2018 STRATEGIC PLAN
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T AB L E O F CO N T EN T S 4
M iss ion and Phi lo so phy
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L ett er from t he Ch air m an o f t he Bo ar d
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L ett er from t he H e ad o f S c ho o l
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T h e Power of And
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T h e Wesl eya n Wa y
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Situat i on Ana lysi s
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K ey Cha llenges fo r We sle y an
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Sp e ci fic Recom m en dat io ns
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WESLE YA N SC HO O L 5 405 S p alding Dri ve, P e ac ht r e e Co r ne r s, G e o r g ia 30 0 9 2 WWW. WESL E YA NSC H OOL . OR G STRATEGIC PLAN | 2
“AND WE KNOW THAT IN ALL THINGS GOD WORKS FOR THE GOOD OF THOSE WHO LOVE HIM, WHO HAVE BEEN CALLED ACCORDING TO HIS PURPOSE.” ROMANS 8:28
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MISSION AND PHILOSOPHY OUR MISSION Wesleyan’s mission is to be a Christian school of academic excellence by providing each student a diverse college preparatory education guided by Christian principles and beliefs; by challenging and nurturing the mind, body, and spirit; and by developing responsible stewardship in our changing world. OUR PHILOSOPHY Wesleyan School is anchored in the Christian faith and acknowledges reliance upon God as Creator, Jesus Christ as Lord, the Holy Spirit as the Divine Presence in the world, and the Scriptures of the Old and New Testaments as the ultimate source of truth in all matters of faith and life. Believing that all children are uniquely gifted, the school offers a college preparatory program which challenges, nurtures, and strengthens all its students. The school community welcomes students of diverse racial, cultural, and religious backgrounds. Wesleyan seeks to develop in each young person a desire to learn and to become a good citizen in serving the local community and the world beyond. The programs at Wesleyan promote spiritual, intellectual, physical, and social growth. Through daily living, the school strives to create a community which exemplifies Christian values and demonstrates their implications for the individual and society. Because experience at home indelibly influences the spiritual and intellectual development and emotional health of each child, Wesleyan regards parents as essential partners in its educational endeavor. The school thus expects and values parental support of its foundational principles and goals. STRATEGIC PLAN | 4
To The Wesleyan Community,
DEAR WESLEYAN FRIENDS,
We begin with a look back. From Wesleyan’s 1995 Strategic Plan: “Wesleyan today courageously accepts the challenge to carry the school forward in its journey. The vision of the future is to become a challenging college preparatory school which supports and nurtures the whole person with Christian love and values. The Strategic The growth and development of Wesleyan stems from visionaries who dared to ask “What Plan set forth below defines the present status of the School and charts a course to enable thisGod, vision to become a is Your will for Wesleyan?” Throughout our fifty-year history, Wesleyan trustees, administrators reality.”
and parents have gazed forward and laid out plans for Wesleyan through strategic planning. The future in God’s hands; canremains only askthe forsame His will to beofdone for intervention our plans to in glorify His So much has is changed and yet sowe much because God’sand divine this journey. In kingdom. The spiritual foundation of Wesleyan’s faith and hope in God is revealed in this strategic 1995: accreditation, new facilities, unknown enrollment, financial resources for advancement, updated curriculum, plan. Fundraising efforts, program enhancements, andplacement spiritual were growth as always, the establishment of high school support programs such as college theshall, challenges of thebe era. In 2018: fruit of God’s blessings. financial resources through increased endowment for the sustainment of our mission, enhanced and upgraded facilities, Biblically inspired racial and ethnic unity within our community and managing the use of technology 2013-14 strategic planning process began with the completion of our 2012 School withinThe education and our culture are just a few of the challenges of today. Providing our administration, faculty and Improvement Planencouragement led by the administration andchallenges faculty. The through the staff with resources and to manage these willaccreditation always be theprocess foundation of Wesleyan’s Association of Colleges and Schools and theinSouthern ofJesus Independent future.Southern The spiritual foundation of Wesleyan’s faith and hope God and Association reliance upon Christ asSchools our savior was orchestrated the administration and faculty and to the in three October of 2012. was anchored in our 1995byStrategic Plan and remains integral in presented this strategic planboard twenty years later. The board engaged Independent School Counsel (ISC), led by Julie Robinson to conduct the daSpiritual growth of our students, fundraising efforts for sustainment and program enhancements shall, as always, of theinstrategic plan. ISC used qualitative and written survey results to inform be theta-gathering fruit of God’s phase providence our plans.
the strategic planning committee on the key issues facing Wesleyan as seen by the constituency.
