2026 +
STRATEGIC PLAN
ST. AGNES ACADEMY
9000 B E LL AI RE B LVD, H OUSTO N , T X 7 7036 . 713. 219.5400 . ST-AG N ES.O RG
DOMINICAN VERITAS MINISTRIES Kristin Barstow Melley, Ph.D Executive Director DOMINICAN TRUSTEES Sr. Donna Pollard, O.P. Sr. Linda Gibler, O.P. Sr. Katie Gaspard, O.P. 2026 – 2027 BOARD OF DIRECTORS Alicia Sanchez Jimenez ’88 Tracy Carmen-Jones Anthony Clay John Daily Michael Dupré Francis Castaneda Dyess Michol Ecklund Terri Frink Deanna Garcia Carla Michelle Glover ‘10 Freda Lee Maria Martinez Sr. Carol Mayes, O.P. ’56 Tammy Orozco Scott Probst Mike Rohrig Kirti Saxena ‘26 Melissa Scott Diane Thorton Dr. Karen G. Jakuback 2026 – 2027 FOUNDATION BOARD Jennifer Barron ’91 Tim Day José Enriquez David Fisher Lissa Gangjee Sr. Donna Pollard, O.P. Travis Williams Travis Graham
2 | FALL 2026
Strategic Plan 2026+
HEAD OF SCHOOL STAFF Dr. Karen G. Jakuback, Head of School Nikki Bermudes, Director of Communications Dr. Sandra Derby, Director of Mission & Ministry Megan Clark-Dillingham, Director of Advancement Yen Fite, Director of Finance Ann Marie Gerard, Director of Human Resources Dale Grassmann, Director of Facilities Andrew Meza, Director of Campus Safety & Security Tuyen Nguyen, Director of Technology Brigid Schiro ’81, Director of Enrollment Management PRINCIPAL’S TEAM Carleen Raymond, J.D. ’00, Principal Monica de la Cerda, Director of Community Culture Tiffany Deinzer, Dean of Students Amy Mattes, Director of Athletics Aaron McAllister, Director of Fine & Performing Arts Zoe Montoney, Academic Dean Adam Smyth, Director of Campus Ministry ADVANCEMENT TEAM Megan Clark-Dillingham, Director of Advancement Kristin Holy ‘90, Community Engagement Manager Reema Kasavich, Director of Annual Giving Stella Limuel, Donor Services Coordinator Abby Miggins ‘95, Academy Fund Manager Lori Sebastian Pinter ’88, Director of Alumnae Relations Emma Straus, Director of Special Events and Volunteer Programs Anna Zizinia ‘07, Spirit Store Manager COMMUNICATIONS TEAM Nikki Bermudes, Director of Communications Amber Malague ‘15, Associate Director of Communications
INTRODUCTION
LETTER FROM LEADERSHIP
DOMINICAN CHARISM
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5
6
GOVERNANCE & FRAMEWORK
PLAN ASSUMPTIONS
STRATEGIC PLANNING PROCESS
Table of Contents
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9 MISSION & VISION
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10 GOALS & STRATEGIES
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INTRODUCTION Several years ago, St. Agnes Academy adopted an evergreen approach to strategic planning. Rather than viewing a strategic plan as something created at a single moment in time, we believe it should be a living framework— one that establishes clear priorities, guides decisionmaking, measures progress, and allows us to respond thoughtfully to a changing world.
Our 2026+ Strategic Plan reflects that approach. It is firmly rooted in the mission, values, and Dominican tradition that have guided St. Agnes Academy for
4 | INTRODUCTION
generations while also looking intentionally toward the future.
We begin this next chapter from a position of strength. Since our previous strategic plan, St. Agnes has successfully transitioned to new leadership, invested in our campus and facilities, expanded academic and extracurricular opportunities, and strengthened our commitment to the health and well-being of our students and community. We are proud of this progress, but we also recognize that strong institutions must continually ask what comes next.
Strategic Plan 2026+
The 2026+ Strategic Plan provides that direction. It identifies the priorities that will help ensure St. Agnes remains a premier Catholic, Dominican school for young women—one that is academically exceptional, mission-centered, financially sustainable, and responsive to the needs of our students and the world they will enter. Most importantly, this Plan provides a shared roadmap for our future and a means of holding ourselves accountable to our mission, to one another, and to the generations of Academy women who will follow.
