Vision 2029: The Strategic Plan of Randolph-Macon Academy
VISION 2029
T he Strategic Plan of Randolph-Macon Academy
Randolph-Macon Academy has demonstrated striking resilience over the last several years.
Pivoting from more than a century of traditional classroom learning to a worldwide synchronous virtual classroom in the space of 72 hours when the COVID-19 pandemic struck, we demonstrated both the capabilities of our investments in technology and the determination and resourcefulness of our elite faculty. With the departure of the Air Force Junior ROTC program, our teachers and staff again demonstrated their ability to innovate and engage with our students to design R-MA 4.0, with the launch of our Character and Leadership Development Program.
As this Strategic Vision goes to press, we stand on the brink of a new and exciting day for one of the Nation’s oldest and strongest college preparatory programs –one that offers enormous opportunities for both the Academy and its graduates, as they take their places in the long line of those who learned and grew here.
THE STRATEGIC PLANNING PROCESS
In shaping Vision 2029 for Randolph-Macon Academy, the planning process emphasized the significance of active engagement of all members of the school community. By incorporating the insights and experiences of the community, this plan documented not only the vision and objectives but also the shared aspirations and challenges of our people. This methodology ensured the strategic plan serves as a dynamic, living document that resonates deeply with students, faculty, alumni, and parents alike. It reflects a commitment to developing broadly educated, adaptive leaders who are ready to make meaningful contributions to society.
THE POWER OF RISE
“Rise” is not just an action at RandolphMacon Academy. It is a mindset - an attitude the Academy embodies every day. It represents the willpower and self-discipline of the R-MA student. “The Power of Rise” is hard workthe type of struggle that does not always end in success, but always results in a rewarding sense of accomplishment. It is a characteristic, a trait found within the very core of the most successful individuals. And students don’t develop this “rise” alone; they support each other on the journey. Down the road, when a Randolph-Macon Academy graduate reaches their moment to be tested, they will call upon the Rise within and overcome.
WHO WE ARE
OUR VISION
Making Leaders Who Will Improve Humanity
OUR MISSION
Inspire the Rise Within
OUR EMPLOYEE CORE VALUES
We Work Hard, Together We Support Each Other We Look Past Now We RISE
PORTRAIT OF A GRADUATE
The Portrait of a Graduate tells the world how we, as individuals sharing this growing and learning community, aspire to create the outcomes that have propelled R-MA graduates on to lead lives of meaning and success for more than 13 decades. These aspirations remain relevant today - in service to the United States of America and the world.
Our graduates will be:
• Adaptive leaders of character
• Intellectually curious
• Globally informed
• Collaborative team players
• Consciously aware emotionally, spiritually, mentally, and physically
PEOPLE COME FIRST
Randolph-Macon Academy is committed to fostering a community where every individual is valued and heard.
This objective prioritizes creating a supportive and engaging environment through strategic communication, strong community connections, and an enhanced social media presence. By putting people at the heart of its mission, R-MA aims to cultivate a sense of pride, unity, and belonging among students, employees, parents, and alumni, reinforcing the foundational belief that together, they rise.
PRIORITY GOAL: Cultivate strategic communication that ties in all people at R-MA to reinforce our Mission, Vision, and Portrait of a Graduate.
» Develop a comprehensive communication platform that spreads the R-MA pride depicted in the Portrait of a Graduate throughout our community.
» Enhance social media presence for showcasing achievements.
» Align Upper School and Middle School initiatives.
PRIORITY GOAL: Cultivate community partnerships to provide experiential opportunities for students and a pipeline of highly-qualified faculty to R-MA.
» Capitalize on the Academy’s partnership with area universities to benefit faculty and student experiences.
» Uphold the Academy’s educational standards by providing faculty and staff with the resources necessary to innovate and excel within their respective disciplines.
PRIORITY GOAL: I nvigorate the sense of community at R-MA, growing our ability to be relational.
» Cultivate community engagement to strengthen R-MA’s reputation.
STRATEGIC OBJECTIVE 2
PROGRAMS WITH PURPOSE
Randolph-Macon Academy’s student-centered programs will persist in nurturing academic excellence, fostering spiritual growth, and guiding character and leadership development grounded in military values.
These programs ensure that the Portrait of a Graduate becomes a tangible reality for our students, uniquely tailored to our campus community. From the Aviation and High Flight Programs to the Military Character and Leadership Development Program (CLDP), and our Spiritual Growth Program – rooted in our relationship with the United Methodist Church –each component reinforces our commitment to delivering specific and relevant outcomes in today’s dynamic world. These cornerstone Signature Programs will be amplified by advancements in robotics, engineering, computer science, and artificial intelligence, positioning our graduates at the forefront of technological innovation, all while maintaining a steadfast commitment to timeless principles of character and humanity.
PRIORITY GOAL: Intentionally thread the Portrait of a Graduate into all aspects of the student experience at R-MA.
» Align curriculum with the Portrait of a Graduate.
» Explore measures of student growth and program excellence.
PRIORITY GOAL: Ignite and propel Signature Programs.
» Advance Signature Programs and experiential learning for Upper School students.
» Grow student support programs.
» Ensure R-MA graduates are adaptive, collaborative leaders who channel their integrity and passion for excellence into creative outcomes.
STRATEGIC OBJECTIVE 3
To ensure the long-term success of its mission and vision, Randolph-Macon Academy will enhance access to R-MA for mission-aligned candidates, optimize enrollment, and develop a culture of philanthropy to fund its innovative signature programs and needed facility improvements and additions.
With strategic planning and the addition of alternative revenue streams, this objective aims to secure the academy’s financial health, enabling R-MA to inspire students to pursue lives of meaning and success for years to come.
