2022-2027
Strategic Plan
MISSION STATEMENT
“We instill a passion for academic, artistic, and athletic excellence while committing to personal integrity, mutual respect, and lifelong learning.”
IDENTITY STATEMENT
USJ is a non-denominational, non-sectarian, college preparatory school dedicated to academic excellence and to our founding principles of faith, service, and scholarship. Based on a heritage grounded in Judeo-Christian values, we provide an educational environment where students of all ethnic, cultural, and religious backgrounds are valued and respected. The faculty, administration, and students are empowered to nurture and embrace the Judeo-Christian values and our operating principles. Through the fulfillment of our mission and adherence to these core principles and values, we prepare our graduates to be responsible and informed world citizens.
OPERATING PRINCIPLES INTEGRITY We are firm and compassionate as we build strong character. We create an environment based on moral values and principles. We are fair and consistent in the discipline and ethical development of each student.
H O N EST Y We are truthful in all dealings. We honor and keep our commitments. We use facts as a basis for decision making and problem solving.
R ES P E C T We respect others and value each person’s self-worth. We respect authority, the property of others, and the environment. We value the diversity of our student body.
R ES P O N S I B I L I T Y We accept responsibility for our own actions and give credit to others for their accomplishments. We develop good work habits by striving for academic excellence. We encourage confidence and independence.
E XC E L L E N C E We hire and retain the best available faculty, consistent with our mission. We set high standards and cultivate an environment of excellence. We evaluate and pursue all alternatives for enhancing the academic strengths of the school.
Dear USJ Families, Churchill wrote of Great Britain in 1933, “It may well be that the most glorious chapters of our history are yet to be written.” I am honored to play a small part in the 50-plus year tradition of excellence that stands strong as the University School of Jackson. I am proud of the efforts of the board of trustees, leadership team, and school community to see this future vision of the school advanced. We have witnessed so many impressive additions in the recent past in bringing on dedicated faculty and staff and new families to our fold as well as in the remarkable physical transformation of our campus. I know it has been so rewarding for our USJ family to see so many initiatives of our current strategic plan, such as improved teacher evaluation and late-start professional development, the Jones Academic Center, and our campus master plan just to name a few, come to life all around us and make such a direct impact on the growth of our students and faculty. Success may never truly be achieved, but it must continually be pursued. Our commitment toward growth over the next five years is exemplified through: • Support and development of our faculty and staff • Advancement of rigorous academic preparation • Building character in our students and engagement with the community • Ensuring long-term financial health This new strategic plan was formally approved by our board of trustees in March of 2022 and lays out a clear path forward for advancing the mission of USJ. I could not be more committed to and excited about the next “glorious chapter” that will be written here.
Don Roe Head of School
G OAL 1: Recruit, retain, and develop mission-driven USJ faculty who provide an exceptional educational foundation for our school community.
OBJECTIVE 1 Complete compensation study to ensure compensation and benefits are competitive.
OBJECTIVE 2 Develop a retention plan for faculty and staff.
- Form a task force on the compensation study composed of leadership, school staff and trustees.
- Engage and assess staff through surveys, with markers designed to capture wellness, workplace culture, climate, and employeestaff relationships.
- Review models of retention plans.
OBJECTIVE 3 Grow faculty through an intentionally focused and funded professional development program.
OBJECTIVE 4 Advance accountability by defining and implementing expectations of high performing faculty.
- Ensure PD aligns with USJ mission, approved curriculum, testing, and overall strategic plan.
- Develop “Portrait of a Teacher.”
- Increase funding for - Develop benchmark standards for professional development. faculty and staff retention to keep - Research and explore - Review Jackson-area public and great teachers and explore ways expanded PD opportunities private schools for inclusion in to bolster employee wellness. and develop yearly compensation study. intentional plan for - Establish the “Teacher Growth professional development. Reward Retention” fund to incentivize faculty. - Research NAIS information on employment data.
- Improve evaluation model by developing specific indicators of best practices. - Launch Master Teacher Program.
responsibility
GOAL 2 : Foster robust academic curriculum to equip students for success today and to prepare them for a changing world.
OBJECTIVE 1 Align K-12 curriculum for a seamless educational experience. - Intentionally coordinate cross-divisional process for reviewing and updating school-wide curriculum.