LETTER FROM LEADERSHIP To Our St. Agnes Academy Community, It is with gratitude and great hope for the future that we share the refreshed 2026+ Strategic Plan for St. Agnes Academy. Every day, families entrust us with the extraordinary privilege of educating and forming young women. That responsibility extends far beyond preparing students for college. Rooted in our Catholic faith and Dominican tradition, we are called to educate the whole person—to challenge our students intellectually, nurture them spiritually, help them discover their gifts, and prepare them to use those gifts with courage, compassion, integrity, and joy. Fulfilling that responsibility requires us to be both grounded and forward-looking. We must remain faithful to the mission and Dominican pillars that have shaped generations of Academy women while continually asking how we can best prepare today’s students for tomorrow’s world. Our 2026+ Strategic Plan provides the framework for doing just that.
responsibility is not simply to respond to those changes, but to prepare our students to meet them thoughtfully and confidently.
college but for lives of purpose. They are ready to seek truth, embrace possibility, and make a meaningful difference in the world.
That means providing an exceptional academic experience while recognizing that students learn in different ways. It means supporting physical, emotional, and spiritual well-being. It means giving students opportunities to encounter different perspectives, wrestle with complex questions, form their consciences, and learn to engage respectfully with others. And it means ensuring that our students leave St. Agnes not simply knowing more, but understanding who they are, what they believe, and how they are called to serve.
This Strategic Plan is intended to remain a living document—one that guides our decisions, helps us establish priorities, and allows us to measure our progress. As we implement it, we will continue to honor the traditions and values that make St. Agnes distinctive while having the courage to evolve when doing so strengthens our ability to fulfill our mission.
At St. Agnes, we ask our students to live Veritas—truth—in both word and action. We challenge them to pursue excellence, to recognize the dignity of others, to stand with those who are marginalized, and to use their voices and talents in service to something greater than themselves.
The world in which our students are learning, growing, and preparing to lead is changing rapidly. Education is changing as well. The ways students learn, the skills they will need, the challenges they will face, and the opportunities available to them continue to evolve. Our
Our Dominican pillars of prayer, study, community, and preaching provide the foundation for that formation. Within an all-girls environment, our students have the freedom to discover their voices, develop confidence, take intellectual risks, lead, question, and grow. By the time they graduate, Academy women are prepared not only for
Dr. Karen Jakuback Head of School
Alicia Jimenez, Chair Board of Directors
None of this work happens without our community. Our faculty and staff bring our mission to life every day. Our parents entrust us with their daughters and partner with us in their education. Our alumnae carry the St. Agnes mission into communities around the world. Our donors, parents of alumnae, friends, volunteers, Board members, and Dominican partners invest their time, resources, and talents in our future. Together, we share both the responsibility and the privilege of ensuring that St. Agnes Academy remains strong for generations to come. Thank you for your commitment to our students, your belief in our mission, and your continued partnership in the future of St. Agnes Academy.
Tammy Orozco, Chair Strategic Planning Committee
Strategic Plan 2026+ STATEMENT FROM LEADERSHIP | 5
DOMINICAN CHARISM We welcome students of all faiths at St. Agnes Academy, while offering a rich education grounded in the traditions of Catholicism and of our Dominican charism. The Dominican traditions reflect timeless, ecumenical values and foster an environment where young women can flourish as they travel on their own path of self-discovery by living “Veritas.” Dominican charism originated from the teachings of St. Dominic de Guzmán. St. Dominic was a 13th century canon regular and founder of the Order of Preachers, called to preach the truth and combat the heresy
of that day. Dominic wanted his order to be well informed and sent his friars to the great university centers of Europe. There they learned to apply the concept of harmonizing the intellectual life with popular needs. The life of St. Dominic was one of tireless effort in the service of God. While he journeyed from place to place, he prayed and preached almost uninterruptedly. Dominic reportedly told his fellow students: “Would you have me study off these dead skins, when men are dying of hunger?” His is a model of compassion and faith that permeates all aspects of our mission.
WHY A DOMINICAN SCHOOL? A Dominican education celebrates a diverse and collaborative community, fosters a lifelong love of learning through creative and critical thinking, and embraces service as a way of life. The four Dominican Pillars form the framework for living “Veritas.” Just like a table needs all four legs to be balanced, the Dominican Pillars of prayer, study, community, and preaching provide a uniquely balanced approach to education.
