Our Strategic Plan
As I begin my sixth year at the Academy, I find each year more exciting than the last. While the faculty and staff made many strides during the last strategic plan, there is still much work to be done to make the Academy the best school it can be. Over the past year, a Strategic Plan Steering Committee has set in place goals for the next five years. They are ambitious, but I have no doubt we will achieve what has been set out for us. Please take some time to review the plan, below.
- Mission Integration
- Marketing, Communications, Enrollment and Partnerships
- Financial Resources and Facilities
Promote a commitment of support and predictability among all constituent groups using the integration of the charism, mission, and values of the Sisters of the Holy Names, especially the full development of the human person.
- Provide an SNJM mission and history education program for parents, students, and new employees.
Define expectations of mutual respect among the different constituency groups (i.e. Board, parent groups, administration, alumni groups, and faculty) to positively influence the feeling of collegiality and collaboration throughout the school.
- Foster an atmosphere throughout the school where students, faculty, and staff embrace a true sense of belonging and attention to individual concerns and accomplishments.
Form an Inclusivity Committee that will increase awareness of and attention to all AHN stakeholders.
Offer an academically excellent educational program where all students will take the most appropriate, rigorous, challenging course of study available to them.
- Utilize assessments to indicate a cohesive and meaningful academic program.
- Commit to hiring and retaining teachers, to include varying academic experience and expertise, who will provide an exceptional educational environment, embrace positive change and work collaboratively with all stakeholders.
- Strengthen vertical alignment of curricular goals from pre-kindergarten through grade 12.
- Strengthen and expand the visual and performing arts program at AHN.
- Create visual and performing arts partnerships with local universities and colleges for their students to intern at AHN and for AHN students to experience select activities with the partnered institution.
Foster student creativity, innovation and independent study to encourage student autonomy.
- Investigate how other schools use alternatives to standard academic time.
- Ensure the needs of all students are being met by individualizing instruction to the greatest extent possible.
Emphasize importance of athletics and co-curriculars at all levels of AHN as part of the development of the whole student.
- Create a cohesive activities program that encompasses extended day/extended school year programs.
- Build a culture and climate of school spirit that shows support for student participation in co-curriculars.
Research and implement division-appropriate consistent assessment and grading practices.
- Implement a standards-based grading system across all divisions.
- Increase use of formative assessment as a tool to inform instruction.
- Adhere to researched age-appropriate homework guidelines.
- Formalize fair and consistent grading practices.
Cultivate a positive faculty professional growth culture.
Foster consistency in procedures and protocols to support accountability.
- Streamline communications between and among departments and divisions.
- Review and update protocols and procedures in documented handbooks.
- Increase integrity in all aspects of students' lives.
Foster a healthy school/life balance.
Increase the effectiveness of school communications to strengthen internal and external relationships.
- Refine the AHN brand and ensure its consistent use.
- Enhance internal and external communications to help build community and a sense of belonging.
- Develop strategies to better understand retention and rejection decisions.
- Promote higher awareness of scholarship and financial assistance programs both internally and externally.
Continue to explore opportunities to increase visibility and publicity in the greater metropolitan community.
- Increase external publicity efforts.
- Explore additional opportunities to recruit students from various sources.
Support the Academy's mission through robust revenue streams.
- Generate the financial resources necessary for our student body to have access to the highest quality education.
Increase incentives for academic excellence within the AHN community of educators, staff and administrators.
Provide funding for the integration of 21st century technologies into the curriculum to ensure that our students are well prepared to compete and succeed in a globally interconnected economy.
- Identify and utilize existing, emerging and cost-efficient technologies that enhance learning.
Ensure that AHN's physical plant provides an academic and co-curricular environment that will help us achieve our enrollment goals and be consistent with the market of peer schools in Tampa.
- Strengthen Academy Ascending fundraising efforts for new and existing spaces at AHN as identified in the facilities master plan.
SISTER FLORENCE HEE, OSF
RAULNIÑA UZZLE-HARRIS (A'82)
AHN Board of Trustees
Elementary School Principal
High School Assistant Principal
High School Curriculum Specialist
Director of Technology
High School Faculty
Middle School Faculty
Lower School Faculty
NINA McGUCKEN ALVAREZ (A'01)
GRETA DUPUY (A'97)
SISTER VIRGINIA BONAN, SNJM
SISTER PAT CORBEY, SNJM
SISTER CARMELLA T. DeCOSTY, SNJM
STEPHANIE SMITH LEUTHAUSER (A’00)
VIVIEN OLIVA (A'63)
DIANA OLMO SULLIVAN (A'72)
RAULNIÑA UZZLE-HARRIS (A'82)