In early 2010, the Headmaster and the Board of Governors of St. Andrew’s College decided to renew the College’s strategic plan. For the past year the St. Andrew’s community has been engaged in a process of shaping the College’s future direction. This plan represents the results of those deliberations.

The process for development of the plan has involved the review and analysis of a significant amount of trend data and infor-mation, including the results of recent parent and Old Boy surveys. In addition, we con-ducted focus groups from April to June 2010 with the following groups:

Middle School Parents Upper School Parents The Parents Guild Old Boys Students (outgoing and incoming

Prefects) Staff and Faculty Leadership Team Board

A retreat involving the Board, Foundation, and Leadership Team was held in Sep-tember 2010 to explore and define future directions and objectives for the College. Since that retreat, the Leadership Team has worked to identify strategies to support achievement of the objectives.

This document outlines a new vision and a set of values for the College, reaffirms our mission, and identifies strategic goals and high-level strategies to carry us forward to 2016.

“Quit ye like men, be strong.”

Shaping Our Future St. Andrew’s College | Strategic Plan 2011–2016

Our Vision

St. Andrew’s College will be recognized globally as a leader in the education of boys—providing an exceptional and bal-anced educational experience with strong academics, athletics, arts, leadership and life preparation. Our faculty and staff live the mission of the School and are exceptional role models for our boys.

As Canada’s largest boys’ boarding school, St. Andrew’s will continue to offer a top-calibre Canadian educational experi-ence to boys from across the country and around the world.

St. Andrew’s College graduates will be recognized as well-rounded citizens—men who have the capacity, creativity, courage, and character to embrace, adapt to, and lead change in an increasingly complex world.

St. Andrew’s will span the centuries—we will sustain our heritage and traditions with pride, while reaching forward to maintain an innovative edge.

The St. Andrew’s community will be a place where each and every person feels a sense of belonging and support. The brother-hood of Andreans will be strong—supported by lifelong links among the College’s alumni and with their School.

The College’s strengths will be well-known and deeply understood beyond our gates—both locally and globally. Families and boys looking for an exceptional education will seek us out.

The leadership of the School will be forward thinking—mindful of our proud heritage, attuned to our changing environ-ment, and focused on ensuring sustainability for future generations.

“ Dedicating ourselves to the development of the complete man, the well-rounded citizen.”

15800 Yonge StreetAurora, Ontario Canada L4G 3H7www.sac.on.ca

APPROACH TO IMPLEMENTATION & MONITORINGThe true test of our planning will be the results. These directions will come to life through implementation planning

and our ongoing budget-ing process. We will monitor the changing environment annually, and adjust our strategies as necessary. Each year we will identify key priorities and implement

specific strategies to move forward to achieve our objectives.

We will continue to measure our progress and will report annu-ally to our community on key performance

indicators. We will also continue to listen to our community through both formal and infor-mal consultation. We look forward to your on-going insights and ideas as we move ahead.

In early 2010, the Headmaster and the Board of Governors of St. Andrew’s College decided to renew the College’s strategic plan. For the past year the St. Andrew’s community has been engaged in a process of shaping the College’s future direction. This plan represents the results of those deliberations.

The process for development of the plan has involved the review and analysis of a significant amount of trend data and infor-mation, including the results of recent parent and Old Boy surveys. In addition, we con-ducted focus groups from April to June 2010 with the following groups:

Middle School Parents Upper School Parents The Parents Guild Old Boys Students (outgoing and incoming

Prefects) Staff and Faculty Leadership Team Board

A retreat involving the Board, Foundation, and Leadership Team was held in Sep-tember 2010 to explore and define future directions and objectives for the College. Since that retreat, the Leadership Team has worked to identify strategies to support achievement of the objectives.

This document outlines a new vision and a set of values for the College, reaffirms our mission, and identifies strategic goals and high-level strategies to carry us forward to 2016.

“Quit ye like men, be strong.”

Shaping Our Future St. Andrew’s College | Strategic Plan 2011–2016

Our Vision

St. Andrew’s College will be recognized globally as a leader in the education of boys—providing an exceptional and bal-anced educational experience with strong academics, athletics, arts, leadership and life preparation. Our faculty and staff live the mission of the School and are exceptional role models for our boys.

