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Strategic Growth Plan

The Strategic Growth Plan

1. Make the Catholic faith more meaningful, vibrant, and reflective of diverse cultures for our students.

1.1 Strengthen connections with the archdiocesan Office of Catholic Education and Faith Formation and other archdiocesan agencies (e. g., Office of Multicultural Ministry and Office of Worship) to foster a vibrant Catholic culture and to ensure alignment with the ministry priorities of the Archbishop of Indianapolis.

1.2 Create an inspiring sacred space(s) on campus for private prayer, Eucharistic Adoration, and other faith group gatherings.

1.3 Explore a partnership with the Marian University Center on Catholic Stewardship, or an alternative partner, to help students and staff appreciate and share their God-given gifts and talents with the Scecina community.

1.4 Expand Campus Ministry impact by annually selecting and implementing recommendations from the 2012 Catholic Culture assessment.

1.5 Develop opportunities to honor the legacy and values of the Sisters of Saint Francis in our community.

2. Maximize enrollment in accordance with our mission, vision, values, and educational priorities.

2.1 Establish a challenging and visionary enrollment goal for the year 2023.

2.2 Set and achieve target enrollments that align with the 2023 vision.

2.3 Develop and implement integrated marketing to target constituencies through a comprehensive Communications Matrix.

2.4 Attain and sustain a 95 percent or better student retention rate annually.

2.5 Leverage sport programs as a major asset in mission-aligned student recruitment according to school identity and archdiocesan regulations.

3. Develop an inspiring campus that supports excellent Catholic education, stewardship, and community engagement.

3.1 Develop a mission-based Facility Master Plan that supports the attainment of school ministry priorities.

3.2 Begin implementation of the Facility Master Plan.

4. Create and sustain a culture of high expectations and high support.

4.1 Unite the Scecina staff, students, and Board in reflecting on and living the school mission, vision, and core values.

4.2 Develop and utilize a mission-based, comprehensive profile of the Graduate at Graduation.

4.3 Evaluate Scecina’s readiness to apply for a National Blue Ribbon School of Excellence Award, and determine next steps.

4.4 Develop technology as a critical enabler of effective teaching, learning, and administration.

4.5 Continually develop a culture of excellent customer service and continuous improvement.

4.6 Develop, educate, and support the Board of Directors in alignment with school ministry priorities.

5. Fund current programs and strategic priorities through Advancement and other revenue-generating initiatives.

5.1 Achieve an annual appeal donor retention rate of 90 percent, and attract 100 or more new or lapsed donors annually.

5.2 Fund Godparent student support through the Godparent Program and the annual fund.

5.3 Create a Grants Committee to develop grant proposals to support school ministry priorities.

5.4 Conduct a capital campaign feasibility study based on school ministry priorities, and determine next steps based on the study results.

5.5 Develop a President’s Advisory Council of influential alumni and friends who can enhance implementation of the Strategic Growth Plan.

5.6 Explore, evaluate, and select new resource development or sharing opportunities.

5.7 Increase endowment values and known planned gift intentions to $2,500,000 (combined)or more by 2020.

6. Achieve excellent student preparation for post-secondary success and lifelong learning.

6.1 Establish Scecina as an innovative, mission-based academic leader.

6.2 Develop counseling services, resources, and facilities to ensure all students’ success.

6.3 Expand Student Life and Athletic Department impact by annually implementing recommendations from the 2012 Student Life and Athletics assessment.

7. Develop strategic partnerships to fulfill Strategic Growth Plan priorities.

7.1 Develop strategic partnerships through community-based networking, education, collaboration, and resource development.

7.2 Make Scecina a major asset for the East Deanery community.

8. Strengthen the future viability of Scecina Memorial High School.

8.1 Request and develop Archdiocesan support to achieve school ministry priorities.

8.2 Develop and utilize a multi-year viability model based on financial and non-financial metrics, annual operations, and strategic priorities.