Strategic Plan, 2011-2016 - Maclay School...Strategic Plan, 2011-2016 Page | 4 Executive Summary...

Strategic Plan, 2011-2016 Maclay School, Tallahassee, Florida

Submitted by the 2010-11 Board of Trustees

Tripp Transou, Chair, Board of Trustees

Gary Hunter, Chair, Strategic Planning Committee

Strategic Plan, 2011-2016

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Maclay School has evolved significantly over the past 43 years, but the founders’ original vision

to provide the finest independent education of any college preparatory school in the region remains

ever-present. It is this vision for excellence that continues to propel the institution forward, expanding

our student body from 119 in 1968 to a peak of over 1150 students and fueling a series of capital

additions to our enviable 100 acre campus, from the Upper School and library complex in the 1990s to

the convocation center and gymnasium in 2005 to plans for a state-of-the-art preschool addition in

2011. Throughout Maclay School’s growth, the founding mission has remained constant: to provide a

superior “liberal arts education, enabling each student to develop their inherent ability to the fullest

extent with a balance of discipline and freedom.”

As Maclay School manages through our nation’s largest financial crisis in eighty years and heads

into the second decade of the twenty-first century, we were compelled to develop a strategic plan to

navigate the school through these changing economic and cultural times. To this end, a strategic

planning committee consisting of members of the board of trustees and senior staff has invested untold

hours through working sessions over the past eight months. This plan reflects their recommendations.

The driving force behind this plan is a resounding commitment of sustained excellence in

serving the very students and community who have relied upon Maclay School for this contribution

since its founding in 1968. To achieve this objective, this plan focuses on six core areas impacting the

school: (1) Curriculum/Education; (2) Technology; (3) Facilities Planning; (4) Communications; (5)

Advancement, and (6) Succession/Transition Planning.

We respectfully submit this strategic plan as a roadmap to guide Maclay School over the next

five years. While the vision and mission that serve as the foundation for this plan will not change, we

recognize that such factors as financial resources, economic conditions, cultural shifts, and developing

technologies will evolve over time and require that this plan proactively adapt to such conditions. The

Board of Trustees believes that with responsive planning and inspired leadership, Maclay School will

continue to evolve as a unique and vital educational force in our region. It has been our privilege to

participate with the existing Maclay School Board and many other administration, faculty and parent

contributors to this product.

Fondly,

Tripp Transou Gary Hunter

Chair, Board of Trustees Chair, Strategic Planning Committee


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Maclay School Board of Trustees

2010-2011

Tripp Transou, Chair

Stan Barnes

Lamont Cook

Charlie Dailey

Tom Deison

Charles Dudley

Erin Ennis

John Foote

Gary Hunter

Rip Kirby

Marie Krafft

William Lamb

Rob Langford

Jennifer LaVia

Kim McWilliams

Jill Meenan

Katrina Rolle

Table of Contents

Executive Summary………………………………………… Page 4

Education and Curriculum……………………………… Page 6

Technology……………………..……………………………… Page 10

Facilities………………………………………………………… Page 14

Communications……………………………………………. Page 17

Advancement…………………………………………………. Page 20

Succession and Transition………………………………. Page 25


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Executive Summary

Maclay School has established itself as a leading provider of independent, college

preparatory education in the Big Bend region, enjoying a 43-year track record and a

diverse student body that has averaged around 1,000 students over the past decade.

Maclay School enjoys a reputation for providing a rigorous and productive academic path

for students in PK3-12 which is highly customized to each student’s needs and abilities.

Maclay School is also known for its wide array of athletic and extracurricular opportunities

that allow students of varying backgrounds and interests to find their niche and excel.

Over the past three years, Maclay School has experienced a slightly downward trend

in enrollment that mirrors enrollment data for comparable day schools nationally. At the

same time, Maclay School has effectively moderated tuition growth and prevented

significant year-over-year increases in tuition experienced by comparable institutions

(source: National Association for Independent Schools). Thus, Maclay School has provided

and will continue to offer substantial value to its constituents in spite of the challenging

economic circumstances of recent years.

Maclay School faces several challenges, some of which result from its long history of

success, that are addressed by this plan. First, the curriculum and daily advancement of

technology necessary to support that curriculum must continue to adapt and embrace the

needs of 21st century standards. Second, the school’s longstanding facilities, although very

well maintained, could use a face lift to further enhance this communities’ finest learning

environment. Third, as existing, long-term faculty begin to retire in increasing numbers,

thoughtful plans for succession and transition will be key to Maclay’s future. Finally,

Maclay School faces the ongoing, challenging task of communicating clear, consistent

messages across varying constituencies, from third generation grandparents to pre-K 3

students to a substantial base of alumni, while presenting each with a tailored opportunity

to express financial support of the school.


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This strategic plan represents a statement of faith in Maclay School’s future. It does

not rest upon the many accomplishments of Maclay’s past, but candidly and thoroughly

assesses areas where the Board and Administration wish to devote further attention. This

situational analysis of Maclay’s needs and opportunities was undertaken by a Board of

Trustees committed to using Maclay’s mission as the plan’s cornerstone: to “provide a

liberal arts education, enabling each student to develop their inherent ability to the fullest

extent with a balance of discipline and freedom.”