As Canada’s largest boys’ boarding school, St. Andrew’s will continue to offer a top-calibre Canadian educational experi-ence to boys from across the country and around the world.

St. Andrew’s College graduates will be recognized as well-rounded citizens—men who have the capacity, creativity, courage, and character to embrace, adapt to, and lead change in an increasingly complex world.

St. Andrew’s will span the centuries—we will sustain our heritage and traditions with pride, while reaching forward to maintain an innovative edge.

The St. Andrew’s community will be a place where each and every person feels a sense of belonging and support. The brother-hood of Andreans will be strong—supported by lifelong links among the College’s alumni and with their School.

The College’s strengths will be well-known and deeply understood beyond our gates—both locally and globally. Families and boys looking for an exceptional education will seek us out.

The leadership of the School will be forward thinking—mindful of our proud heritage, attuned to our changing environ-ment, and focused on ensuring sustainability for future generations.

“ Dedicating ourselves to the development of the complete man, the well-rounded citizen.”

15800 Yonge StreetAurora, Ontario Canada L4G 3H7www.sac.on.ca

APPROACH TO IMPLEMENTATION & MONITORINGThe true test of our planning will be the results. These directions will come to life through implementation planning

and our ongoing budget-ing process. We will monitor the changing environment annually, and adjust our strategies as necessary. Each year we will identify key priorities and implement

specific strategies to move forward to achieve our objectives.

We will continue to measure our progress and will report annu-ally to our community on key performance

indicators. We will also continue to listen to our community through both formal and infor-mal consultation. We look forward to your on-going insights and ideas as we move ahead.

In early 2010, the Headmaster and the Board of Governors of St. Andrew’s College decided to renew the College’s strategic plan. For the past year the St. Andrew’s community has been engaged in a process of shaping the College’s future direction. This plan represents the results of those deliberations.

The process for development of the plan has involved the review and analysis of a significant amount of trend data and infor-mation, including the results of recent parent and Old Boy surveys. In addition, we con-ducted focus groups from April to June 2010 with the following groups:

Middle School Parents Upper School Parents The Parents Guild Old Boys Students (outgoing and incoming

Prefects) Staff and Faculty Leadership Team Board

A retreat involving the Board, Foundation, and Leadership Team was held in Sep-tember 2010 to explore and define future directions and objectives for the College. Since that retreat, the Leadership Team has worked to identify strategies to support achievement of the objectives.

This document outlines a new vision and a set of values for the College, reaffirms our mission, and identifies strategic goals and high-level strategies to carry us forward to 2016.

“Quit ye like men, be strong.”

Shaping Our Future St. Andrew’s College | Strategic Plan 2011–2016

Our Vision

St. Andrew’s College will be recognized globally as a leader in the education of boys—providing an exceptional and bal-anced educational experience with strong academics, athletics, arts, leadership and life preparation. Our faculty and staff live the mission of the School and are exceptional role models for our boys.

As Canada’s largest boys’ boarding school, St. Andrew’s will continue to offer a top-calibre Canadian educational experi-ence to boys from across the country and around the world.

St. Andrew’s College graduates will be recognized as well-rounded citizens—men who have the capacity, creativity, courage, and character to embrace, adapt to, and lead change in an increasingly complex world.

St. Andrew’s will span the centuries—we will sustain our heritage and traditions with pride, while reaching forward to maintain an innovative edge.

The St. Andrew’s community will be a place where each and every person feels a sense of belonging and support. The brother-hood of Andreans will be strong—supported by lifelong links among the College’s alumni and with their School.

The College’s strengths will be well-known and deeply understood beyond our gates—both locally and globally. Families and boys looking for an exceptional education will seek us out.

The leadership of the School will be forward thinking—mindful of our proud heritage, attuned to our changing environ-ment, and focused on ensuring sustainability for future generations.

“ Dedicating ourselves to the development of the complete man, the well-rounded citizen.”

