UR
School. Vision. Future.
MISSION
Igniting Passions to Impact Our World IDENTITY STATEMENT
All Saints Episcopal School empowers students to reach their full potential academically, artistically, athletically and spiritually through creativity, collaboration and innovative learning in an inclusive, nurturing Christian environment. CORE VALUES
HONOR To practice a life of integrity based on humility, purpose and mutual respect.
TRUTH To develop well-balanced leaders who strive for excellence with passion, agility, courage and perseverance.
WISDOM To foster confident, lifelong learners through curiosity, inquiry and authentic learning.
FAITH To teach the essentials of the Christian faith, emphasizing timeless values and developing character, virture and honor.
FAMILY To cultivate a unique, supportive community that thrives through cooperation, togetherness and trust.
SERVICE To instill empathy for others through acts of compassion and kindness.
OUR STRATEGIC PLAN Dear All Saints Family, Over the past year, our community has been involved in a comprehensive self-evaluation and strategic visioning process. This has been demanding and rewarding work in which we have engaged our Board of Trustees, school leadership, faculty, staff, parents, students and alumni through surveys and focus groups, forming a thorough understanding of who we are and who we want to be. As we embark on the future, we must take care to safeguard the qualities that have well-served All Saints, while assuring that tomorrow’s students will be prepared for new ways of thinking, interacting, communicating and solving the problems they will face. It is with excitement that we share with you our renewed Mission Statement, Identity Statement and Core Values that affirm WHY we exist, WHO we are, and what we VALUE most. We refer to these collectively as our North Star—guiding principles that will lead All Saints into an exciting future. Our Mission Statement—Igniting Passions to Impact Our World—is and will be at the heart of all we do at All Saints. Focused on our North Star, our new strategic vision outlines key initiatives that build on our strengths and charts a course that will take us to new levels of excellence in education, ensuring the School’s ability to live out our mission. In the pages that follow, we are pleased to share with our All Saints Family the strategic vision that will guide us for the next three years. Key strategic priorities of this plan include: INSPIRE We will foster an environment where our fabulous faculty are empowered to strengthen their craft, to collaborate and to innovate. We will also maintain focus on developing student leadership and experience through authentic, relevant, and meaningful learning experiences. INNOVATE We will create programs and spaces that encourage authentic learning and student agency, academic preparedness and global citizenship and leadership. ENGAGE We will further a strong family culture by ensuring all students are nurtured and known as well as enriching school spirit and pride. We will share the All Saints difference in our community. ENSURE We will ensure the legacy of All Saints through continuing a focus on healthy enrollment, continual financial vitality efforts, smart stewardship of facilities, and prudent board governance. Working with our Head of School, Mike Cobb, his outstanding and capable leadership team and gifted faculty, the Board of Trustees looks forward to strengthening the All Saints community—in partnership with our parents, students and alumni—forging new opportunities and embracing new ideas as we work together to realize this vision. I am grateful not only to the Strategic Planning Task Force but also to each of the many participants who have readily contributed their time, feedback, thoughtful analysis and opinions throughout this important work. Most of all, I have relished this opportunity to be fully immersed in our community of highly committed, competent and caring people. I am incredibly optimistic and excited about the future of All Saints and honored to serve the School as we embark on this journey together. With Trojan Pride, Stacy Bengtson President, All Saints Episcopal School Board of Trustees
INSPIRE Inspiration is the source of great things. We believe our talented educators are inspired by and thrive through robust faculty recruitment, retention, compensation and professional-growth programs that empower our faculty to strengthen their craft, to collaborate and to innovate. Our mission depends on the skill and dedication of teachers and staff who are trained in the latest research on how students learn and who are engaged in close, nurturing relationships with their students. Our Portrait of a Teacher facilitates a clear vision of our high expectations for faculty and staff. Furthermore, we believe that our Portrait of a Graduate embodies what happens when students ask great questions and have opportunities to apply what they learn. It is important for students to experience leadership opportunities, to learn the art of building relationships within teams and to display effective communication and interpersonal skills that will have an impact on the world around them.
STUDENT LEADERSHIP & EXPERIENCE • We will use our Portrait of a Graduate as a goal for student growth and development. • We want to inspire our students to take the initiative to follow their passions and develop perseverance, flexibility, curiosity, adaptability and resourcefulness. We will continue to offer innovative learning spaces to support researchbased approaches to learning and teaching, including interactive technologies, experiential learning and different methods of formative assessment. • We will become a leader among independent schools in making the natural world an essential part of campus learning. With our Learning Farm and Outdoor Learning Center, we will support a framework across all divisions to teach how environments function and how people can live sustainably and benefit from a relationship with nature. As part of this effort, we will use our amazing campus as a dynamic living laboratory to provide creative opportunities for environmental education. • We will place students in authentic leadership roles and offer development and training for these opportunities. • To encourage balance for our students and faculty, we will continue to develop, enhance and implement citizenship and spiritual development programs and invest time and energy into schoolwide initiatives for social, emotional and physical health.
