pace academy strategic plan 2016-2021 (abridged)

P A C E A C A D E M Y

STRATEGIC PLAN 2016 –2021

PACE ACADEMY EST. 1958

OUR MOTTOTo Have the Courage to Strive for Excellence

OUR MISSIONTo create prepared, confident citizens of the world who honor the values and legacy of Pace Academy.

OUR CORE VALUES• We create success through partnership

with parents, students and faculty.

• We are dedicated to developing the whole child.

• We have respect for others and their unique ideas and beliefs.

• We have pride in our accomplishments and our heritage.

A LETTER FROM THE CHAIRMAN OF THE BOARD

Dear Friends of Pace Academy,

I’m proud to share with you Pace’s strategic vision for the coming five years. The Strategic Plan 2016–2021 measures our progress relative to previous Strategic Plans, articulates our key objectives over the next five years and establishes Pace’s path forward.

The Strategic Plan is the result of countless hours of work—information gathering, data analysis, thoughtful discussions with Pace’s many constituencies and careful synthesis. Most institutions enlist the help of outside counsel when crafting strategic plans. In true Pace fashion, the members of our Board of Trustees took this important project upon them-selves. I would like to thank Strategic Planning Chair Liz Price and her committee, listed on page 17, for their tireless dedi-cation to this critically important task.

Overseeing the execution of the Strategic Plan 2016–2021 is a top priority for the Board of Trustees. Board subcom-mittees have been created to assume responsibility for each of the plan’s five focus areas. Over the next few months, we will hold briefings to review and discuss each of these focus areas, and you are invited to attend any or all of the brief-ings. Notice of the briefings will be sent in advance, and we hope that everyone will make the time to attend at least one of these meetings.

On behalf of the Board of Trustees, thank you in advance for your support.

Robert Sheft Chairman, Board of Trustees

2016–2021 STRATEGIC

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LOOKING BACK TO LOOK FORWARDSINCE 1958, Pace Academy’s strong college preparatory education has created confident, well-rounded citizens of the world.

People have always been the heart of the Pace experience. Our outstanding faculty emphasizes the development of the “whole child” in a family oriented, respectful environment. We strive to be a diverse and inclusive community, one in which all individuals understand what it means to belong. With a focus on character education and global perspectives, we encourage students to explore their passions and strengths, experience triumph and failure and, ultimately, excel.

Graduates leave Pace more than prepared for collegiate suc-cess—they’re equipped to be at the forefront of innovation, leadership and social awareness.

Past strategic planning has enabled our school’s current suc-cess, and working toward the following goals has served us well in recent years:

To prepare confident citizens of the world

The advent of the Isdell Center for Global Leadership (ICGL) gave structure and direction to our global-education initiatives; applications for admissions reached all-time highs; college-counseling support and placement success increased; our population of students and faculty of color grew; service learning remained a vital component of our educational experience.

To develop and support the whole child

Character education continued to be a focus; student in-volvement and performance in the arts, athletics and debate exceeded expectations; we promoted health and wellness through preventative support and parent education; the Academic Resource Center began supporting all students

in all divisions, particularly those with learning differences; we partnered with INDEX Schools to benchmark progress and determine best practices.

To protect the legacy of the school and develop future resources

Successful capital campaigns allowed for renovation proj-ects and the construction of Charlie Owens Field, the Arthur M. Blank Family Upper School and Walsh Field; annual giving increased by 35 percent; alumni programming and involvement expanded; technology continued to enhance 21st-century learning.

To create success through partnerships and communications within the Pace community

Innovative programming and resources strengthened profes-sional development for faculty and staff; parental support through the Parents Club, Booster Club and Arts Alliance reached new heights; increased alumni and restricted giving buttressed need-based financial aid; positive neighborhood relations enabled growth.

We believe these goals endure. And because we have the courage to strive for excellence, we will continue to work toward excellence in leadership and development, character and service, and community and opportunity. �


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OUR TOP PRIORITIES

• STEAM• Faculty Development• Financial Aid• Enrollment Management• The Isdell Center for

Global Leadership

CONCEIVED THROUGH a lens of equity and inclusion, the 2016–2021 Strategic Plan ensures that Pace’s culture of excellence and innovation remains intact for future generations, and that our graduates are prepared for the ever-changing world they will encounter.