15800 Yonge StreetAurora, Ontario Canada L4G 3H7www.sac.on.ca

APPROACH TO IMPLEMENTATION & MONITORINGThe true test of our planning will be the results. These directions will come to life through implementation planning

and our ongoing budget-ing process. We will monitor the changing environment annually, and adjust our strategies as necessary. Each year we will identify key priorities and implement

specific strategies to move forward to achieve our objectives.

We will continue to measure our progress and will report annu-ally to our community on key performance

indicators. We will also continue to listen to our community through both formal and infor-mal consultation. We look forward to your on-going insights and ideas as we move ahead.

Build GloBal awareness

Connect SAC class-rooms to the world through more virtual classroom experiences and e-connections with schools internationally

Promote student and faculty international experiences

Expand connections with alumni internationally

Explore potential event opportunities that would increase international awareness of SAC and its students

Enhance students’ global awareness through the curriculum – e.g., global social justice themes

Further develop the Modern Languages

program, including addi-tion of beginner Mandarin

Foster awareness and celebrate the differ-ent nationalities within the School

Engage boarding par-ents through travel and invite them to visit SAC for campus-wide events such as the Carol Service, Cadet Inspection, and the Red & White Annual Galaincrease local community relationships and recoGnition of sac

Provide greater oppor-tunity for the local com-munity to experience the campus and the School

Foster relationships with local schools

Enhance the School’s

involvement in the local community

Enhance SAC’s role and profile in the local com-munity as a “Centre for Athletics” and a “Centre for Culture”enhance leadership development

Develop and promote a broader understanding of leadership—building on the core concepts of responsibility, action, and accountability

Enhance opportunities for all boys to develop leadership skills and to experience what it means to be a leader

Further develop spe-cialty curricula such as the McEwen Leadership Program

enhance our Board-inG proGram

Launch the “Transition UP Year” program, which provides intense univer-sity and life preparation for boarders

Clearly define the value-added benefits of boarding and imple-ment an aggressive marketing program

Continue to develop boarding facilities and support programspromote the health and well-BeinG of our Boys

Provide a support structure that ensures healthy lifestyle choices in the areas of physical activity, nutrition, and social and emotional well-being

ensure traditions are sustained and celeBrated

Evolve the Cadet pro-gram to ensure that it meets the needs of the 21st century learner while maintaining an emphasis on experiential education, leadership and peer support

Maintain other school traditions (e.g., Chapel, Pipes & Drums, Carol Service, Church Parade, Scottish traditions, clan structure, St. Andrew’s Feast, Homecoming, Cadet Inspections) to ensure that they support and reinforce our values and are sustainable for the future

maintain a focus on providinG leadinG-edGe technoloGy

Enhance our leading edge in technology and its applications in learning (including the best use of technology in curriculum delivery)

Implement technologies that will support inter-national awareness and connections

Develop a Technol-ogy Institute that would provide training to educa-tors on effective use of technology and related issues (e.g., social media, ethics and technology)

foster creativity and innovation throuGh the arts and sciences

Help boys to see that creativity and innovation are partners in the quest for success

Foster creativity through a vibrant performance and visual arts program

Provide boys further opportunities to showcase their creative talents and capacity for innovation

Showcase examples of Andreans who exemplify creativity and innovationcontinue manda-tory participation in sac after-school athletics for all students

Strategies:Strategies:

Goals:Goals: SAC traditions will be sustained

and celebrated SAC will continue to be recognized as a

leader in the implementation of technology in the classroom

SAC students, Old Boys, and faculty will be well-known for their creativity and innovation

Graduates recognized as well-rounded global citizens Boys prepared for leadership in life Increased global and local recognition

of our School

Increased diversity of students, faculty and staff Increased engagement with international

alumni Increased focus on 21st century skill

development

Beyond the Gates developing Global citizens and leaders of tomorrow

recruit, develop and retain the Best faculty and staff

Develop a new profes-sional development strategy (with clear outcomes and targeted opportunities)

Market SAC as a desirable employer—profiling the supportive working conditions and excellent opportunities for professional and per-sonal development

Promote faculty living on campus – enabling

strong programs and sup-port for boyspromote academic excellence

Maintain small class size Further develop the

Advanced Placement program to broaden the horizons of students and to ensure that the School’s significant success in this area is represented appropriately to universities, both in Canada and abroad

