Goals for St. Mark's IV

IV

GOALS F O R

S T.

M A R K ’S

A S T R AT E G I C P L A N

The strength of community that we enjoy today did not happen by accident. It happened because people who cared deeply about your experiences devoted themselves to cultivating an environment where boys could develop into good men. – David W. Dini Eugene McDermott Headmaster

FROM STRENGTH TO STRENGTH We are pleased to introduce the fourth iteration of Goals for St. Mark’s, our framework for strategic planning over the past four decades. The result of a broadly inclusive process involving the School’s Board of Trustees, administration and faculty, parents, alumni, and students, Goals for St. Mark’s IV guides the School’s programmatic growth and continuous improvement.

The objective throughout has been to embrace ambitious, aspirational goals consistent with the high standards and expectations appropriate to St. Mark’s, while recognizing and building upon the School’s strong foundation. The process revealed general themes, and these themes are reflected in six major strategic goals, each accompanied by more specific subgoals and implementation steps.

Where possible, the goals and implementation steps are specific and measurable.

Goals for St. Mark’s IV addresses every aspect of the School and will serve as the guidepost against which we measure our growth and monitor our progress. Already, the School has begun to assign responsibility for each implementation step and develop the specific plans that will be necessary to accomplish the six goals. It will be vital for the entire St. Mark’s community to join together to advance the School’s mission of helping boys develop into men who are prepared for lives of leadership and service.

Goals for St. Mark’s IV was adopted by the Board of Trustees on January 10, 2017, and it replaces Goals for St. Mark’s III, which guided the School for more than a decade. To learn more, please visit smtexas.org/GoalsIV.

STATEMENT OF PURPOSE

St. Mark’s School of Texas is a nonsectarian, college preparatory, independent day school for boys in grades 1 to 12. In accordance with its Charter, the School aims to afford its students well-rounded physical, intellectual, and spiritual education. The School is a diverse community of teachers and students who share a love of learning and who strive for high achievement in whatever they undertake.

Challenging studies in the sciences, arts, and humanities form the basis of a St. Mark’s education. Teachers work to instill an enthusiasm for learning, to encourage independent and critical judgment, and to demonstrate the methods for making sound inquiries and for effective communication. To complement this academic experience, St. Mark’s offers boys a rich variety of opportunities for involvement and leadership in the School community, rewarding those who strive as well as those who achieve.

St. Mark’s aims to prepare young men for assuming leadership and responsibility in a competitive and changing world. To this end, the School professes and upholds certain values. These values include the discipline of postponing immediate gratification in the interest of earning eventual, hard-won satisfaction; the responsibility of defending one’s own ideas, of respecting the views of others, and of accepting the consequences for one’s own actions; and an appreciation for the lively connection between knowledge and responsibility, privilege, and the obligation to serve.

STRATEGIC GOALS

Students & Learning

1

Provide an excellent academic program that includes comprehensive character and leadership education, and foster an environment that promotes the healthy development of boys.

Faculty & Teaching

2

Enrollment, Access & Affordability

3

Recruit, retain, and support the most qualified, talented, and effective faculty and professional staff.

Assemble the most qualified student body from a broadly diverse pool of applicants who exhibit intellectual curiosity, strong character, and a desire to contribute to St. Mark’s in meaningful ways.

Campus Resources

4

Design, sustain, and provide state-of-the-art facilities and grounds that support a variety of teaching methods and incorporate new technologies to enhance learning opportunities.

Institutional Stewardship

5

Civic Responsibility

6

Strengthen the financial foundation and governance of the School.

Strengthen St. Mark’s commitment to making a positive impact in the greater Dallas community.

1

STUDENTS & LEARNING Provide an excellent academic program that includes comprehensive character and leadership education, and foster an environment that promotes the healthy development of boys.

Generations of Marksmen affirm that St. Mark’s provides one of the most rigorous and rewarding educations in the nation. An investment in education lasts a lifetime, and evaluating and honing the academic program remains a top priority. A boy’s character can be strengthened, and his capacity for leadership can be developed. Therefore, we approach character and leadership education with the same intentionality that we approach teaching math, science, English, foreign language, and history.

