6. MECC Vision Statement
Together, McAuley and Mother of Mercy High Schools
will be Greater Cincinnati’s preferred academic choice for
individual excellence that forms faith-filled
women leaders for the 21st century.
7. Overarching Strategic Goal
We will inspire a love of learning and empower
each young woman to develop her unique gifts from
God.
8. MECC Vision
▪ To achieve our Vision, MECC has developed a strategic path to
prioritize objectives and guide decision-making through year
2020.
▪ All goals are founded in the overarching values of the Sisters of
Mercy and Mission of McAuley and Mother of Mercy High
Schools.
▪ Leadership is confident that we have the right goals at the right
time to serve and strengthen the future of Mercy and McAuley.
Why?
9. Process
▪ July 2014 – March 2015
▪ Research, Review, Assess, Write, Determine, Test
▪ Relationships and Trust
▪ April 2015
▪ Faculty/Staff Strategic Planning Session
▪ Defining Goals and Determining Strategies
▪ Focus Groups in Advancement
10. Process
▪ July 2015
▪ Electronic Presentation and Survey of Strategies
▪ August 2015
▪ Presentation of Goals and Prioritized Strategies – Affirmed
▪ Board of Directors Today
11. Data Sources
▪ Catholic Schools Management Report
▪ South Central Goal Statement for MECC
▪ Demographic and Census Studies
▪ Various Educational Journals and Conferences
▪ Mercy Core Values
12. What we considered….
▪ Shifting demographics with increase in Asian and Hispanic populations, and
decrease in local Caucasian population
▪ Decreasing number of traditional female students ages 9-14 in primary draw zip
codes
▪ Diminishing household incomes in primary draw zip codes
▪ Generation X and Y parents’ expectations in meeting the individual needs of their
children
▪ Growing state funds for voucher (EdChoice), Autism and Peterson (learning
challenged) support in Ohio.
▪ Leveraging partnerships with Mercy ministries and extending brand identity
▪ Separate alumnae, benefactors and campuses
▪ Surveys of current and prospective students and parents
13. What else we considered…
Education Trends
Using technology to individualize time,
path and pace of student learning
Building capacity through faculty team
work
Clarity of learning outcomes
Databased decision-making
Emphasis on measuring, tracking and
sharing individual student growth
Educating the whole person
Experiential learning
Reflection
Choice
Partnership with parents
Differentiation
15. The Plan Must…
Strengthen Overall School Performance
Increase Enrollment
Increase Benefactor Investments
Enhance Brand Identity
Create Sustainable Futures for both Schools
Reach Positive Cash and Budget Positions for the Schools
Build Excitement and Generate Momentum
17. Primary Goals
▪ GOAL #1: To Inspire, measure and celebrate student growth.
▪ GOAL #2: To cultivate mutually beneficial relationships with partners, especially the
ministries of the Sisters of Mercy.
▪ GOAL #3: To ensure steady right-sized enrollment through excellent and innovative
programs, outreach beyond our traditional families, and a reputation for excellent
individual care for a broad range of learners.
▪ GOAL #4: To identify and foster professional learning communities for the 21st
century.
▪ GOAL #5: To deepen Mercy values and critical concerns in students, parents,
educators and alumnae by enlivening mission in them and strengthening
connections among them.
18. Goal #1:
To Inspire, measure
and celebrate student
growth.
▪ Family conference and individual growth
electronic portfolio aligned with Portrait–
MERCY
▪ Families curriculum based upon Portrait –
McAULEY
▪ Essential learning outcomes – MERCY and
McAULEY
▪ XU Professional Learning Communities –
McAULEY and MERCY
• Set goals and measure
growth
• Portrait of the
Graduate
• Essential learning
outcomes in core
courses
• Four-year growth plan
• Academics, college
and career planning
Funding source: Little cost
2015 - 2016
19. GOAL #2:
To cultivate mutually
beneficial
relationships with
partners, especially
the ministries of the
Sisters of Mercy.
Develop mutually
beneficial partnerships
with the Sisters of Mercy
ministries
2015 - 2016
• Form a planning committee that
includes educators from both schools
as well as representatives of partner
Mercy ministries - MECC
Funding source: Foundation grants; cost
significant.
20. GOAL #3:
To ensure steady right-
sized enrollment
through excellent and
innovative programs,
outreach beyond our
traditional families, and
a reputation for
excellent
individual care for a
broad range of learners
• Develop, integrate and
market blended
learning
• Develop blended learning courses
with enrollment from both schools;
elective and core courses – McAuley
and Mercy
Funding source: Foundation grants, to
include Drexel; cost significant.
2015 - 2016
21. GOAL #4:
To identify and foster
professional learning
communities for the
21st century
• Enhance faculty skills in
planning, delivering and
assessing instruction for
all students
• Identify skills central to the SAT - MECC
• Joint professional development on developing
faculty skill in assessing students’ learning -
MECC
• Collect and use data to guide the development of
instructional improvements - MECC
Funding source: Title II A; increased professional
development budget – cost minimal
22. GOAL #5:
To deepen Mercy values
and critical concerns in
students, parents,
educators and alumnae
by enlivening mission in
them and strengthening
connections and
stewardship among them.
• Identify, secure and
develop an MECC athletic
field between both
campuses
• Tap new Vision funding
through restructured
advancement leadership
23. GOAL #5, Cont’d.
• Identify, secure and
develop an MECC athletic
field between both
campuses
• Tap new Vision funding
through restructured
advancement leadership
• Secure greater enrollment
by implementing Strategic
Plan, publicizing progress
and targeting more
diverse markets
• Host events that celebrate
the core values and
mission of both schools
▪ Develop and implement MECC alumnae retreat,
service and in-school experiences
▪ Complete feasibility site work for MECC field and
consider land investment
▪ Secure foundation grants for work of MECC
▪ Seek an MECC V.P. of Advancement to move in
direction of one MECC Advancement Office with
constituency relations offices on each campus
▪ Revise scholarship and tuition assistance offers to
increase needs-based assistance and limit merit
awards to 40% of total allocation by 2021
▪ Develop a “value-add” MECC marketing piece for
prospective families and students
Funding Source: Some significant, other costs
minimal
26. How Does the Board Support the Plan?
▪ Endorse the Overall Strategic Plan – to include the goals and the related
strategies
▪ Further work of Strategic Related Actions through our Board Committees
▪ Serve as Ambassadors for Growth and Success
▪ Benefactors, Prospective Families, Board Membership, etc.