Consolidate the Centre for Learning and Teaching

(CLT) as the focus of the academic program

Develop a SAC Diploma, which compels boys to undertake a well-rounded program of academics, athletics, arts, leadership and global citizenship, and which ensures that the program affords a variety of opportunities to do so

Regularly showcase the success of our graduating students as they pursue academic careers on the international stage

continue to Be a leader in Boys’ education

Continue to involve faculty in the professional development opportuni-ties offered through the International Boys’ Schools Coalition (IBSC)

Develop a partnership with the Critical Thinking Consortium

Encourage faculty to engage in professional development opportuni-ties pertaining to brain research and pedagogy

Strategies:

Goals:

Our Academic Vision provides the foundation for learning at st. andrew’s college. we are committed to:

The School will employ the best faculty and staff The Academic Program will be recognized

for its breadth, depth and quality A SAC Diploma will be offered

The faculty and staff will live the mission of the School Financial aid will be increased and

made available in such a way that mission-appropriate boys are enrolled at the School

aligning the formal academic program with the mission of the School: “the devel-opment of the complete man, the well-rounded citizen” educating boys to be physically, emotion-

ally, and spiritually healthy fostering within our boys the ability to adapt

to our ever-changing world developing instructional strategies that

create ideal learning opportunities for boys tapping into boys’ propensity to problem

solve by cultivating critical thinking skills so they can make effective decisions based on a broad range of criteria

providing opportunities for boys to engage with the larger community and to celebrate the value of others fostering integrity and a strong sense

of character, promoting resiliency and leadership implementing technology wisely to

enhance learning nurturing creativity and celebrating

excellence in performance channeling boys’ energy and curiosity in a

student-focused, collaborative, and support-ive environment that inspires an enduring love of learning

the Best learning promoting educational excellence 1

Strategic goals & high-level strategies

Keeping the Balance maintaining our traditions and an innovative edge2 3

Brotherhood Respect InTEGRITY Accountability compassion Courageimplement marKetinG and admission pro-Grams to maintain a maximum enrolment of 600 students Establish a maximum

enrolment of 600 students to ensure the College remains a close-knit and comfortable community with approximately:

450 in upper school 150 in middle school ( 350 day students and250 boarding students)

Implement aggressive and targeted marketing and admission programs to increase the applicant pool to maintain the balance and size so that our unique SAC culture remains vibrantcontinue to pro-mote meaninGful relationships with alumni Enhance the use of

technology/social media

to support alumni con-nectivity

Implement “brotherhood mentoring” programs to support transitions to university and employment

Expand visits to alumni nationally and internationally continue to improve our facilities and campus

Complete Phase II of our Campus Master Plan (Music, Drama, Assembly Space, Teaching Space, Upper Fields, Great Hall & Food Services)

Carry out renovations which enhance the beauty of the campus and the efficacy of the learning environment; ensure renovations are consistent with the School’s architectural heritage

Enhance safety and security on campus

Implement the Environ-mental Plan (2009-2014) – “Taking Pride in Ecolo-gical Citizenship”

Reduce the College’s ecological footprint through changes in facilities, physi-cal plant and operations ensure the lonG-term financial viaBility and sus-tainaBility of the colleGe and the sac foundation

Increase the endowment of the SAC Foundation to help it provide more grants to the College in support of endowed programs and financial aid, in particular through the Andrean Legacy and other planned giving initiatives

Increase annual giving in order to support a multi-tude of programs at SAC

Maintain rigorous long-term strategic and financial planning

Consider opportuni-ties for further alternative revenue generation

Investigate further school development and expansion opportunities (e.g., overseas campuses, school alliances, adding grade 5, establishing a boys’ primary school, development of a separate campus for a girls’ school)

Strategies:

Goals:

Being strong ensuring strength and sustainability for future Generations

Maintain a maximum enrolment of 600 students Increase the number of alumni enjoying

lifetime connections with the College Increase the endowment significantly

Maintain a beautiful campus and add to high-quality sustainable facilities Reduce the School’s ecological footprint Increase annual giving

“ When you are able to attend a school where the people around you – teachers, housemasters, fellow students and staff – all have an interest in your success and want to help you – then you are motivated to want to succeed and challenge yourself every day.”