Whether examining different faiths in the Chapel, competing on the playing fields, expressing creativity in art studios, or passing one another in the hallways, every moment of a Marksman’s day holds the opportunity for growth and education.

G OA L S F O R S T. M A R K ’S IV

1

STUDENTS & LEARNING

To achieve this goal, we will: A

Continue to enhance the School’s curriculum and develop innovative programs that challenge each boy to realize his fullest potential.

IMPLEMENTATION:

1. Conduct a comprehensive review of the School’s academic program.

2. Expand the computer science curriculum in scope and sequence.

3. Identify and develop opportunities for learning beyond the St. Mark’s campus, including cooperative relationships with other institutions, online learning platforms, outdoor education, and expanded domestic and international student travel.

4. Review co-curricular programs regularly, including Athletics and Fine Arts, to enhance the experience of every student.

B

Further develop and expand character and leadership education.

IMPLEMENTATION:

1. Formalize character and leadership curriculum for grades one through twelve.

2. Identify specific character and leadership education objectives for each grade level.

3. Expand faculty and staff training specific to character and leadership education.

4. Communicate the character and leadership education program’s purpose, vocabulary, and objectives, and explore opportunities for engagement with alumni and parents.

5. Host a national symposium on character and leadership education within five years.

6. Define metrics that measure the progress of the character and leadership program.

5. Develop a more comprehensive health education curriculum in scope and sequence.

6. Review the Chapel program regularly to support the spiritual development and education of every student.

St. Mark’s taught me that nothing easy is worth doing. I was encouraged to constantly push myself to my fullest potential, so that I can be the best I can be at what I love.

– Christian McClain ’17 Student Council President, 2016-2017

G OA L S F O R S T. M A R K ’S IV

STUDENTS & LEARNING

C

Explore, design, and implement a daily schedule that better addresses the evolving needs of students and faculty.

IMPLEMENTATION:

1. Conduct a comprehensive review and evaluation of the current daily schedule.

2. Investigate potential schedule models, facilitate faculty and staff discussions, and share findings throughout the process.

3. Ensure a smooth transition for students, faculty, and parents should changes be implemented to the daily schedule.

83%

OF UPPER SCHOOL STUDENTS PARTICIPATE ON AN ATHLETIC TEAM

24

FINE ARTS DISCIPLINES OFFERED

D

1

Assess and strengthen the student advisory program.

IMPLEMENTATION:

1. Review, clarify, and revise the purpose, goals, and objectives of the advisory program in grades five through twelve.

2. Design, publish, and implement a core advisory curriculum in grades five through twelve to meet the goals of the advisory program.

3. Expand training and support for advisors to fulfill the goals of the advisory program.

4. Strengthen standard communication practices among advisors, administrators, and parents.

18

ADVANCED PLACEMENT COURSES OFFERED

3,500+

MARKSMEN WHO ATTENDED THE PECOS WILDERNESS TRIP FROM 1972 - 2017

G OA L S F O R S T. M A R K ’S IV

2

FACULT Y & TEACHING Recruit, retain, and support the most qualified, talented, and effective faculty and professional staff.

Teachers are the core of the St. Mark’s community. Whether they lead a classroom, inspire an athlete, keep the campus clean and secure, or manage the business of the School, every employee at St. Mark’s is an educator and supports the development of our boys.

Ongoing learning, improvement, and growth are essential to continued excellence. When professionals arrive on campus, we must provide a nurturing environment, outstanding growth opportunities, and a community of support. The School is dedicated to sustaining its commitment to great teaching.

G OA L S F O R S T. M A R K ’S IV

2

FA C U LT Y & T E A C H I N G

To achieve this goal, we will: A

Provide a work environment that is rewarding financially and professionally.

B

Strengthen the faculty, staff, and administration evaluation process to encourage continual improvement and professional growth.

IMPLEMENTATION:

1. Provide faculty salaries that remain generally at or above the 90th percentile for all member schools in the National Association of Independent Schools with more than 500 students.

2. Strengthen and expand recruitment strategies to attract the most qualified and diverse candidate pool available.

3. Strengthen and expand new faculty and staff integration programs.

4. Strengthen and expand professional development programs to support continual improvement for all faculty and professional staff.