We hold fast to our founding principles and take pride in our legacy as a small school that THINKS BIG. This Strate-gic Plan continues that proud tradition while celebrating growth and envisioning an ever-greater place for children to learn and grow.

IN THE COMING YEARS, PACE WILL STRUCTURE STRATEGIC ENDEAVORS AROUND FIVE FOCUS AREAS:

1. Academic and Institutional Excellence

2. Enrollment

3. Global Citizenship

4. Student Life and School Culture

5. Community and Communications

WITHIN EACH OF THESE AREAS, OUR TOP PRIORITIES ARE:

• STEAM

• Faculty Development

• Financial Aid

• Enrollment Management

• The Isdell Center for Global Leadership

What follows are the specific initiatives that the Board of Trustees has determined will enable the school to further fulfill its mission: To create prepared, confident citizens of the world.


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1:ACADEMIC & INSTITUTIONAL EXCELLENCEACADEMIC EXCELLENCE is a hallmark of Pace Academy, and the foundation of any great academic institution must be an outstanding and developing faculty. Pace has been and will continue to be a leader in recruiting and retaining the highest-quality teacher cohort imaginable.

Because our expert faculty prepares students for the ever-changing world they will encounter, a Pace education includes innovative curricular and extra-curricular programming around science, technology, engineering, arts and math (STEAM).

To excel in these and other endeavors, Pace students in all divisions utilize our Academic Resource Center (ARC), which provides individualized academic assistance, particularly to those with learning differences.

The combination of intellectual challenge and a nurturing, familial environment ensures students graduate from Pace prepared for college—and the Pace Academy Office of Col-lege Counseling thoughtfully guides each student to his or her collegiate “fit.”

Because participation in our growing arts and athletics pro-grams is encouraged—as is a healthy, productive relationship with technology—our students leave Pace emboldened by well-rounded perspectives and ready to further explore their passions. And they learn in some of the finest facilities around! 1

AREAS OF FOCUS

• Faculty Development

• STEAM• Academic Resource Center• College Counseling• Arts• Technology• Facilities• Physical Education

SAT & ACT SCORES(Converted to the SAT's 1600-point scale)

INITIATIVES

To ensure continued academic and institutional excellence, Pace will:

• Seek out and cultivate diverse teaching talent; expand faculty professional development opportunities; continue to provide financial support for faculty children to attend Pace; enable higher education for faculty; promote em-ployee enthusiasm and satisfaction.

• Expand STEAM programming, particularly in the Middle School; partner with local colleges and corporations to provide practical opportunities for students; attract students with STEAM strengths.

• Continue to support the work of the ARC; focus on early identification of learning-style needs; explore the creation of a writing lab.

• Further expose ninth-grade students and parents to the college-search process; educate Upper School deans regarding college placement; develop metrics to assess college admissions success.

• Evaluate the need for a school-wide fine arts director; reevaluate arts budgets based on growing participation and increased staffing; consider expanding and/or reno-vating arts facilities.

• Further incorporate emerging technologies into class-rooms to enhance teaching, learning and relationships.

• Renovate aging structures to ensure maximum usability; annually review student safety and campus security; provide appropriate personnel and systems to protect the Pace community.

• Given high athletic participation, evaluate the necessity and efficacy of physical education in the Middle School; continue to support healthy, active lifestyles.


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2: ENROLLMENTTHE PACE ACADEMY student body defines our school, and it is crucial that we continue to attract applicants who will thrive at Pace and beyond.

We build an outstanding student body by consistently pro-moting the Pace brand, establishing personal relationships with prospective families, and welcoming qualified siblings and legacies into the Pace community.

In order to fulfill Pace’s mission to create prepared, confident citizens of the world, our school community must reflect the diversity of our local and global communities, and we must embody the values of equity, social justice, empathy, inclusion and respect for all people.

In that spirit of inclusion, Pace strives to provide financial aid for tuition to all families who demonstrate need and, in recent years, has increased both the amount of aid awarded and the percentage of students receiving assistance.

AREAS OF FOCUS

• Enrollment Management

• Diversity• Financial Aid

2 APPLICATIONS ENROLLMENT

INITIATIVES

To ensure continued enrollment success, Pace will:

• Further articulate its admissions policies regarding sib-ling and legacy applicants; continue to attract and enroll diverse students.

