New Strategic Plan Takes
St. Margaret's to the Next Level
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It would be easy for St. Margaret's School to rest on its laurels. Many an institution has done just that after completing a multi-million-dollar capital campaign and opening a major building. But for schools to succeed in the competitive educational marketplace, they must constantly strive to meet changing - and often increasing - expectations. That's one of the major reasons why SMS has developed a new strategic plan, said Board of Governors Chair Sarah Belle Eason Parrott '68. "As we look at the world today, students and their families demand more than they did 10 or 20 years ago. People don't choose boarding schools for an education only," she said. "They are looking at factors like nurturing, strong moral standards, and safety. Amenities make a difference, too. Their child has to feel comfortable, or they won't want to go there." The fact that St. Margaret's is healthier than it's ever been, with strong leadership, a balanced budget and full enrollment, offered another reason to aim high. The new plan, anticipated to span five years, follows a previous five-year plan that largely was accomplished in three. "If you don't keep going forward, you go backward," said Foundation Board and Finance Committee Chair L.H. Ginn III, who headed up the earlier planning effort. "It makes sense to improve on a very good product." A group of more than 50 people developed the current plan over the course of a weekend retreat in January 2000. Participants included the members of the Board of Governors and Foundation Board, key administrators, and representatives of alumnae, parents, past parents, faculty, staff, students, and friends. This broad input was crucial to building the consensus on which successful plans rest, Ms. Parrott said. "The way this plan was created, by such a large group of people working together, makes it an even stronger plan that reflects every aspect of the school," she said. "It's an exciting plan that really addresses how Sr. Margaret's is educating and will educate young women for life in the 21st century. Making a connection to the school's mission was, in fact, one of the first steps in the planning process. Assisted by nationally known facilitator Susan Stone, planning group members took a second look at all that is contained in and implied by the oft-repeated mission. "As an alumna, I can tell you that there are things I use every day that I learned here," said Heather Wood '87, an environmental scientist who serves on the SMS Board of Governors and chairs its Buildings and Grounds Committee. "It's things like respect for others, the importance of integrity, and learning how to get along with people with different values and from different cultures - in other words, that 'it's not all about you. "These realizations all flowed from St. Margaret's mission statement and the way it was carried out when I was here. Our challenge is creating the best possible environment in which today's girls can learn these life lessons." With that end in mind, planning group members established goals for 13 essential facets of the school's operations (see box) and suggested steps for reaching them. Maintaining St. Margaret's high academic standards and college preparatory program is absolute, participants agreed. Other strong conclusions were that St. Margaret's needs to capitalize on its riverfront location and focus on the quality of residential life. Action already is being taken in both areas. Some additional plan elements have been implemented or are in the process of being addressed. These include: Yet other aspects of the plan will require further study by the board, Ms. Parrott said, such as determining the optimum number of boarding places that St. Margaret's should offer, and setting a goal for building endowment. Future challenges, Mr. Ginn added, include remaining affordable for families, staying in tune with the school's niche, and making sure that as technology changes, academic programs keep pace. "Really, there are only two things we need in order for the plan to succeed," Mr. Ginn said. "First of all, we'll need the resources to do all the things we need to do. "And second, but perhaps most important, is to always make sure that the teachers and staff we hire are the absolute best we can find. "Because when a girl leaves St. Margaret's, she won't think so much about the buildings and grounds if we've done our job right. She'll remember the teachers and other mentors who helped her grow." |
 Community Life - Provide an environment that supports the growth and development of values set forth in the school's mission. Spiritual Life - Help members of the St. Margaret's community understand and appreciate the presence of God in our lives. Personnel - Attract, support, and retain the highest caliber of personnel in order to support the school's mission. Academic Program - Provide and enhance an academically excellent liberal arts curriculum which supports the needs of the individual student. Co-Curricular Program - Offer a variety of after-school and weekend activities that will allow students to grow in all areas of their lives. Residential Program - Develop a student-centered community embodying the school's mission and Episcopal foundation, which supports each student's development. Students - Identify, actively recruit, enroll, and retain college-bound young women from various academic, racial, religious, ethnic, cultural, and economic backgrounds that can benefit from and contribute to the life of the school community. Parents and Families - Build a sense of involvement, investment, and ownership before, during, and after the years of their student's enrollment here. Alumnae - Develop and strengthen relationships with alumnae. Governance - Ensure that members of the Board of Governors will be committed, diverse, and representative of our constituencies. Marketing, Communications and External Community - Strive to enhance the image of St. Margaret's through the promotion, development, and improvement of our position in the independent school market and local community. Physical Plant and Facilities - Maintain our facilities in the highest quality condition possible and continue to create and develop them, reflecting and supporting the school's educational program and sense of community. Finance and Development - Achieve a robust financial condition through annual operating budgets, endowment fund, and annual giving.
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