5. Review regularly faculty and staff benefit programs.

IMPLEMENTATION:

1. Design and compose a document that articulates the essential qualities of excellence in teaching at St. Mark’s.

2. Assess and strengthen the current evaluation process to achieve greater consistency across the School.

3. Provide supervisors with professional training in personnel management and communication skills.

4. Explore innovative ways to support the growth and development of faculty, staff, and administration, including but not limited to collaboration, peer coaching, action research projects, summer study grants, online training, off campus projects, etc.

For anyone who has a genuine passion for teaching, St. Mark’s is heaven.

– Joe Milliet

Thomas B. Walker III ’73 Mathematics Department Chair

G OA L S F O R S T. M A R K ’S IV

FA C U LT Y & T E A C H I N G

C

2

Improve the sharing of content, lesson plans, and teaching methods.

IMPLEMENTATION:

1. Develop a school-wide system for curriculum management.

2. Expand the use of the School’s internal network resources to increase collaboration among the faculty.

3. Develop a plan to capture and retain course content and faculty teaching methods.

4. Encourage and support teachers to explore innovative teaching methods.

5. Expand the role of the St. Mark’s Master Teachers as campus leaders and mentors.

37

FACULTY AND STAFF MEMBERS HAVE INVESTED 20+ YEARS AT ST. MARK’S

57

TEACHERS AWARDED PROFESSIONAL DEVELOPMENT GRANTS IN 2016 - 2017

86+

TEACHING FACULTY WITH ADVANCED DEGREES

759

APPLICANTS FOR 10 FACULTY OPENINGS IN 2016 - 2017

G OA L S F O R S T. M A R K ’S IV

3

E N R O L L M E N T, AC C E S S & AFFORDABILIT Y Assemble the most qualified student body from a broadly diverse pool of applicants who exhibit intellectual curiosity, strong character, and a desire to contribute to St. Mark’s in meaningful ways.

Marksmen bring to campus a wide array of perspectives and viewpoints. A dynamic learning environment encourages students to share their experiences and prepares them for an increasingly diverse society and a global economy.

At St. Mark’s, we treat one another with great care and respect, honoring our important differences while at the same time focusing on the common values and principles that unite us. We will continue to expand our outreach to find the best and brightest boys and endeavor to make it possible for them to enroll, contribute, and thrive.

G OA L S F O R S T. M A R K ’S IV

3

E N R O L L M E N T, A C C E S S & A F F O R D A B I L I T Y

To achieve this goal, we will: A

Evaluate and strengthen our admission practices to attract, enroll, and retain the most qualified students.

B

Increase the availability of financial support at St. Mark’s in order to enroll the most qualified students, regardless of financial need.

IMPLEMENTATION:

IMPLEMENTATION:

1. Broaden and increase our pool of applicants from across the greater Dallas area.

1. Substantially increase restricted and unrestricted endowment to strengthen the School’s commitment to admitting and supporting the most qualified students.

2. Ensure that each admitted student demonstrates strong academic potential and a commitment to St. Mark’s core values.

3. Seek to identify students with a wide variety of talents, strengths, and abilities who will thrive and contribute in our community.

2. Increase the available financial aid budget by at least fifty percent above current levels to support a greater number of students and families.

4. Expand the admission office outreach efforts to communicate with a wider range of prospective applicants.

3. Ensure that the financial aid program includes support for both tuition assistance and ancillary costs associated with student life and co-curricular opportunities.

5. Expand the annual assessment of progress toward strategic enrollment objectives.

4. Communicate all available funding opportunities more effectively.

5. Strengthen the annual and long-term evaluation of and reporting on financial aid initiatives.

St. Mark’s is much more diverse now than it was in 1977 when I first came here.

The School has certainly benefitted from this change by broadening our knowledge, understanding, and tolerance of people who are different. Experiencing differences enhances an education for becoming a servant leader and for creating a community rather than engendering divisiveness.

– Curtis Smith English Teacher G OA L S F O R S T. M A R K ’S IV

E N R O L L M E N T, A C C E S S & A F F O R D A B I L I T Y

C

3

Develop a long-term strategy to slow tuition escalation and improve access and affordability.