The 2017-18 strategic planning process began with the completion of our 2017 School Improvement Plan led by the The strategic planning committee wasprocess co-chaired by Paul RobertsonAssociation and Danny Noadministration and faculty. The accreditation through the Southern ofStrickland. Colleges andInSchools vember of 2012 the board met to discuss and ratify our missionby statement as the basis the next and the Southern Association of Independent Schools was orchestrated the administration andfor faculty and strategic plan. They led the process in a weekend retreat in February of 2013. By the end of the presented to the Board in October of 2017. The board engaged Independent School Counsel (ISC) as we have in sessionstrategic a draft of the strategic plan was created. The the draft of the strategic plan compiledplan. and ISC our previous plans, led by Julie Robinson to conduct data gathering phase ofwas the strategic submitted to the trustees for discussion and refinement to produce the plan that you have today. used qualitative and written survey results to inform the strategic planning committee on the key issues facing The as administration implement and refine the strategies and recommendations over the next Wesleyan communicatedwill by the constituency.
five years while the board monitors and tracks the progress.
The strategic plan was compiled and submitted to the trustees for discussion and refinement to produce the plan I would like toThe personally thank the volunteers and members of the administration and over the that you have today. administration willmany implement and refine the strategies and recommendations faculty sacrificially gave of their time and next five yearsthat while the board monitors and tracks thewisdom progress.in the crafting of this strategic plan. Our
entire constituency of parents, alumni, students, and faculty participated by offering their input through the committee structure survey process. The process was enlightening for all parties I would like to personally thank the manyand volunteers and members of the administration and faculty that through the sharing and exchange of thoughts and ideas about Wesleyan, its mission and prosacrificially gave of their time and wisdom in the crafting of this strategic plan. Our entire constituency of parents, grams. A special thankparticipated you to trustees Paul Robertson Danny and Headmaster alumni, students and faculty by offering their inputand through theStrickland board committee structure and survey Zach Young for their leadership in the strategic planning process. process. The process was enlightening for all parties through the sharing and exchange of thoughts and ideas about Wesleyan, its mission and programs. A special thank you to trustees Mark Chapman and Danny Strickland, Our of mission has been ratified. The School Plan process. is in place and set for and Head School statement Chris Cleveland for their leadership in theImprovement strategic planning
implementation. The strategic plan provides a framework from which we can focus on God’s will movingplan forward. With your continued will continue to our thrive as an intentionally The strategic provides a framework from support which weWesleyan will rely on God’s will for sustainment. With your focused Christianand school providing our children theasenvironment andfocused programs to challenge continued participation backing, Wesleyan will thrive an intentionally Christian school and providing nurture their mind, body, and spirit. our children the environment and programs which “supports and nurtures the whole person with Christian love and values” – just as it did twenty three short years ago.
May God Bless You,
May God Bless You,
ROBERT E. BINION Board of Trustees Chairman ROBERT E. BINION Chair, Board of Trustees
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“BU T S E E K FIRST HIS K I N G D O M A ND HIS R I G HTE O U S NESS, AN D AL L T HE S E T HIN GS WI LL B E AD D E D TO YOU.” M A TT HE W 6: 33
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Dear Wesleyan Family, The opening line of the Wesleyan School mission statement establishes the priorities, climate, and culture of our beloved institution. By simply stating that, “we seek to be a Christian school of academic excellence,” Wesleyan has intentionally and deliberately set itself on a unique and difficult path. There is no question that it would be easier if Wesleyan’s goal was to only focus on being a Christian school; or, if we were a school that exclusively pursued academic excellence. However, we have purposefully chosen to fulfill a mission that the world tells us is inherently in conflict. We believe that faith and intellect are not mutually exclusive. Families, students, and faculty should not have to make a choice between an authentic, Christcentered institution and a vigorous pursuit of intellectual curiosity and rigor. While the school’s mission statement is a vitally important lens through which all short and long-term decisions are made, Wesleyan strives to be so much more than can adequately be conveyed in words. The hallmark of a Wesleyan education cannot solely be defined by a college preparatory curriculum, a robust extracurricular program, and Christian Life programs that exhibit vitality. Wesleyan should be a place in which children are given the space to dream. Wesleyan children should be challenged to push themselves further than they think they can go and take themselves to places that seem just beyond the grasp of their imagination. Wesleyan children should aspire to greatness, influence, creativity, and to be agents of change in the world. And because we believe that all children are created in the image of God, Wesleyan students should be released from the pressure to define themselves as the sum total of their accomplishments. Instead we believe they should be encouraged to live with the freedom of being a risk taker who is not afraid of failure, but emboldened by the confidence that can only be developed through persistence. Believing that life does not peak at the age of 18, we have no interest in only preparing children for college; we want to prepare them for life. We do not want them to simply survive; we want them to thrive. We do not want them to take on the world; we want them to change it. The school’s strategic plan that you will read in the pages that follow will reinforce our mission; however, we hope that it will also serve as a springboard for our children to dream…to reach…to aspire…and to fulfill their role in God’s never-ending story to change the world!
