Athletic Program Strategic Plan 2022-2025

ATHLETIC PROGRAM

STRATEGIC PLAN 2022-2025 Advancing Our Legacy of Excellence

IMMACULATE HIGH SCHOOL

ATHLETIC PROGRAM

STRATEGIC PLAN Contributions made by faculty, staff, administration and Board of Directors.

immaculatehs.org • 73 Southern Blvd. Danbury CT 06810 • 203-744- 1510

TABLE OF CONTENTS > HISTORY OF IMMACULATE HIGH SCHOOL ATHLETIC PROGRAM > OUR SCHOOL MISSION > ATHLETIC PROGRAM VISION > ATHLETIC PROGRAM PHILOSOPHY AND GUIDING PRINCIPLES > PLANNING PROCESS >OVERARCHING ATHLETIC PROGRAM STRATEGIC PLAN ISSUES AND GOALS > MISSION-DRIVEN PROGRAM > STUDENT EXPERIENCE > DEVELOPMENT AND ADVANCEMENT > FINANCIAL SUSTAINABILITY AND CAPITAL IMPROVEMENTS > LEADERSHIP AND GOVERNANCE > MISSION-DRIVEN PROGRAM >STUDENT EXPERIENCE > DEVELOPMENT AND ADVANCEMENT > FINANCIAL STABILITY AND CAPITAL IMPROVEMENTS >LEADERSHIP AND GOVERNANCE

3 3 3 4 4 5 5 5 5 5 5 6 7 8 9 10

2

Our Strategic Plan HISTORY OF IMMACULATE HIGH SCHOOL ATHLETIC PROGRAM Since 1970, Immaculate High School athletic teams have achieved state championship recognition thanks to our ability to have dedicated program administrators and coaches who inspire students to build the confidence and skills needed to excel beyond their own expectations as individuals as well as a team. In addition to individual student athletic accomplishments shared with social and print media, the school’s team championship records and program successes are posted on the school’s website and on banners in the Robert E. Plumb gymnasium.

The school is a member of the Connecticut Interscholastic Athletic Conference (CIAC) and Southwest Conference (SWC) whose regulatory guidance and beliefs in the importance of athletic programs and the academic, social, emotional, and physical development of students align with the mission of Immaculate High School. The CIAC ensures that all member high schools provide quality experiences that “reflect high ethical standards and expectations for fairness, equity, and sportsmanship for all student-athletes and coaches.”

OUR MISSION STATEMENT

In the Roman Catholic tradition, Immaculate High School fosters the development of the whole student by nurturing individual spiritual, moral, intellectual, physical and social growth through an academically rigorous college preparatory curriculum that encourages respect, responsibility, reverence, creativity and leadership.

OUR ATHLETIC PROGRAM VISION

Immaculate will continue to be a leader in secondary Catholic education. It is well-known for the caliber of its teachers, the rigor and creativity of its programs, the academic, athletic, arts, and service achievements of its students, and the loyalty and generosity of its alumni and extended communities.

We are and will continue to be a Catholic high school that provides an exemplary college preparatory education for students in Grades 9 through 12. It is our vision to encapsulate specific strategies that focus on learning how to lead and becoming agents of change.

The leaders of our school embrace education models for lifelong learning and growth. Teachers are expected to be leaders who encourage inquiry and collaboration with spiritual leadership evident in every aspect and among every constituency of the school.

The school is currently in an excellent position to challenge itself to provide a progressive, creative and innovative educational approach that aligns with maintaining its heritage while intellectually engaging students in studying issues that will assist them to become critical, effective leaders in our current world.

Our vision not only aligns with impeding shifts in our global awareness, communication, and social engagement, it fundamentally empowers students to rely on their spirituality as they move forward in a world that will challenge their desire to be courageous, compassionate, just and informed leaders.

3

ATHLETIC PROGRAM PHILOSOPHY AND GUIDING PRINCIPLES Immaculate High School has always taken pride in developing the student-athlete. Student academic commitments are a primary consideration for all student-athletes. Students who wish to participate in the athletic program must achieve passing grades in all subject areas and must demonstrate a desire to be a mission-driven student.