This document outlines the significant investment of time and money necessary to

support this mission. The specific action points targeted within each area are far-reaching,

yet necessary; challenging, yet inherently worthy of the commitment both of energy and

the financial resources required to attain them. While Maclay School’s strategic plan

represents the culmination of many months of thoughtful discussion and investigation, this

roadmap is in essence only a beginning--the challenge of implementation may now

commence.


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Education and Curriculum

Goal A: Provide a distinctly superior academic experience that is aligned with Maclay’s

mission statement. (By the end of the 2010-11 school year, Action Steps 1-3 should be accomplished

and a plan established to accomplish Action Steps 4-13)

Action Step 1: Education; Curriculum; Technology (“ECT”) Committee to take the lead in the

implementation effort of all of the Goals in this plan. The first task will be to form action

teams for each of the goals and staff the teams with people who bring the special

knowledge, skills and perspective to perform specific tasks. Team members should include:

administrators, faculty, board members, and parents or community partners.

Action Step 2: Establish action teams to accomplish Action Steps 3-13.

Action Step 3: Review and assess the curriculum in each division using current research,

best practices, and resources such as the National Association of Independent Schools

(NAIS), Florida Council of Independent Schools (FCIS), and International Society for

Technology in Education (ISTE).

Action Step 4: Establish standards to ensure that Maclay’s curriculum is aligned with

current research, best practices and resources such as NAIS, FCIS, and ISTE with

considerations for 21st century learning.

Action Step 5: Develop a curriculum plan to meet established standards, with special

emphasis on maintaining cohesiveness between divisions.

Action Step 6: Take measures to ensure the curriculum plan will be coordinated both

vertically and horizontally, that department heads have a meeting schedule, and

accountability measures are in place to ensure meetings are held.

Action Step 7: Take measures to ensure that the current curriculum maps are further

developed to accurately and comprehensively reflect Maclay’s academic program and serve

as a vehicle for curriculum development, analysis and revision.

Action Step 8: Take measures to ensure that the curriculum plan addresses a range of

different learning styles and abilities.

Action Step 9: Enhance the arts program by looking at ways to increase offerings and

opportunities in visual and performing arts and music.

Action Step 10: Work with the Maclay Board’s Facilities Committee to determine the

feasibility of developing the library space as the intellectual hub of the school.

Action Step 11: Examine options that will enable students to explore special interests and

talents, including a reassessment of A.S.K. and summer programs.

Action Step 12: Explore the feasibility of a service-learning program.


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Action Step 13: Develop a plan for evaluating and implementing FCIS school review

recommendations.

Goal B: Establish and support a global learning component to the curriculum. (By the end of

the 2010-11 school year, Action Step 1 should be accomplished and a plan established to accomplish

Action Steps 2 through 5.)

Action Step 1: The ECT should establish an action team to accomplish Action Steps 2-5.

Action Step 2: Explore opportunities for students to gain a global perspective both in and

out of the classroom.

Action Step 3: Establish a curriculum plan, including technology, to promote middle and

upper school students’ understanding of economic, social and environmental problems and

issues through an international lens.

Action Step 3: Continue to establish relationships with other educational institutions and

create opportunities for study and joint projects through the use of technology.

Action Step 4: Review and evaluate the scope and sequence of current language curriculum

in all divisions and evaluate the economic feasibility and educational merits of adding a

world language such as Mandarin or Japanese.

Action Step 5: Explore the feasibility for individual students from abroad to spend a

semester or year at Maclay and for our students to spend a semester or year abroad.

Goal C: Recruit and retain a diverse faculty, staff, and coaches of the highest academic and

ethical standards who collectively enjoy teaching, working, and coaching in an independent

school environment, who contribute to the school community, and who model adaptability,

innovation, collaboration, and leadership. (By the end of the 2010-11 school year, Action Steps 1-

2 and 7-8 should be accomplished and a plan established to accomplish Action Steps 3-6, and 9.)


Action Step 2: Review and assess our current recruitment policies and procedures to

ensure they include the use of regional and national teacher recruitment fairs, networks,

and college and university placement offices to facilitate Maclay’s efforts to recruit a

diverse faculty and staff of the highest academic and ethical standards.

Action Step 3: Develop a training program for new and existing faculty, staff, and coaches

to educate them about Maclay’s mission statement and their responsibility to integrate the

mission into the fabric of the students’ learning experience.

Action Step 4: Review and assess the current professional development program using

current research on curriculum, best practices for instructional delivery, and resources such

as the NAIS, FCIS, and ISTE.

Action Step 5: Take measures to ensure that the existing professional development

program promotes student-centered teaching, active learning, and takes into account

different learning styles and abilities.


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Action Step 6: Work with the technology department and library to provide teachers with

relevant data and online access to an array of classroom resources to maintain consistency

and foster innovation in the delivery of a distinctly superior academic experience.

Action Step 7: Review and assess the current allocation of the jobs and responsibilities of

each faculty member to ensure that no one is overloaded--reallocate and assign as needed.

Action Step 8: Review and assess the current evaluation process to ensure that it has a

mechanism to clearly communicate job expectations including growth and improvement

and proactively addresses those who do not consistently meet performance objectives.

Action Step 9: Explore ways to further acknowledge and reward outstanding teachers.

