Seek Boldly - Strategic Plan for Episcopal School of Jacksonville 2018-2023

SEEK

BOLDLY the

STRATEGIC PLAN for

EPISCOPAL SCHOOL of JACKSONVILLE 2018-2023

EPISCOPAL SCHOOL of JACKSONVILLE

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Dear Episcopal Community: Over the past year, through the talents and commitment of our committee members, we completed a comprehensive strategic planning process. We were able to successfully build upon the strong foundation established by our prior strategic plan and all the good work completed in the past. The strategic planning process made clear our strengths as a college preparatory school: At Episcopal, our students are able to find their passions while being encouraged, challenged, inspired and most of all, loved.

Who students become while on our campus is shaped by the extraordinary opportunities our Four Pillars provide: students explore their faith, play a sport, participate in the arts and work in service to others, all while discovering their abilities in the classroom. After graduation they find success because of who they are — not what they are; that is, as lifelong learners enabled with the skills to flourish in a quickly changing world who also live out the deep understanding they have of their responsibility to others.

While the strategic plan emphasizes our strengths and reaffirms our commitment to them, we also boldly look to the future of our school. Made evident through the strategic planning process was the necessity of concentrating on supporting a greater culture of innovation, promoting our unique value proposition, enhancing the diversity of our community in all forms, as well as growing a culture of philanthropy in order to create institutional sustainability in a way that the value of an Episcopal education is not diminished. We must develop action steps and be intentional in our drive toward these goals.

We are thankful for the hard work of many individuals in leading us through this process: faculty and staff, parents, alumni and Board of Trustees members. Extensive feedback via survey and exceptional discussion have helped frame the focus of the plan. You spoke, with a deep love for our school, about your concerns and hopes, the very value of an Episcopal education — and we have listened carefully.

After a careful distillation of your inputs and a thorough analysis of our opportunity, we are pleased to share this inspiring and missional map of our future with you. Our 2018-2022 strategic plan, Seek Boldly, stays true to our foundation while upholding our standard for excellence in all we accomplish as a Four Pillar school dedicated to creating leaders and “doers of good,” based in the Episcopal tradition.

Sincerely,

David C. Hodges ‘90

The Rev. Adam S. Greene

Chairman

Head of School

Board of Trustees 2

EXECUTIVE SUMMARY

Over the past year, the ESJ

This will allow and inspire each student to find his or

community has been involved in

her own passion, both in and outside the classroom.

a strategic planning process. It has

ESJ has built an excellent reputation as a leading college

been a significant effort in which our

prep academic institution, while providing a safe and

Board of Trustees, Head of School,

supportive community environment. We will build

faculty, staff, parents and alumni

upon that position and advance our capabilities in a

have participated in developing the long-term vision for

number of areas.

the school. Our new strategic plan outlines key initiatives

The world is constantly changing and the questions

that build on our core mission and success, and charts

we face in society and in the workplace are becoming

a course that will take us to new levels of excellence across the Four Pillars of academics, arts, athletics and an inclusive, Episcopal faith-based community. By educating our students to realize “who” they are to become, and not “what” they are to become, Episcopal will provide the resources and environment to allow students to thrive in the classroom, around campus, at their colleges of choice and in the global community beyond.

increasingly complex. In the future, ESJ graduates will experience a more global and technologically connected world, will require an evolving set of skills and competencies, and will be presented with a diverse set of new opportunities. We must ensure that we prepare our students to flourish academically, as individuals and as members of a community. Our key strategic initiatives are focused on providing a learner-centered experience,

Our Strategy: Ensure that ESJ is the leading college

enhancing how we educate

preparatory school in the Northeast Florida region,

and engage our students, while

and a national educational thought leader, through

maintaining ESJ’s core mission and

investment in distinctive capabilities that will help

Episcopal-based Christian faith that

each student reach his or her full potential.

welcomes students of all beliefs.