FABULOUS FACULTY • In an effort to be an exemplar for faculty growth and professional learning, we will continue to ensure our faculty and staff are modeling the lifelong learning we hope to instill in our students. • To develop teacher leaders across our campus, we will implement a program that empowers teachers to lead from where they are now and grow into the roles to which they aspire. • We will continually evaluate our intentional use of planning and collaborative learning time as well as individual professional-growth plans for teachers.
INNOVATE Innovative thinking ignites a passion for learning. As a school of inquiry, innovation and impact, we believe that creating authentic learning experiences, increasing student agency and offering challenging academics uniquely prepares our students to be global citizens prepared to lead into the future. Our current world and the changes we foresee for the future call for us to equip our students with the appropriate set of skills to succeed. Young people increasingly need to have mastery of academics coupled with the abilities to do such things as develop ideas, empathize with others and collaboratively problem-solve; they also need to have the resilience and adaptability to continue to learn and master new things.
ACADEMIC PREPAREDNESS
AUTHENTIC LEARNING & STUDENT AGENCY
• To embrace an intentional vertical alignment, we will develop a model that involves strategic planning at the departmental level to investigate scope and sequence as well as develop goals that align with the school’s overall mission, identity and core values.
• We will empower students to learn through authentic experiences that are relevant to learners and go beyond traditional classroom practices, compelling students to demonstrate critical, creative and entrepreneurial thinking as they apply their knowledge in meaningful ways.
• In an effort to articulate the benefits of our programs, we will develop portfolios that include artifacts of grade-level and individual goals and activities to curate student outcomes. • To ensure we provide our students with the tools and traits to succeed in the modern world, we will continually evaluate our course offerings and make the appropriate additions and iterations.
• We will embrace student agency and inquiry as a central pedagogical tool and create learning experiences driven by student interests, resulting in self-initiated, deeper learning that goes beyond accessing knowledge to creating, serving, learning by doing and demonstrating what they know by engaging in the real world. • We will continue to iterate our intentional use of time and schedule, both curricularly and extracurricularly, so it aligns with the overall mission, identity and core values of the school. • In order to take full advantage of our resources, we will continue to evaluate creative use of space inside and outside the classroom. • We will strive to serve as a hub for community leaders and organizations to ensure students value their role as integral members of the Tyler community.
GLOBAL CITIZENSHIP & LEADERSHIP • To encourage an understanding of our role as global leaders, we will incorporate global competency and citizenship across the grade levels and throughout the curricula, including internal and external service learning events. • With an understanding of our everevolving world, we will continue to emphasize media literacy and help students to have a positive impact. • We will explore partnerships with local organizations as well as multinational corporations to provide experiences that help students discover their passions and develop skills through learning by doing. Through internships and shadowing opportunities that are “glocal” (global experience in a local setting), students will explore different careers while learning about strategies and decisions organizations use to navigate our ever-changing world.
ENGAGE All Saints believes that when students have a strong sense of belonging bolstered by compassionate teachers, parents, classmates and community partners, they are empowered and encouraged to reach their full potential. The All Saints experience is one of continuity and connection with students building a strong sense of pride and spirit over many years that results in generational longevity and being a Trojan for life. Building this cooperative environment within our local, regional and national community strengthens not only our culture but the community as a whole.
CULTURE
COMMUNITY
• We will continue to emphasize the importance of our students being nurtured and known for their uniqueness and developing a strong sense of belonging for every student.
• We will coordinate a brand awareness campaign that focuses on the unique qualities of our mission, identity and core values and then implement an effective marketing and advertising strategy to share the All Saints difference.
• We will seek to connect current students and alums to have meaningful experiences that deepen their belonging to our community. • We will continue to honor our past while we inspire new traditions that demonstrate a deep pride in our school and core values. • In order to engage parents to be in positions that allow their talents and passions to serve the school, we will offer vast opportunities for involvement and regularly seek feedback to ensure that their school experience is positive and meaningful.
• We will sustain and grow loyalty by telling the All Saints story through the generational voices of its alumni, faculty, students and families. • To enhance and expand the reputation of All Saints, we will invest in promoting the talents and expertise of our faculty and staff in local, regional and national educational communities. • We will establish All Saints as the venue of choice for impactful community activities that enhance and further our mission, identity and core values while serving our region.