Goal D: Expand and strengthen Maclay School’s relations with parents, alumni, friends, local

government, businesses, and the community at large, and build on those relationships for

the benefit of all stakeholders. (By the end of the 2010-11 school year, Action Step 1-2 should be

accomplished and a plan established to accomplish Action Step 3.)


Action Step 2: Brainstorm ways to: increase community awareness of the value of a Maclay

education, build partnerships with the local colleges and universities to enhance the

academic and enrichment opportunities for students, develop collaborative programs of

mutual benefit with state and local government, develop and leverage school events,

programs, and other opportunities to bring people to the Maclay campus, and engage

alumni in becoming more effective ambassadors of the school.

Action Step 3: Establish a plan to expand and strengthen Maclay School’s relations with

parents, alumni, friends, local government, businesses, and the community at large, and

build on those relationships for the benefit of all stakeholders.

Goal E: Enhance the college counseling and placement services. (By the end of the 2010-11

school year, Action Steps 1-3 and 6 should be accomplished and a plan established to accomplish

Action Steps 4-5.)


Action Step 2: Review and assess the current scope and sequence of services offered to

students using research, best practices, and external resources.

Action Step 3: Consider and discuss the advantages and disadvantages of developing a

survey for graduating seniors and their parents to assess and evaluate the effectiveness of

the services offered and provided.

Action Step 4: Develop an enhanced counseling and placement guide and consider posting

it on the website.

Action Step 5: Explore developing a community service plan for students in 8th grade to be

implemented in 9th grade, with coordinated, on-going review and evaluation of the plan.

Action Step 6: Consider and discuss advantages/disadvantages of encouraging students to

apply to academic colleges and universities commensurate with their academic abilities.


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Goal F: To complement Maclay School’s academic program, seek to provide a safe, healthy

and competitive environment for Maclay student-athletes to excel athletically on both a

regional and statewide basis.

Action Step 1: Continue to provide adequate budgetary and infrastructure needs to Maclay’s Athletic Director to manage appropriate spectrum of athletic options for the students.

Action Step 2: Maintain and oversee parent-booster clubs to insure adequate coordination of logistical support and targeted financial enhancements for each sports team/program.

Action Step 3: Continue to emphasize open participation and sportsmanship while maintaining Maclay’s tradition of excellence in athletic achievements.

Action Step 4: Develop and maintain a list of infrastructure and long-term maintenance needs in coordination with the Board, Athletic Director/Coaches and booster clubs. Short and long term facilities needs include: field house to support all sports that includes offices, adequate storage and restrooms; upgraded lighting for the main and ancillary athletic fields; new concession stands for the main field and baseball/softball fields; visitor bleachers for the main field.


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Technology

Digital Literacy and Practical Application Goal A: Expand the boundaries of the classroom.

Action Step 1: Explore the availability and applicability of virtual curriculum offerings in supplementing educational goals.

Action Step 2: Explore viable channels for cross institutional or student collaboration, to include cultural collaboration.

Action Step 3: Identify practical strategies to integrate age-appropriate information access into the educational experience, consistent with the use children and families experience in their daily lives.

Action Step 4: Document and maintain the digital literacy, skills, and capabilities expected by the universities and business communities in which our students are preparing to compete.

Goal B: Define practical alternatives to offer technology learning tracks.

Action Step 1: Identify technical learning tracks of interest. Action Step 2: Identify available and reliable content sources, to include supplemental

virtual or on-line instruction. Action Step 3: Select, implement, and assess pilot learning tracks.

Create Awareness – Internal and External Goal A: Establish a position for technology integrator (coordinator, liaison).

Action Step 1: Define the position profile, roles, and responsibilities. Action Step 2: Hire the Technical Integrator.

Goal B: Establish and maintain a communications plan.

Action Step 1: Define stakeholders, communication channels, and frequency. Action Step 2: Evaluate and define the role of social media in communicating. Action Step 3: Integrate strategies for communicating accomplishments and best practices.

Goal C: Establish a mentoring plan.

Action Step 1: Identify technology champions and thought leaders among the faculty team. Action Step 2: Define, implement, and evaluate a mentoring plan that is aligned with the

goals and initiatives of the technology strategic plan.


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Goal D: Maintain currency and relevance.

Action Step 1: Establish a process for investigating and communicating available, practical, and reliable content and technology support products and services.

Action Step 2: Investigate strategic alignments with one or more product providers. Action Step 3: Establish, within the technology communications plan, strategies for

effective collaboration with faculty and staff on current capabilities and best practices in educational technology.

Curriculum Integration and Effectiveness Goal A: Integrate technology support into lesson plans.

Action Step 1: Identify current best practices, internally and externally, for integrating technology support to improve educational outcomes.

Action Step 2: Assess the current level of technology integration in lesson plans at Maclay. Action Step 3: Integrate best practices into the technology communications plan and

mentoring plan as set forth in Goal C. Action Step 4: Establish, maintain, and communicate a library of available digital content

that could complement or enhance educational goals and outcomes.

Goal B: Expand availability of learning materials (notes, lectures, supplemental resources), aligned with educational outcome goals.

Action Step 1: Define requirements for content and learning materials that could be made available to students outside the classroom via the use of technology.

