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2019

MMA

M I S S O U R I M I L I TA RY A C A D E M Y

Strategic Plan 1


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MISSION

Missouri Military Academy empowers young men to unlock their potential through a program of academic excellence, character and social development, and leadership training within a structured environment.

MOTTO Diligo, Veneratio, Veritas Love, Honor, Truth

VISION

MMA is a globally recognized learning institution that develops young men who are of sound moral character and self-discipline to strive for and achieve goals, are academically and socially prepared to attend and graduate from college, and are better prepared for life as a result of the Academy’s mentoring and focus on academic, physical, character and social development.

PHILOSOPHY The philosophy of Missouri Military Academy is to deliver a holistic education, concentrating on the development of the “whole person” by providing a 360˚ Education. MMA exists to create and lead systems that are dedicated to assisting cadets as they pursue their personal best in all aspects of life: academic, physical, character, professional, and spiritual. MMA provides a structured, safe environment that affords cadets an opportunity to develop essential life and leadership skills, a sense of honor, self-awareness, and good citizenship. As a diverse and caring community, we encourage personal growth through a liberal arts education and a social environment that facilitates the development of lifelong friendships. 2


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CORE VALUES

Discipline + Scholarship + Leadership = Success

Academic Excellence. Providing a world-

Integrity. A firm devotion to moral and ethical

class education that prepares our cadets for college entrance and graduation from the nation’s finest four-year colleges and universities.

Duty. Performing one’s obligations, tasks, service or functions that emanates from their position or station in either life or a group.

Honor. To exercise and maintain fairness,

integrity and honesty in one’s beliefs and actions.

principles and soundness of character in all our affairs.

Loyalty. To one’s family, friends, teammates, institution and nation.

Respect. To render appropriate deferential

regard and esteem to family and friends, teammates and competitors, peers and leaders, institutions, and one’s country.

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Personal Courage. To choose the harder right over the easier wrong.

Selfless Service. Service to each other, our

families, the Academy, community and nation.

Leadership. Simply put, one’s ability to influence others in a positive manner to accomplish an assigned task.


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A HISTORY OF HONOR AND TRADITION 1889 — Colonel A.F. Fleet raises local money to open a new school in Mexico, Missouri. He becomes the first president of Missouri Military Academy. 1890 — Missouri Military Academy opens its doors. The campus is located on West Boulevard in Mexico, Missouri, near the current site of Mexico Junior High School. William H. Dulaney of St. Joseph, Missouri is the first cadet to enroll. 1892 — First MMA athletic programs are in place – football, baseball and track.

1896 — A fire erupts in the middle of the night, destroying the entire campus. Fortunately, there are no deaths and few injuries. Col. Fleet reacts quickly, taking the corps of cadets to Culver Military Academy in Culver, Indiana. Due to the fire, the Academy closes its doors. 1900 — Under the leadership of Col. A.K. Yancey, president of Hardin College in Mexico, Missouri, and with the support of Mexico citizens, the Academy reopens at its current location, with Col. Yancey as President.

1893

1902 — Ruth Fonville, daughter of school President Colonel W. D. Fonville, becomes the Academy’s first and only female graduate. 1930 — Missouri Military Academy is selected as an honor military school by the U.S. War Department (now the Department of Defense). 1933 — Colonel Charles R. Stribling, Jr. becomes school president.

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1939 — The Academy celebrates its Golden Jubilee (50 years). Guest of honor is U.S. Postmaster General James Farley. 1939

1941— Missouri Military Academy provides the Honor Guard and marches in the inaugural parade for Missouri Governor Forrest Donnell. 1941

1948 — Missouri Military Academy reorganizes as a non-profit educational corporation. 1957 — The Missouri Military Academy band is appointed by the state of Missouri to march in the parade in Washington, D.C. for the inauguration of President Dwight D. Eisenhower. This is the first of six presidential inaugurations (Eisenhower, Kennedy, Johnson, Nixon, and Carter) in which MMA participates.