Key themes underpinning our strategic plan are:

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Reaffirm

Build

Invest

Instill

Promote

Our commitment to the ESJ Mission Statement and Vision of an Episcopal, faith-based college preparatory institution

Upon our current strength as a Four Pillar institution

In capabilities that will enhance our students’ educational experience, character development and preparedness for a global and connected world

A culture of innovation, creativity and leadership across our faculty, staff and students

An inclusive community that welcomes all forms of diversity, provides a safe and supportive environment and instills a serviceoriented mindset

The strategic plan is a reinforced commitment to academic excellence, student engagement in the arts and athletics, and an exploration and deepening of each student’s individual faith within the school community. The plan is also an intentional effort to build on our strengths and innovate in ways that keep our pursuit of educational excellence progressive and dynamic. ESJ will achieve this through the following strategic goals:

I

Academic Programs –

II

Fine Arts –

SEEK STRENGTH BOLDLY

III

Athletics –

SEEK UNDERSTANDING BOLDLY

IV

Faith, Character & Culture –

V

Sustainability & Governance –

VI

Identity, Marketing & Reputation Growth –

SEEK KNOWLEDGE BOLDLY

SEEK SELF-EXPRESSION BOLDLY

SEEK POTENTIAL BOLDLY SEEK DISTINCTION BOLDLY

Lead in the areas of learner-centered instruction and student connectedness to develop the broader skills required for graduates to be successful in the most selective colleges and universities and in their chosen fields beyond school (lifelong learners)

Expand the opportunities and awareness of Fine Arts programs to further students’ overall development and ESJ experience and further integrate Fine Arts programs into the community life of the school

Build upon our recent facilities investment and current strengths in our programs to drive a sports culture marked by high participation and team success at the highest levels

Invest in key areas of our community to help our students deepen and explore their own faith, develop an ethos of servant leadership, enrich their character development and broaden their perspectives as ESJ graduates

Ensure we have human and financial capital to support the plan implementation

Market ESJ effectively to better define and amplify our outstanding value proposition and engage as an institutional thought leader across key topics

Additional Strategic Explorations

ESJ will seek to achieve these goals within a challenging, inclusive environment, characterized by an outstanding and committed faculty, staff and students. It is imperative that we continue to attract and retain the most passionate and qualified educators who understand learner-centered strategies, are forward-thinking, and have an innate understanding of differentiated learning styles. It is also critical to our mission that we not only provide excellent opportunities across academics, arts, athletics and faith/culture, but also that every student has both the opportunity and support to engage across the Four Pillars in a way that best enables each to find his or her passion. Finally, success of the plan is dependent on ESJ’s ability to positively contribute to the character development of each graduate; how they view themselves, how they view the world, their role, and the ability to make a positive impact.

This plan represents the culmination of a comprehensive planning process and serves as the direction of the school for the next five-year planning horizon.

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ACADEMIC PROGRAMS

We will continue to focus intensively on the learner and the instructor, with the aim of helping our students unlock the potential to compete and thrive in academic and real-world settings.

E GOAL ESJ will be recognized as a leader in the area of learner-centered instruction to better equip graduates with critical skills required for success.

We will lead in student connectedness to global and societal matters. Classroom dialogue and engagement, readings and technology will all aid this important goal. We will attract, retain and develop top faculty, will expand our pedagogical methods to emphasize critical thinking, collaborative problem solving, creativity and cogent communication, and will facilitate every student’s ability to reach his/her own academic potential and discover their own areas of passion or specialty.

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E STRATEGIES Implement More Learner-Centered Strategies – Learner-centered teaching has the student as the focal point of the classroom instruction, and results in higher classroom engagement from each student. Research supports that learner-centered approaches expand the opportunity for students to both master the course content and develop additional skills such as critical thinking, problem solving and communication. We will continue to focus time and resources to enhance our capabilities in learner-centered instructional strategies by: Expanding professional development and leveraging existing learner-centered research E Providing resources, tools and support for expansion of current or adoption of new instructional approaches E Ensuring we have a culture of innovation to foster trial of new ideas E Extending learner-centered strategies across more departments, more sections and more faculty E

Invest Continuously in Faculty Development – Faculty is the key to delivering academic excellence at ESJ. We will build upon our strength of a superb team by ensuring that we attract, retain and develop faculty and staff to best serve the ESJ community.