“I’ve seen my children take ownership of their learning and tap into their passions because of the focus on authentic learning and student-centered learning.” –Barbara Elfarr, Parent
ENSURE A sound infrastructure ensures the health of a complex community. Through its fiduciary responsibility, the Board of Trustees is responsible for protecting the institution and guarding the school’s mission. A healthy and vibrant student body is the cornerstone to a strong foundation. Additionally, maintaining a financially sustainable business model is fundamental. Facilities that are well-maintained and keep up with innovation will best meet our students’ needs in a world of continuous change. As we continue to position All Saints as a national leader among independent schools, we believe creating and utilizing best practices in enrollment, philanthropy, finance, facilities and governance ensures the strong foundation of the All Saints experience today while securing the future for generations to come.
ENROLLMENT
FACILITIES
• To help with affordability, access and the sense of value, we will ponder the use of innovative tuition models. We will continue to offer an aggressive Financial Assistance program that helps mission-appropriate students enjoy the All Saints experience and targets enrollment goals.
• We will review and prioritize deferred maintenance and campus improvements to ensure facilities are maintained in a manner that is consistent with our tradition of excellence and continue to serve the needs of our community.
• To broaden the reach of the All Saints experience, we will investigate alternative enrollment possibilities. We will also explore possible opportunities for enrollment and admissions corporate partnerships. • To secure our future, we will begin a long-term enrollment management plan by conducting assessments that consider all variables, including physical space, staffing requirements and school culture.
• To ensure we are using our current spaces at their highest and best use, we will review and reconceive usage of current facilities to offer innovative and forward-thinking spaces that support our learning goals. • To secure our future, we will begin long-range facilities planning that will assist in the creation of a campus master plan.
BOARD GOVERNANCE • To ensure that the Board of Trustees fulfills its fiduciary responsibility, we will commit to a regular program of Trustee recruitment, education, goal setting, communication and evaluation. • Trustees will be engaged through active service, thoughtful support and developing a culture of giving. • To secure the future, Trustees will work collectively and collaboratively with school leadership to ensure that the plans and priorities set out in this strategic work are followed, thus ensuring the strength and sustainability of our school for future generations.
FINANCIAL STABILITY • Through our financial planning and campaign strategies we will position All Saints as an exemplar of financial responsibility, growth and sustainability. Whether dollars raised are directed for immediate programmatic use, endowment or operations, each dollar will be allocated to support the mission, core values and legacy of All Saints. • We will leverage our resources to achieve institutional goals and address facility needs while supporting affordability and accessibility thus ensuring our position as an educational leader and increasing our financial sustainability. • To secure our future, we will foster a culture of giving that values relationships. We will increase participation with Annual, Capital and Planned Giving opportunities to invest in our teachers and our campus, and to enrich the educational experience and future success of our students.
“At the Learning Farm, we aren’t just learning; we are doing!” –Ceci Torres, Student
BOARD OF TRUSTEES OFFICERS
TRUSTEES EMERITI
Stacy Bengtson President
Jeff Buford
Greg Adcock Vice President Finance Jon Alexander Vice President of Governance
Herbert Buie
TRUSTEES Tracey Bedgood
Laura Waits Vice President Development
Peter Boyd
Julie Greene Secretary
The Rev. John Carr
EX-OFFICIO TRUSTEES
Paul Cooper
Ann Brookshire Past President
J.P. Davis
Mike Cobb Head of School
Roe Buckley
Gigi Clements
Roy Gerard Clark Hampe, Jr.
The Rt. Rev. Jeff W. Fisher Bishop Suffragan of Texas
Debby Hardin
The Rev. David Luckenbach Rector of Christ Church
Bryan Rossman
John Hills
Mark Russell Meridith Twaddell James Wynne, III
PORTRAIT OF A GRADUATE
WISDOM Open-Minded Innovative Empathetic Courageous Globally-Aware Resilient Self-Motivated
HONOR
Respectful Responsible Virtuous Compassionate Trustworthy Accepting Collaborative
TRUTH
Self-Disciplined Confident Independent Honest Service-Minded Faithful Inquisitive
PORTRAIT OF A TEACHER
PASSION Dedicated Inspiring Dependable Collaborative Lifelong Learner Enthusiastic
MASTERY Knowledgeable Risk-Taker Problem-Solver Innovative Flexible Articulate Professional Inquisitive
IMPACT
Empathetic Patient Compassionate Inclusive Nurturing Joyful Respectful
All Saints Episcopal School has a strong foundation setting the stage for our future growth.
IT IS ESSENTIAL TO BUILD ON OUR 40+ YEARS OF EXCELLENCE by actively seeking ways to advance the All Saints legacy and empowering our students to be change agents that impact our world.
ESSENT IT ISTO BUILD ON OUR IAL
Under the leadership of the school’s administration and in collaboration with our students, faculty and staff we will
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2695 S. SW Loop 323 • Tyler, TX 75701 all-saints.org