San Antonio Academy 2015 Strategic Plan

2015 STRATEGIC PLAN

SAN ANTONIO ACADEMY OF TEXAS

TABLE OF CONTENTS

INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 04 PERFORMANCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 06 2014 STRATEGIC PLANNING RETREAT . . . . . . . . . . . . . 08 2015 STRATEGIC PLAN . . . . . . . . . . . . . . . . . . . . . 09 – 17

Strategic Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 09 MISSION STATEMENT

San Antonio Academy of Texas offers prekindergarten through eighth grade boys an exceptional academic program that features small classes, a family-like

Students . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

atmosphere, the development of a positive self-image

Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

and a foundation for life based upon love of God and

Faculty & Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

country, integrity and respect for each other.

Internal Comm. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 External Comm. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

B O A R D M I S S ION STATEMENT

The Academy’s Board of Trustees exists to create

Finance & Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

plans, set policies and make decisions that will best

Physical Plant / Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

ensure the viability of the school’s mission for the current students’ children.

02

RETREAT PLANNING PARTICIPANTS . . . . . . . . . . . 18 - 19

03

INTRODUCTION

TOP PRIORITIES IN 2008

ONE

Complete and evaluate the campus master plan with particular emphasis on classroom space and use and additional parking, and continue to evaluate the feasibility of finding a new campus. The school seeks facilities that do the best job of supporting The Academy’s mission and program goals.

TWO

Maintain a long-term financial plan that anticipates the cost of implementing goals, controls tuition and growth levels and raises the funds necessary to sustain the school’s mission at the highest level.

TH R E E

Attract and retain outstanding faculty and staff via a superior compensation package, dynamic environment and meaningful professional growth opportunities.

FOUR

Prepare a succession plan in anticipation of the retirement of the Head of School and

IN 2008 THE BOARD APPROVED A STRATEGIC PLAN, WHICH LISTS SEVEN KEY PRIORITIES.

other key personnel.

FIVE

Keep class size small so that each child is known, understood and valued.

SI X

Provide an exceptional academic program that prepares boys for success in the nation’s top high schools.

SEV E N

04

Continue character development in chapel and in the classrooms.

05

07

PERFORMANCE

DURING THE PAST SEVEN YEARS SAN ANTONIO ACADEMY HAS MADE GOOD PROGRESS IN MEETING ITS TOP STRATEGIC PRIORITIES:

»»

Since deciding to remain at the school’s current location,

»»

SAA maintains a five-year financial plan that anticipates

»»

SAA has completed Phase One of the Campus Master

expenses, controls tuition and growth levels and identifies

on the college entrance test, the SAT, administered under

Plan and has raised over $8 million in the Blueprint for

fundraising goals.

the aegis of the Duke University Talent Program (TIPS).

Excellence Campaign to provide our boys and our teachers with the campus of our dreams.

»»

Among those students were three 7th graders who were

»»

Phase One of the campus master plan addresses issues

Faculty salaries are in the top decile in San Antonio,

Nationally-Recognized. SAA’s 17 Recognized Scholars, as a

and ten-year faculty retention is 95% - well above the

group, recorded scores that were higher than the average

national average.

score for high school students who took the test.

of safety, security, traffic and parking and has transformed Frost Field, expanding the playing surface by 40%.

»»

Academy teachers average more than 22 years of teaching

»»

experience, and over half of our teachers have taught at

more than 160 leadership positions at their high schools

all-weather surface, have enhanced all athletic programs.

SAA for ten years or more.

since 2001, and 32 Academy boys have been recognized as

and allowed for the creation of a new entry drive and pavilion for daily drop-off and pick-up.

Campus improvements have also provided a significant morale boost.

Eagle Scouts during the past two years.

»» »»

SAA to maintain a low rate of annual tuition increases while continuing to improve its programs. SAA balances its operating budget each year and has a contingency reserve that comprises 14% of operating.

SAA has a succession plan for key personnel.

»»

important, 94% of our boys participated in SAA afterschool sports.

hallmark of an Academy education.