Our faculty will be well versed in the course materials, will understand different student learning styles and how to best educate each student, will utilize technology effectively and will expand usage of learner-centered approaches We will provide resources necessary for our faculty to succeed in a more learner-centered environment E We will provide timely and constructive feedback to ensure exemplary performance. This will ensure that our faculty will continuously improve and develop highly effective teaching styles E

Balance a Classic Liberal Arts Curriculum with Forward-Thinking Best Practices – ESJ will continue to offer the traditional course curriculum of regular/honors/AP classes across math, science, literature, history, language and the arts. We will periodically perform curriculum reviews to ensure we have adequate course offerings. We will enhance the student academic experience by: Focusing on the academic advisory and college counseling connection to ensure each student can chart an academic path that both meets the school’s requirements and positions each student to fulfill his or her college choice aspirations E Ensuring we have relevant STEAM (Science, Technology, Engineering, Arts, Math) courses for students going deep into certain topics. This could include partnerships with other institutions, including the possibility of online or distance learning E Expanding interdisciplinary courses. We will focus on developing curriculum which crosses disciplines as a way to integrate students’ learning and provide more comprehensive course materials E Creating an experiential learning platform. As the world becomes more culturally diverse, ESJ students will be able to engage in both local and global experiential learning opportunities E

Incorporating Leading-Edge Technologies Appropriately – The appropriate use of technology will play a larger role at ESJ over time. We will leverage technological advances thoughtfully and intentionally, as tools for enhanced teaching and learnings.

 The Learner-Centered Difference Learner-Centered EXPE RIE N S

KNOW LE DG E

Teacher as Instructor

Teacher as Facilitator

N TIO RA

CE

Teacher-Centered

KNOWLEDGE

EXPERIENCE

COLL AB O

SK ILL

At ESJ, the mastery of subject matter is only one dimension of the educational process. Our goal is to equip our students with lifelong skills such as critical thinking, extemporaneous speaking and civil discourse. These are the outcomes of a learner-centered pedagogy. While we are already a leader in these approaches through our practice of the Harkness Method, our use of advanced technology and our recent move to missionbased scheduling, Seek Boldly calls for wider implementation of techniques that position our students as initiators of their own learning process.

Students as active navigators, inquiring and deriving meaning

Students as passive listeners

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ARTS

As the skills and life lessons of the arts become more relevant and critical than ever to life and vocational success, we will elevate and expand how the arts impact our entire school community.

E GOAL To build upon the excellent reputation and talents of our Fine Arts program to increase student participation and to further integrate the Fine Arts Pillar into the overall student experiences. We will be distinguished among our peers through our high quality offerings, faculty and capabilities across the Fine Arts programs, our support and guidance to our students to allow for them to follow their passions within the school experience, and our ability to assist students to pursue the arts after ESJ. We have an opportunity to help more students discover the arts and work beyond the current curricular requirements, including, but not limited to, studying at the college and university level.

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E STRATEGIES Attract, Retain & Develop the Finest Arts Faculty – Ensure that we attract and retain top faculty across our programs and provide them with adequate training and development opportunities. This will also include pursuing the appropriate partnerships externally to access top level instructors

Expand Exposure to and Engagement with the Fine Arts – Explore opportunities to increase student participation in the Fine Arts programs beyond the required curriculum Increase awareness and initiate outreach activities to educate and promote the benefits of Fine Arts programs as to their capacity to develop valuable life skills (e.g. creativity, leadership, presence, teamwork, public speaking) E Continue opportunities to showcase talent to support the appreciation of, and exposure to, the arts E Create new and expanded opportunities for students to engage within the Fine Arts program E Continue and enhance our Middle School students’ exposure to the arts E

Broadening Participation & Curriculum Integration Self-Confidence

Social Engagement Societal and Workplace Skills

Communication Skills

Improve Integration of Arts into the ESJ Community (and within the Fine Arts Programs) – Strengthen an environment that provides balance, flexibility and access to the arts E Provide opportunities to integrate the arts more seamlessly into student and community life, through both curricular and extracurricular programs E

Further Strengthen College Counseling for Students Pursuing Fine Arts at the Next Level – Increase our expertise and guidance with respect to college counseling in support of students who want to pursue the arts after ESJ

Align Facility Excellence with the Diversity of Our Fine Arts Program – Ensure that the quality of and access to facilities matches the growth and diversification of Fine Arts programs

 Expanding the Stage The ESJ Fine Arts Pillar has been a hallmark of excellence for decades and our facilities are unrivaled. Still, we see the opportunity to invite more students into the arts to experience the joys of performing and creating, and also learn the life skills that the arts impart. Seek Boldly will endeavor to do this and further integrate the arts into our curriculum and classroom discussions, parallel to performances and exhibits on campus.

Creative Expression 8

ATHLETICS

We will strike the vital balance of providing every student the opportunity to participate and learn the life lessons of sports, but also competing for championships at the highest levels of our programs.