1965

1961 — The Missouri Military Academy Memorial Chapel opens with graduating seniors donating class gifts for its construction. 1963 — Missouri Military Academy marks its Diamond Jubilee (75 years). 1967 — The field house becomes the largest project in school history at $350,000. 1968 — Colonel Charles R. Stribling III ’44 becomes school president. 1969 — MMA Band and Fusileers Drill Team participate in Richard Nixon’s inauguration parade. 5

1969


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1981 — The entire Missouri Military Academy Corps of Cadets participates in the inauguration of Mexico, Missouri native Christopher “Kit” Bond as Missouri Governor.

2001-02

1989

1985 — The U.S. Department of Education announces its selection of Missouri Military Academy as an Exemplary Private School. One of only 65 private schools selected out of 27,000 across the U.S., the Academy is the only military school to be recognized.

2007 — MajGen Robert M. Flanagan, USMC (Ret), becomes first General to serve as Missouri Military Academy president. 1993 — Charles R. Stribling III ‘44 completes his 25-year tenure as president of the Academy. Colonel Ronald J. Kelly succeeds him.

2009 — Barnard Hall, the first LEED-certified (environmentally friendly) high school building in Missouri, is completed on the site of the former “Alpha” Barracks.

1994 1983

1989 — Missouri Military Academy commemorates its centennial with a ribbon cutting for the Gymtorium.

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2010 — Missouri Military Academy seniors earn a record-breaking amount of college scholarships totaling more than $3 million. 2011 — The 111-year old Stribling Hall building is torn down to make way for a new administration building that keeps the same name. 2011

2014 — Renovation begins on Memorial Chapel. Missouri Military Academy celebrates its 125th anniversary. Former Missouri Governor and fourtime U.S. Senator Christopher S. “Kit” Bond is the guest of honor. 2018 — Class of 2018 earns more than $6 million in college scholarships. Missouri Military Academy launches Triumph Program with William Woods University. 2019

2012 — Renovation and reconstruction of Stribling Hall is completed. Mr. Charles “Tony” McGeorge becomes the 10th president.

2019 — Brigadier General Richard V. Geraci, USA (Ret) becomes the 11th president of Missouri Military Academy. 2018 2018 7


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THE FOUNDATION AND FUTURE OF MMA’S TRANSFORMATIONAL EDUCATION In 1889, the people of Mexico, Missouri, held a meeting to discuss the construction of a first-rate, academically sound educational institution for young men. “The benefits of such an institution,” reported the local newspaper, “were apparent to everyone present.” One hundred and thirty years later, much has changed for the institution born from that initiative, but the benefits — and the need for leaders of character in our continuously volatile world— remain the same. A college and career preparatory school with a military tradition, MMA guides the growth of each and every young man in our corps of cadets, enabling him to reach his full potential for academic and personal success.

As we look back with pride at MMA’s 130 years of success, we consider our strengths, our challenges and opportunities, and the Academy’s future. With dedicated faculty and staff, supportive alumni, beautiful facilities, and no debt, we stand firm in our dedication to our mission and to the boys and families we serve. We are fully capable, poised and eager to take MMA into its next great era. The military and boarding school market has changed and continues to evolve. The traditional military format —defined by structure, discipline, expectation of honorable behavior, insistence on civility, fair play, and the appropriate moral climate used to achieve our value proposition — is counter to emerging cultural norms. Despite

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this cultural shift, families continue to bring their boys to MMA. They seek the Academy’s unique combination of structure, accountability, individual attention and support that enables our young men to learn, lead and triumph. These families want their boys challenged — to become more goal oriented, resilient, and able to cope with adversity. They desire their boys to be part of something special, and they recognize the value of a military school, the discipline, associated traditions, and reputation for lasting results. This strategic plan is our roadmap to the Academy’s future. MMA intends to be the preeminent college preparatory military school in the midwestern and central United States, continuing to successfully pursue and enroll


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cadets from across the country and the world. We are not reinventing or redefining MMA today, but rather boldly pursuing opportunities and strategic partnerships consistent with our mission, core competencies, and core values. These strategic goals, objectives, initiatives, and action items are based on (1) our strengths and core competencies, (2) our current assessment of MMA and the private and military school educational environment, (3) a re-examination of the types of families and cadets attracted to MMA, and (4) emerging opportunities.

