We seek to celebrate our place while cultivating "worldwise" connection.
We seek to carefully consider how and what we communicate individually, collectively, and institutionally.
We seek to foster resourcefulness as we engage in real work in the real world.
We seek to further value and empower the many voices of our community.
We seek to make every decision with the health and well being of each individual and our school in mind.
2013-2017 Strategic Plan: Mission (Mostly) Accomplished
Our 2013-2017 Strategic Plan sought to build on the tradition of grace and generosity that has sustained the school over its 147-year history. We commited to continuing to practice a grace-filled, lively, and welcoming spiritual life while seeking more intentional opportunities to learn from and serve the world; expanding our commitment to outstanding instruction and whole-child support; and solidifying, expanding, and marketing the distinguishing programs that capitalize on our geography, history, and reputation.
Having reached many of the goals in this plan. The school will soon launch the next strategic plan that builds on our successes and leads to ongoing improvement. Stay tuned...
MISSION: Practice a grace-filled, lively, and welcoming spiritual life grounded in the liturgy and traditions of the Episcopal Church while seeking ways to learn from and Serve the World.
- Create an integrated curriculum for catechumenate, life issues, religion, and Chapel programs
- Establish a long-term calendar for travel and service opportunities.
- Establish a system to help students embrace and create long-term academic and life plans.
- Evaluate Learning Resources Center’s service and staffing needs, with an initial goal of staffing the Center with expertise in learning and reading support.
- Establish more centralized and intentionally staffed study hours supervision for students needing additional support.
- Establish predictable opportunities for academic enrichment for students seeking additional challenge by evaluating our options for upper level courses and solidifying our relationship with the University of the South to create more predictable and dependable course enrollment.
- Further strengthen faculty and staff.
- Enhance the emotional and physical care of students.
- Establish longitudinal satisfaction surveys for all constituencies: current students, parents, alumni, and faculty and staff, taking advantage of resources available through our professional associations.
DISTINCTION: Solidify, enhance, and market the distinguishing programs that capitalize on our geography, history, and reputation.
- Commit resources and personnel to ensure the long-term viability and enhancement of outdoor and environmental education, including but not limited to farming, mountain biking, ongoing campus-based research, and climbing. Encourage curricular connections and linkages among these programs.
- Commit resources and personnel to becoming a regional center for culture and creativity, including but not limited to McCrory Hall programming, SAS Gallery and Visiting Artists' Program, and Shakerag Workshops. Encourage curricular connections and linkages among these programs.
- Investigate and retool longstanding programs to seek optimum student experience and economy in Afternoon Programs, including athletic offerings.
- Investigate and retool longstanding programs to seek optimum student experience and economy in grade level programming.
- Strengthen the leadership of the school by seeking trustees with the acumen and resources to provide counsel and high level financial support.
- Determine the optimal balance for administrative and teaching duties and transition to a stable administrative structure.
- Strengthen our finance/business model to ensure financial stability and sustainability.
- Strengthen our admission practices to ensure financial stability and sustainability.
- Strengthen development practices to ensure financial stability and sustainability.
- Continue stewardship of our campus and resources.