Shattuck-St. Mary's Strategic Plan 2022-2025

STRATEGIC PLAN

2022-2025

Over the last several months, a group of dedicated Shattuck-St. Mary’s School community members worked through a strategic planning process to create a guiding document for us to use over the next three years. These board members, parents, and faculty representatives distilled our work into three strategic goals: Organizational Excellence, Programmatic Excellence, and Financial Excellence. All strategies to meet the School’s organizational, programmatic, and financial goals and objectives are designed to be carefully coordinated to ensure an overall plan that is both cohesive and effective.

As with any strategic work, the goal of our current plan is to build upon the success of our School programs and determine the elements needed to sustain SSM for another 165 years. It is time, then, for us to execute the plan as outlined, and some of this work is already underway. If you have interest and/or expertise in a particular area as outlined in these pages, please consider this an invitation for your support.

Sincerely,

Matt Cavellier Shattuck-St. Mary’s Head of School

WE ARE GUIDED BY OUR MISSION

MISSION STATEMENT

We are a global learning community that honors tradition while embracing innovation. By cultivating creative, independent thinking, we foster the transformation of our students to become citizens of integrity for an ever-changing world.

& OUR VISION

VISION STATEMENT

We aim to be a dynamic and diverse school community committed to excellence, integrity, and innovation, here and beyond the Arch.

OUR CORE VALUES

AT SHATTUCKST. MARY’S, WE

BELIEVE:

Innovation and exploration should be at the core of our programs.

Each student’s academic potential is achieved through a challenging academic program that supports the many ways that people learn and work.

In each person's responsibility for the common good and the importance of serving those in need.

Students learn best in a safe and welcoming environment based on respect and trust.

In embracing dedicated students as they pursue their passions.

In developing each student’s ability to determine what is worth accomplishing and the dedication and discipline to do so.

Honoring our heritage and traditions strengthens our community.

In supporting the spiritual journey of all members of our community while upholding the Episcopal tradition of the School.

STRATEGIC

PRIORITIES

All strategies to meet the School’s organizational, programmatic, and financial goals and objectives are designed to be carefully coordinated to ensure an overall plan for the next three years that is both cohesive and effective.

 ORGANIZATIONAL EXCELLENCE

 PROGRAMMATIC EXCELLENCE

 FINANCIAL EXCELLENCE

EXCELLENCE ORGANIZATIONAL

GOAL:

Shattuck-St. Mary’s structure, composition, and staffing will effectively support the School’s mission, community, and programs.

OBJECTIVE:

Develop and implement a plan to establish the most effective organizational model for the School, both in operations and in governance.

STRATEGIES:

• Review the current needs and demands of multiple boards and recommend any appropriate changes.

• Evaluate the effectiveness of the current Board of Trustees’ committee structure for increased board engagement.

• Evaluate staffing levels and expectations in all areas of school life, in order to inform hiring decisions, and facilitate recruitment and retention.

• Address the need for and benefit of diversity as positions become open at all levels of the organization.

EXCELLENCE PROGRAMMATIC

GOAL:

All Shattuck-St. Mary’s programs will be missionaligned, excellent, sustainable and relevant.

OBJECTIVE:

Evaluate all School programs on an on-going basis using a consistent framework for assessment and decision-making.

STRATEGIES:

• Develop a framework, with key stakeholders, to assess the excellence and sustainability of each program on a three-year schedule, and make appropriate changes based on wholeSchool vision, resources, and facility needs.

• Respond to critically under-enrolled programs by making temporary changes, and creating a two-year plan for rebuilding or redesigning.

• Confirm Shattuck-St. Mary’s desired Portrait of a Graduate to inform and help prioritize programming decisions.

• Articulate and address the real and perceived tensions inherent in the Center of Excellence model.

• Conduct a market and brand analysis to determine the viability and appeal of our current educational model.

EXCELLENCE FINANCIAL

GOAL:

Shattuck-St. Mary’s will be a financially healthy school, sustainable both in the short-term and long-term future.

OBJECTIVE:

Create a rolling three-year financial plan that achieves balanced operating budgets and addresses physical plant needs.

STRATEGIES:

• Establish targets for enrollment size and composition, tuition levels, financial aid, fundraising, endowment contributions, and supplementary income that support rolling three-year balanced operating budgets.

• Assess the financial viability of all programs through a systematic review process.

• Evaluate monetizing current assets and explore additional supplemental sources of income opportunities.

• Formulate a plan for funding ongoing and deferred maintenance expenditures.

• Update the School’s Master Campus Plan based on current and projected institutional priorities.

www.s-sm.org