»»

On the first high school report cards for the Class of 2014, 87% of the grades were A’s and B’s and there was a .01 variance, which means our boys’ GPA in high school, 3.44, was virtually the same as their GPA at SAA, 3.45.

Last year SAA’s varsity teams posted an aggregate 49-9 record, winning more than 84% if their games. Most

The student-to-teacher ratio is 9:1, and the average class size, schoolwide, is 17 boys. Personal attention is still the

SAA’s endowment totals $23.5 million, giving the school an almost 3:1 endowment-to-operating budget ratio, enabling

06

100 Academy boys have been elected to or appointed to

Improvements to Frost Field, including an Removing the Stribling annex expanded SAA’s green space

»»

Almost 50% of SAA’s 7th graders were State-Recognized

»»

San Antonio Academy begins every day with chapel, which brings The Academy together to celebrate our mission and core values. Teachers reinforce core values in every class.

09

THE VISION

STRATEGIC PLANNING RETREAT IN 2014 San Antonio Academy has focused on its top strategic priorities and, as a result, our school is stronger. Now it is time to identify new opportunities and challenges and take the school to an even higher level of excellence.

In early September, fifty-eight members of The Academy’s family met for the better part of two days to begin the process of charting a strategic path that will enable San Antonio Academy to carry out its mission at the highest level for future generations. Participants included parents, grandparents, alumni, trustees, faculty and staff.

The discussions were lively, and it was evident, early on, that all fifty-eight participants enthusiastically reaffirmed The Academy’s mission, traditions and core values.

AT SAN ANTONIO ACADEMY: »»

We affirm our all-boy posture.

»»

We value our morning chapel with its emphasis on

»»

after-school activities, where boys find additional opportunities to excel and develop a greater sense

character, leadership and family.

»»

We believe in our core values: “Be honest. Be kind.

Be the best you can be.”

»» »»

is known, understood and valued.

»»

We are proud of our focus on academic excellence.

»»

We are enthusiastic about our military program, because it turns out leaders in South Texas and beyond.

08

of ownership in their school experience.

»»

We recognize that our students and alumni share common values, common experiences, and a common bond, and we endeavor to involve our

We cherish our belief in God and country.

We plan to keep the school small so that each boy

We affirm the importance of a robust program of

alumni in the life of the school.

»»

We embrace our treasured traditions, but we believe that, building on the school’s top strategic

TOP STRATEGIC PRIORITIES IN SAN ANTONIO ACADEMY’S 2015 STRATEGIC PLAN

»»

Continue to graduate young men of character who are leaders, committed to SAA’s core values and who will have a positive impact on the world.

»»

Prepare students, by means of a rigorous academic program, to work and succeed in a world that is global and technological in scope.

»»

Continue to attract and retain exceptional faculty and staff who embrace SAA’s mission and culture, making SAA the best place to work.

»»

Seek methods, including financial aid, to diversify the student body.

»»

Define and promote San Antonio Academy’s brand in order to create greater awareness and a positive image in the community.

»»

Advance the school’s mission by:

• maintaining prudent fiscal management

priorities, we can improve every area of

• completing the Blueprint for Excellence Campaign

institutional endeavor. Our goal is to become the

• continuing the growth of the endowment

best boys elementary school in the nation.

»»

Create the final phase of the campus master plan to meet the needs of the school.

TWENTY15 STRATEGIC PLAN

STUDENTS

TWENTY15 STRATEGIC PLAN

CULTURE

GOAL

IMPLEMENTATION

GOAL

IMPLEMENTATION

Attract and educate a diverse student

»»

Reaffirm SAA’s commitment to developing

»»

body of well-rounded and responsible boys whose families fully support the school’s mission.

»»

Create scholarship opportunities for entry level years in order to develop more socioeconomic diversity.

young men of character who are equipped

Strengthen the school’s family mentoring program to include a

community and the world.

to make a positive difference in their

growth through the military program.

»»

written plan.

Create more bonding opportunities for students, connecting boys within and across grade levels.

RATIONALE

»»

Encourage community involvement in San Antonio and beyond.

RATIONALE

»»

Consider requiring community service hours.