– Jerome Biroo ’11, attending Princeton University

4

Build GloBal awareness

Connect SAC class-rooms to the world through more virtual classroom experiences and e-connections with schools internationally

Promote student and faculty international experiences

Expand connections with alumni internationally

Explore potential event opportunities that would increase international awareness of SAC and its students

Enhance students’ global awareness through the curriculum – e.g., global social justice themes

Further develop the Modern Languages

program, including addi-tion of beginner Mandarin

Foster awareness and celebrate the differ-ent nationalities within the School

Engage boarding par-ents through travel and invite them to visit SAC for campus-wide events such as the Carol Service, Cadet Inspection, and the Red & White Annual Galaincrease local community relationships and recoGnition of sac

Provide greater oppor-tunity for the local com-munity to experience the campus and the School

Foster relationships with local schools

Enhance the School’s

involvement in the local community

Enhance SAC’s role and profile in the local com-munity as a “Centre for Athletics” and a “Centre for Culture”enhance leadership development

Develop and promote a broader understanding of leadership—building on the core concepts of responsibility, action, and accountability

Enhance opportunities for all boys to develop leadership skills and to experience what it means to be a leader

Further develop spe-cialty curricula such as the McEwen Leadership Program

enhance our Board-inG proGram

Launch the “Transition UP Year” program, which provides intense univer-sity and life preparation for boarders

Clearly define the value-added benefits of boarding and imple-ment an aggressive marketing program

Continue to develop boarding facilities and support programspromote the health and well-BeinG of our Boys

Provide a support structure that ensures healthy lifestyle choices in the areas of physical activity, nutrition, and social and emotional well-being

ensure traditions are sustained and celeBrated

Evolve the Cadet pro-gram to ensure that it meets the needs of the 21st century learner while maintaining an emphasis on experiential education, leadership and peer support

Maintain other school traditions (e.g., Chapel, Pipes & Drums, Carol Service, Church Parade, Scottish traditions, clan structure, St. Andrew’s Feast, Homecoming, Cadet Inspections) to ensure that they support and reinforce our values and are sustainable for the future

maintain a focus on providinG leadinG-edGe technoloGy

Enhance our leading edge in technology and its applications in learning (including the best use of technology in curriculum delivery)

Implement technologies that will support inter-national awareness and connections

Develop a Technol-ogy Institute that would provide training to educa-tors on effective use of technology and related issues (e.g., social media, ethics and technology)

foster creativity and innovation throuGh the arts and sciences

Help boys to see that creativity and innovation are partners in the quest for success

Foster creativity through a vibrant performance and visual arts program

Provide boys further opportunities to showcase their creative talents and capacity for innovation

Showcase examples of Andreans who exemplify creativity and innovationcontinue manda-tory participation in sac after-school athletics for all students

Strategies:Strategies:

Goals:Goals: SAC traditions will be sustained

and celebrated SAC will continue to be recognized as a

leader in the implementation of technology in the classroom

SAC students, Old Boys, and faculty will be well-known for their creativity and innovation

Graduates recognized as well-rounded global citizens Boys prepared for leadership in life Increased global and local recognition

of our School

Increased diversity of students, faculty and staff Increased engagement with international

alumni Increased focus on 21st century skill

development

Beyond the Gates developing Global citizens and leaders of tomorrow

recruit, develop and retain the Best faculty and staff

Develop a new profes-sional development strategy (with clear outcomes and targeted opportunities)

Market SAC as a desirable employer—profiling the supportive working conditions and excellent opportunities for professional and per-sonal development

Promote faculty living on campus – enabling

strong programs and sup-port for boyspromote academic excellence

Maintain small class size Further develop the

Advanced Placement program to broaden the horizons of students and to ensure that the School’s significant success in this area is represented appropriately to universities, both in Canada and abroad

Consolidate the Centre for Learning and Teaching

(CLT) as the focus of the academic program

Develop a SAC Diploma, which compels boys to undertake a well-rounded program of academics, athletics, arts, leadership and global citizenship, and which ensures that the program affords a variety of opportunities to do so