E GOAL To enhance an environment of excellence, known for our ability to help our student athletes reach their full potential athletically, and to succeed in the classroom and within the ESJ community. We are committed to the personal development and well-being of our student athletes, coaches and staff, as all can learn the benefits of teamwork, self-discipline, personal responsibility and the joy of achievement. We aspire to achieve success at the highest levels of competitive athletics consistent with our resources, and to provide the appropriate level of resources across facilities, personnel, equipment and research.

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E STRATEGIES Make Opportunities Available for Every Student to Learn the Life Lessons of Sports –

Align Community Perceptions with the Reality of Our High Caliber Sports Program –

It is important for our students to experience team sports and discover new passions. We will maintain participation opportunities for all students through our no-cut Middle School policy, and will continue to focus on life skills development through sports

The majority of ESJ teams enjoy winning records and we have made a significant investment in our athletic programs across two campuses and among our fine staff. We will leverage our outstanding facilities, coaches and commitment to athletics to attract the student athletes who would be welcomed additions to the ESJ community

Ensure that coaches, staff and student athletes exemplify the positive behaviors and character traits we expect at ESJ E Emphasize and instruct the skills such as leadership, self discipline, humility and teamwork that will serve our students well beyond high school athletic venues

E

E

Expand Plans, Resources and Accountability Measures for Program Excellence – Provide program directors and varsity coaches the necessary resources to attract the student athletes and ensure accountability for long term competitive, winning programs Increase our program building activities (camps, outreach, off season programs, community involvement, proactive program building) E Create multi-year plans for our athletic programs to ensure competitiveness at the highest levels E

Communicate an expanded message around ESJ athletics to highlight our history of success, investments, coaches and teams, and our intent to win at the district, region and state levels E Re-engage our current ESJ community and our alumni to rediscover ESJ athletics and its commitment to allaround success

Align College Counseling and Coaching to Support Elite Athletes Seeking to Play College Athletics – Many of our student athletes continue their sports careers beyond ESJ. In concert with our coaching staff, we will develop an expertise within College Counseling specifically designed to nurture college-capable athletes, guide them toward next-level opportunities and support them during the college recruiting and selection process

 Athletic Success Triad Championships

Life skills & Lessons Participation

Following the Lead The Way capital campaign, we are proud to have some of the finest athletic facilities in Northeast Florida, including the dedicated, 28-acre Knight Sports Campus. These facilities, combined with the quality of our coaches and the breadth of our programs, position the school for an even higher level of sports success. Our priorities will be character development, wide participation and winning consistently at the higher levels. Our culture of excellence and achievement will extend to the playing field, and we will build resilient young people in the process.

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FAITH, CHARACTER & CULTURE

We will be a national model of faith-based secondary education that, while centered in the Episcopal tradition, welcomes, celebrates and engages the faith of students from a variety of religious backgrounds.

E GOAL ESJ will be distinguished as the school that develops the whole student in deeper ways than most schools proclaim. We will enrich the overall experience and character development of our students and broaden their global awareness and perspective as they leave ESJ. We will do this by improving our ability to expose, educate and encourage participation in the key areas of our community. We will be a nationally recognized leader as an inclusive, faith-based institution, one that maintains our Episcopalian framework, while welcoming, respecting, celebrating and engaging all of the religious beliefs that exist within our community. Experiencing the core elements of our community — diversity and inclusiveness, spiritual growth, living our Honor Code, achieving selfawareness and self-acceptance (who you are, not what you are) and maintaining personal well-being — ­ are critical to the development of our students. We will incorporate these themes into the students’ daily campus lives.

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E STRATEGIES Develop a Vision – or Portrait – of the ESJ Graduate, Defining the Character Traits We Instill –

Use the diversity we have to cross-educate our community on the perspectives of others. We will create tangible opportunities to bring groups together in the spirit of sharing experiences, beliefs and cultures E Align our trustees, faculty and staff to better represent the diversity of our student population E

To more specifically call out the character traits of the model ESJ students, we will create a Portrait of a Graduate.