Establish a long-term commitment to

»»

Provide leadership opportunities for younger students.

Graduate well-rounded young men of

»»

Preserve the Judeo-Christian atmosphere of chapel.

»»

Expand the student mentoring program.

»»

Develop additional hands-on, age-appropriate community

»»

Seek methods, in addition to scholarships and financial aid, to

graduate young men of character who are leaders, committed to SAA’s core values, and who will have a positive influence in the world.

10

Continue to improve leadership development and personal

character who have the potential to lead.

service projects.

diversify the student body.

11

TWENTY15 STRATEGIC PLAN

PROGRAM

TWENTY15 STRATEGIC PLAN

GOAL

IMPLEMENTATION

GOAL

IMPLEMENTATION

Reaffirm the school’s commitment to

»»

Attract and retain exceptional faculty and

»»

a comprehensive program of academic excellence that focuses on the development of the whole child.

RATIONALE

Develop a plan to educate our boys on the responsible and appropriate use of social media.

»»

Define and maintain small class size.

»»

Continue to offer and improve a variety of both athletic and nonathletic extracurricular programs. Analyze competition with:

• Charter schools

Public schools

academic curriculum, to live, work and

• Independent schools

Magnet schools

technological in scope.

»»

Emphasize the dangers of substance abuse as part of the overall Wellness Program.

»»

Continue recording outcomes that measure the effectiveness of SAA’s program.

»»

Compare and benchmark with elementary all-boy schools nationwide.

»»

Visit benchmark schools.

staff who embrace SAA’s mission and

RATIONALE Protect The Academy’s mission and culture

Hire teachers and staff who embrace the mission and are innovative, multi-generational, experienced, diverse, team-play-

culture, making SAA the best place to work.

Prepare students, by means of a rigorous succeed in a world that is global and

12

FACULTY & STAFF

ers and accessible.

»»

Identify key personnel and plan for their succession.

»»

Evaluate the compensation and benefits package (including salaries, medical benefits, retirement, and the number of sick

of excellence.

and personal days) to keep it competitive.

»»

Provide more professional development opportunities at the local, state and national levels.

»»

Investigate the best methods of providing ongoing, meaningful evaluation of faculty and staff.

»»

Respect and empower the faculty and encourage faculty to communicate ideas and suggestions.

»»

Develop a stronger pool of qualified substitute teachers in all areas.

13

TWENTY15 STRATEGIC PLAN

COMMUNICATIONS : INTERNAL

STRATEGIC PLAN

COMMUNICATIONS : EXTERNAL

GOALS

IMPLEMENTATION

GOAL

IMPLEMENTATION

Communicate effectively to all

»»

Define and promote San Antonio Academy’s

»»

constituencies in order to strengthen relationships.

Target communications specifically to:

»»

• Communicating the culture and tradition of the school to parents.

• Involving parents through volunteer opportunities.

keep them engaged and involved.

Inform and connect the entire school community.

»»

Engage alumni of all ages in a meaningful way through networking and sharing their stories.

»»

brand in order to create awareness and a positive image in the community.

Define the role of the Parents’ Club as a useful resource for parents by:

trustees, friends, faculty and staff to

RATIONALE

Define the specific role of the communications department and allocate resources for funding personnel.

parents, alumni, grandparents, students,

14

TWENTY15

Reach out to parents in a targeted and specific way.

RATIONALE Promote and support The Academy’s

strategy that will reach a broader market.

»»

retention.

Increase awareness of SAA’s successes, community involvement, and prestigious alumni.

»»

Identity specific external groups and cultivate meaningful relationships with them.

mission of excellence in admissions, fundraising and faculty recruitment and

Ensure adequate resources to implement a communications

»»

Increase community service opportunities to promote strong visibility.

»»

Develop and implement a public relations calendar for each school year.

15

TWENTY15 STRATEGIC PLAN

FINANCE & DEVELOPMENT

STRATEGIC PLAN

PHYSICAL PLANT/FACILITIES

GOAL

IMPLEMENTATION

GOAL

IMPLEMENTATION

Advance the school’s mission by:

»»

Assess the feasibility of hiring a professional grant writer.