CHRIS CLEVELAND Head of School STRATEGIC PLAN | 7
THE POWER OF AND WE BELIEVE THAT OURS IS A SCHOOL THAT IS AUTHENTICALLY CHRIST-CENTERED and ACADEMICALLY RIGOROUS. WE BELIEVE IN THE EDUCATION OF THE MIND, BODY, and SPIRIT. WE BELIEVE THAT CHILDREN CAN BE CHALLENGED and NURTURED. WE BELIEVE IN THE VALUE OF HARD WORK and REST. WE BELIEVE IN TRAINING CHILDREN TO BE INDEPENDENT and IN ALLOWING CHILDREN TO DEVELOP IN AN AGE-APPROPRIATE MANNER. WE BELIEVE IN GOOD PARENTING and PARENTS WHO ALLOW THEIR CHILDREN TO FAIL, SO THEY CAN LEARN HOW TO DEVELOP PERSISTENCE. WE BELIEVE THAT THE CHALLENGING ISSUES OUR CHILDREN WILL FACE IN THE FUTURE WILL BE SOLVED BY LEADERS OF CHARACTER and INTELLECT. STRATEGIC PLAN | 8
THE WESLEYAN WAY WHAT WE STRIVE TO DO • Bring our Christian Mission to life in everything we do. • Have an overarching focus on the student experience, in and out of the classroom. • Expose our children to an outstanding, caring, motivated, Christian faculty and staff who are the core of the Wesleyan experience. • Equip our teachers with state-of-the art teaching tools and techniques, environment, facilities, and training/ professional development opportunities. • Prepare our children to succeed not only in school and college, but in life with all its diversity, opportunities, and challenges. • Achieve a balance of life and learning for our children, faculty, and staff. • Be respectful and good stewards of the resources God has provided, and maintain a stable, debt free financial environment. • Earn the confidence, respect, and love of our parents and other stakeholders and, in turn, their prayers, financial generosity, and emotional support.
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SITUATION ANALYSIS EXTERNAL • The Atlanta-area private school market is among the most competitive in the United States. • We are surrounded by a culture in turmoil with many difficult social issues. • College admissions is becoming more and more competitive, with ever rising standards for admission. • The world around us is diverse. • This competition and environment is a source of increasing stress and anxiety among many students and families. • The technology available for teaching and personal use continues to evolve rapidly. In addition, children continue to have access to and experience with different types of technology at earlier ages. • Long term trends in lower school applications and enrollment have been down in the past ten years nationally, mostly as a result of the financial difficulties over this period. STRATEGIC PLAN | 10
INTERNAL • In the past 22 years since its move to the current location and expansion to add a high school, Wesleyan has built a strong track record and reputation as an outstanding private school in the Atlanta area. • Wesleyan has further distinguished itself as authentic and Christ-centered. • Wesleyan has built a remarkable campus during this period, thanks to over $130,000,000 in generous donations, allowing Wesleyan to be 100% debt free. • Tuition is competitive with other top Atlanta schools – higher than some, lower than some – and 100% of tuition goes directly to fund a child’s education. Since tuition covers only about 90% of the cost to run the school (typical of similar private schools), the balance of the cost is covered by donations to the Wesleyan Fund. Monies to fund financial aid also come from the Wesleyan Fund, as well as from the Wesleyan endowment. • In parallel, Wesleyan has attracted and nurtured an outstanding, Christian faculty and staff, supported by an unsurpassed benefit program, to deliver the Wesleyan experience in and out of the classroom. • The school is now transitioning to be a robust and established institution, after years of rapid expansion and building. • Wesleyan completed a very successful leadership transition in 2014 from Zach Young, who led the school for our first 18 years, to Chris Cleveland. • Retention among Wesleyan students is very high (96% in 2017) for all grades and above the independent school national average, indicating a high-level of satisfaction and commitment among existing families. • Enrollment for kindergarten has trended lower in the past few years, similar to other private schools across the nation, but rebounded to historical norms in Fall 2017. STRATEGIC PLAN | 11