Action Step 2: Document best practices for enhancing educational outcomes by providing access to learning materials outside the classroom via the use of technology.

Action Step 3: Define standards and guidelines for teacher web sites and content related to learning materials.

Goal C: Establish a “Classroom of the Future” pilot.

Action Step 1: Create and maintain a library of technologies relevant to achieving Maclay goals.

Action Step 2: Implement and integrate new technologies in support of educational outcomes.

Action Step 3: Measure and communicate effectiveness of the pilot program. Enable Parent Involvement Goal A: Review the capability and application of the Maclay Portal.

Action Step 1: Review and refine requirements for Maclay Portal based on stakeholder needs and best practices for similar educational institutions.

Action Step 2: Assess awareness of Maclay Portal capabilities. Action Step 3: Integrate portal capability and goals into technology strategic plan. Action Step 4: Integrate portal capabilities into technology communications plan.


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Goal B: Establish a policy for teacher web sites.

Action Step 1: Assess current best practices at Maclay and similar educational institutions. Action Step 2: Document/refine policies, standards, and guidelines for teacher web sites. Action Step 3: Integrate policies, standards, and guidelines into the technology

communications plan and mentoring plan. Goal C: Identify relevant communications events (technology fairs, workshops, etc.)

Action Step 1: Identify range of feasible events and approaches appropriate for interacting with parents, students, and staff to communicate capabilities and innovations.

Action Step 2: Integrate communication events into annual planning process. Action Step 3: Integrate into technology communications plan.

Access for all Goal A: Create a “resource plan” defining policy and options for access channels and devices.

Action Step 1: Assess the current technology resources and access channels at Maclay and develop a resource plan.

Action Step 2: Document and maintain the technology resource plan required to support educational goals and technology initiatives.

Action Step 3: Determine the feasibility, requirements, and timelines for integrating use of personal devices to supplement or replace Maclay-provided resources.

Action Step 4: Define requirements and standards for technology refresh and integration of new technologies to support educational goals and initiatives within the technology strategic plan.

Goal B: Create a policy and standards for ethical and responsible use.

Action Step 1: Define the age appropriate expectations for use of information resources, both in the application of information to educational activities, and the access, use, and behavior related to interaction on the Internet (and similar social networks).

Action Step 2: Establish and maintain a policy and standards for appropriate access and use of school-related access and resources, including appropriate behavior, use, and application of internet resources.

Goal C: Establish a Student and Faculty Technology Resource Center.

Action Step 1: Determine the feasibility and alternative approaches for establishing a Technology Resource Center (possibly using the Library space).

Action Step 2: Define a pilot project and longer-term timeline to implement the technology resource center.

Action Step 3: Integrate the pilot technology resource center into one or more curriculum plans.

Action Step 4: Integrate the technology resource center into the technology communications plan.

Infrastructure Goal A: Continue to support the current technology infrastructure.


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Goal B: Continue to support the on-going, planned classroom technology enhancements (smart boards, document readers, etc). Goal C: Align current and future technology infrastructure needs with initiatives and timelines defined in the technology strategic planning process. Goal D: Integrate technology infrastructure improvements into the technology strategic planning and budgeting process. Goal E: Maintain an Information Security Plan defining the standards and guidelines for integrating and interoperating with the Maclay technology infrastructure.


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Facilities

Goal A: Develop a Campus Master Plan that maximizes the use of the school’s physical plant,

ensures the safety of students, faculty, staff and administrators; ensures sustainability of the

school’s resources; ensures continued accreditation and furthers the mission of the school;

and includes a science center, a fine arts center (including music facilities with adequate

storage and practice areas), a pre-kindergarten facility, the paving of the circle road that

goes around campus to athletic fields and new gym, a concession stand for the all-purpose

field, a field house (with bathrooms), a third set of tennis courts, and an open-air pavilion,

as well as the location of necessary infrastructure including roads, sidewalks and drainage

facilities. (By the end of the 2010-2011 school year, all action steps should be accomplished)

Action Step 1: Meet with appropriate professionals to secure a proposal (including budget) for preparation of a Campus Master Plan showing locations for contemplated facilities (Headmaster and Facilities Chair)

Action Step 2: Hire appropriate professionals to prepare a Campus Master Plan (Headmaster with Board approval)

Action Step 3: Confer with School Board and Headmaster to develop a short and long term list of facilities priorities, including possibly the following: science center/fine arts; pre-K building/expansion during lower school renovation; field house; additional tennis courts; all sports field lighting; baseball field lighting (Committee)

Action Step 4: Develop a campus standard for future construction projects to assure that all future construction finishes are consistent with current campus facilities or is consistent with future plans for the school (Committee)

Action Step 5: Meet with appropriate professionals to secure cost proposals for plans and construction of the facilities identified as priorities. (Headmaster/Facilities Chair)

Action Step 6: Investigate the necessity and, if determined necessary, the feasibility of obtaining additional land and/or leasing additional facilities (Committee)

Goal B: Develop a campus-wide landscape plan to ensure safety, cohesiveness, sustainability

and ease of maintenance. (Implementation: Facilities Committee. By the end of the 2010-2011

school year, all action steps should be accomplished.)