Complete the current campus master plan to meet

»»

»»

Design and implement programs to cultivate relationships

»»

Maintaining prudent financial management

»»

Completing the Blueprint for Excellence

that lead to gifts from parents, grandparents, alumni,

Campaign

foundations, corporations and friends.

»»

Continuing the growth of the endowment.

RATIONALE Complete the Blueprint for Excellence Campaign to construct the facilities that are necessary to

»»

Continue to grow the endowment to fund increased operating expenses while maintaining competitive tuition and optimal class size.

Ensure the development of faculty and staff through training, professional development and competitive

the immediate needs of the school.

Generate a new campus master plan that considers future needs and helps fulfill the mission of SAA.

Finish the Blueprint for Excellence Campaign within two years.

»»

Complete construction within five years:

• Athletic and Fine Arts Center

RATIONALE

• Taylor Hall renovation »»

salaries and benefits.

Finish the current campus master plan to:

»»

Educate donors about SAA’s planned giving program.

»»

Bring SAA facilities up to date

• Early Childhood Center

»»

Maintain prudent financial management through strategic

»»

Keep SAA competitive in today’s market

• Alternate athletic facilities

»»

Preserve the history and character of the campus.

budgeting, increased cash reserves and cost management.

maintain the school’s standards of excellence.

16

TWENTY15

»»

Establish targets for need-based aid.

»»

Assess the impact of increasing the size of each grade level.

»»

Coordinate and reduce asks.

Create a new campus master plan after five years.*

• Other needs to be determined

Develop a new master plan to meet ongoing as well as future needs.

The new plan starts once the money from the capital campaign has been committed.

17

STRATEGIC PLANNING

RETREAT PARTICIPANTS

PARTICIPANTS CONT.

BOARD OF TRUSTEES

FACULTY

Sergio Alvarado

Rob Sabom

Patrick Atkerson: 4th Grade Math; Counselor

David Angulo

Kelly Satel

Connie Haiduk: Pre-K; Primary Coordinator

Steve Chiscano

Greg Seay

Elizabeth Hart

COUNCILS & COMMITTEES ADVISORY COUNCIL

PARENTS’ CLUB

Linda Gielen: Technology Facilitator

John Alexander

Deborah Miller

Tricia Smith

Karl Graf: 3rd Grade Math; Math Chair

Tom Frost ‘41

Oliver Lee

Laurie White

Brendan Moore: 8th Grade English (Chair); Summer Program

Corbin Snow ‘77

Molly McAdams

Greg Wright

Tanya Weis: 1st Grade Teacher

Marti Taylor

James Oliver

Tina York

Victoria Roca

Josh Zeller

ALUMNI COUNCIL

George Bodden ‘84

ADMINISTRATION

Miguel Dilley ‘95

Ed Hart Lisa Kelleher

Bobby Hasslocher ‘67

Ruth Berg: Music Department Chair

Mary Wilde: Assoc. Head; Admissions Dean

Sean Knoll ‘02

Mike Heineman: Athletic Director

William Wray: Director of Technology Support

Adam Reed ‘99

Becky Shimek: Director of Communications

Randy Yawn: Campus Supervisor

Matt Silva ‘02

John Watkins: Chief Financial Officer

Martita Seeligson CAPITAL CAMPAIGN COMMITTEE

John Webster: Head of School

Valerie Tamez: Assistant Director of Development

Gary Delaune

Tom Bondurant ‘63

Virginia Beeler: Assoc. Head; Academic Dean

Mary Shrader: Director of Development

GRANDPARENTS’ COUNCIL

Brian Steward ‘79

PARENTS & PARENTS OF ALUMNI

Aamir Eshan Charles Hunter Kalpana Iyengar Jack Lewis Lisa McCutcheon Adriana Notzon Mike Osterhage Allison Zeller

18

19

BE HONEST. BE KIND. BE THE BEST YOU CAN BE. ®

117 East French Place, San Antonio, Texas 78212 • 210.733.7331 • sa-academy.org

San Antonio Academy of Texas admits students of any race, color, and national or ethnic origin.