These goals and initiatives highlight what must be accomplished to strengthen our position to increase and sustain enrollment, lead the market in the midwestern region of the United States, stabilize our international population, and improve upon our value proposition to reach our full potential.

“Missouri Military Academy transforms young men from across the United

Our vision and plan lay the groundwork for Missouri Military Academy’s sustained, continued reputation for excellence.

States and around the world into confident, goaloriented gentlemen known for their grit, character and leadership.” — MMA PRESIDENT BG RICHARD V. GERACI, USA (RET)

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KEY STRATEGIC GOALS We believe the way forward to create a sustainable future, while staying true to our core values and military school traditions, is reflected in the following key strategic goals and key initiatives.

✓✓ Achieve sustainable enrollment with reasonable growth

✓✓ Sustain long-term financial stability

✓✓ Develop cadet life programs that blunt attrition and stimulate reenrollment

✓✓ Develop and implement strategies to recruit, retain, and support a highly qualified workforce

✓✓ Create a comprehensive curriculum at all grade levels that align with national standards

✓✓ Explore new opportunities for growth and innovation

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WE WILL: POSITION MMA for the future by refocusing our brand, emphasizing our military traditions, and embracing why families send their boys to MMA

REALIGN our academic programs with national

standards to better connect with potential cadets and their families and better serve our diverse cadet population

REJUVENATE our Army JROTC program and establish a highly competitive rifle team, Fusileers drill team, Raiders team, Color Guard, and Academic Bowl team

RE-ENERGIZE our athletics, extracurricular, and weekend activities and take advantage of our rich athletic heritage, so that we are competitive and continue to represent MMA in a positive manner

DEVELOP a detailed plan to increase our ancillary

revenue and number of potential Academy recruits by encouraging entrepreneurial creativity and adopting a comprehensive approach to expanding and executing summer camps and academic programs

ENHANCE our employee pay, benefits, training, and recognition programs to attract, invest in, and retain high-quality staff, faculty, and coaches, deepening the bench of potential organizational leaders to accommodate a more diverse cadet population and deliver on our value proposition

“We are firmly committed to these strategic goals, supporting objectives and initiatives that support the mission, vision, philosophy, core values, and the value proposition of MMA. ” — MISSOURI MILITARY ACADEMY BOARD OF TRUSTEES, 2018-19 11


A C H I E V E S U S TA I N A B L E E N R O L L M E N T W I T H R E A S O N A B L E G R O W T H

MISSION-DRIVEN, FOCUSED CORPS GROWTH Missouri Military Academy’s sole reason for existence centers on service to the young men and families who seek the highly structured, leadership-focused, and character-driven education for which the Academy is known. MMA exists because we believe in our mission to unlock the potential of our cadets in order for them to learn, lead and triumph. To fulfill this mission, we must achieve sustainable enrollment with reasonable growth of the corps.

Our strategic plan identifies the need to increase our enrollment for both our domestic and international cadets by identifying new market opportunities and strengthening our current efforts. In addition, the plan specifies the development of a financial aid strategy that maximizes our enrollment with qualified cadets for a sustainable future.