OBJECTIVE 3 Advance STEM programming options across divisions and explore ways to integrate design-thinking and interdisciplinary thinking into daily coursework. - Establish plan for how to integrate design thinking across all courses and include STEM labs/spaces in all divisions.
OBJECTIVE 2 Evaluate student testing school-wide options and implement test progression that aligns with school mission and curriculum.
- Make accessible and encourage professional development options to ensure teachers are educated about STEM/design thinking.
excellence - Analyze and evaluate student school-wide testing options. - Implement cohesive school-wide testing program.
- Evaluate testing data so that it continually drives instruction.
- Consider a designated STEM Lead. This may be a new full-time STEM Coordinator/ STEM-Curriculum Coordinator or position shifted from current staff. - Expose students to new STEM-related study/career options areas, ultimately broadening their horizons (i.e. field trips/career days/alumni visits).
GOAL 3 : Inspire a culture of character that promotes leadership and community engagement.
OBJECTIVE 1 Improve community service program for USJ students, faculty, and families that also strengthens local partnerships. - Build intentional community service using student, parent, and community stakeholders to guide the process.
OBJECTIVE 2 Continue evaluation of the USJ character education program for integration in our overall school culture.
OBJECTIVE 3 Seek avenues to increase diversity and globalmindedness into school culture.
OBJECTIVE 4 Create and/or implement programming for the intentional development of USJ students as leaders.
- Evaluate current SEL programs for effectiveness and adopt necessary changes/improvements.
- Seek intentionality in diversity as it relates to recruiting faculty and staff.
- P romote opportunities that exist outside of USJ that focus on leadership development for students as adjunct ways to build character.
- Training of teachers and students on integration into curriculum/culture of the school.
- Identify ways USJ can positively impact Madison County through community - Develop age appropriate outreach. parent communications to encourage positive habits at - Formalize non-profit school and home. partnerships that align with the USJ mission that are accessible and meaningful for students.
- Audit curriculum to ensure diverse ethnicities and cultures are represented.
- E xplore leadership programs in other independent schools. - I ncrease number of student-led groups and clubs in all divisions to increase student engagement and opportunities for leadership.
integrity
GOAL 4: Fund the future of USJ by ensuring financial stability and growth.
OBJECTIVE 1 Develop a culture of giving among all families and faculty.
OBJECTIVE 3 Increase the USJ endowment for long-term operational stability.
- Intentional education and onboarding of new families. - Continue to host the annual phone-a-thon (Teleparty) with the goal of increasing both revenue and participation.
- Hire Full-time Development Administrative Assistant with donor/prospect research responsibilities. - Assemble a plan for endowment growth.
- Re-design educational materials to appear as a flowchart of giving options in all new student/parent packets, in the bi-annual magazines, and Annual Report. - Encourage all employees at USJ to participate in the faculty Fund for Excellence through continued education and staff testimonials. Re-design the faculty-staff giving form.
- Identify top 20 prospects that fit the profile of long-term, high-level endowment support. - Identify and establish new faculty endowment fund opportunities.
- All endowment funds to total $3,000,000. - Establish a Legacy donor plan that includes an earlier launch OBJECTIVE 4 date and plan annual reception for Legacy-level donors. Use our campus and brand to generate - Implement updated technological tools to create alternate alternate revenue streams. ways for families, friends and alumni to give to USJ. - Utilize current USJ administrative team to explore ideas. OBJECTIVE 2 - Survey faculty and staff regarding what USJ could do Create a multi-year financial projection to prepare differently to create additional revenue capacity. for anticipated revenue and expenses.
honesty
- Develop a long-term financial model. Specifically, enrollment, tuition, expenses, maintenance, and facilities costs will be reviewed to establish a clear financial pathway ahead.
- Seek the guidance of Board of Trustees to analyze and formalize recommendations.
BOARD OF TRUSTEES John Whybrew - Chair Geoffrey Lindley - Vice Chair
usjbruins.org
Caroline Campbell
Darrell King
Jennifer Craig
Preston Miller
Brian Dougan
Ashby Scott
Matt Fite
Trey Teague
Anita Hamilton
Kathryn Tucker
Stephen Hammond
Sara Jane Via