Action Step 1: Meet with appropriate professionals to get proposal for landscape plan Action Step 2: Retain appropriate professionals to prepare landscape plan Action Step 3: Develop guidelines for future landscape projects

Goal C: Complete building of new facilities. (By the end of the 2010-2011 school year, all action

steps should be accomplished.)


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Action Step 1: Determine priorities for constructing additional facilities based on all relevant factors, including: safety, sustainability, number of students impacted, cost of building, cost of maintenance, available funding, contribution to advancement of the school, contribution to overall educational experience and school mission, site availability, aesthetics, impact on accreditation (Board with recommendation from Committee)

Action Step 2: Coordinate with Advancement, Finance and Athletic Committees to identify funding sources for new facilities (Committee Chairs and Executive Committee)

Action Step 3: Identify resources and expertise of school’s parent and alumni population to reduce costs of building and maintenance; create list to be maintained in business manager’s office (Director of Admissions)

Action Step 4: Develop aspirational timeline for completion of all facilities based upon priority of needs (Committee)

Action Step 5: Coordinate with Communications to use existing facilities and Campus Master Plan for marketing the school (Committee Chair)

Goal D: Evaluate existing facilities to determine immediate and long-term maintenance

needs. (By the end of the 2010-2011 school year, a plan should be established to accomplish all action

steps.)

Action Step 1: Contract for improved drainage in Middle School (Headmaster & Designated Board Member)

Action Step 2: Contract for improvement of drainage in Upper School (Headmaster & Designated Board Member)

Action Step 3: Contract for renovation of lower school building, including façade, HVAC systems and roof (Headmaster & Designated Board Member)

Action Step 4: Contract for replacement of lights at multi-purpose field (Athletic Director)

Action Step 5: After development of master plan and location of all facilities, contract for pavement of perimeter campus road.

Action Step 6: Improve aesthetics of pool area with improved storage and landscaping as necessary

Action Step 7: Continue development of comprehensive list of maintenance needs for existing facilities (Designated Board Member)

Goal E: Continue to develop and maintain a sustainable campus that reduces environmental

impact, ensures safety of students, and reduces costs of maintaining facilities. (By the end of

the 2010-2011 school year, both action steps should be accomplished.)

Action Step 1: Create Sustainability Council, comprised of faculty, staff, administrators, students and parents (Committee Chair)

Action Step 2: Pursue qualification for environmental awards or designations that recognize or reward efforts to create and maintain a sustainable campus (Sustainability Council)

Goal F: Coordinate with Advancement & Finance Committees to develop a method for

ensuring integrity of the Building Trust Fund and establish policies for use of the fund

(Faculty Liaison to Committee. By the end of the 2010-2011 school year)


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Goal G: Annually review and revise existing safety plans to ensure campus safety in all

foreseeable situations.

Action Step 1: Consult with campus safety officer annually to determine existing needs (Headmaster report to Committee)

Action Step 2: Implement any changes necessary as a result of such review (Headmaster, with Board approval as needed)

Goal H: Annually review transportation needs and plan for repair or replacement of vehicles

as necessary. Implementation: Headmaster report to Committee


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Communications

External Communications Goal A: Recognize the importance of communicating the positive image and mission of the school to the community and to parents. (Implementation: Communications committee in conjunction with Admissions Director and external communications professionals.)

Action Step 1: Focus on the value of building a brand image reflecting the value of a Maclay education while establishing a positioning platform.

Action Step 2: Differentiate and communicate this value to the parents and segmented target markets.

Action Step 3: Gain commitments from constituents to advocate the value of the Maclay experience while building relationships in the community.

Goal B: Create a unique advertising campaign each year to reflect the image of the school

and its current needs. Implementation: Communications committee in conjunction with Admissions

Director and Communications Director.

Action Step 1: Assemble Communications Committee of Trustee members, Admissions Director, and qualified parent volunteers and any other appropriate staff. (August)

Action Step 2: Have committee assess prior year’s campaign results including outcomes, spending and performance of outside consultant. Make recommendation based on the information. (August)

Action Step 3: Devise a strategy to capture current concerns, sentiments and opinions of parents and staff that will assist in establishing positioning platform for the upcoming campaign. (i.e. focus group, survey, informal conversations). (September)

Action Step 4: Meet with Administrative staff to identify the strengths and weaknesses of enrollment across divisions and determine how the advertising campaign will address areas of concern. (September)

Action Step 5: Finalize agreement with outside consultant based on current year’s budget. (September)

Action Step 6: Assess the re-enrollments and new student applications for the school year and develop supplemental summer campaign based on these numbers. (Late Spring)

Goal C: Assist Admissions Office and create recruitment plan in securing and maintaining

desired enrollment level. (Implementation: Communications Chair, Communications Director,

Admissions Director and Division Heads.)