IMPLEMENTATION:

1. Research and identify additional ways that the School can manage the escalation of tuition while also maintaining the strength, depth, and support of programs and faculty.

2. Explore academic partnerships, corporate partnerships, online classes, and other collaborative learning opportunities designed to enhance the School’s programs, while also generating additional revenue or containing costs.

600+

APPLICATIONS FOR 2017-2018 FROM 250 SCHOOLS IN 16 STATES AND 14 COUNTRIES

15%

46%

98%

STUDENTS RECEIVING FINANCIAL AID

STUDENTS OF COLOR

STUDENT RETENTION RATE

G OA L S F O R S T. M A R K ’S IV

4

CAMPUS RESOURCES Design, sustain, and provide state-of-the-art facilities and grounds that support a variety of teaching methods and incorporate new technologies to enhance learning opportunities.

Students and faculty thrive when given the appropriate tools and environments to work, study, and create. A Harkness table or Smartboard can transform a classroom. Access to the latest technology can enhance the learning experience, foster creativity, and allow students to perform cutting-edge scientific experiments.

Our welcoming 40-acre campus, sustained through the endowment, includes seven major academic buildings, a nurturing Lower School, two libraries, comprehensive athletic facilities, a chapel and custom-built pipe organ, a fine arts center, and a 75,000 square foot state-of-the art science center and planetarium, which is scheduled to open in fall 2019.

The forethought of our leadership and the generosity of our community has provided the freedom for our boys to pursue their interests, our athletes and coaches to train for competition, and our faculty to expand their teaching beyond the classrooms.

G OA L S F O R S T. M A R K ’S IV

4

CAMPUS RESOURCES

To achieve this goal, we will: A

Strengthen and expand science and technology education through the construction of the Winn Science Center and the renovation of the McDermott-Green Physical Science Center.

B

IMPLEMENTATION:

1. Use the ISAS Self-Study for 2017-2018 to assess program and facility needs.

IMPLEMENTATION:

2. Develop a long-term plan for the renovation of space to support identified program needs.

1. Use new facilities, including the planetarium, greenhouse, and maker space, to inspire innovative research, instruction, and learning.

2. Expand interest and participation in all STEM-related fields by leveraging the use of cutting-edge laboratories, engineering facilities, and research spaces.

3. Strengthen Lower School science opportunities to include specialized instruction for boys in grades 1- 4.

4. Promote increased faculty and student collaboration to facilitate individual and group learning through intentional use of newly designed common spaces.

Examine programs and space use regularly to optimize long-term facility needs.

3. Address the space needs for fine arts and the library within the next five years.

C

Maintain a physical plant that is in excellent condition and that serves the needs of all programs.

IMPLEMENTATION:

1. Assess regularly the condition of all campus facilities.

2. Review sustaining fund policies and ensure that sufficient funds are available for both new and existing buildings.

3. Evaluate and update campus aesthetics periodically to provide spaces that inspire the St. Mark’s community.

4. Provide daily lunches that are healthy, nutritious, and widely appealing.

CAMPUS RESOURCES

D

4

Ensure campus safety.

IMPLEMENTATION:

1. Regularly assess and update campus security personnel, programs, and resources.

2. Revise and strengthen the crisis management plan to increase preparedness.

E

Expand technology infrastructure and tools to enhance teaching and learning opportunities for faculty and students.

IMPLEMENTATION:

1. Develop a long-range plan for technology use across campus.

2. Ensure that each faculty and staff member has suitably equipped facilities to meet programmatic needs.

3. Perform an annual inventory of software and hardware needs and develop a strategy for updating resources regularly.

Our faculty could teach anywhere, but having a world-class facility allows us to do science rather than just learn about science. – John Mead Eugene McDermott Master Teaching Chair in Science

G OA L S F O R S T. M A R K ’S IV

5

INSTITUTIONAL S T E WA R D S H I P Strengthen the financial foundation and governance of the School.

