Strategic Plan

ACADEMIC EXCELLENCE: Leverage transformative teaching and learning practices that embody MUS’s mission and its rigorous place-based curriculum.
 
Objectives:

1. Establish grade-level and departmental outcomes and competencies for student achievement.
2. Broaden the curriculum to incorporate new practices in secondary education while preserving the school’s tradition of superb pedagogy and a longstanding commitment to its revered Honor Code.
3. Optimize counseling and academic support resources and programs.
4. Ensure that the MUS student experience fosters community and global citizenship.
5. Develop a middle school mindset for the Lower School and determine the viability of adding a 6th grade.
6. Implement a schedule revision that enables the re-envisioned academic model and encourages faculty innovation, faculty-student teamwork, and student interaction. 

Performance Goal Statement: By 2026 MUS will be recognized as the premier college preparatory school for boys in the state as evidenced by student outcomes, college placement, diversified curriculum model, and experiential education.

FACULTY RECRUITMENT AND DEVELOPMENT: Deliver and sustain academic excellence and the evolving teaching and learning model through the best faculty.

Objectives:

1. Develop a faculty strategic talent plan that incorporates the skills needed to deliver the MUS model of academic excellence, the desired student experience, and a middle school mindset.
2. Assess faculty transition and succession models and implement the talent plan within the timelines essential to ensuring MUS’s position and reputation in secondary education.
3. Support the talent plan and transition models with ongoing professional development.
4. Create compensation and recruiting programs that enable the recruiting, hiring, and retention of the best faculty, staff, IT, and administration professionals.

Performance Goal Statement: By 2026 MUS will be recognized as an “employer of choice” as evidenced by faculty and staff survey rates, high retention, and competitive compensation that attracts and retains the most qualified faculty and staff.

FACILITIES ASSESSMENT AND ENHANCEMENT: Thoughtfully plan and invest in a beautiful campus and physical plant footprint to ensure the school’s academic excellence and student experience.

Objectives:

1. Upgrade the Campus Master Plan to align with the re-envisioned pedagogical model and to incorporate indoor and outdoor environments for students and the campus community.
2. Prioritize investments for facilities determined essential to successfully implement MUS’s goals for academic excellence ( fine arts, sciences), athletics, student life, and community engagement.
3. Invest resources for a richer Lower School experience.
4. Develop a contemporary library and technology hub that facilitates students’ ability to gain knowledge and information through digital and print resources.
5. Ensure that classroom design supports blended, collaborative, and team teaching and learning.
6. Upgrade core training and wellness facilities serving all students (athletes and non-athletes).

Performance Goal Statement: Elevate the MUS campus facilities to a level commensurate with the excellence in teaching and the academic rigor of the school.

INCLUSIVITY: Foster a diverse and inclusive community culture in which all students are safe and welcome and that enables them to adopt and practice the MUS core values of honor, intellect, character, and leadership.

Objectives:

1. Re-examine, reaffirm, and translate the core values of the MUS experience (e.g., tradition, character) into all aspects of the school community.
2. Develop a sense of belonging for all through individual responsibility and by demonstrating understanding, principles, and practices of diversity, equity, and inclusion (DEI) through collaborative approaches and expectations.
3. Identify a plan for increasing diversity and inclusion in the faculty and key volunteer and leadership groups.
4. Demonstrate and measure inclusion across all constituencies ( faculty, students, parents, and alumni) and in local community engagement.

Performance Goal Statement: Develop faculty, Board and MUS cultures that are representative of the student body and demonstrate value for inclusion over statistical diversity – the former will produce an increase in the latter.

VISIBILITY AND BRAND: Strategically leverage the MUS brand and reputation to expand visibility and understanding of the school in selected markets and position the school for success in internal and external endeavors.

Objectives:

1. Implement a comprehensive communications and marketing plan that tracks and measures impact and outcomes among internal and external audiences.
2. Develop a comprehensive accountability plan and cultivate a unified and welcoming community with enhanced communication so that all families, students, faculty, and alumni feel valued and supported as contributors to the school.
3. Promote MUS as THE Memphis school for boys that makes a deep impact in the community.

Performance Goal Statement: Satisfaction surveys among school constituencies (internal and external) consistently exceed expectations.

SUSTAINABILITY: Ensure a sustainable future through diversified revenue streams informed by future trends, realities, and opportunities in key areas of enrollment, advancement, and partnerships.

Objectives:

1. Diversify revenue streams year-round.
2. Assess feasibility of a 6th Grade.
3. Explore selected opportunities to partner with Memphis institutions and alumni on “big” ideas and opportunities that more deeply involve MUS students in the professional community.
4. Ensure fundraising results through various strategic initiatives and optimized alumni and parent engagement.
5. Refresh the financial sustainability plan based on post-pandemic scenarios.

Performance Goal Statement: By 2026 MUS will reach at least 50% growth in non-tuition revenue over six years.

Jim Barton ’85, Trustee/Parent

Anne McWaters, English Instructor/Parent of Alumnus

Andy Cates ’89, Trustee/Parent

Margaret McLean, Trustee/Parent of Alumnus

Chris Sanders, Trustee/Parent of Alumnus

Lin Askew, Sue Hightower Hyde Chair of English/Parent of Alumni

Grant Burke, Arts Department Chair

Elizabeth Crosby, English Department Chair/Parent of Alumnus

Zach Hansen, Director of College Counseling/Parent

Jonathan Jones, Anne and Glenn A. Crosby Chair of Christian Ethics/History Department Chair/Parent

Orlando McKay, History, P.E. Instructor/Parent/Parent of Alumnus

Pete Sanders, Headmaster

John Simi, Director of Technology

Joe Tyler, Lower School Assistant Principal/Math Instructor

J.D. Huber ’20

Brandon Arrindell ’04

Trey Moore ’14

Saadia Omer, Parent