Action Step 1: Evaluate Transition Meetings for Pre-K, Middle School and Upper School, and make necessary adjustments to provide an informative and effective program. (September)


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Action Step 2: Set up casual, town hall type meetings in homes; invite prospective parents and provide information for the specific division. (January)

Action Step 3: Create prospect mailing list off of inquiries, summer camp registrations, former students, etc. This list would be utilized for direct mail pieces as well as brochures and annual reports. (Immediate and Continuous)

Action Step 4: Create a formal process to be followed of the Prospective Parent experience and evaluate and critique the experience of the walk-ups, phone inquiries and web inquiries. (Immediate and Continuous)

Action Step 5: Create documentation card to be filled for each prospective family which would include “How did you hear about us?” (Immediate and Continuous)

Goal D: Improve Communications between parents and community; relay a constant and current message. (Implementation: Communications Director)

Action Step 1: Press Releases. Send out press releases for awards and accomplishments

of students, teachers, faculty and staff on a regular basis as well as special events on campus that may be of public interest. (Immediate and Continuous)

Action Step 2: Stories of Interest. Create stories and articles of special interest for publications and webpage at least one each quarter. (Immediate and Continuous)

Goal E: Keep Electronic Communications current and up to date with trends. (Implementation: Communications Director)

Action Step 1: Social Media. Continue to develop and improve social media outlets such as

Facebook and Twitter and stay current with digital ecosystem. (Immediate and Continuous) Action Step 2: Website. Keep webmaster up-to-date with the newest information and

revision of copy. An evaluation of design and content should be performed on an annual basis. (Consistently with evaluation in June)

Action Step 3: E-Newsletter. The e-newsletter, Acorns to Oaks should continue to provide information, articles of interest and calendar for our parents and staff. The bi-monthly newsletter should eventually be a weekly publication. (Bi-monthly)

Goal F: Produce informational Publications that serve common purpose of communicating Maclay mission. (Implementation: Communications Director in conjunction with Admissions personnel)

Action Step 1: Year-End-Review/Brag Book. Work in conjunction with the Advancement Office to create a comprehensive overview of the achievements of the year. Distribute publication to our largest list of prospects, current and former parents and grandparents. (December)

Action Step 2: Marketing/Recruitment Piece. Create attractive “brochure” or similar marketing sales piece that is updated and available on-line and in the Admissions Office. (September)

Internal Communications Goal A: Improve Faculty Communications. (Implementation: Director of Admission, Head of Lower School, and designated staff)


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Action Step 1: Improve faculty communications and sense of community; re-implement the Faculty Community Forum--a day long retreat designed to re-energize and re-focus the Maclay mission in the classroom.

Action Step 2: Foster sense of community among faculty to help integrate new faculty into the Maclay family. (i.e. Pre-planning week, half-day retreat/rope course or Wakulla trip.)

Goal B: Continue to reach out to alumni and channel information about Maclay School keeping them engaged and connected. See Advancement Plan Goal C: Improve communication to parents and evaluate other avenues and forms of communication. (Implementation: Communications Coordinator)

Action Step 1: Send out annual survey to solicit parent feedback giving parent body

opportunity to have input and share opinions. Action Step 2: Increase e-newsletter to an every week rotation. Action Step 3: Continue to increase division communications to email notifications instead

of postal delivery. Action Step 4: Improve middle school and upper school grade and division announcements

and parent communication through the use of the email system. Action Step 5: Bi-annual report in letter form to parents from the headmaster to keep

parents in touch with the Maclay community. The “State of the School” correspondence will include campus updates and announcements.

Goal D: Add campus signage for simple drive-by communications of news and events.

Action Step 1: Purchase two marquee signs at each entrance of the school for up-to-date information.

Action Step 2: Create a cohesive and attractive campus signage master plan in conjunction with Facilities Committee.

General Communications Overview Goal A: Fund a Communications Director position.

Action Step 1: Create a position where all aspects of communications and publications are funneled through one area. This position is responsible for all internal and external communications at Maclay such as the “branding” of the Maclay name, oversight of advertising, marketing, media relations and publications.

Goal B: Establish a Communications Manual to establish guidelines for all usage of the Maclay image and logos. (1Q 2011)

Action Step 1: Create a document that states approved colors, use of logo, fonts and guidelines for all Maclay images to protect a consistent image.

Action Step 2: Share document with all staff and faculty and train them on the importance of using approved colors, logos, and fonts.


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Advancement

Maclay Fund

Goal A: Execute successful annual fund appeal that meets established goals for participation

for faculty, parents, grandparents, alumni, and others. (Implementation: Advancement Director

supported by Giving Coordinator)

Action Step 1: Generate fresh and exciting marketing approach by beginning of school year.

Action Step 2: Recruit grade captains by beginning of school year, educate them on

importance of annual giving, have them draft letters to parents in their grade and support

fundraising through phone-a-thons and other means.

Action Step 3: Maintain yearly goal of 100% annual participation by board and faculty.

Action Step 4: Strategically plan periodic phone-a-thons and other appeals.

Action Step 5: Encourage annual fund donors to explore and, where possible, secure

matching gifts through their employers.

Action Step 6: Publicize results by grade and participation level (each week during the first

half of the year and monthly during the second half of the year to leverage additional

participation) through signage and/or email newsletters.

Action Step 7: Take advantage of face-to-face opportunities (such as open houses or other

parent meetings) to highlight Maclay Fund.

Action Step 8: Before beginning the school year, establish a firm end date to campaign.

Action Step 9: Develop appropriate and creative means of acknowledging donors.

Action Step 10: Specify and promote improvements and/or purchases made possible by

annual fund donations.