• Foster meaningful diversity and inclusion efforts through-out the school; equip the Pace community with the skills required to engage effectively in issues of diversity; continue to cultivate a respectful and inclusive workplace and learning environment; increase the Board of Trustees’ engagement with issues of diversity.

• Consider increasing financial aid awards to cover costs beyond tuition; create a financial aid award program for middle-income families; develop a contingency plan for financial aid funding should the Georgia Private School Tax Credit program be eliminated.

DIVERSITY & ENROLLMENT

Creating prepared, confident citizens of the world requires a commitment to a diverse school family in which all stu-dents have access to the highest level of academic excellence. Today, people of color represent nearly 16 percent of our faculty and staff, nearly 20 percent of our student population and one third of our applicant pool.


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AREAS OF FOCUS

• Isdell Center for

Global Leadership

• Service Learning• External Partnerships

3: GLOBAL CITIZENSHIPPACE ACADEMY’S MISSION to create prepared, confident citizens of the world mandates action, and the school estab-lished the Isdell Center for Global Leadership (ICGL) as the cornerstone in its efforts to provide a global, integrated edu-cational experience. A Board of Advisors guides the ICGL, fostering excellence in global leadership.

We believe five qualities define a successful global leader: leadership ability, global mindset, engaged citizenship, cultur-al awareness and appreciation, and international experience. Through a school-wide annual global theme and collabora-tive, cross-divisional programming within six focus areas, the ICGL nurtures these qualities at every step.

Inherent in global citizenship is an understanding of the im-portance of looking beyond one’s self, and Pace endeavors to provide opportunities for community service to all students. Partnerships with local community organizations enable ser-vice learning.

3

INITIATIVES

To ensure the continued creation of global citizens, Pace will:

• Facilitate ways for Upper School students to share their global-learning experiences with their younger counterparts; tie study tours to curriculum and create ac-countability measures to ensure faculty incorporate their global travels into the classroom; measure the qualitative skills we seek to build; evaluate ICGL programming on an ongoing basis.

• Expand service learning to meet the needs and interests of all students; further define community partnerships and maintain more consistent involvement with these organizations.

• Leverage relationships with alumni and parents to expand access to internships and partnerships.

GLOBAL LEADERSHIP

Since the launch of the Parents Club's Citizens of the World Travel Grant Program, student participation in ICGL study tours has more than doubled. During the 2014–2015 school year, 126 Upper School students, 63 Middle School students and 12 fifth-graders participated in study tours; 16 study tours are planned for the 2015–2016 year.


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AREAS OF FOCUS

• Athletics• Debate• Extracurricular Programs

and Clubs• Health and Wellness• Character Development

4: STUDENT LIFE & SCHOOL CULTURECITIZENS OF THE WORLD are characterized by curiosity, a willingness to take risks and a commitment to integrity. Pace strives to cultivate these characteristics through robust stu-dent-life offerings and a healthy, well-rounded school culture.

To achieve this goal, we promote and support the student- athlete concept and abide by a thoughtful Athletic Philoso-phy and Code of Conduct for coaches, students and parents. We strike a balance between fielding competitive teams and allowing opportunities for growth, and we encourage multi-sport student-athletes.

Just as our student-athletes excel in competition, our debat-ers perform at the highest levels, earning titles at national tournaments and maintaining the school’s longstanding reputation for excellence in this arena.

Pace encourages participation in extracurricular pursuits and club activities, and students devote countless hours and unlimited energy to these endeavors. From theatre and chess to fencing and water polo, the opportunities for involvement are endless.

To ensure all students take advantage of the many opportuni-ties available, we place great importance on each student’s mental, physical and social wellness. Parenting programs, full-time counselors, a consulting psychiatrist, and student-driven initiatives promote mental and social health, while physical education and well-balanced meals encourage healthy physi-cal lifestyles.

Calculated character development programming undergirds student life in all divisions; in order to become citizens of the world, we know students must first be good citizens.4

INITIATIVES

To ensure thriving student life and school culture, Pace will:

• Continue to promote balanced lifestyles for all student-athletes; evaluate the teacher-coach model; establish and evaluate ongoing coach development programs; create a succession plan for coaches.

• Increase support for and visibility of the debate program; take advantage of matching grant opportunities.

• Continue to invest in thriving extracurricular activities; appropriately recognize extracurricular accomplishments.

