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Building People and Organizations

The Mercy Strategic Plan. Building People and Organizations. Suite 300 Bldg 200 1250 Pittsford-Victor Rd. *Pittsford, NY 14534 Phone: (585) 264 – 0886 Fax: (585) 264 – 9029 plc200@plcassociates.com www.plcassociates.com. Published : June 2010. Agenda. Introduction – Suzanne Johnston

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Building People and Organizations

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  1. The Mercy Strategic Plan Building People and Organizations Suite 300 Bldg 200 1250 Pittsford-Victor Rd. *Pittsford, NY 14534 Phone: (585) 264 – 0886 Fax: (585) 264 – 9029 plc200@plcassociates.com www.plcassociates.com Published: June 2010

  2. Agenda • Introduction – Suzanne Johnston • Overview – Terry Quinn • Academic Task Force – Colleen Bonar • Facilities Task Force – Chuck Graham • Marketing & Development Task Force –Tish Ciaccio, Karen Higman • Finance Task Force – Greg Gordon • Conclusion – Suzanne Johnston & Terry Quinn 2

  3. Core Team & Task Forces! Congratulations! 3

  4. Task Forces • Academic Achievement 2. Facilities Core Team Board of Trustees 4. Marketing - Enrollment 3. Financial Planning . 4 9

  5. Building Our Strategic Plan Clear Strategic Intents (Goals) Core Team Includes five-year targets across a number of areas. Key Initiatives/Action Plans (Strategies) Task Forces Includes the activities/projects which are implemented. Successful Strategic Planning not only builds an outstanding blueprint for success – it also unites our entire community in implementation. We engaged our stakeholders! 5 4

  6. True Teamwork • Core Team • Diverse group of stakeholders • Task Forces • Based upon expertise and/or interest 6 5

  7. Vision Philosophy Statement: Our Lady of Mercy High School is a Catholic secondary school for young women in grades 7-12. Founded in the vision of Catherine McAuley and the ministry of the Sisters of Mercy, we are committed to the education of young women of all faiths and backgrounds. In an atmosphere of mutual respect and trust, all are encouraged and motivated to develop individual talents to meet the challenges of the 21st century. In collaboration with families we promote educational excellence and the development of the entire individual. At Our Lady of Mercy High school we expect students to take an active role in their learning and personal development while preparing for a life-long pursuit of knowledge and wisdom in the light of Christ’s teachings. 7

  8. Mission Statement Our Lady of Mercy High school A ministry of the Sisters of Mercy Animated by our motto -Via, Veritas et Vita- We educate young women in… the Way – embracing Gospel values the Truth – unleashing creative energy for the pursuit of knowledge and the Life – nurturing a hope-filled vision for leadership, responsibility and service  8

  9. Beliefs We believe that we are a caring school community for young women shaped by our Catholic and Mercy identity, rooted in Gospel values, dedicated to the ministry of service and respectful of cultural and religious diversity. We believe that our pursuit of academic excellence is centered in Christian character formation and values-based education. 9

  10. Parameters (CT) • The Strategic Plan creates a framework to guide the students of Our Lady of Mercy High School to achieve their highest potential. • The Strategic Plan aligns with the Mission of Our Lady of Mercy High School. • All stakeholders must have a complete understanding of the Strategic Plan, as well as their role and responsibilities in fulfilling it. • All stakeholders must operate with flexibility and transparency to create a culture of collaboration. • During the implementation of the Strategic Plan, stakeholders must be good stewards of human and financial resources. 10

  11. Task Force #1 Academic Achievement Facilitator: Colleen Bonar Strategic Intents: 4 Key Initiatives: 7 11

  12. Analysis of Student Performance Data • Analyzed current status • Compared data to similar schools • Determine strengths/weaknesses 12

  13. Paradigm Shift • What distinguishes OLM from other schools? • What are the unique qualities that identify a graduate of OLM? 13

  14. Knowledge • Broad based • Challenging • Rigorous 14

  15. Discernment • To Perceive • To Distinguish • To Evaluate 15

  16. Leadership • To Influence • To Guide • To Direct 16

  17. Service • To Help • To Contribute • To Assist • To Aid 17

  18. Identifying Traits: OLM Graduates • Knowledge • Discernment • Leadership • Service 18

  19. Knowledge Strategic Intent #1: By 2014/2015, every graduating senior will have enrolled in and completed a minimun of one college (dual credit/AP) course at Mercy prior to graduation. 19

  20. Discernment Strategic Intent #2: By 2014/2015, the average combined SAT Verbal, Writing, Math score of graduating seniors will be 1800, and the average ACT score will be 29. 20