PRIORITY GOAL: Develop a financial model that enhances access to the Academy for mission-aligned candidates and adequately funds the Academy’s programs and the goals of Vision 2029.
» Preserve and optimize enrollment. Attracting and retaining mission-aligned students under a tuition structure that sustains R-MA’s financial model will ensure that all students are able to benefit from the Academy’s signature programs, becoming leaders ready to pursue lives of meaning and success.
» Propel Advancement. With net tuition revenue providing 80% of the Academy’s operating budget, philanthropy at R-MA will become transformative, creating new spaces for living and learning - and modeling for our students the difference they can make by contributing to the betterment of others.
» Generate alternate revenue sources. Aligning summer offerings with the Academy’s signature programs and leveraging existing campus facilities will broaden R-MA’s reach in the local community and beyond, providing additional revenue and enhancing enrollment.
STRATEGIC OBJECTIVE 4
CAMPUS MASTER PLAN
Randolph-Macon Academy requires top-rated, modern facilities and support services with equipment that bolsters and enhances our mission to inspire the rise within.
A new comprehensive and innovative campus master plan will consider signature academic, athletic, recreational, wellness, campus housing and leadership development programs; functionality; historic preservation; safety and security; and visual appeal.
PRIORITY GOAL: Update the current Campus Master Plan to address critical improvements in indoor and outdoor athletics and wellness, fine and performing arts, academics, and housing.
These new and upgraded facilities will enhance the student experience at R-MA, and will assist R-MA in attracting and retaining high-performing, mission-aligned students in an increasingly competitive independent school market.
» Hire architectural, construction, and landscape design teams to guide the design of priority campus improvements, delivering visual imagery, cost estimates, and recommended phasing of these projects.
» Develop the Advancement plan for funding the master planning project and laying out the case for support for both short-term and long-term campus improvements.
PRIORITY GOAL: Following the guidance of the Campus Master Plan, plan for the development and construction of a state-of-the-art Fieldhouse/Wellness Center to house all indoor varsity, intramural, and recreational sports and activities.
This addition to our campus facilities will bring greater depth and scope to R-MA athletics, providing space for all Yellow Jacket sports teams to practice teamwork, build grit and determination, and invest in their physical wellbeing.
» Complete a design project to guide priorities and phasing, with envisioned facilities including courts, locker rooms, natatorium, practice areas, fitness and performance training facilities, office spaces, and appropriate storage.
» Develop a fundraising case statement and campaign strategy supporting the construction and ongoing maintenance of the Fieldhouse/Wellness Center.
PRIORITY GOAL: Following the guidance of the Campus Master Plan, plan for the development and construction of state-of-the-art outdoor varsity, intramural, and recreational sports and activities fields and facilities.
New and enhanced athletic fields and facilities will allow R-MA to host athletic competitions for all offered sports, reduce sports-related injuries by providing appropriate and modern surfaces specifically designed for today’s athletic activities, and provide recreational and physical wellness opportunities for all members of the R-MA community.
» Complete a design project to guide priorities and phasing for the construction and ongoing maintenance of new and improved outdoor athletic, intramural, and recreational sports fields and facilities, to include a lighted football/multi-purpose field with rubberized track, concession and locker room space, additional multi-use/practice and competition fields, tennis courts, and an adventure/leadership course, as well as appropriate storage.
» Develop a fundraising case statement and campaign strategy supporting the construction and maintenance of these fields and facilities.
PRIORITY GOAL: Following the guidance of the Campus Master Plan, explore opportunities to expand and improve on-campus faculty and staff housing.
Providing comfortable faculty and staff housing will strengthen R-MA’s community atmosphere by encouraging employee engagement in campus life, strengthening retention.
» Complete a design project to evaluate current faculty and staff housing and guide priorities and phasing for renovations and additions.
» Develop a fundraising case statement and campaign strategy supporting the renovation and/or construction and maintenance of faculty and staff housing.
PRIORITY GOAL: Maintain and sustain R-MA’s existing facilities through targeted philanthropy.
» Address important deferred maintenance projects to improve safety, enhance campus appearance and improvements, and address operational deficiencies.
PRIORITY GOAL: Following the guidance of the Campus Master Plan, plan for the development of a state-of-the-art Fine and Performing Arts Center by renovating the current Melton Gymnasium.
This renovated facility will significantly expand R-MA’s artisti c and extracurricular programs, including band, drama, studio art, film, photography, speech & d ebate, academic olympics, etc. - programs that encourage our students to think creatively, take appropriate risks, practice teamwork, and build confidence.
» Complete a design project to guide priorities and phasing to include the renovation of Melton Gymnasium into a modern Fine and Performing Arts Center to include a stage, classrooms, practice rooms, offices, and appropriate storage.
» Develop a fundraising case statement and campaign strategy to support the construction and ongoing maintenance of the renovated facility.
CAMPAIGN IMPLEMENTATION TIMELINE
PHASE 1: PLANNING & NUCLEUS FUND 2024-2025
R-MA will begin campaign preparations by assessing and developing internal capacity, recruiting key campaign leaders and volunteers, and securing funding for the execution of the campaign itself.
PHASE 2: LEADERSHIP LAUNCH 2025-2026
With the Campus Master Plan in hand, R-MA will launch the leadership phase of the campaign, identifying and engaging key donors and seeking transformational gifts.
PHASE 3: PUBLIC LAUNCH & GROUNDBREAKING 2026-2027
With secured support from lead donors providing 75% of the funding for each of the campaign’s construction and renovation projects, R-MA will break ground and launch the campaign to the rest of the community.
