Strategic Plan

Developing the Plan

The 2019-2024 Strategic Plan was developed in collaboration with the school board committees (Advancement, Facilities, Finance, Long Range and Strategic Planning, Marketing and Enrollment, Mission Effectiveness, and STEM Design) along with school administrators, families (through a survey) and the council of the Sisters of the Incarnate Word and Blessed Sacrament. National Standards and Benchmarks for Effective Catholic Elementary and Secondary Schools, as identified and published by Loyola University, provided a framework for universal characteristics of excellence in Catholic education.

The purpose of this plan is to provide a roadmap for continuing IWA’s emphasis on providing a faith-filled, safe and challenging educational environment across all grade levels that establishes a solid foundation for each and every child’s success. Goals and strategies were identified within six areas of focus: Mission and Catholic Identify; Academic and Instructional Excellence; Facilities; Student Life; Marketing and Enrollment; and Stewardship. A target completion date and applicable National Benchmarks are noted in parenthesis following each strategy.

View the 2019-2024
Strategic Plan

The 2019-2024 Strategic Plan

Mission and Catholic Identity

GOAL ONE

Integrate our Catholic Culture within all aspects of the IWA experience and assist students on their personal faith journeys to foster strong personal relationships with Jesus, the Incarnate Word of God.

Strategies

Continually assess and modify faith formation opportunities on campus to meet the needs of students, faculty, and parents. (ongoing, 3.1, 3.2)
Strengthen Mass opportunities in absence of dedicated chapel building. (August 2019, 3.1)
Continue to identify monthly gospel values each year that will be integrated into the curriculum and promoted through social media and website communications. (Ongoing, 2.5, 2.7)
School leaders and board members continue to participate in Partners in Mission retreat provided by the Sisters of the Incarnate Word and Blessed Sacrament. (Annually, 4.3)
Communicate modified mission (adding “Catholic” before “environment”) across campus through signage, publications, and online mediums. (July 2020, 1.1, 1.4)
Provide input and participate in plans for new chapel concept on campus. (Ongoing, 1.1, 1.4)
Commemorate the Sisters' contributions and loving legacy in conjunction with school’s 150th anniversary. (May 2021, 1.5)

GOAL TWO

Strengthen ministry outreach by building on Incarnate Word Academy’s strong tradition of service in the community.

Strategies

Establish guidelines for student service hour expectations for the Middle and High School Levels. (July 2020, 3.3)
Develop an annual service day event that includes prayer services for students, faculty, and parents to experience together. (February 2020, 3.4, 4.4)
Evaluate options for installing Stations of the Cross on the D.C. exterior wall facing the Hilliard Building to create an outdoor prayer and reflection “way to the cross” path. (July 2020, 3.2)

Academic and Instructional Excellence

GOAL ONE

Foster a tradition of excellence and continuous improvement across all grades and program areas.

Strategies

Use the “National Standards and Benchmarks for effective Catholic Elementary and Secondary Schools” as a guideline for curriculum development. (Ongoing, 2.4, 7.2)
Use educational data to evaluate program effectiveness and to modify curriculum and instruction. (Ongoing, 8.1)
Research and implement innovative, exemplary programs. (Ongoing, 6.4)
Provide formatting and content guidelines to teachers for lesson plan expectations and monitor implementation. (Ongoing, 6.5)
Identify vertical alignment gaps across levels and modify curriculum to maximize vertical alignment. (May 2021, 7.1)
Increase use of technology throughout the curriculum. (Ongoing, 12.3)
Increase use of Google Classroom resources and tools. (Ongoing, 7.4)
Expand fine arts program with additional course offerings. (July 2020, 9.3)

GOAL TWO

Attract, empower, develop, and retain quality faculty, staff, and administration.

Strategies

Provide meaningful, relevant, and applicable professional development opportunities for faculty and staff (maximizing use of Title II funding). (Ongoing, 7.7, 7.10)
Continue to increase the teacher pay scale annually as the operating budget allows (with a minimum target growth of 2.5% annually). (Annually, 11.3)
Institute a referral bonus to encourage Incarnate Word Academy teachers to attract other excellent teachers to the school. (Ongoing, 6.4)
Identify and cultivate talented staff and faculty members to move into available leadership positions. (Ongoing, 6.3)
Publicly and regularly celebrate the achievements of faculty and staff members. (Ongoing, 6.3)

Facilities

GOAL ONE

Properly maintain existing campus and plan proactively for future needs.