  21. Leadership Strategic Intent #3: By 2014/2015, 100% of our students will participate (as juniors or seniors) in a Focus Experience (i.e., a special project, service experience, internship, Mercy-sponsored Passport experience, or «capstone» experience). 21

  22. Service Strategic Intent #4: By 2014/2015, 100% of our students will demonstrate an informed commitment to advancing one of the Mercy Critical Concerns. 22

  23. Conclusion Articulated Identity of OLM Student Created Intents, Initiatives and Action Plans 23

  24. Task Force #2 Facilities Facilitator: Chuck Graham Strategic Intents: 3 Key Initiatives: 7 24

  25. Overview • Expanded Membership & Stakeholders • Thorough Review of Current Facilities • Identified Areas of Need • Prioritized Based on Safety and Need 25

  26. Task Force #2: Facilities Strategic Intent #1: • By 2014/15, we will have facilities and supporting infrastructure, commensurate with high performing, benchmark schools to support a student population of 850. In line with this Strategic Intent, we will: • Prioritize the facilities improvement plan to address the safety issues first, and then complete the plan as money is raised. • Determine the supporting infrastructure needed, and the on-going cost. • Select the benchmark schools in our community, and set the criteria for comparison. 26

  27. Task Force #2: Facilities Strategic Intent #2: By 2014/15, 90% of total respondents to the OLM School Community Survey (Staff, Families, and Students) will collectively and individually Strongly Agree/Agree with statements that endorse our academic, athletic, performing arts facilities. Strategic Intent #3: By 2014/15, we will reduce our energy footprint and conserve resources by 25%, as measured from our baseline year 2010. 27

  28. Conclusion Needs Based Assessment Annually Implement in Phases and when Fiscally Appropriate Work in Close Harmony and Approval of the Sisters of Mercy 28

  29. Task Force #3 Marketing/Enrollment Facilitators: Tish Ciaccio, Karen Higman Strategic Intents: 4 Key Initiatives: 38 29

  30. Marketing • Build comprehensive marketing plan • Develop consistent message that will be our brand • Website • Media sources – including social media • Increase “stories” on alumnae and students to share • Build corporate support 30

  31. Development • Increase attainment from all sources (alumnae, parents, friends, foundations, corporate) • Increase proceeds from Spirit Gala • Increase Endowment giving • Grow Advancement staff • Conduct feasibility study to determine needs, capacity of a Capital Campaign • Build “case statement” to increase scholarship dollars • Increase participation from alumnae, faculty/staff and Board of Trustees • Expand community partnerships 31

  32. Enrollment • Shift focus to enrollment marketing efforts • Marketing presence in public schools, home school associations, catholic parishes • Continue to build partnerships with McQuaid • Explore tuition discount opportunities for siblings, referrals, faculty/staff • Offer a “tuition raffle” • Recommend Director of Admissions be full-time position 32

  33. Conclusion • Targeted marketing with clear concise message/brand • Advancement – FTE • Admissions – FTE • Expand constituencies • Increase overall attainment • Increase enrollment 33

  34. Task Force #3: Marketing/Enrollment Strategic Intent #1: We will continue to develop a comprehensive public relations plan, with annual goals and objectives, that demonstrates the value of a Mercy education and communicates the Mercy message, targeting prospective families, current families, Mercy alumnae and the community-at-large, adjusting the strategies according to current trends and tactics. 34

  35. Task Force #3: Marketing/Enrollment Strategic Intent #2: By 2014/15, increase philanthropic giving to Mercy by X% each year in both the amount of money raised and the number of donors contributing to the school through all vehicles. 35

  36. Task Force #3: Marketing/Enrollment Strategic Intent #3: By 2014/15, increase enrollment to full capacity to 250 middle school students and 600 high school students, and retain all students through graduation. Strategic Intent #4: By 2014/15, increase alumnae giving to 30% of all reachable alumnae. 36

  37. Task Force #4 Financial Facilitator: Steve Telesca (Gregg Gordon) Strategic Intents: 4 Key Initiatives: TBD 37

  38. Task Force #4: Financial Strategic Intents: • By 2014/15, 100% of the financial aid demand will be met outside of the operating budget. • By 2014/15, our operating budget will support a minimum of $100,000 of routine facilities maintenance. • By 2014/15, we will annually meet/exceed a current rate of return as measured by ____ while maintaining fidelity to the designated Sisters of Mercy investment strategy. • By 2014/2015, we will increase our endowment to $5 million. 38

  39. Conclusion! 39

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