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Projected markers of our success ✓✓ Continued and sustainable enrollment growth ✓✓ Steadily increasing international cadet enrollment ✓✓ Corps of cadets organized into five fully staffed companies


A C H I E V E S U S TA I N A B L E E N R O L L M E N T W I T H R E A S O N A B L E G R O W T H

WE WILL: MAINTAIN a fully staffed and high-functioning enrollment management office

MARKET AND RECRUIT cadets to achieve

balanced grade level populations while maintaining class sizes at 14-18 cadets

RESEARCH, DEFINE, AND MONITOR the

appropriate domestic/international cadet population balance

REVIEW AND UPDATE admissions selection

DEVELOP and commit to a comprehensive,

DEVELOP a comprehensive marketing and sales plan

SUSTAIN a formal relationship with Scouts of

criteria, based on the mission, goals, and capabilities of the Academy, to enroll cadets with a high likelihood of returning after the first year that projects the MMA brand, spans multiple years, and aligns with the enrollment growth objectives

constituent-involved branding effort that unifies all internal and external messaging to accurately communicate our mission and identity America and other national youth programs to build strategic partnerships, provide more learning opportunities for cadets, and enhance recruitment and retention

“It’s been an absolute blessing to have the military structure ... MMA has provided a wonderful opportunity for our son, and the military structure is definitely an opportunity.” — ERIN SCHREYER (DALLAS, TEXAS), MMA MOM 13


D E V E LO P C A D ET L I F E P R O G R A M S T H AT BLU N T ATT R I T I O N A N D ST I M U L AT E R E E N R O L L M E N T

CADET LIFE THAT CHALLENGES AND EMPOWERS Extending beyond classroom walls, MMA’s 360° Education™ develops the mind, body and spirit. For our cadets and the Academy as a whole to achieve success, we must continuously deliver on every aspect of MMA’s value proposition and provide a closely supervised

structured environment, daily emphasis on life skills, and a variety of programs to successfully provide exciting and challenging activities. We must provide a high quality cadet life experience and clear evidence of the impact of a 360° Education™.

Projected markers of our success ✓✓ Visible cadet confidence, academic progress and personal growth ✓✓ Increased participation in extracurricular activities ✓✓ Increased satisfaction levels of parents and cadets, reflected in periodic surveys ✓✓ Growth in reenrollment rates

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D E V E LO P C A D ET L I F E P R O G R A M S T H AT BLU N T ATT R I T I O N A N D ST I M U L AT E R E E N R O L L M E N T

WE WILL: PROVIDE a safe, stimulating, challenging, exciting and fun cadet life experience that includes engaging weekend activities and experiences

ENHANCE individual resiliency, grit and confidence

MAXIMIZE school resources (personnel, facilities,

back campus, and contracting capabilities) during the summer to increase revenue, marketing visibility, and the recruitment of cadets

that support the development of life skills and promote a sense of direction, belonging, and self-worth that enables cadets to take command of their lives and planning their future

MAINTAIN strong interscholastic academic teams, competitive band, athletic and military teams, and strong intramural programs that attract and retain cadets, build esprit de corps, and encourage participation in recreational activities

“MMA gives kids a real opportunity because the teachers and the leaders at the school recognize the potential that is in each of these young men and then puts it to the test and says, ‘Here, you’re going to hone those skills.’” — NICOLE HUGHES (SAINT THOMAS, U.S. VIRGIN ISLANDS), MMA MOM

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C R E AT E A CO M P R E H E N S I V E C U R R I C U LU M AT A L L G R A D E L E V E L S T H AT A L I G N W I T H N AT I O N A L S TA N D A R D S

21 CENTURY ACADEMIC ACHIEVEMENT st

In order to differentiate ourselves from the competition and deliver true value for parents, MMA must develop and demonstrate educational innovation and academic achievement by providing instructional programs, with demanding coursework, that take advantage of emerging 21st century classroom best practices. The Academy’s innovative academic practices will incorporate (1) an enhanced curriculum that challenges cadets to achieve above state and

national averages on standardized assessments, and (2) academic plans that allow them to start college while still in high school, creating exceptional value for families. The Academy will design academic plans that graduate cadets who can complete college within four years or less, be on track to achieve a master’s degree within five years, and/or have the skills that make them career ready for a global society.