6 | DOMINICAN CHARISM
Strategic Plan 2026+
The Dominican tradition is especially relevant in today’s world. It prepares students to speak out against social injustice and become critical thinkers. It teaches students that words and actions must be guided by human reason, ethical truth and informed by a rich Catholic tradition. The four Pillars are described on the following page:
PRAYER
STUDY
We know the far-reaching power of prayer. As Dominicans, we strive to knit our active, everyday lives with our contemplative lives— knowing this interdependent relationship builds wholeness of mind, body, heart, and spirit and fosters wisdom. As a Catholic community, we come together for Mass regularly, observe holy days of obligation and Dominican feast days, pause before class to pray or say the Rosary at lunch. Because of our Dominican heritage, we also recognize there are many forms of prayer. Our students define and relate to God individually: some read their Bibles in Spanish or study the Torah after school, others meditate in Peace class, take yoga in the afternoons, or visit the Prayer Garden for moments of solitude. No matter her path, we encourage each student to pause and connect within herself.
We study with a higher purpose. Honoring the principles of Catholic social teaching, our entire community questions and debates the significant, many times controversial, issues present in our world today. Together, we seek individual understandings of veritas—the truth—within each discussion or investigation, every subject area or assignment. As seriously in physics or philosophy, in theology or orchestra—we challenge our students to think critically to make connections across disciplines, to grasp the concepts behind their assignments and to be able to converse in-depth about anything they’re studying. We question the unquestionable.
COMMUNITY PREACHING We share our greater responsibilities. Our students celebrate the essential worth of their peers and learn to see themselves in sisterhood, responsible to and for one another. From that foundation, our students also begin to promote awareness of modern-day slavery, women’s rights, or racial and sexual discrimination in the Houston community. When our community comes together— whether serving our neighborhood, singing at Mass, or dancing at a pep rally—we each move toward understanding something larger, together: God is in us.
We preach God’s love throughout our lives. True to our heritage as the order of preachers, at St. Agnes we preach often, and only if necessary, use words. Preaching at St. Agnes puts living veritas—our truth—before giving lectures. Our students learn to demonstrate radical hospitality and respect for all people. They advocate for the marginalized, for their communities, and for their planet. And they continue to do so long after they graduate. Through their lives and throughout their lives, Academy women take action, inspire change, and boldly demonstrate love and compassion.
Strategic Plan 2026+ DOMINICAN CHARISM | 7
STRATEGIC PLANNING PROCESS In early 2025, the St. Agnes Board and Administration agreed to undertake a joint assessment of the school’s strategic plan as part of their ongoing governance responsibility for periodic review. The 2026+ strategic planning review process began at the end of the 20242025 school year with the formation of a Strategic Planning Steering Committee (“SPSC”.) The role of the SPSC was to develop a high-level strategic planning process timeline, define roles and responsibilities, and finalize Plan framework elements for Board approval. The SPSC members included the chair of the Board of Directors, the head of School, the Principal, and the chair of the Strategic Planning Committee of the Board.
faculty and staff, parents, and donors.
Strategic Planning Sub-Committees (“SPSCs”) were then formed to finalize Strategic Goal Areas and Strategies. These sub-committees included members representing broad constituents of the school. Finally, committees were formed to develop the tactics for the 2026+ Plan.
Meetings among these committees took place between October 2025 and March 2026. Over that period, the committees focused on affirming or updating the Plan framework elements based on both internal and external input. External input included extensive trend analyses A Strategic Planning Committee (“SPC”) was also formed provided by the National Association of Independent Schools (“NAIS”) and accreditation feedback. Internal to provide broad direction for the assessment and input included results from a broad community strategic refreshment of the 2026+ Strategic Plan and approve the Plan framework. Members of the SPC included SPSC plan survey, which is summarized below. members and additional representatives from the Board of Directors, the Foundation Board, Administration, Overall HIGH opinion on how St. Agnes Academy is positioned for long-term success Survey collected a compelling list of strengths, including: Academic preparation Quality of student experience Catholic, Dominican foundation Diverse, dynamic community Single sex education Extracurricular activities
Vast majority of survey respondents believe the school’s governance teams are aligned on the priorities for the school Survey collected numerous suggestions for discussion/ inclusion into the 2026+ Strategic Plan refresh, including:
Survey collected several themes for potential improvement, including: Enhancements to curriculum Affordability Work/life balance Growth in financial resources Community-building opportunities Expanded extracurriculars Continued emphasis on health and wellness Survey collected numerous descriptors that can be used in branding and marketing efforts The SPC believed it was important to give a broad range of St. Agnes Academy constituents an opportunity to provide input on the current and future state of the school.
