, the SPSC and the SPC believed the survey and in-person meeting process was appropriately comprehensive and provided valuable insights to be considered in the plan’s design and development. A summary of the survey and in-person meeting feedback is shown on page 11. Coincidentally, St. Agnes was

undergoing its periodic Texas Catholic Conference of Bishops Education Department (“TCCB ED”) accreditation process during this initial phase of Plan work. The accreditation process involved an extensive self-assessment and site visit, culminating in a written report from TCCB ED. The report summarized, and largely validated, the strengths and opportunities identified by the strategic plan community surveys and group meetings. The accreditation process findings were shared with the SPC as part of preparing to begin plan design in early 2020.

PLAN INPUT & DATA GATHERING

The following table summarizes the community survey and in-person meeting questions and responses. The surveys and in-person meetings sought input on six core topics: quality of student experience, school culture, leadership priorities, areas

QUALITY OF STUDENT EXPERIENCE

Overall Positive

• Top-notch

• Excellent

• Always improving

• Eight out of ten

• Very high

• Getting better, but worried about pressure on girls

• Great experience for young women

• Good, but need to watch stress and fatigue

LEADERSHIP PRIORITIES

Overall Good

95% responded that there is strong leadership alignment on priorities. However, areas for alignment were suggested:

• More conversations need to happen, and more often

• Monitor priorities closely; communicate progress

• Promote collaboration and cooperation

Continue to address tension among some parents (and students) around “conservative” versus “liberal” views

FUTURE CHALLENGES AND OPPORTUNITIES

Diverse Topics

• Usher in new age of St. Agnes; succession planning

• Focus on and fine-tune Dominican values/school statements

• Review curriculum for relevancy

• Develop a financial plan to weather downturns

• Build endowment

• Embrace diversity; be unwavering about justice and fairness; promote civil discourse; address transgender issue

• Promote advantages of all-girl education and elite athletics

• Anticipate changing local demographics

• Address large classes, small classrooms

Armed with initial goal areas, survey and in-person meeting responses, and accreditation suggestions, the SPC, Board of Directors, Foundation Trustees, and administrators met for an all-day retreat in January 2000 to begin building the 2020+ plan. After significant large- and small-group discussions, the SPC agreed to create four (4) sub-teams (“task forces”) to develop the 2020+ Plan details. This work was organized around a refreshment of the school’s mission and vision, plus three (3) strategic goal areas: Leadership, Governance & Succession; Student & Community Experience, and Sustainability & Market Position. During the first few months of 2020, the four task forces

for improvement, future challenges and opportunities, and new ideas. The responses shown in the chart are intended to be representative and thematic, not verbatims.

SCHOOL CULTURE

Overall Positive

• Inclusive, welcoming, and diverse

• Encouraging, but challenging

• Vibrant and dynamic

• Understanding

• Female empowerment; growing unique kids

• Deeply committed to Dominican values

• Passionate about women of great character

• Still good, but a bit rusty!

AREAS FOR IMPROVEMENT

Diverse Topics

• Pay close attention to successions/transitions because of the potential impact on culture

• Diversity, equity and inclusion

• Proactive, versus reactive, on issues

• STEM as an extracurricular activity

• Must embrace all cultures and all points of view

• Remove underperforming individuals

• Work/life balance for students

NEW IDEAS

Diverse Topics

• Attack dwindling social skills

• Use momentum to leapfrog the competition as a nationally (not just locally) recognized school

• Evaluate the financial aid model and criteria

• Build a multi-plex natatorium

• Develop more co-curricula with Strake

• Repurpose the Pavilion into an indoor/outdoor space

• Add Makerspace and Weight Room

• Post-survey: Understand and absorb the lessons of COVID-19

met in-person to develop plan details. As COVID-19 hit, the teams went virtual to complete plan development work in preparation for a Board of Directors update in May. On May 6, 2020, the Board of Directors approved the plan as “preliminary” pending a further review of the plan in light of COVID-19. The SPC carried out that work over the third quarter of 2020 and updated strategies, as appropriate, to reflect COVID-19 insights. On November 18, 2020, the Board of Directors approved the 2020+ Strategic Plan. In January 2021, the plan framework (consisting of missionvision-goals-strategies) was handed off to the administration for developing plan tactics.