Regularly showcase the success of our graduating students as they pursue academic careers on the international stage

continue to Be a leader in Boys’ education

Continue to involve faculty in the professional development opportuni-ties offered through the International Boys’ Schools Coalition (IBSC)

Develop a partnership with the Critical Thinking Consortium

Encourage faculty to engage in professional development opportuni-ties pertaining to brain research and pedagogy

Strategies:

Goals:

Our Academic Vision provides the foundation for learning at st. andrew’s college. we are committed to:

The School will employ the best faculty and staff The Academic Program will be recognized

for its breadth, depth and quality A SAC Diploma will be offered

The faculty and staff will live the mission of the School Financial aid will be increased and

made available in such a way that mission-appropriate boys are enrolled at the School

aligning the formal academic program with the mission of the School: “the devel-opment of the complete man, the well-rounded citizen” educating boys to be physically, emotion-

ally, and spiritually healthy fostering within our boys the ability to adapt

to our ever-changing world developing instructional strategies that

create ideal learning opportunities for boys tapping into boys’ propensity to problem

solve by cultivating critical thinking skills so they can make effective decisions based on a broad range of criteria

providing opportunities for boys to engage with the larger community and to celebrate the value of others fostering integrity and a strong sense

of character, promoting resiliency and leadership implementing technology wisely to

enhance learning nurturing creativity and celebrating

excellence in performance channeling boys’ energy and curiosity in a

student-focused, collaborative, and support-ive environment that inspires an enduring love of learning

the Best learning promoting educational excellence 1

Strategic goals & high-level strategies

Keeping the Balance maintaining our traditions and an innovative edge2 3

Brotherhood Respect InTEGRITY Accountability compassion Courageimplement marKetinG and admission pro-Grams to maintain a maximum enrolment of 600 students Establish a maximum

enrolment of 600 students to ensure the College remains a close-knit and comfortable community with approximately:

450 in upper school 150 in middle school ( 350 day students and250 boarding students)

Implement aggressive and targeted marketing and admission programs to increase the applicant pool to maintain the balance and size so that our unique SAC culture remains vibrantcontinue to pro-mote meaninGful relationships with alumni Enhance the use of

technology/social media

to support alumni con-nectivity

Implement “brotherhood mentoring” programs to support transitions to university and employment

Expand visits to alumni nationally and internationally continue to improve our facilities and campus

Complete Phase II of our Campus Master Plan (Music, Drama, Assembly Space, Teaching Space, Upper Fields, Great Hall & Food Services)

Carry out renovations which enhance the beauty of the campus and the efficacy of the learning environment; ensure renovations are consistent with the School’s architectural heritage

Enhance safety and security on campus

Implement the Environ-mental Plan (2009-2014) – “Taking Pride in Ecolo-gical Citizenship”

Reduce the College’s ecological footprint through changes in facilities, physi-cal plant and operations ensure the lonG-term financial viaBility and sus-tainaBility of the colleGe and the sac foundation

Increase the endowment of the SAC Foundation to help it provide more grants to the College in support of endowed programs and financial aid, in particular through the Andrean Legacy and other planned giving initiatives

Increase annual giving in order to support a multi-tude of programs at SAC

Maintain rigorous long-term strategic and financial planning

Consider opportuni-ties for further alternative revenue generation

Investigate further school development and expansion opportunities (e.g., overseas campuses, school alliances, adding grade 5, establishing a boys’ primary school, development of a separate campus for a girls’ school)

Strategies:

Goals:

Being strong ensuring strength and sustainability for future Generations

Maintain a maximum enrolment of 600 students Increase the number of alumni enjoying

lifetime connections with the College Increase the endowment significantly

Maintain a beautiful campus and add to high-quality sustainable facilities Reduce the School’s ecological footprint Increase annual giving

“ When you are able to attend a school where the people around you – teachers, housemasters, fellow students and staff – all have an interest in your success and want to help you – then you are motivated to want to succeed and challenge yourself every day.”