8 | STRATEGIC PLANNING PROCESS
Strengthen academic rigor, performance, and curriculum to stay relevant and competitive Enhance college and extracurricular preparation and counseling to support student’s future success Consider improvements in campus facilities and stay vigilant on campus safety Expand financial aid and resources, including tuition bundling Continue to foster a positive culture that emphasizes health and wellness Focus on faculty and staff recruitment and retention Maintain Catholic identity and values
Online surveys were issued to over 2,500 St. Agnes community members, including current parents, current students, directors, administrators, faculty, staff, and donors. The survey
Strategic Plan 2026+
sought input on the topics of current perception of the school, areas of strength, areas for improvement, school culture, leadership and governance alignment, and new ideas.
STRATEGIC PLANNING GOVERNANCE AND FRAMEWORK The St. Agnes Academy Board of Directors has accountability for oversight of the strategic planning process. The Board works in partnership with the Administration to develop the framework of the strategic plan, including affirmation of the assumptions, the mission and vision, and the goals and strategies. The Administration is primarily
MISSION
responsible for developing the tactics underlying each strategy and for implementation of the strategic plan. It is the joint responsibility of the Board and the Administration to periodically review the progress of the strategic plan and adjust, as needed. The framework of the strategic plan is described below:
VISION
GOALS Statements of over arching, aspirational statements describing Plan priorities.
3 STRATEGIC GOALS
4-5 STRATEGIES PER GOAL
STRATEGIES Statements describing actions that will advance each goal area.
TACTICS Specific, measurable actions that will advance each strategy.
1-6 TACTICS PER STRATEGY
Strategic Plan 2026+ STRATEGIC PLANNING PROCESS | 9
STRATEGIC PLAN ASSUMPTIONS After vigorous discussion, the SPC agreed to the following Plan assumptions. These were largely St. Agnes Academy will continue to be a Catholic college preparatory school for young women, grades 9-12. St. Agnes Academy will remain at its current location of 9000 Bellaire Boulevard and the East Campus Athletics Complex located at 7611 Bellaire Boulevard. St. Agnes Academy will continue to be a Dominican-sponsored school. St. Agnes Academy will continue to be governed by a policy-making Board of Directors.
unchanged from the assumptions underpinning prior plans. St. Agnes Academy will continue to offer a broad, interdisciplinary, college preparatory curriculum, including Catholic theology and Servant Leadership, and will maintain programs that support students academically, socially, and emotionally. St. Agnes Academy will continue to collaborate with Strake Jesuit College Preparatory in sharing programs. St. Agnes Academy will maintain an enrollment that aligns with its physical and human resources and will continue to prioritize the preservation of its distinctive community culture.
St. Agnes Academy will continue to employ the Head of School-Principal model for school governance and operations.
10 | STRATEGIC PLAN ASSUMPTIONS
Strategic Plan 2026+
MISSION & VISION MISSION and VISION are the foundation of a sound strategic plan. A MISSION describes what an organization stands for. It describes why an organization exists and what makes it distinctive and unique. A VISION describes the aspiration of an organization. It creates the ability to envision the future with imagination and excitement. Together, a mission and vision set direction for an organization, drive alignment within an organization, and establish the criteria for decision-making. It is important for a mission and vision to convey clarity of purpose. The 2026+ Plan refresh included an objective review of the current mission and vision and the SPC agreed to reaffirm the mission and vision for St. Agnes Academy.
Mission
“Rooted in the Catholic, Dominican tradition, St. Agnes Academy challenges young women through exceptional academic preparation and transformational experiences to lead with integrity, joy, and a commitment to social justice.”