MISSION & VISION

MISSION and VISION are the foundation of a sound strategic plan. After all, a strategic plan exists to guide a future direction and help allocate resources in a prioritized manner. Unless a plan is grounded in an unassailable mission and vision, it would be easy to wander, and resources could be misallocated.

A MISSION describes what an organization stands for. It explains why an organization exists and what makes it distinctive and unique.

A VISION describes the aspiration of an organization. It creates the ability to envision the future with imagination and excitement

Members of the Mission and Vision Task Force:

Ellen DeSanctis Chair

Frank Bradley

Nikki Bermudes

Director of Communications

Dr. Catherine A. Clancy ‘63†

Raquel Fuquen Janoe ‘94

Jeannie Joe

Carleen Raymond ’00 Principal

Brigid Schiro ’81 Director of Admissions

Kimberly Coffey Scoville ’95 Dean of Faculty

Anna Sklut Director of Campus Ministry

Together, a mission and vision set the direction for an organization, drive alignment within an organization and establish the decision-making criteria. A mission and vision need to convey clarity of purpose. The 2020+ Plan process took full accountability to challenge, refresh and affirm the mission and vision for St. Agnes Academy to ensure clarity.

Rationale for refreshment: The world is changing, and viable organizations must recognize change and adapt. While the core tenets of the existing St. Agnes Academy mission and vision were and are very sound, the task force believed an examination of each statement

MISSION

was warranted. The statements were somewhat long and did not explicitly address relevant concepts that have become important to our community, especially around the themes of social justice and compassion. For weeks, the task force challenged each other and the statements themselves. The process included vigorous debate and a lot of wordsmithing. As versions of the mission and vision emerged from the task force, they were tested with various teams and focus groups. In the end, there was consensus around final versions that preserve the integrity and fidelity of our traditional mission and vision, but in a more contemporary and succinct form.

The Mission and Vision task force wishes to recognize the special contributions from Dr. Catherine A. Clancy ‘63 †, a “Fannin Street” alumna and dedicated member of the St. Agnes community. Cathy Clancy passed away on December 31, 2020, after a long illness. Her distinctive voice was invaluable to the work of the task force and will now be part of her legacy to the community she cherished.

VISION

Rooted in the Catholic, Dominican tradition, St. Agnes Academy challenges young women through exceptional academic preparation and transformational experiences to lead with integrity, joy and a commitment to social justice.

St. Agnes inspires generations of bold leaders who thoughtfully and compassionately pursue justice and truth in the contemporary world.

2020+ STRATEGIC PLAN GOALS & STRATEGIES

The three goals and strategies that comprise the 2020+ Strategic Plan are described on the following three pages. The descriptions include the goal statement, the goal rationale, the strategies and the task force members.

GOAL 1 LEADERSHIP, GOVERNANCE & SUCCESSION

GOAL STATEMENT:

Ensure that St. Agnes Academy achieves its vision through a strategically engaged, diverse Board of Directors and administration, with an effective leadership structure, including plans for succession and transition.

Rationale: To achieve our mission and fulfill our vision, St. Agnes Academy must have a strong leadership team and a sound governance structure in place. The team believes there will be significant change over the 2020+ Strategic Plan period, including but not limited to Head of School succession, administrative personnel transition/

STRATEGY 1

onboarding, Houston Dominican sponsorship shifts, and ongoing board refreshment. After a long period of stable leadership at St. Agnes, the 2020+ Strategic Plan must contemplate and anticipate the need to ensure orderly, effective transitions as they inevitably occur.

Develop and execute a succession and transition plan for the Head of School.

STRATEGY 2

Evaluate the current leadership framework and implement an optimal structure and succession plan to ensure we reach our vision for the future.

STRATEGY 3

Ensure a high-performing, diverse Board of Directors and administration to navigate the shifts in education with an enduring commitment to our Catholic, Dominican values.

STRATEGY 4

Evaluate the roles and responsibilities of the School Board and Foundation Board and consider changes to strengthen the school and foundation.

STRATEGY 5

Collaborate with the Dominican Sisters of Houston to ensure a successful transition to a new model of Dominican sponsorship and governance.