KEY CHALLENGES FOR WESLEYAN While currently there are no known critical risks to Wesleyan’s operations or reputation, we are mindful there are always opportunities to make Wesleyan better in God’s eyes and assure its long-term success. These include: • Maintaining focus on Christian principles amidst challenging cultural issues in our society. • Sustaining applications and enrollment momentum over time, particularly in the lower school, with robust marketing programs and an outstanding communications strategy with our supporters, stakeholders, prospective families, and students. • Continuing to evolve the standard of academic excellence while balancing the quality of the student and faculty experience, with particular attention to the issues of stress, workload, competitive imbalance, fairness, and bullying. • Inspiring the passion to continuously improve and the spiritual perspective to keep us on track, when the school is quite successful in all usual respects. • Continuing to transition Wesleyan from years of rapid growth in facilities and student population, to a mature institution which is prepared for sustained success. • Continuing to build a diverse and unified environment that reflects the Kingdom of God and inspires us all to be better. • Building the endowment in order to provide the necessary funding for additional and sustained financial aid for qualified students who otherwise could not attend Wesleyan.
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“WHERE YOUR TREASURE IS, THERE YOUR HEART WILL BE ALSO.” MATTHEW 6:21 STRATEGIC PLAN | 13
SPECIFIC RECOMMENDATIONS
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We believe Wesleyan is in good health and no significant changes in strategy are indicated. The vast majority of programs should and will be continued as appropriate. There are, however, many specific recommendations which can further improve our school. Our objective for all recommendations is that they contribute in some measure, directly or indirectly, to furthering both the overall elements of our mission: (1) being an authentic Christian school and (2) providing a superior college preparatory education.
CULTURE • Better prepare our students and graduates to successfully deal with the world they encounter after Wesleyan, in college and beyond, by strengthening their spiritual and academic foundation and equipping them to understand the breadth of diversity, experiences and cultural challenges ahead. • Focus on providing the best possible total experience for Wesleyan students, consistent with our Christian mission and an unsurpassed college preparatory curriculum, and inspiring students to succeed for life. • Maintain the Wesleyan tradition of promoting respectful behavior in our children, such as: - Looking people in the eye when conversing. - Saying sir and ma’am when talking to adults. - Showing respect for all adults. - Fostering a welcoming environment for all new students, including students of different cultures and races. • Intentionally strive to identify and eliminate unhealthy dynamics in the school (such as bullying, inconsistent opportunities, preferential treatment, etc.), and make sure all students feel safe in the Wesleyan environment. • Strengthen the total student support system to address the factors in a high achievement environment which can sometimes lead to undue stress on students (e.g. school/life balance and homework requirements), particularly with high loads of AP courses. • Find more ways to emphasize character development and social emotional learning as part of the total learning experience. • Record and celebrate the legacy, miracle beginnings, and history of Wesleyan, including engaging Wesleyan students to help capture events at school.
DIVERSITY • Continue to expand our diverse community as an extension of our Christian mission that is rooted in the Gospel of Jesus Christ. • Affirm our continued emphasis on creating a diverse and unified community that reflects the beauty of God’s creation. • Actively seek to increase the racial diversity of our Board of Trustees, administration, faculty, staff, and student body. • Continue to create a community-wide culture that is welcoming and inviting to people who are diverse in race, culture, socio-economic status, and giftedness.
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FACULTY AND STAFF • Maintain a robust combination of programs, practices, and initiatives to attract, motivate, develop and retain an outstanding, Christian faculty and staff who have a caring heart for the mission and our students. • Place additional focus on balancing the range of demands on the faculty and staff, including course loads and extracurricular activities, to assure fairness and best outcomes for students. • Assure fair and balanced treatment across all faculty and staff regarding all management practices, including pay, benefits, rules, accountability, distribution of responsibilities, etc. • Periodically review the faculty fellows program to assure it remains competitive in attracting desired candidates.