– Jerome Biroo ’11, attending Princeton University

4

Build GloBal awareness

Connect SAC class-rooms to the world through more virtual classroom experiences and e-connections with schools internationally

Promote student and faculty international experiences

Expand connections with alumni internationally

Explore potential event opportunities that would increase international awareness of SAC and its students

Enhance students’ global awareness through the curriculum – e.g., global social justice themes

Further develop the Modern Languages

program, including addi-tion of beginner Mandarin

Foster awareness and celebrate the differ-ent nationalities within the School

Engage boarding par-ents through travel and invite them to visit SAC for campus-wide events such as the Carol Service, Cadet Inspection, and the Red & White Annual Galaincrease local community relationships and recoGnition of sac

Provide greater oppor-tunity for the local com-munity to experience the campus and the School

Foster relationships with local schools

Enhance the School’s

involvement in the local community

Enhance SAC’s role and profile in the local com-munity as a “Centre for Athletics” and a “Centre for Culture”enhance leadership development

Develop and promote a broader understanding of leadership—building on the core concepts of responsibility, action, and accountability

Enhance opportunities for all boys to develop leadership skills and to experience what it means to be a leader

Further develop spe-cialty curricula such as the McEwen Leadership Program

enhance our Board-inG proGram

Launch the “Transition UP Year” program, which provides intense univer-sity and life preparation for boarders

Clearly define the value-added benefits of boarding and imple-ment an aggressive marketing program

Continue to develop boarding facilities and support programspromote the health and well-BeinG of our Boys

Provide a support structure that ensures healthy lifestyle choices in the areas of physical activity, nutrition, and social and emotional well-being

ensure traditions are sustained and celeBrated

Evolve the Cadet pro-gram to ensure that it meets the needs of the 21st century learner while maintaining an emphasis on experiential education, leadership and peer support

Maintain other school traditions (e.g., Chapel, Pipes & Drums, Carol Service, Church Parade, Scottish traditions, clan structure, St. Andrew’s Feast, Homecoming, Cadet Inspections) to ensure that they support and reinforce our values and are sustainable for the future

maintain a focus on providinG leadinG-edGe technoloGy

Enhance our leading edge in technology and its applications in learning (including the best use of technology in curriculum delivery)

Implement technologies that will support inter-national awareness and connections

Develop a Technol-ogy Institute that would provide training to educa-tors on effective use of technology and related issues (e.g., social media, ethics and technology)

foster creativity and innovation throuGh the arts and sciences

Help boys to see that creativity and innovation are partners in the quest for success

Foster creativity through a vibrant performance and visual arts program

Provide boys further opportunities to showcase their creative talents and capacity for innovation

Showcase examples of Andreans who exemplify creativity and innovationcontinue manda-tory participation in sac after-school athletics for all students

Strategies:Strategies:

Goals:Goals: SAC traditions will be sustained

and celebrated SAC will continue to be recognized as a

leader in the implementation of technology in the classroom

SAC students, Old Boys, and faculty will be well-known for their creativity and innovation

Graduates recognized as well-rounded global citizens Boys prepared for leadership in life Increased global and local recognition

of our School

Increased diversity of students, faculty and staff Increased engagement with international

alumni Increased focus on 21st century skill

development

Beyond the Gates developing Global citizens and leaders of tomorrow

recruit, develop and retain the Best faculty and staff

Develop a new profes-sional development strategy (with clear outcomes and targeted opportunities)

Market SAC as a desirable employer—profiling the supportive working conditions and excellent opportunities for professional and per-sonal development

Promote faculty living on campus – enabling

strong programs and sup-port for boyspromote academic excellence

Maintain small class size Further develop the

Advanced Placement program to broaden the horizons of students and to ensure that the School’s significant success in this area is represented appropriately to universities, both in Canada and abroad

Consolidate the Centre for Learning and Teaching

(CLT) as the focus of the academic program

Develop a SAC Diploma, which compels boys to undertake a well-rounded program of academics, athletics, arts, leadership and global citizenship, and which ensures that the program affords a variety of opportunities to do so

Regularly showcase the success of our graduating students as they pursue academic careers on the international stage

continue to Be a leader in Boys’ education

Continue to involve faculty in the professional development opportuni-ties offered through the International Boys’ Schools Coalition (IBSC)

