We are excited to launch our 5-Year Strategic Plan, " Inspiring Faith-filled Women of Courage and Confidence."
Our forward-focused plan captures our vision, mission, goals, and strategies to chart the course of our direction for the years ahead at Sacred Heart. The plan is ambitious--a smart plan and a results-driven one. We expect that the plan will galvanize us through a common-sense approach.
The plan is currently in action as the Academy of the Sacred Heart recently launched a major renovation to the east wing of the Rosary Campus located at 4521 St. Charles Avenue—a wing devoted to STREAM (science, technology, religion, engineering, arts, and mathematics) curriculum. <Read More>
We are forever grateful to the members of the strategic plan steering committee who are as follow:
- Mr. Patrick Hammet, CHAIR
- Sr. Melanie Guste, RSCJ, PhD, Headmistress
- Mrs. Laurie Friedrichs
- Mrs. Elizabeth Goodyear
- Mrs.Yvette Jones
- Mr. Neal Kling
- Mr. Dennis Lauscha
- Dr. William Lunn
- Mr. Mark Major
- Mr. Octavio Mantilla
- Mr. Marty McLeod
- Mrs. Machelle Payne
- Mr. Mark Romig
- Mrs. Julie Varisco
- Mrs. Helen Young
With God's blessings,
The ASH Strategic Plan is a common sense approach that helps you manage the future rather than be managed by it.
- Strategic Plan enables the BOT, Headmistress, staff, colleagues, and others to make better decisions in relationships to one another.
- It helps an organization move form a reactive, crisis management mode into a proactive, anticipatory setting. I believe discernment.
- It allows an organization to be a catalyst—to steer, rather than simply drift along with the current.
- Allows us to make the best use of resources and identifies the need for expanded services. It provides justification for seeking new resources.
- Not starting from scratch—using assessment data from all sources and Teams
- Pragmatic and realistic plan.
- Vehicle for bringing us into using planning as a way to give direction and to priority to our work.
- Essential part of quality management.
- At first sessions and each other one, we are carefully identifying, considering our capacities and environment.
- Planning is ADAPTABLE. It takes a long range approach but uses regular reviews and updates to check progress and make adjustments that are necessary to respond to the changing circumstances and to take advantage of new emerging opportunities.
- Strategic planning is planning for change. It stimulates activity and change rather than simply reacting to it.
- Strategic planning is visionary, but it is also realistic; it pictures a future that is desirable and achievable. It provides a structure for practical decision-making and for follow-through.
- Helps to shape and to guide what an organization becomes, what it does, and why it does it.
- It facilitates communication and participation.
- It fosters orderly, informed decision-making and successful implementation.
- It’s a long term investment, of sorts, with payoffs over time. It is not a quick fix.
- Where are we now?
- Where do we want to be?
- How do we get there?
- How do we measure our progress (and answers what makes the organization unique)?
“If you fail to plan, you plan to fail.”
The ASH Strategic Plan is longer than typical operational planning. It should look at least two years into the future; while most encompass four years.
Five years is most common period of time used in planning, especially after a transition of leadership.
The people who bear the responsibility for accomplishing a part of a Strategic Plan should participate in the development of that part of the plan.
- Our Strategic Plan will galvanize us; it produces understanding and a common purpose.
- Obtains perspectives from multiple sources.
- It is realistic about goals and strategies for achieving them.
- It leads to resource decisions.
- Internal/external assessment
- Philosophy (beliefs, core values, etc.)
- Goals (the general purpose toward which effort is directed)
- Strategies (The methods used to accomplish goals and objectives
Answers the question: How do we get there?
Action Plans: Detailed descriptions of how strategies will be implemented on an operational basis.
Accountability: Measuring our results.
Resource Allocation: The determination of resources necessary to carry out strategies.
Fulfillment: The people who bear the responsibility for accomplishing a part of the strategic plan should participate in the development of that part of the plan.