ACADEMICS • Continue to review and strengthen the curriculum, programs, and teaching approaches to assure we maintain the best possible learning experience for all students, to prepare them for success in college and beyond, including: - Identifying and incorporating leading edge programs (such as coding and STEM initiatives). - Offering courses in skills required for success in life (e.g. personal finance, keys to career success). - Finding space in the academic calendar to teach additional desired courses. • Nurture the gifts and support the learning differences of all students while maintaining current admission and academic standards. • Review innovative ways to invigorate Bible classes, particularly for juniors and seniors.
“DO NOT MERELY LOOK OUT FOR YOUR OWN PERSONAL INTEREST, BUT ALSO FOR THE INTERESTS OF OTHERS.” PHILIPPIANS 2:4
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• In addition to the parent portal, provide more education and feedback for parents on important academic matters such as AP courses and requirements, grading standards, academic rigor, homework expectations, tutoring opportunities, enrichment opportunities, curriculum changes and college advising and placement. • Provide more parent education opportunities which address social and emotional issues faced by today’s students. • Evaluate the college advising office and consider opportunities to expand the level of service and communication to students and parents.
ARTS • Assure that all K-12 students have an opportunity to explore the arts and participate in key artistic programs to promote their God given creativity and provide critical support for key arts endeavors, including the extracurricular fine arts programs. • Continue to invest resources to maintain and improve our excellent arts facilities to stay competitive and promote balance across the school.
ATHLETICS • Upgrade selected athletic facilities to ensure we remain competitive in the marketplace. • Contingent on additional campus facilities to house the programs, evaluate opportunities for adding Lower School and Middle School teams on campus and provide the resources to support the personnel to manage these programs. • Continually seek new and innovative ways to use athletics to further the school’s Christian mission.
“MY DAUGHTER SAID THAT THE ENVIRONMENT AT WESLEYAN HAS MADE HER THINK MORE ABOUT HER RELATIONSHIP WITH GOD. SHE SAID THAT BEING AT WESLEYAN WHERE EVERYONE PRAYS, WORSHIPS, AND PUTS JESUS FRONT AND CENTER HAS INSPIRED HER TO WANT TO GROW CLOSER TO GOD.” MIDDLE SCHOOL PARENT STRATEGIC PLAN | 17
“WHATEVER YOU DO, DO YOUR WORK HEARTILY, AS FOR THE LORD RATHER THAN FOR MEN.” COLOSSIANS 3:23
CAMPUS • Maintain existing grounds and facilities in a manner that reflects God’s glory and good stewardship of His gifts. • Develop and complete plans for the next phase of Wesleyan’s growth and development. • Increase the capacity of the lunchtime seating and food service operation for middle and high school, without a reduction in food quality or experience.
TECHNOLOGY • Focus on preparing students with forward-looking technology and computer skills required for the challenges of college and the careers beyond (including internet safety skills). • Continue close collaboration and integration of efforts of the Technology Department and the Instructional Technology Team. • Consider a formal collaboration with like-minded, non-competitor schools on best practices for utilizing technology. • Provide robust training for teachers on ways to integrate new and evolving technology skills into their lessons and assignments.
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SECURITY • Maintain an uncompromising standard of safety for our children and all Wesleyan personnel, families, and guests while on campus and during activities off-campus, with an in-depth security review at least every two years.
CHRISTIAN LIFE • Maintain commitment to growth in the scope and excellence of programs in service, missions, a discipleship, and worship aimed at deepening community members’ relationships with Christ and with one another. • Continue the practice of promoting a Christian life theme throughout the school year to help encourage unity across the campus. • Continue to promote and improve the Wesleyan mission trips program and make trips available to as many students as possible, while maintaining the Christian spirit and safety for our children. • Affirm the JOY (Jesus, Others, Yourself) goal and motto, with the objective of invigorating the spirit of JOY and expanding its breadth to include other important dimensions, such as diversity.
“BE DOERS OF THE WORD, AND NOT HEARERS ONLY, DECEIVING YOURSELVES.” JAMES 1:22
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• ENROLLMENT AND MARKETING • Adjust target total school enrollment from 1,155 to 1,200 with continued committment to small class sizes to optimize student learning. • Continue to strengthen and improve the marketing efforts aimed at getting Wesleyan’s distinct message out to the community and target audiences, with particular focus on refining the core messages and targeting potential lower school and other families who embrace Wesleyan’s mission. • Implement a Parent Ambassador Program to harness the efforts and talents of a broader number of parents in developing a relationship with a variety of groups of current and prospective parents. • Continue to selectively leverage the busing program into targeted neighborhoods with significant populations of likely Wesleyan families. • Continue to expand and leverage the summer and after school enrichment programs.