Strategies

Evaluate options for restroom facilities on athletic field. (May 2020, 12.3)
Maximize opportunities to make Dick Runyun field self-sustaining through sponsorships, tournaments, and facilities rentals. (May 2021, 10.3)
Modify technology infrastructure to circumvent the old convent building. (May 2020, 13.1)
Conduct campus-wide facility walk-throughs to identify potential safety hazards and any areas in need of repair and/or upkeep. (annually, 12.1)
Establish uniform guidelines for tree signage on campus and modify as needed for compliance. (July 2020, 12.3)
Evaluate the personnel structure for building maintenance to determine ideal number of positions and plan for succession. (July 2021, 12.1)
Identify needs and pursue opportunities to convert existing HS library space into a media resource center. (July 2022, 12.3)

GOAL TWO

Facilitate the development and construction of a new campus chapel.

Strategies

Assess and identify the specific needs for a new chapel including size, style, and possible building additions. (May 2020, 12.3)
Identify and hire architect to develop concept drawings and scope of work estimate. (May 2021, 12.3)
Develop and implement plan for construction of new campus chapel. (May 2023, 12.3)

Student Live (Safety, Social, and Sustenance)

GOAL ONE

Create and promote campus-wide initiatives to foster community, pride, and participation.

Strategies

Conduct a student survey on the cafeteria menu selections and modify where feasible. (Annually, 9.2)
Encourage and foster the creation of student-led clubs that address specific needs/interests of students including organizations that promote campus pride. (Ongoing, 9.3)
Promote community through expanded spirit store offerings, pop up stores, on campus spirit store presence, and athletic-specific sportswear. (Ongoing, 9.3)
Provide meaningful speakers to address topics such as suicide awareness, bullying, digital citizenship, and vaping. (Annually, 9.2)
Promote collaboration and strengthen relationships with other Catholic schools in the diocese. (Ongoing, 6.4)
Solicit students’ opinions on school, including academics, sports, and facilities. (Annually, 8.1)

GOAL TWO

Enhance safety measures across campus.

Strategies

Continue to assess and modify campus-wide safety initiatives to align with generally accepted best practices. (Ongoing, 12.1)
Create hurricane preparedness manual. (May 2020, 12.1)
Conduct campus wide lockdown/lockout drills each semester (Annually, 12.1)
Maximize use of Title IV funds to enhance safety measures. (Annually, 10.3)
Implement and evaluate continued use of the SafeAlert system. (October 2019, June 2020, 12.1)

Marketing and Enrollment

GOAL ONE

Effectively communicate, promote, and market the mission, vision, Catholic values, and outcomes of IWA to defined target audiences and all stakeholders.

Strategies

Cultivate relationships in the community to reach people moving to Corpus Christi. (Ongoing, 13.1)
Maximize on-campus marketing opportunities. (Ongoing, 13.1)
Enhance electronic media and social media posts to increase readership/shares.(ongoing, 13.1)
Develop student Angel Ambassador program and engage students on internal school tours, feeder school visits, and community engagements. (May 2020, 9.3)
Celebrate school’s 150th anniversary with current students, families, alumni and stakeholders. (May 2021, 2.6)
Solicit parents’ overall opinions on school including academics, faith formation, facilities, personnel, etc. (Annually, 9.1)

GOAL TWO

Maximize enrollment by appealing to prospective students and improving student retention.

Strategies

Modify multi-child discounts to provide meaningful enrollment incentive. (January 2020, 13.2)
Identify and implement opportunities to celebrate retention. (Ongoing, 13.2)
Create parent-to-parent meet-and-greet opportunities and encourage encounters with prospective students and families. (May 2020, 13.1)
Work with various organizations to attract international students. (Ongoing, 13.2)
Improve the 8th grade shadow concept to increase retention between 8th and 9th grades. (Dec. 2019, 13.2)