• Continue to prioritize the physical, mental and social health of all students; consider integrating a focus on health and welfare into the Lower and Middle Schools’ physical education curriculum; encourage Pace LEAD’s initiatives, as well as Parenting Connection programming in all divisions.

• Continue to support the importance of positive character traits in our children; create and implement an age-appropriate Upper School character education program; measure character development.


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AREAS OF FOCUS

• Board of Trustees• Parents• Parent Organizations• Alumni• Advancement• Communications• Neighborhood and

Community

5: COMMUNITY & COMMUNICATIONSWE OFTEN USE the term “Pace family” to describe our community, and the Pace Academy Board of Trustees leads the way in advancing our school’s unique mission, vision and culture by engaging all constituencies within that family.

Chief among these constituencies are Pace parents, a highly engaged corps of volunteers who enable our small, family focused school to operate at the highest level. The Parents Club, Arts Alliance and Booster Club, all thriving organiza-tions, represent the epitome of Pace’s diverse, active and committed community.

Our growing alumni population also plays an important role in the life of the school, and recent advancements in alumni programming and giving indicate the potential for even greater involvement.

Strength within the Office of Advancement has been the impetus behind increased involvement among many con-stituencies: the Aim High campaign for a the Arthur M. Blank Family Upper School exceeded its goal; the Annual Fund, rebranded as The Pace Fund, has reached more donors and raised more dollars than ever before; and a strategic plan for advancement now guides all development efforts.

Thoughtful communications around fundraising initiatives, school life and strategic developments ensure that the Pace family remains engaged and that those outside our com-munity regard Pace as a leader among independent schools. Relationships with our neighbors and the local community have never been stronger, and we look forward to cultivating additional partnerships through community outreach.5

INITIATIVES

To ensure continued success within the areas of community and communications, Pace will:

• At the Board level, continue to survey and engage with the Pace community to ensure consensus around the school’s vision; review independent school best practices in regards to governance and their applications at Pace.

• Consider new and greater ways to involve parents in the school’s daily life and strategic vision; add non-Board members to Board committees and/or task forces.

• Encourage the Parents Club’s continued commitment to its Citizens of the World Travel Grant Program; review best practices regarding governance of parent organizations.

• Further connect Upper School students and alumni by exploring mutually beneficial programming such as mentor relationships and internships; continue to support mean-ingful alumni programs.

• Create a “menu” of giving options to better align giving with the school’s needs and priorities.

• Maintain our high level of communications with a focus on quality and consistency of presentation, timeliness and effectiveness; provide opportunities for community feed-back; nurture neighborhood relationships while striving for a further reaching community impact.


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PACE FUND

ENDOWMENT

DIVISION GOALSWhile Pace Academy offers a unified student experi-ence from Pre-First through 12th grade, each division within the school employs curriculum and program-ming specific to the children it serves.

Given each division’s challenges and opportunities, leaders will work toward the following goals:

LOWER SCHOOL

While maintaining a nurturing environment, further expand curriculum with an eye on STEAM and music offerings; enhance faculty professional development; increase student and faculty diversity.

MIDDLE SCHOOL

Celebrate the range of physical and emotional matu-rity represented in the division; incorporate innovative learning through the ICGL; enhance faculty professional development; increase student and faculty diversity.

UPPER SCHOOL

Implement age-appropriate character development programming; encourage meaningful service learning experiences and opportunities for reflection; further develop STEAM curricular and co-curricular offerings; enhance faculty professional development.

MEASURING OUR PROGRESSPace Academy’s 2016–2021 Strategic Plan includes many wide-ranging and aspirational goals; we believe they are achievable.

To measure our progress and ensure our goals are met, the Pace Academy Board of Trustees will:

• Form Board subcommittees around each focus area and engage with the Pace community to measure progress and address concerns.

• Provide regular subcommittee reports to keep Board members apprised of progress.

• Review the Strategic Plan on an annual basis, remaining open to course corrections, new opportunities and alternative options.

• Ask relevant program faculty and staff to maintain quantitative measures of progress for each focus area, when possible. Use data to drive decision-making.

STRATEGIC PLANNING COMMITTEE

Liz Price, ChairCharlie BrownDanny FerryBonnie HarrisGreg KellyCara Isdell Lee ’97AJ JohnsonMark LuettersJeff SeabrightNatasha Swann


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pace academy strategic plan 2016-2021 (abridged)

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