Through the work of a task force comprised of faculty, staff and students, the Portrait will represent the skills, morals, behaviors and sense of self that we aspire to impart upon our students. This will help illustrate the value of ESJ beyond the classroom learning

Continuously Expand and Affirm Our Historical Bonds with St. John’s Cathedral Further Commit to Peer-to-Peer Accountability –

Elevate the Honor Code to a Widely Held, Cultural Belief System –

The benefits that peer-to-peer accountability can bring to each individual and to the school community are significant, and we will increase opportunities and expectations in this area

The Honor Code represents the behaviors we expect and require of each student. We have the opportunity to renew our focus on the Honor System as the backbone of our ESJ culture, and improve upon our practices of communication, accountability and enforcement

Institute a Student Health, Safety and Well-Being Platform –

Review Honor Code definition Migrate from an Honor Code (specific actions) to an Honor System (belief system) E Ensure our practices and policies are effective, objective and discrete in its handling of violations E E

The health, safety and well-being of our students are critical to our success as a school. Students’ vulnerability to personal risk factors continue to escalate, from physical (drug/alcohol abuse), to emotional (stress, depression, anxiety), to social (cyber bullying). We will institute a Health, Safety and Well-Being platform that will be progressive in the areas of education, deterrence and accountability. We will invest in the appropriate resources to be the leader in the area and create a model for others to follow

Be Intentional About Building an Increasingly Diverse Culture and Organization – ESJ is a welcoming and inclusive institution. To ensure every student has the same opportunity for a positive ESJ experience, we must be effective in how we guide and manage our campus environment. With that in mind, we will: E

Increase professional development with our faculty and staff to raise awareness and effectiveness in managing a diverse community

 Pursuing a Fullness of Life

Higher Purpose WHO AM I?

Faith & Reason BOLDLY EPISCOPALIAN

HOW SHALL I LIVE?

Respect for Self & Others, Honor System

Student Health, Safety & Well-Being

Religious & Ethnic Diversity

WHY AM I HERE?

WELCOMING & INSPIRING TO ALL

WHAT CAN I CONTRIBUTE?

All communities are a collection of individuals who come together for a common mission. Our community should be an environment in which students of varied belief systems feel empowered to explore their passions and pursue their personal goals, all while embracing differences. We will give them a safe and supportive environment in which to grow and be themselves as they prepare for college and a life of service and purpose.

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INSTITUTIONAL SUSTAINABILITY We will achieve the ambitious goals we have for our student experience within a construct of financial discipline and health, highly effective board governance and impassioned giving.

E GOAL To ensure that ESJ has a governance and fiscal model that gives it the resources to compete for the very best faculty and staff, provides access for the broadest pool of qualified applicants, reduces dependence on tuition, and adequately funds the school’s programs and the goals of this strategic plan. The school will also maintain and improve the campus and facilities consistent with the school’s mission to ensure a safe and highly functional campus environment. We will have a high functioning Board that is a reflection of the school community, which will vigorously reinforce ESJ’s long tradition of excellence, while working toward the continuous progress of this strategic plan through regular assessment and evaluation.

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E STRATEGIES Continue and Sharpen a Disciplined Approach to Financial Management – Maintain our diligent use of annual financial budgets, longterm planning and the utilization of adequate reserves for unforeseen events, that will keep the school in a healthy financial condition

Maximize Trustee Communication Flow to Enable Optimal Decision-Making Trustees are educated and provided with timely information with regard to matters of significant impact, matters with significant budget implications, and key strategic initiatives, so they may execute their fiduciary responsibilities as informed decision-makers

Evaluate the Bylaws of the Board to Ensure Board Effectiveness – Review, evaluate, and consider adjustments, as appropriate, to the bylaws of the Board as they pertain to board size, composition, diversity and membership on board committees in order to ensure the most effective, representative Board support of the school

Form Succession Plans for the Board, Faculty and Staff – Ensure thoughtful succession planning, both at the Trustee level and across the key leadership positions within the school faculty and staff Build a robust pipeline of prospective Trustee candidates who are appropriately reflective of the needs of the school and the diversity of the ESJ community E Work with the Head of School to identify the key positions within the school leadership team, and review retention and succession plans on a regular basis E Make senior administration retention and stability a priority E

 Ensuring

Perpetual Strength

Financial Discipline

Board Effectiveness

Ensure that the Campuses, Facilities and Physical Plant Enhance and Support Education and the Student Experience Expand the School’s Culture of Annual Operating Support and Philanthropy – Significantly strengthen and sustain increased philanthropic support by building upon a culture of philanthropy at ESJ, in order to lessen the dependence on tuition over time E Set short/medium term goals for the annual fund and Board level giving increases E Develop a long-term plan to materially increase the school’s endowment level E More intentionally engage our alumni in our annual and capital giving

Continue a Passionate Commitment to Robust Need-based Financial Aid in Order to Ensure a Diverse and Welcoming Community

Retention & Succession Planning

Annual & Capital Giving

Commitment to Need-Based Aid

The impact of an ESJ education for current and future student bodies must be safeguarded by a set of principles, managerial and governance practices and commitments. The accountability lies with the Board of Trustees, working closely and collaboratively with the Head of School, to ensure there is long-term financial planning that maintains the school’s fiscal health, including its ability to support institutional objectives, strategic initiatives, and to handle unanticipated challenges.