Special Events

Goal A: Implement auction each year as major spring fundraiser for school. (Implementation:

Advancement Director in consult with volunteer auction chair)

Action Step 1: Seek to secure an effective volunteer chairperson who will cast vision for

event and maintain focus on meeting fundraising goals (by April 15 annually)

Action Step 2: Determine fundraising goal and how monies will be utilized.

Action Step 3: Develop blueprint on how to run auction for use by future event chairs.

Goal B: Explore other special events to be held in the fall that would bring additional funds

to school, with priority given to growing Maclay’s endowment. (Implementation: Advancement

Director with input from Advancement Committee)


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Action Step 1: Work with Advancement Committee to identify and initiate second special

event with potential for community-wide participation.

Action Step 2: Identify appropriate chairperson and volunteer base that can inaugurate and

sustain this new event.

Alumni Relations

Goal A: Develop and implement opportunities for alumni to remain connected to Maclay.

(Implementation: Alumni Relations Coordinator with input from Alumni Board)

Action Step 1: Explore ways to use technology to foster improved and consistent

communication with alumni, including such means as social networking, video messaging,

e-communications, and school website.

Action Step 2: Recruit class agents, identify agent responsibilities, and capitalize on their

abilities to improve communications between Maclay and alumni groups from each year

since the school’s inception.

Action Step 3: Seek to have alumni return to campus at least once per year, capitalizing on

football program to generate increased interest.

Action Step 4: Host multiple events in Tallahassee tailored to various generations of alumni.

One possibility includes hosting a legacy breakfast each year.

Action Step 5: Host annual alumni events outside of Tallahassee in areas where a high

concentration of alumni live.

Goal B: Maintain and strengthen Alumni Board and focus their efforts on fundraising

through special events and other collaborative means. (Implementation: Alumni Relations

Coordinator)

Action Step 1: Select new alumni board members with potential to measurably contribute

to fundraising activities and outreach to alumni base.

Action Step 2: Cultivate a mindset of advancement and increased understanding of

fundraising principles in current alumni board through proactive education of members by

alumni board president and Alumni Relations Coordinator.

Action Step 3: Take advantage of alumni board’s influence on alumni base by involving

them in promotion of alumni participation in annual fund and planned giving programs.

Action Step 4: Encourage local alumni involvement and inclusion in auction and other

school-led fundraising efforts.

Action Step 5: Continue golf fundraising event each fall with annual goal of raising $15,000

for Maclay scholarship fund through strengthened corporate sponsorships and participant

fees.

Action Step 6: Implement new spring fundraising event coordinated by alumni board.

Action Step 7: Communicate successes and leadership of alumni board to greater Maclay

community.


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Goal C: More actively target alumni for giving as numbers, age, and income levels of alumni

base increase. (Implementation: Alumni Relations Coordinator)

Action Step 1: Develop mailings focused on alumni remembering Maclay in wills and

bequests.

Action Step 2: Establish alumni solicitations that give clear, easy, and meaningful ways to

make a donation to Maclay.

Action Step 3: Promote and perpetuate annual class gift by graduating classes and reunion

classes. Maintain list of giving needs to focus gifts in areas deemed a board priority.

Planned Giving

Goal A: Launch and sustain an active and vital planned giving program for Maclay.

(Implementation: Advancement Director)

Action Step 1: Evaluate and retain appropriate marketing firm to assist with planned giving

program.

Action Step 2: Improve website to incorporate planned giving opportunities.

Action Step 3: Work to create targeted planned giving appeals directed to (a) Maclay

families, (b) Maclay alumni, (c) other select donors as determined through prior giving to

school.

Action Step 4: Develop and implement marketing plan that defines planned giving and lays

out timeline for planned giving appeals at regular and consistent intervals.

Action Step 5: Seek a minimum of five planned giving commitments per year.

Action Step 6: Create a list of possible donors for Endowment.

Goal B: Create Planned Giving Council to guide planned giving program. (Implementation:

Advancement Director with input from Advancement Committee)

Action Step 1: Identify Planned Giving Council members.

Action Step 2: Develop written statement defining purpose and expectations of council and

share with all members.

Action Step 3: Communicate at regular intervals with council to encourage and involve

them in success of the planned giving program.

Goal C: Develop directed opportunities for donors to focus bequests. (Implementation:

Advancement Director)

Action Step 1: Determine endowment levels at specific dollar ranges and create names for

each level.

Action Step 2: Generate a clear recognition program for endowment gifts at each level.

Action Step 3: Develop list of prospects to cultivate and solicit.

Goal D: Define vehicles of planned giving to Maclay School. (Implementation: Advancement

Director)


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Action Step 1: Create a written document exploring the following opportunities for planned

giving: bequests, gift annuities, life insurance (existing policies and new policies), revocable

trusts, IRA and 401K, and others.

Action Step 2: Generate targeted mailings for each planned giving vehicle and calendar

determining mailing dates.

Action Step 3: Formulate and cultivate Legacy Society (Mettler Society) with appropriate

recognition to society members.

Grants

Goal A: Research and pursue grant opportunities through foundations, corporate giving

programs, and federal/state sources (where feasible). (Implementation: Grants Coordinator)

Action Step 1: Retain on advancement staff a grants coordinator focused on researching

funders, writing proposals, and reporting on funds received.