To promote the individual success of the student-athlete, a mentoring program and a team captain leadership program was created in 2022 to ensure access and equity for all students. In addition, the school participates in CIAC sponsored student athlete leadership programs and professional development programs for team coaches.

PLANNING PROCESS

In order to develop a three-year comprehensive 2022-25 Athletic Strategic Plan for Immaculate High School, parents, students, board members, school administration, advancement and athletic staff were invited to participate in conversations, surveys and seasonal feedback forms to identify priority areas for attention to further develop the athletic program offerings. The focus of the Strategic Plan is to provide an exemplary experience for all students. The following are the identified overarching issues and goals.

4

OVERARCHING ATHLETIC PROGRAM STRATEGIC PLAN ISSUES AND GOALS MISSION-DRIVEN PROGRAM

Design and implement the school’s mission and vision to offer athletic programs that reflect the practice of faith and moral formation of every student and adult member of our athletic program.

STUDENT EXPERIENCE

Enhance the athletic program experience for all students by offering both competitive and physical growth opportunities so that they compete as exemplary athletes in a highly-ranked successful athletic program.and moral formation of every student and adult member of our athletic program.

DEVELOPMENT AND ADVANCEMENT

Create a refined plan that establishes reasonable goals for fundraising and philanthropic giving to support the resources needed to maintain an exemplary, successful athletic program.

FINANCIAL SUSTAINABILITY AND CAPITAL IMPROVEMENTS

Create a reasonable, attainable three-year capital improvement plan for an athletic campus that provides for athletic program improvements, attracts and retains student-athletes and supports the goals and objectives of a highly competitive, successful athletic program.

LEADERSHIP AND GOVERNANCE

In collaboration with the IHS Board of Directors Athletic Committee, establish a school athletic committee that reviews the implementation and success of the development, advancement and operations of the athletic programs.

5

MISSION-DRIVEN PROGRAM GOAL • Reflect the practice of faith and moral formation of every student and adult member of our athletic program.

STRATEGIC PRIMARY OBJECTIVES • Ensure that prayer is an integral part of what coaches and team captains emulate at practices and competitions.

• Players are encouraged by coaches to improve their skills using instructional methods that encourage selfconfidence, team approach and physical well-being.

• Respect, responsibility and reverence are evident among players and coaches at all times.

CHALLENGES • Ability for Athletic Director to monitor all games, practices.

• Ability to attract qualified coaches and assistant coaches.

• Revitalizing community engagement after the pandemic.

IMPLEMENTATION, OPPORTUNITIES AND MEASURING EFFECTIVENESS • Need to grow the athletic administrative team to assist Athletic Director with site management responsibilities.

• Create a Christian leadership development model that measures and fosters student-athlete understanding that their talents are a gift from God. • Assess whether enrollment of new student-athletes reflects the goals and objectives of our mission-driven athletic program.

6

STUDENT EXPERIENCE GOALS • Enhance the athletic program experience for all student-athletes by offering both competitive and physical growth opportunities.

• Foster student leadership and encourage students to participate in managerial, on-site athletic program opportunities.

• Improve existing athletic facilities to accommodate sports teams and to foster a sense of school pride and successes.

• Continue to offer all students an opportunity to participate and be successful in multiple highly-ranked competitive seasonal sports including a new E-sports program.

STRATEGIC PRIMARY OBJECTIVES • Collaborate with the teaching staff and counselors to ensure that student-athletes receive the academic, emotional support and messaging needed to balance their academic and athletic responsibilities.

• Provide the physical education needed to allow students to be prepared for the physical and mental rigor needed to play a competitive, successful sport.

• Provide athletic program access to all students to all sports offerings with a focus on equity and equal opportunity.

CHALLENGES • Students at Immaculate are overcommitted, limiting student participation in athletic program support.

• Time commitment of all staff to ensure the providing the necessary academic resources and counseling support needed for student-athletes.

• Transportation to and from competitions.

• Aging facilities and budget constraints.

IMPLEMENTATION AND MEASURING EFFECTIVENESS • Assessing the effectiveness of budget allocations for student-athlete programs.

• Assessing inclusion and equity of students accessing our athletic programs.

• Measuring student and parent participation and morale through electronic ticket sales, social media.

• Student-athlete performance ratings in the CIAC and SWC leagues.