Projected markers of our success ✓✓ Standardized assessment results that meet or exceed state and national averages ✓✓ Continued growth of the dual credit Triumph Program to achieve at least 30 percent participation of eligible juniors and seniors ✓✓ Maintain 100 percent college acceptance for graduating seniors each year ✓✓ Increase in the number of graduating cadets receiving college scholarships and the average dollar amount of scholarships awarded to each cadet, with a sustained amount exceeding $6 million annually

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C R E AT E A CO M P R E H E N S I V E C U R R I C U LU M AT A L L G R A D E L E V E L S T H AT A L I G N W I T H N AT I O N A L S TA N D A R D S

WE WILL: PROVIDE a high quality academic program of study

that results in increased cadet learning, improved individualized cadet assessment, weekly advising, and appropriate interventions to support achievement

ENHANCE the digital learning environment by

REVAMP the curriculum and program of studies to improve support for all cadets who are English Language Learners (ELL)

college courses by William Woods University faculty on the MMA campus

SUSTAIN a flexible curriculum that is standards

aggressively leveraging digital tools and promoting digital citizenship to protect our brand and cadets

based and supports multiple learning environments (project, workshop, and individual-based) and differentiated instruction

INCREASE STEAM — science, technology,

ESTABLISH a well-coordinated advising system

engineering, art and mathematics — classes at all grade levels and STEAM vocational education opportunities at the high school level

ADVANCE the Triumph Program, offering a variety of

MMA

THE COLLEGE TRIUMPH PROGRAM

that effectively employs faculty, residential faculty, coaches, and counselors in supporting all aspects of cadet progress, growth and well-being

“MMA is definitely building my son into the man I want him to be.” — DESSERRIA DIXON (KANSAS CITY, MISSOURI), MMA MOM

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S U S TA I N L O N G T E R M F I N A N C I A L S TA B I L I T Y

FINANCIAL STRENGTH FOR THE FUTURE As we teach our cadets, we must provide examples of leadership in every function of the Academy’s administration. Our own business and financial practices must reveal our dedication to prudent, efficient and sound practices, and decision-making that build toward the Academy’s promising future.

In today’s competitive military boarding school environment, we must successfully address short-term financial challenges, while achieving long-term financial stability. We must maintain our financial strength while responding to operating demands and changing financial aid requirements and expectations.

Projected markers of our success ✓✓ Balanced operating budget ✓✓ Increased annual giving and alumni support ✓✓ Growth of average annual ancillary revenue

“Financial strength is and will continue to be a hallmark of Missouri Military Academy’s sustainability, reliability, and continued growth.” – MR. R. STRIBLING KOSTER, CHAIRMAN, BOARD OF TRUSTEES, MMA 18


S U S TA I N L O N G T E R M F I N A N C I A L S TA B I L I T Y

WE WILL: MAINTAIN a balanced operating budget with

DETERMINE and refine our tuition strategy to meet

DEVELOP a capital campaign to raise funds for cadet

CLOSELY TRACK cost and revenue per cadet, with

DEVELOP tuition and scholarship models to effectively manage and maximize enrollment and revenue

INCREASE ancillary revenue by expanding rental of

effective checks and balances that include guidelines for administrative spending ratios accurate break-even and return on investment (ROI) analysis to drive financial decisions

ESTABLISH procedures to identify and evaluate

the economic profile of our market

EXPAND our current payment plan to all qualifying families to secure closure on enrollments

current MMA facilities and increase activities, events, and camps during the summer

SEEK community and regional public/private

costs and cost savings associated with technology upgrades and innovation in all campus functions

BUILD a culture of philanthropy among alumni

DEVELOP an overall campus master plan to facilitate

addresses expanding the base of total annual support from philanthropic sources

informed decisions concerning growth and investment in facilities and campus improvement projects

life, facilities, and programs in support of strategic planning initiatives

DEVISE a comprehensive development program that

partnerships that increase revenue, reduce costs, and create goodwill

“With the brotherhood up there and the way they all take care of each other, (my son) has a home at MMA.”