Action Step 2: Establish grants calendar with target goals (quantity/dollar amounts) for

fiscal year (by July each year)

Action Step 3: Work with staff and faculty to understand curriculum, projects, and future

goals in order to match funding opportunities with the appropriate needs.

Action Step 4: Communicate grant successes to Maclay community and greater public.

Capital Campaign

Goal A: Prepare for and execute capital campaign based on needs identified by strategic

plan. (Implementation: Advancement Director in collaboration with Advancement Committee and

Staff)

Action Step 1: Communicate contents of strategic plan to parents and prospective donors in

advance of campaign launch.

Action Step 2: Compile database that incorporates potential campaign donors with specific

research on each individual including projected levels of giving and areas of interest.

Action Step 3: Develop campaign steering committee of carefully selected individuals who

will shape campaign strategy, help cultivate prospects, advise on campaign publications,

and assist in articulating goals and needs of capital campaign to greater donor pool.

Endowment

Goal A: Pursue donations to endowment fund in order to grow principal by 5% per year.

(Implementation: Advancement Director)

Action Step 1: Direct prospective planned giving donors to prioritize gifts and bequests to

endowment fund.

Action Step 2: Identify donors for endowment from broad pool of prospects, reviewing list

on quarterly basis. Prospects shall include individuals (current and former parents and

grandparents), alumni, corporations, and foundations.


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Action Step 3: Consider launching new alumni event that generates proceeds dedicated to

endowment growth.

Action Step 4: Use capital campaign as opportunity to raise endowment funds as part of

overall campaign goal.

Action Step 5: Donate 10% or more of gifts to Maclay Fund, as well as proceeds from golf

tournament, auction, and other special events to Maclay endowment.

Advancement Operations

Goal A: Improve communications between Advancement and the greater Maclay

community. (Implementation: Advancement Director)

Action Step 1: Maintain and continually update list of funding needs of school.

Action Step 2: Carefully devise means of articulating funding needs of varying levels and

scope to designated donor pool.

Action Step 3: Educate and inspire members of Advancement Committee to serve as

liaisons to possible fundraising opportunities and ambassadors to improved donor and

prospect relations.


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Succession and Transition

Goal A: For successful transitions of Maclay School faculty and staff approaching retirement

or planned departure, work to identify those individuals who will be targeting retirement or

planned departure in the next 3-5 years. (Implementation: Headmaster and Heads of Schools

reporting to Executive Committee)

Action Step 1: Heads of each school to research and identify teachers who are candidates

for retirement within each grade level and subject area, making necessary individual

contact as appropriate.

Action Step 2: Headmaster to research and identify from the top tier of faculty and staff

those positions who are candidates for retirement, making necessary individual contact as

appropriate.

Action Step 3: Provide confidential report of retirement candidates to Board Chairman and

Executive Committee annually and revisit at subsequent board meetings as needed. (by end

of 1Q 2011)

Goal B: To formulate plans of transition for general retirement candidates. (Implementation:

Headmaster and Executive Committee by end of 2011 school year)

Action Step 1: Set parameters for formal notifications of retirement for staff (as needed)

and define expectations for appropriate timing of departures.

Action Step 2: Provide confidential report of candidates to Board Chairman and Executive

Committee annually and revisit at subsequent board meetings as needed.

Action Step 3: Identify methods of recruitment to replace candidates, whether internal or

external, that will result in an elite group of prospects for each vacated position. Methods

might include targeted advertising in independent education publications, search

committees (as appropriate), one-on-one recruitment of proven talent, and/or general

advertising.

Action Step 4: On an annual basis, budget for cost of recruiting replacements and necessary

financial incentives needed as part of competitive compensation packages for replacement

candidates.

Goal C: To define plans of transition for headmaster and key Maclay School faculty

approaching retirement. (Implementation: Headmaster and Executive Committee by end of

2011/12 school year)

Action Step 1: Set parameters for formal notifications that will enable Maclay School time to

recruit and train replacements of high-level faculty members, thereby preventing


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disruption to standard school operations, such as admissions, staff oversight, business

functions, athletic programs, and teaching.

Action Step 2: In order to generate a qualified and competitive applicant pool for high-level

positions, the committee should identify appropriate means of recruiting, including search

committees, targeted advertising, and recruitment firms, and the costs and benefits of these

services.

Action Step 3: Determine appropriate amount (if any) of financial retirement packages for

key faculty and identify fiscal resources to be expended for retirement packages.

Action Step 4: On an annual basis, budget for cost of recruiting replacements and necessary

financial incentives needed as part of competitive compensation packages for replacement

candidates.

Action Step 5: Explore feasibility of formulating a process to develop talent for key

positions from within the school’s existing human resources. (by end of 2011/12 school

year)

Goal D: Develop plan of action to manage unexpected disruptions in staffing.

(Implementation: Headmaster and Executive Committee)

Action Step 1: Assess school readiness in a crisis situation should a key employee become

unable to serve. (by end of 1Q 2011)

Action Step 2: Consider implementation ofplans in place to insure potential risk and create

a liquidity/contingency plan for the school if a key person dies or becomes disabled. (by end

of 2Q 2011)

Action Step 3: Develop a contingency plan specific to human resources with confidential list

of interim candidates for key positions that can be reliably accessed if needed.

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