7

DEVELOPMENT AND ADVANCEMENT GOALS • Utilize effective marketing and social media strategies to attract prospective student-athletes.

• Provide opportunities for middle school students to participate in athletic events.

• Attract donors to sponsor athletic events, capital campaigns and program sponsorship.

• Increase parent involvement with fundraising and athletic program volunteer needs.

• Increase Athletic Department support staff.

STRATEGIC PRIMARY OBJECTIVES • Continue a strong social media and print media presence by creating a communications plan with the school’s marketing and communications department.

• Create school-sponsored athletic camps, mentorship programs and Immaculate team students assisting with parochial league programs.

• Provide naming opportunities, advertising banners, corporate website advertising opportunities on the school website.

• Retain an athletic department advancement director to increase donor funding for sponsorships, capital and student scholarships for needs-based students.

CHALLENGES • Demands of communicating timely and accurate information from sports team leaders.

• As programs increase there is an increase in responsibilities of the Athletic Director who does not have an athletic department support staff.

• Collaborating with feeder schools to encourage participation in Immaculate-sponsored middle school athletic events and accepting a substantial increase in tuition costs when choosing Immaculate.

IMPLEMENTATION AND MEASURING EFFECTIVENESS • Data from social media and marketing plan.

• Participation in school-sponsored athletic camps, mentorship programs.

• Increase in athletic program funding for sponsorships, capital and student scholarships for needs-based students.

• Evaluation of the effectiveness of the position of athletic advancement coordinator.

8

FINANCIAL STABILITY AND CAPITAL IMPROVEMENTS GOALS • Create a comprehensive plan to offer an all-in-one facility that accommodates additional outdoor sports teams offered by Immaculate.

• Provide the ability to extend field usage and rentals.

• Improve the maintenance of athletic complex grounds.

STRATEGIC PRIMARY OBJECTIVES • Improve infrastructure through a phased capital campaign that replaces the existing turf and track facility as well as considers future plans to replace fencing, upgrade the fields, install tennis courts.

• Purchase and install an appropriate lighting system to accommodate evening competitions.

• Offer participants and spectators updated facilities and include specific amenities including bathrooms, concessions, updated sound systems and parking.

• Retain a professional firm to maintain grounds.

CHALLENGES • School budget financing and donor sponsorships.

• Footprint of current terrain for the fields as well as parking and space for additional athletic program expansion.

• Available personnel to assist the Athletic Director with managing increased offerings and turf, field, track maintenance.

IMPLEMENTATION AND MEASURING EFFECTIVENESS • Retention of student-athletes as well as increasing new student-athletes interest.

• Increase in student-athlete participation, new student enrollment for athletic programs.

• Ability to gain revenue from rentals from outside teams due to improved facility enhancements.

9

LEADERSHIP AND GOVERNANCE GOALS • Establish an IHS Board of Directors Athletic Committee.

• Athletic Director provides seasonal updates to the IHS Board of Directors.

• Ensure that athletic programs follow the governance and policies of the Connecticut Interscholastic Athletic Conference (CIAC) and the Southwest Conference (SWC).

STRATEGIC PRIMARY OBJECTIVES • In collaboration with the IHS Board of Directors, the Athletic Director creates an appropriate operating budget that forecasts income and expenses to maintain exemplary, successful athletic programming.

• Build a strong working relationship and representation on sponsored CIAC and SWC leadership committees.

• To meet the needs of the operations, program management, student experiences and to ensure the success of our sports teams, increase the support staff needed to assist the Athletic Director with providing an innovative and highly competitive exemplary athletic program for our students.

CHALLENGES • Time and commitment required by administration and board members to meet the primary athletic program objectives.

• Available personnel to assist the Athletic Director with managing increased offerings and turf, field, track maintenance.

• Budgetary constraints to retain an athletic department advancement director to increase donor funding for sponsorships, capital and student scholarships for needs-based students.

IMPLEMENTATION AND MEASURING EFFECTIVENESS • Perform an annual audit of the athletic program to identify areas for improvement and strengths within the program.

• Measuring student and parent participation and morale through electronic ticket sales, social media and written communications.

10

73 Southern Boulevard • Danbury, Connecticut 06810-7994 Telephone 203-744-1510 • Fax 203-744-1275 www.immaculatehs.org