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IDENTITY, MARKETING & REPUTATION GROWTH

We will capture and express the unique value and promise of this school and share that message more widely.

E GOAL Articulate the ESJ value proposition to both current and prospective families to ensure there is clarity about where the school is headed and that there is a clear and recognizable point of distinction with regard to ESJ among peer schools. Provide a consistency of message such that the ESJ community becomes the primary facilitator of the ESJ story. As the school delivers on providing each student with the experience and lifelong preparedness, allow for families to promote the school and introduce new families to ESJ.

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E STRATEGIES Clearly Define and Articulate the ESJ Value Proposition – This plan’s implementation calls for a process of determining the school’s true identity and its ownable and differentiated value proposition ESJ is the school that will inspire students to find their passions E Build upon the current message and reputation of the school as a top-tier college preparatory institution E Illustrate the areas that distinguish ESJ from peer schools: E Four Pillars – unrivaled balanced experience E Episcopal tradition and welcoming of all faiths E Embrace diversity and learn from others’ perspectives E Leader in learner-centered instructional methods (Harkness Method, etc.)

E Lifelong community (alumni network and resources) E

Become a Recognized Thought Leader Across Key Topics Facing Secondary Education – Schools face many challenges and decisions regarding how to best educate and support their students. ESJ will pursue a strategy to elevate the conversation and be recognized as a thought leader locally/regionally/nationally as to how we are addressing opportunities and challenges and advancing secondary education. Key areas will include Health, Safety and Well-Being, learner-centered instruction, a welcoming faith-based institution and overall student character development

Develop Strategies and Tactics to Project the Value Proposition, Build Reputation and Drive Enrollment – Create and expand the marketing communications tactics and cadence of messaging to both internal and external audiences such that the virtues and values at ESJ are clearly understood Build a library of profiles which describe life at ESJ and articulate how we see the value proposition impacting our students as they progress through the ESJ experience E

 Sharing the ESJ Experience NATIONALLY HIGH RETENTION RATES

97%

STUDENT RETENTION RATE

TOP QUARTILE

NPS SCORES HIGH MAJORITY WOULD

RECOMMEND ESJ

ESJ enjoys satisfaction rates and retention rates that far exceed peer norms. Our students and our families are extremely pleased with the experience. Still, the marketplace does not fully understand the power and impact of an ESJ education. We will unlock the magic of this place in a finer articulation of what makes our students so satisfied and share it more aggressively. To serve our mission, we must always invite more students and families to get to know our school.

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ADDITIONAL STRATEGIC EXPLORATIONS

We will examine school population size, grade offerings and resulting campus planning impacts.

Within any five-year strategic planning horizon, it is

worship and arts programs. Lastinger

prudent to evaluate key long-term positions held by the

and Parks Halls (2011) provided much

school. Two areas in particular that we will be evaluating

needed, top-rate classroom space.

are the school size, or population, and the overall campus

The recently completed Lead The

footprint and functionality.

Way capital campaign (2015-2017)

ESJ today has approximately 900 students spanning grades 6-12, and has ranged from 850-900 over the past several years. The graduating grade size has generally ranged from 135-150 students. We are comfortable in this range and feel this is the appropriate size for us. This affords the school the ability to offer the variety of opportunities and activities, while staying at a size in which our faculty and staff can work and build relationships with each student

expansion of our athletic facilities.

As we move forward, we will continue to evaluate possible solutions to enhance our student life, academics and arts, from a facilities, function and space perspective. We are certainly cognizant, and appreciative, of the overwhelming generosity exhibited by the ESJ community regarding the recent campaign.

one on one. One area we will evaluate

Our goal is to creatively think through

is whether ESJ should expand to offer

efficient and creative ways to enhance

elementary school. This would be a new endeavor for the

our campus, in support of our Four Pillars strategy,

school and any move in this direction would only occur

without overburdening the ESJ community. Thinking

after careful investigation and diligence. While there are

through multi-pillar solutions should allow for efficient

many benefits to expanding, we would only do so if we

and effective outcomes. Moving forward would require

were certain that the ethos and fundamental principles

careful analysis and diligence to ensure

of ESJ were being strengthened by

we are acting as good stewards of

the move.

the founding principles and with the

The school has greatly benefited from three major capital campaigns over the last decade. The Munnerlyn 17

allowed for great improvements and

Center (2004) greatly advanced our

appropriate fiscal responsibility.