— THOMAS NAUGHTON (MARYLAND HEIGHTS, MISSOURI), MMA DAD

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C R E AT E A H I G H Q UA L I T Y A N D C A R I N G W O R K F O R C E

A HIGH QUALITY AND CARING WORKFORCE The successful implementation of our strategic plan initiatives depends upon the caring work of MMA faculty, staff, and administration. Our investment in people is an investment in the Academy’s future. We will develop and implement strategies to recruit, retain, and support a highly qualified and diverse workforce. We will aggressively seek to attract and retain highly qualified people to MMA by defining the type and quality of employees MMA desires to hire. With clear intention, we will develop a high quality and caring workforce culture exemplified by professional development programs and employee participation in all aspects of Academy operations and events.

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Projected markers of our success ✓✓ Attract and retain exceptional people ✓✓ Increased faculty/staff satisfaction rates ✓✓ Improved professional development opportunities ✓✓ Maintenance of healthy work/life balance ✓✓ Minimization of voluntary employee turnover


C R E AT E A H I G H Q UA L I T Y A N D C A R I N G W O R K F O R C E

WE WILL: ESTABLISH and sustain a high quality and cohesive workforce and culture

UTILIZE workforce planning assessment to measure

staffing and training/development requirements to (1) establish goals and (2) establish workforce options, creating an ideally staffed, trained, and motivated workforce able to respond to the needs of MMA

EXPAND employee campus housing, develop shortterm housing options, and update our long-term real estate acquisition plan

PROVIDE ongoing, high quality professional

development, training, and assessment for all employees to create opportunities for growth, promote professionalism, and optimal service, as well as enhance employee safety

“It is so exciting to teach our young cadets and see them learn and grow. Seeing how the structure of our school is beneficial to learning is most gratifying!” — MAJ PEGGY REYNARD, MMA BUSINESS DEPARTMENT CHAIR

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STRATEGIC PLANNING COMMITTEE

Board of Trustees: Mr. R. Stribling Koster – Board Chair Mr. Jeffrey B. MacLellan Mr. David R. Luckes Mr. Dean D. Davison Administration: BG Richard V. Geraci, USA, (Ret) – President (Committee Chair) Mr. Charles (Tony) A. McGeorge – President-Emeritus Subcommittee Members: Col Rick L. Grabowski, USMC (Ret) – Commandant Mrs. Amy Groves – Director of Human Resources and Financial Aid Mr. Mike Harding – Chief Academic Officer/Academic Dean Mrs. Mary Hulsey-Lupp – Director of Business Operations Mr. Greg C. Morton – Director of Maintenance Dr. Ryan E. Nowlin – Athletic Director Ms. Jennifer C. O’Donley – Director of Marketing LTC (MMA) Gregory W. Seibert – Director of Enrollment Management Mr. David W. Wilkins – Chief Information Officer

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AN INNOVATIVE FUTURE FOR MMA While the strategic plan establishes clear goals and processes to strengthen the current education and transformative life experience that MMA provides for its cadets, the plan also reflects the need for the Academy to consider innovative changes. In light of market changes and challenges, MMA must adapt in order to stay relevant and strong. The strategic plan allows for the exploration and research into new opportunities and potential initiatives: •

Development of day school program to increase enrollment

Assimilation of women into MMA as a means to attract more cadets

Establishment of a two-year military college through a joint venture with a college or university and the Missouri National Guard

We are open-minded as we strive to make sound decisions that honor MMA’s past and provide for its future. 23


Since 1889, thousands of families from around the world have looked to Missouri Military Academy to give their boys the structure, responsibility, and love they need to grow, compete, and thrive — and ultimately become young men who are in full command of their futures. This map details the home states and countries for the 130th corps of cadets.

204 North Grand Street • Mexico, MO 65265 • 888-564-6662 24

Profile for Missouri Military Academy

Missouri Military Academy Strategic Plan 2019  

Missouri Military Academy Strategic Plan 2019  

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