Vision
“St. Agnes Academy inspires generations of bold leaders who thoughtfully and compassionately pursue justice and truth in the contemporary world.” Strategic Plan 2026+ MISSION & VISION | 11
2026+ Strategic Plan
GOALS & STRATEGIES
Strategic Plan 2020+ MISSION & VISION | 12
2026+ STRATEGIC PLAN GOALS & STRATEGIES GOAL 1 LEADERSHIP & GOVERNANCE GOAL STATEMENT: Ensure that St. Agnes Academy achieves its Catholic, Dominican mission and vision through effective leadership and collaboration among a strategically engaged, diverse Board of Directors, Foundation Board, Administration, Faculty, and Staff. Rationale: To achieve our mission and fulfill our vision, St. Agnes Academy must have strong leadership, sound governance, and a collaborative, aligned approach to operations and oversight.
The 2026+ Strategic Plan must ensure that our school offering remains relevant and compelling.
STRATEGY 1
Foster cohesion, collaboration, and effectiveness within and among our governance and leadership teams to successfully deliver on our mission and vision.
STRATEGY 2
Conduct periodic, comprehensive assessments of risk-related issues, policies, and practices to prudently manage, minimize, and mitigate risks.
STRATEGY 3
Continue to engage with the Dominican Sisters of Houston and Dominican Veritas Ministries to ensure our mutual governance is successful and lasting.
STRATEGY 4
Establish a more robust, holistic plan for human capital management to ensure St. Agnes can attract, retain, and develop exceptional, diverse personnel who demonstrate Dominican values and embrace their role in inspiring future generations of bold leaders.
13 | PLAN GOALS & STRATEGIES
Strategic Plan 2025+
2026+ STRATEGIC PLAN GOALS & STRATEGIES GOAL 2 STUDENT AND COMMUNITY EXPERIENCE GOAL STATEMENT: Foster a diverse and dynamic school community grounded in the Dominican Pillars of prayer, study, community, and preaching that provides a strong academic foundation for college and inspires a life of faith, integrity, and joy. Rationale: The mission and vision of St. Agnes Academy are clear – we exist to inspire young women to become confident, bold leaders. We ask our students to live “Veritas” and we provide transformational experiences to support their
personal growth and academic achievement. Our student and community experiences are fundamental to our offering. The 2026+ Strategic Plan must ensure that our school experience remains relevant and compelling.
STRATEGY 1
Deepen our Catholic identity, embody the Dominican charism, and ignite a missioncentered culture that forms students to live their faith and values with courage, compassion, and purpose in the world.
STRATEGY 2
Deliberately infuse joy into all student and community experiences.
STRATEGY 3
Promote the physical and emotional well-being of our students, faculty, and staff through enhanced programming and campus safety measures.
STRATEGY 4
Bolster our commitment to social justice and human dignity by cultivating a deep understanding and modeling of inclusion and by reinforcing the skills needed for respectful discourse among all members of our community.
STRATEGY 5
Strengthen academic excellence and advance a forward-looking curriculum and extra-curricular programming that align with college and workforce priorities, challenges students intellectually, and prepares them to thrive in a rapidly changing world.
15 | PLAN GOALS & STRATEGIES
Strategic Plan 2026+
2026+ STRATEGIC PLAN GOALS & STRATEGIES GOAL 3 SUSTAINABILITY AND VIABILITY GOAL STATEMENT: Ensure St. Agnes Academy maintains its competitive position among independent schools through compelling branding, fiscal sustainability, and growth in the resources needed to serve current and future generations of young women. Rationale: The world of independent school education is evolving rapidly due to numerous economic, demographic, and social shifts. Consumers are smarter and more demanding. In the changing private high school marketplace, maintaining competitiveness cannot be taken for
granted. Schools need to work harder than ever to demonstrate value. The 2026+ Strategic Plan addresses the strategies and tactics we must take to remain a sustainable and viable premier high school for girls.
STRATEGY 1
Design and implement an authentic, cohesive St. Agnes Academy brand refresh that conveys our compelling position among Houston-area independent schools.
STRATEGY 2
Continue to maintain sound budgeting and allocation processes that prioritize short- and long-term financial stability, provide for ongoing maintenance and improvements, and enable periodic opportunistic investments.
STRATEGY 3
Simultaneously grow unrestricted operating funds and the St. Agnes Academy Endowment to sustain our success for generations to come.
STRATEGY 4
Codify philanthropic priorities and policy guidelines for administering St. Agnes Academy’s financial aid program to facilitate financial access and equal opportunity for our students.
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9 0 0 0 B E LL A I R E B LV D, H O US TO N , T X 7 7036 PH O N E : 713 . 219. 5 4 0 0 W W W. S T- AG N E S .O R G