E PLAN IMPLEMENTATION During our strategic planning process, we reaffirmed ESJ’s founding mission and vision for the school, and identified a future road map that acknowledges past strategies and successes of the school and creates new opportunities, strengths and sustainability for years to come. As we begin the implementation and achievement of the strategic plan goals, we will continuously evaluate the current situation and make necessary adjustments in order to maintain the best course of action. The implementation will be led by the Head of School, along with the faculty and staff. The Board of Trustees will oversee the progress to ensure that the school is moving forward with the appropriate actions.

STRATEGIC PLANNING COMMITTEE Brian King, Trustee (P ’19, P ’19, P ’19), Chair

Mark LaBorde ’84, Trustee (P ’17, P ‘20)

Claudia Saenz Amlie ’87, Trustee (P ’17, P ‘20)

Helen Rowan, Trustee (P ’11, P ’15, P ’18)

Beverly Bonaparte, Trustee

Bill Steitz, Trustee (P ’15, P ’17, P ’20)

Kelly Flanagan ’02, Trustee

Dori Walton, Trustee (P ’21, P ’22)

David Hodges ’90, Chairman, Board of Trustees (P ’21, P ’23)

The Rev. Adam S. Greene, Head of School (P ’21)

STRATEGIC PLANNING SUB-COMMITTEES Academic Programs Kelly Flanagan ’02, Co-Chair; Dori Walton, Co-Chair (P ’21, P ’22); Ben Leer, Math Instructor; Kate Pritchard, Director of Curriculum, Math Instructor (P ’21); Sally Haskell Singletary ’86 (P ’15); Howard Greene, Len Allen (P ’20, P ’21); Paige McGee, Head of Middle School (P ’19, P ’22)

Fine Arts Claudia Saenz Amlie ’87, Chair (P ’17, P ‘20); Katie Lebhar Black ’95, Interim Director of Fine Arts; Pete Washburn, Boy’s Head Rowing Coach, Math Instructor (P ’17, P ’19); Anne-Marie Forbes Hulsey ’95 (P ’16, P ’18, P ’22); Jack Schmidt ’70; Marta Pauly, Dean on Faculty & Academics, English Instructor (P ’98, P ’00, P ’02)

Athletics Bill Steitz, Chair (P ’15, P ’17, P ’20); Andy Kidd ’99, Director of Athletics; Philippa Marks, Clubs and Service Coordinator, Volleyball Program Director, Spanish Instructor; Susan Jangro (P ’05, P ’07, P ’14, P ’16) (Honorary alum ’17); Arnold Tritt ’81 (P ’19, P ’22); Sidney Wells ’91 (P ’21, P ’23); Keesy Goebertus, Assistant Head of School & Head of Upper School (P ’99, P ’01, P ’05, P ’11)

Faith, Character & Culture Beverly Bonaparte, Co-Chair; Brian King, Co-Chair (P ’19, P ’19, P ’19); Amy Burrows Perkins ’92, Director of Student Services, Counselor; Teresa Seagle, Dean of Spiritual Life & Service, Theology Instructor (GP ’21); Troy Davis ’93; Carl Stoudemire ’75 (P ’15); Christy Hodges, Dean of Student Life, Math Instructor (P ’15, P ’19)

Sustainability & Governance Helen Rowan, Chair (P ’11, P ’15, P ’18); Stephanie Brown, Comptroller; Ryan Riggs, Director of College Counseling (P ’18, P ’20, P ’23); Heather Fouts (P ’21, P ’23); Andy Fricke; Mike Grebe (P ’23); Missy Ketchum, Director of Institutional Advancement (P ’16, P ’19)

Identity, Marketing & Reputation Growth Mark LaBorde ’84, Chair (P ’17, P ‘20); Natalie Herford, History Department Chair, History Instructor; Meg Sacks, Director of Marketing; Shefali Vashi (P ’17, P ’20); Sam Hyde Geisler ’00, Director of Admissions

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EPISCOPAL SCHOOL of JACKSONVILLE