FINANCES • Maintain Wesleyan’s status of being 100% free of external debt to maintain independence and integrity of the mission. • Seek increased sources of sustainable revenue, targeting alumni pledges, planned gifts and specific opportunities such as the school store. • Build sufficient budget flexibility to adequately address maintenance of our campus on an ongoing basis.
“ASK AND IT WILL BE GIVEN TO YOU; SEEK AND YOU WILL FIND; KNOCK, AND IT WILL BE OPENED TO YOU.” MATTHEW 7:7
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• Maintain sufficient financial and investment acumen on the Finance Committee to assure strong and prudent management and oversight of the school’s resources. • Maintain a modest and predictable rate of tuition growth in an environment of significant cost pressure.
DEVELOPMENT • Expand efforts to educate stakeholders on the school’s financial needs and to encourage joyful giving. • Increase focus on building the endowment, particularly in reference to the ability to provide adequate and continued levels of financial aid, especially as part of the next capital campaign. • Develop strategies for maintaining high participation and giving to the Wesleyan Fund, including during times of periodic capital campaigns. • Continue to deepen and strengthen relationships with relevant foundations in order to minimize any disruption with the retirement and transition of key personnel. STRATEGIC PLAN | 21
STAKEHOLDERS • Enhance the relationship with the growing base of Wesleyan alumni to solidify and maintain their sense of belonging to the Wesleyan family. • Continue the Head of School’s active communication outreach to parents to promote better informed parents and an enhanced sense of partnership. • Maintain a strong relationship with relevant foundations to keep them up to date on Wesleyan’s story. • Continue a healthy relationship with the Parent’s Club, the Alumni Association, the Wolf Trackers, and the Arts Alliance in order to provide encouragement, support, and alignment. • Proactively seek opportunities to engage with the external community, Peachtree Corners, and the greater Metro Atlanta area.
GOVERNANCE • Maintain the existing, successful overall structure of the Board of Trustees, Committees and related structures and processes, with refinements as the Board deems appropriate. • Continue to practice the current Trustee selection process, with particular emphasis on diversity, trustee orientation, and the overall skill profile of the Board. • Develop a plan to retain and appropriately utilize the institutional knowledge that is held by long time current and retired trustees. • Implement an annual review of progress against the strategic plan recommendations in March of each year, coordinated by the Strategic Planning Committee, and report the results of this review to the Wesleyan community. • Assure appropriate oversight for the school’s leadership through support, evaluation, motivation, adequate staffing, and nurturing of the Head of School. • Conduct a review of how current and future technology will affect governance of the school, with appropriate recommendations if indicated.
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“WHEN SOMEONE HAS BEEN GIVEN MUCH, MUCH WILL BE REQUIRED IN RETURN; AND WHEN SOMEONE HAS BEEN ENTRUSTED WITH MUCH, EVEN MORE WILL BE REQUIRED.” LUKE 12:48
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PSALM 24 THE EARTH IS THE LORD’S AND THE FULLNESS THEREOF; THE WORLD AND THEY THAT DWELL THEREIN, FOR HE HATH FOUNDED IT UPON THE SEAS, AND ESTABLISHED IT UPON THE FLOODS. WHO SHALL ASCEND INTO THE HILL OF THE LORD? OR WHO SHALL STAND IN HIS HOLY PLACE? HE THAT HATH CLEAN HANDS, AND A PURE HEART; WHO HATH NOT LIFTED UP HIS SOUL UNTO VANITY, NOR SWORN DECEITFULLY. HE SHALL RECEIVE THE BLESSING FROM THE LORD, AND RIGHTEOUSNESS FROM THE GOD OF HIS SALVATION. THIS IS THE GENERATION OF THEM THAT SEEK HIM, THAT SEEK THY FACE, O JACOB. LIFT UP YOUR HEADS, O YE GATES; AND BE YE LIFTED UP, YE EVERLASTING DOORS; AND THE KING OF GLORY SHALL COME IN. WHO IS THIS KING OF GLORY? THE LORD STRONG AND MIGHTY, THE LORD MIGHTY IN BATTLE. LIFT UP YOUR HEADS, O YE GATES; EVEN LIFT THEM UP, YE EVERLASTING DOORS; AND THE KING OF GLORY SHALL COME IN. WHO IS THIS KING OF GLORY? THE LORD OF HOSTS, HE IS THE KING OF GLORY. *Recited at each chapel by the entire student body STRATEGIC PLAN | 24