STRATEGY 6

Ensure our Houston Dominican identity is strong through formation of the faculty, staff, Board of Directors, and Foundation Trustees.

Members of the Goal 1 task force:

Paul Posoli, Chair Gina DeBottis ‘85

Susan Greteman Bridget Hennessey ‘90

Greg Phillips Sr. Donna Pollard, O.P.

2020+ STRATEGIC PLAN GOALS & STRATEGIES

GOAL 2 STUDENT & COMMUNITY EXPERIENCE

GOAL STATEMENT:

Cultivate a dynamic school community in a diverse and inclusive environment, where each young woman is well-prepared for college and is provided with a foundation for living a life of faith, compassion, integrity and joy.

Rationale: The mission and vision of St. Agnes Academy are clear – we exist to inspire young women to become confident, bold leaders. We ask our students to live “Veritas,” and we provide transformational experiences to support their personal growth and academic achievement. We believe St. Agnes has a winning formula that is unique and highly relevant to what young women need from a

STRATEGY 1

high school education, but we must keep building upon it as trends emerge or shocks such as COVID-19 occur. We have a vibrant, valuable community that we want to engage in our success because we know it takes all of us. Our student and community experiences are fundamental to our offering. The 2020+ Strategic Plan must ensure that our school experience remains compelling for everyone.

Boldly proclaim our Catholic, Dominican values and inspire our students to work for justice and truth.

STRATEGY 2

Build a school culture that promotes inclusion and wellness and prepares the community to tackle the issues of the day.

STRATEGY 3

Attract, support, and retain high-caliber faculty/staff who reflect the diversity of our community.

STRATEGY 4

Prepare our students for life beyond St. Agnes Academy.

STRATEGY 5

Assemble a team to monitor, analyze, and respond to the programmatic and economic impacts of a crisis.

Members of the Goal 2 task force:

Deborah Whalen, Chair Camille Cash Tammy Orozco Tim Nesser

Courtney O’Donnell Orsak ‘06 Carleen Raymond ‘00

2020+ STRATEGIC PLAN GOALS & STRATEGIES

GOAL 3 SUSTAINABILITY & MARKET POSITION

GOAL STATEMENT:

Ensure a strong market position, fiscal sustainability, and the philanthropic resources needed that will serve current and future generations.

Rationale: The world of Catholic and independent school education is evolving rapidly due to numerous economic, demographic, and social shifts. Consumers are smarter and more demanding. COVID-19 has introduced new pressures on discretionary services. In the changing Catholic and private high school marketplace, maintaining competitiveness and appeal cannot be taken for granted. Schools need to work harder than ever to demonstrate value. At St. Agnes, the combination of our track record

STRATEGY 1

of success, our fiscal discipline, our dedicated community, and our unassailable fundamentals (Houston Dominican values, single-gender environment) puts us in a strong position to weather and, in fact, thrive in the new world of Catholic and independent education. However, long-term success is never assured – it must be earned day-in, dayout. The 2020+ Strategic Plan addresses the strategies and tactics we must take to remain a sustainable, premier high school for girls.

Generate and communicate a unified brand message that clearly conveys the value of a St. Agnes education and ensures St. Agnes Academy’s leading position in the marketplace.

STRATEGY 2

Grow the endowment to serve current and future generations in support of the St. Agnes Academy mission and core values.

STRATEGY 3

Develop and maintain a fiscally responsible budget program that provides financial stability, continuous maintenance and improvement of facilities, and opportunistic investment.

STRATEGY 4

Enhance a philosophic imperative of ensuring financial access and equal opportunity for students.

Members of the Goal 3 task force:

Rob Gaudette, Chair

Al Clay

Sr. Jane Meyer,

O.P.

Kellie Kuykendall

Greg Schockling

Sean O’Donnell

Tim Day

Robert Sanders

Susan GrangerTyler

9000 BELLAIRE BLVD, HOUSTON, TX 77036 PHONE: 713.219.5400 WWW.ST-AGNES.ORG

TACTICS & IMPLEMENTATION

As part of the 2020+ Strategic Planning process, teams of administrators, faculty and staff developed implementation tactics for each strategy. These tactics form the basis for ongoing tracking and monitoring of Plan progress. A list of tactics can be obtained by request.