Strategic Plan 2018-2022

STRATEGIC PLAN 2018-2021

MISSION For the UMS-Wright family to educate all students to their highest potential in mind, body, and spirit; and to produce in each student character of the highest possible order.

STRATEGIES

I. Financial Sustainability...............................3 II. Marketing & Enrollment.............................4 III.Student Development.................................5-6 IV. Personnel..................................................7 V. Facilities & Technology...............................8

"Bless our school, and all who teach, and all who learn."

MIND MOTIVATED AND INNOVATIVE Intellectually engaged with an intensity of effort fostered by relationships formed with teachers and peers.

BODY DISCIPLINE AND TEAMWORK Challenged physically and motivated to persevere with courage and determination.

SPIRIT

REVERENCE AND PURPOSE Internally driven with confidence and spiritual wisdom that exudes humility and compassion.

CHARACTER HONOR AND RESPECT Grounded purposefully with a genuine passion and commitment to the improvement of self, school, and community.

1

Maintain Financial Sustainability 1. Continue to grow the UMS-Wright Foundation a. Initial Investment in 1991 - $1,490,292 b. December 2021 balance - $13,852,987 2. Expand programs to fully utilize UMS-Wright facilities year round. a. Summer & Auxiliary Programs Enrollment for summer camp (registration numbers) Camp Brain Non-tuition revenue

3. Optimize Enrollment [consider what enrollment is overall and by grade level to be able to prepare resources – staffing, facilities] a. Enrollment numbers from 2018-2022 vs. what we budgeted the year for. i. Early Childhood Challenges 2 classes -> 3 classes -> 4 classes 2023 has the potential to fill 6 classes.

K3 space must be identified/built before a K2 program is considered.

2

Marketing & Enrollment "Develop and implement a strategic marketing plan."

1. Execute and develop a comprehensive enrollment management program a. FACTS Enrollment Rollout in 2020 2. Strengthen connections and relationships with our extended community and clearly define the UMS-Wright experience. a. Social Media Platforms b. Brand Guidelines, Logo Improvements, Website, Video Campaigns c. Bulldog Ambassadors d. Profile of a UMS-Wright student e. Podcasts

3. Utilize Parent Representatives to promote UMS-Wright 4. Continue to recruit and retain premier faculty. a. Increased average annual salaries for instructors b. Southern Teachers c. Faculty spotlights through social media platforms [Video Introductions] d. Faculty onboarding e. Faculty notes in magazine f. Partnered with universities for student teachers g. Offering professional learning opportunities, i.e. curriculum & instruction

3

Student Development

"Support our students as they strive to reach their full potential while preparing them to navigate the world beyond our gates."

1. Institute K-12 comprehensive character and leadership initiative a. Dedicated staff member; Dana Stewart b. Dana Stewart - Service based on CORE values. At Your Service c. Blair Schoenvogel, Rick Cleveland 2. Expand experience-based learning opportunities a. Project Engage i. The mission of Project Engage is one of thinking outside the box, offering crosscurriculum experiences and exploring opportunities beyond the classroom.

3. Provide students and parents with the highest quality college and career counseling services a. 7th & 8th –into to College Counseling terminology, familiarizing with office & resources available. b. 9th – orientation as well as class guidance. Family meetings being in the spring. College Visits begin starting in 9th grade. c. 10th – expose to college exploration, campus tours with the class, and strengths/career assessment. d. 11th – 4 classroom guidance sessions, career fair, one on one family conference in the spring e. 12th – applications, interview prep, essay writing, letters of recommendation guidance.

f. College Campus Tour g. MAGOOSH – self prep ACT online tool starting junior year 4. Sustain vertically aligned standards in order to provide a seamless academic experience a. Evaluation of current standards & modification i. Redefinition of courses to ensure vertical alignment ii. Vocabulary, spelling implementation [LS/MS) iii. Morphology iv. Middle School History & Science v. Alignment of Math [K5-12 Resource] b. Addition of : i. Computer Discovery (Upper School) ii. AP Courses – Seminar & Statistics iii. Setting foundation for AP research & AP Pre-Cal iv. Semester Offerings for Fine Arts – Upper School v. Elective Offerings 1. Digital Media & Production, Digital Design 2. Leadership & Service 3. Coding/Robotics 4. Speech & Debate

4

Personnel

"Inspire a love of learning through attracting and retaining an exceptional, mission driven faculty committed to implementing best practices."

1. Utilize a multi-facetted approach to attracting, recruiting, developing and retaining highly qualified personnel a. Setting the foundation for the UMS-Wright Teacher Research Institute i. Pedagogy & Methodology b. Development of Professional Learning Communities

c. Partnered with universities for student teachers d. Online applications on school website e. Job openings listed on Southern Teachers website f. 35 Alumni on Faculty & Staff g. Supporting teacher education excursion during summer months through the Foundation h. Professional Growth Committee through C&I Department i. Increased average annual salaries for instructors

5

Facilities & Technology

"Provide the most functional and advanced facilities and technology infrastructure to meet the educational, administrative and instructional needs of the school."

1. Ensure all facilities and technology provide consistent, creative, and dynamic support for the UMS-Wright mission Identify and prioritize facility and technology improvements a. FACTS, PowerSchool, SMART technology i. Refreshed Network 1. Intercom, Phones, Wireless, Servers, Battery Backups, Firewalls and Switches

2.Buildings & Grounds committee – Board of Trustees a. Partnership with Building Solutions [facility audit] b. Construction of new dining facility i. Divisional dining facility & board room ii. 450 seating capacity for dining space c. Repurposing of Deal Hall i. Addition of 4 classrooms d. Develop sequencing of building, vacating facilities, what does it look like for next capital plan.

STRATEGIC PLAN 2018-2021