The iconic statue that stands in the Perot Quadrangle reminds the community that we stand on the shoulders of giants. St. Mark’s thrives today because of the forethought and dedication of generations of leaders beginning with Menter B. Terrill in 1906. Those visionary leaders established the School’s strong foundation, which affords today’s Marksmen the opportunity of an exceptional educational experience.

The Path to Manhood statue also symbolizes our obligation to provide care and continued excellence to future Marksmen. Each year, parents, alumni, Trustees, and friends, dedicate their time, talent, and resources to benefit Marksmen and others whom they will never know. The entire community shares the responsibility for ensuring that St. Mark’s continues to thrive for generations to come.

G OA L S F O R S T. M A R K ’S IV

5

I N S T I T U T I O N A L S T E WA R D S H I P

To achieve this goal, we will: A

Grow the School’s assets and resources while continuing to support the School’s existing and future programmatic, personnel, and facility needs.

B

In order to achieve the goals described herein, organize, launch, and complete a successful capital campaign to grow the School’s endowment by at least 50 percent above current levels.

IMPLEMENTATION:

1. Continue to manage the School’s endowment with a view to maintaining the real purchasing power of the Endowment Fund with a reasonable level of risk.

IMPLEMENTATION:

2. Continue to strive to have the St. Mark’s Fund support at least ten percent of the School’s annual operating budget.

2. Maximize the impact of philanthropy by engaging a broader group of donors across the St. Mark’s community.

3. Emphasize operational efficiency and effectiveness while maintaining the School’s commitment to excellence.

4. Significantly increase planned giving as part of the School’s advancement program.

Our Trustees share a love of St. Mark’s.

Like a family, we spend countless hours in meetings and at events contributing time and attention to the care of the School.

– Taylor Wilson ’81 President, Board of Trustees 2014 – 2016

G OA L S F O R S T. M A R K ’S IV

1. Define a comprehensive list of needs to address programmatic goals and opportunities.

I N S T I T U T I O N A L S T E WA R D S H I P

C

Expand parent and alumni engagement programs.

D

5

Maximize the effectiveness of the Board of Trustees.

IMPLEMENTATION:

IMPLEMENTATION:

1. Expand communication to parents, alumni, donors, and other friends of the School.

1. Increase the involvement of trustees in a broader range of activities, including long-term planning.

2. Expand engagement opportunities that strengthen affiliations with St. Mark’s.

2. Expand orientation programs designed to integrate and prepare new Trustees.

3. Review governance practices, with specific attention to meeting schedules, discussion format, service terms, and leadership succession.

91%

PARENT PARTICIPATION IN THE ST. MARK’S FUND IN 2016 -2017

55%

ALUMNI PARTICIPATION IN THE ST. MARK’S FUND IN 2016 -2017

4.1M

$

CONTRIBUTED TO THE 2016 -2017 ST. MARK’S FUND

133M

$

TOTAL ENDOWMENT AT CLOSE OF FY 2017

G OA L S F O R S T. M A R K ’S IV

6

CIVIC RESPONSIBILIT Y Strengthen St. Mark’s commitment to making a positive impact in the greater Dallas community.

St. Mark’s has long maintained a commitment to our second mission of purposeful engagement with the greater Dallas area. Each year, students invest thousands of hours in community outreach, from clothing drives and McDonald’s Week to tutoring at neighborhood schools and building Habitat for Humanity homes.

The School actively encourages and supports the civic involvement of all students and seeks to strengthen our contributions to the city of Dallas. It is imperative that Marksmen understand they are part of a larger community and play an important role in shaping the future. Today’s students will be tomorrow’s leaders.

G OA L S F O R S T. M A R K ’S IV

6

CIVIC RESPONSIBILIT Y

To achieve this goal, we will: A

Develop a broad community engagement strategy.

B

IMPLEMENTATION:

Develop curriculum for Upper School students to broaden their understanding of civic engagement and leadership.

1. Identify opportunities to support greater Dallas city initiatives.

IMPLEMENTATION:

2. Cultivate relationships with academic institutions and other organizations that share a similar commitment to the well-being of Dallas.

