ENSURING INSTITUTIONAL SUSTAINABILITY

Strategic Goal

Leverage a targeted marketing and enrollment strategy, sound fiscal operation, and strategic governance structure to ensure that the ongoing vitality, viability, and reputation of AHN, and its brand promise to deliver a high-quality Catholic education, is maintained for generations to come.

The Objectives

Marketing & Enrollment

1

Develop an annual strategic marketing plan and establish policy guidelines that clearly and effectively convey our value proposition and mission respective to the varying demographics of prospective families at each distinct entry point in the admissions funnel.

2 3

Develop an annual enrollment plan and retain a digital platform that tracks all enrollment data and key performance indicators to forecast and inform the recruitment of prospective students and families.

Develop best-in-class website and marketing materials that clearly reflect AHN’s value proposition, segmented by varying entry points.

Finance

1 2 3

Conduct a benchmarking study of faculty and staff compensation and implement appropriate changes to compensation based on performance appraisal results. Continue to develop non-financial incentives and benefits to provide to faculty and staff.

Financial Aid

• Improve communication for the financial aid process.

• Evaluate the need to increase the amount and improve the process for awarding merit-based scholarships to enhance enrollment outcomes.

• Re-evaluate the viability of the current LINK scholarship program in light of growth in the number of step-up students.

Develop strategies to grow the endowment to better fund student financial aid, scholarships, and faculty and staff professional development.

The Objectives

Governance

1

2 3

The Objectives

Restructure board operational standards and procedures to better support strategic oversight.

Working with the school’s institutional advancement committee, establish protocols that will assist trustees with identifying donor prospects and making connections that lead to partnerships and gifts.

Increase trustee education on contemporary issues the school is facing and strengthen faith and SNJM charism formation opportunities for trustees.