3. Review the community service program to explore opportunities to expand its impact.

1. Design new course offerings that prepare students for public service, civic leadership, and governance.

2. Encourage a regular and healthy public discourse among students regarding public policy issues and solutions.

3. Seek opportunities for students to become engaged in civic activities.

St. Mark’s prepares boys for life by educating their intellect, emotional responsiveness, experiences, and skills to lead their businesses, families, friends, and civic organizations as men. Character and leadership education provides boys with understanding of the highest goods in life and the skills needed to achieve those goods for themselves and everyone in their sphere of influence.

– Martin Stegemoeller Malcolm and Minda Brachman Master Teaching Chair

G OA L S F O R S T. M A R K ’S IV

CIVIC RESPONSIBILIT Y

C

6

Explore further opportunities to share St. Mark’s resources with public schools in the greater Dallas community.

IMPLEMENTATION:

1. Review and assess existing and possible DISD after-school programs and summer programs on the St. Mark’s campus.

2. Explore opportunities for greater involvement by St. Mark’s students and faculty in community engagement programs on and off campus.

19,000+

HOURS OF COMMUNITY SERVICE LOGGED ANNUALLY BY UPPER SCHOOL STUDENTS

200+

ALUMNI WHO SERVED IN THE UNITED STATES ARMED FORCES

2,500+

TEACHERS FROM MORE THAN 100 PUBLIC SCHOOLS HAVE ATTENDED THE BIENNIAL ST. MARK’S TEACHER INSTITUTE

G OA L S F O R S T. M A R K ’S IV

PLANNING COMMIT TEE

Goals for St. Mark’s IV is the result of thousands of hours of work from hundreds of community members, including students, parents, alumni, Trustees, faculty, staff, volunteers, and friends. We would like to express our sincere thanks to the many individuals who contributed to this important project.

Co-Chairs Katherine R. Crow Trustee, Parent of Alumni

Alan C. Schoellkopf, Jr. ’91 Trustee, Parent

Cynthia F. Smith Trustee, Parent of Alumni

A. Michael Warnecke ’87 Trustee, Parent

Jon L. Mosle III ’79 President, Board of Trustees, Parent of Alumnus

Helene C. Rudberg Former Trustee, Parent of Alumnus

Community Members Pallavi D. Chavda Former Trustee, Parent of Alumni

M. Dean Itani ’11 Young Alumnus

Drew Clancy ’84 Trustee

Amee M. Joshi Trustee, Parent

William D. Graue ’84 Trustee, Parent of Alumnus

Eric E. Kusin ’00 Trustee

Jeffrey S. Hillier ’76 Trustee, Parent of Alumni

Christen E. J. Lee ’96 Former Trustee

Vera R. Ingram Trustee, Parent, Parent of Alumnus

Fraser E. Marcus ’72 Trustee, Parent

Gjon N. Nivica, Jr. Trustee, Parent Elizabeth B. Perry-Miller Parent Karen S. Pollock Trustee, Parent

J. Carl Sewell III ’02 Trustee Abigail Williams Parent Taylor H. Wilson ’81 Trustee, Parent of Alumni

Veeral K. Rathod ’97 Trustee

Faculty Members John Ashton Associate Headmaster David P. Baker Director of Admission & Financial Aid, Parent of Alumnus Teri Broom Lower School Faculty, Parent, Parent of Alumnus David W. Dini Eugene McDermott Headmaster

D. Scott Gonzalez Faculty Senior Master, English & Humanities Teacher

John S. Mead Eugene McDermott Master Teaching Chair in Science

Martin F. Stegemoeller Malcom K. and Minda Brachman Master Teaching Chair

Scott Hunt Arnold E. Holtberg Master Teaching Chair

Paul A. Mlakar Director of Academic Information Systems, Math Teacher

Kurt J. Tholking Computer Science Teacher, Parent

Kathryn W. Mallick Lower School Administrative Assistant, Former Trustee, Parent, Parent of Alumni

Nicholas D. Sberna Humanities Department Chair

Marsha L. McFarland Green Master Teaching Chair

Mark Sullivan Athletic Director

Suzanne Townsend Director of Finance & Administration Bruce C. Westrate Nancy and Jeffrey Marcus Master Teaching Chair James R. Womack ’98 Director of Development, Parent

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