Develop a partnership with the Critical Thinking Consortium

Encourage faculty to engage in professional development opportuni-ties pertaining to brain research and pedagogy

Strategies:

Goals:

Our Academic Vision provides the foundation for learning at st. andrew’s college. we are committed to:

The School will employ the best faculty and staff The Academic Program will be recognized

for its breadth, depth and quality A SAC Diploma will be offered

The faculty and staff will live the mission of the School Financial aid will be increased and

made available in such a way that mission-appropriate boys are enrolled at the School

aligning the formal academic program with the mission of the School: “the devel-opment of the complete man, the well-rounded citizen” educating boys to be physically, emotion-

ally, and spiritually healthy fostering within our boys the ability to adapt

to our ever-changing world developing instructional strategies that

create ideal learning opportunities for boys tapping into boys’ propensity to problem

solve by cultivating critical thinking skills so they can make effective decisions based on a broad range of criteria

providing opportunities for boys to engage with the larger community and to celebrate the value of others fostering integrity and a strong sense

of character, promoting resiliency and leadership implementing technology wisely to

enhance learning nurturing creativity and celebrating

excellence in performance channeling boys’ energy and curiosity in a

student-focused, collaborative, and support-ive environment that inspires an enduring love of learning

the Best learning promoting educational excellence 1

Strategic goals & high-level strategies

Keeping the Balance maintaining our traditions and an innovative edge2 3

Brotherhood Respect InTEGRITY Accountability compassion Courageimplement marKetinG and admission pro-Grams to maintain a maximum enrolment of 600 students Establish a maximum

enrolment of 600 students to ensure the College remains a close-knit and comfortable community with approximately:

450 in upper school 150 in middle school ( 350 day students and250 boarding students)

Implement aggressive and targeted marketing and admission programs to increase the applicant pool to maintain the balance and size so that our unique SAC culture remains vibrantcontinue to pro-mote meaninGful relationships with alumni Enhance the use of

technology/social media

to support alumni con-nectivity

Implement “brotherhood mentoring” programs to support transitions to university and employment

Expand visits to alumni nationally and internationally continue to improve our facilities and campus

Complete Phase II of our Campus Master Plan (Music, Drama, Assembly Space, Teaching Space, Upper Fields, Great Hall & Food Services)

Carry out renovations which enhance the beauty of the campus and the efficacy of the learning environment; ensure renovations are consistent with the School’s architectural heritage

Enhance safety and security on campus

Implement the Environ-mental Plan (2009-2014) – “Taking Pride in Ecolo-gical Citizenship”

Reduce the College’s ecological footprint through changes in facilities, physi-cal plant and operations ensure the lonG-term financial viaBility and sus-tainaBility of the colleGe and the sac foundation

Increase the endowment of the SAC Foundation to help it provide more grants to the College in support of endowed programs and financial aid, in particular through the Andrean Legacy and other planned giving initiatives

Increase annual giving in order to support a multi-tude of programs at SAC

Maintain rigorous long-term strategic and financial planning

Consider opportuni-ties for further alternative revenue generation

Investigate further school development and expansion opportunities (e.g., overseas campuses, school alliances, adding grade 5, establishing a boys’ primary school, development of a separate campus for a girls’ school)

Strategies:

Goals:

Being strong ensuring strength and sustainability for future Generations

Maintain a maximum enrolment of 600 students Increase the number of alumni enjoying

lifetime connections with the College Increase the endowment significantly

Maintain a beautiful campus and add to high-quality sustainable facilities Reduce the School’s ecological footprint Increase annual giving

“ When you are able to attend a school where the people around you – teachers, housemasters, fellow students and staff – all have an interest in your success and want to help you – then you are motivated to want to succeed and challenge yourself every day.”

– Jerome Biroo ’11, attending Princeton University

4

Build GloBal awareness

Connect SAC class-rooms to the world through more virtual classroom experiences and e-connections with schools internationally

Promote student and faculty international experiences

Expand connections with alumni internationally

Explore potential event opportunities that would increase international awareness of SAC and its students

Enhance students’ global awareness through the curriculum – e.g., global social justice themes

Further develop the Modern Languages

program, including addi-tion of beginner Mandarin

Foster awareness and celebrate the differ-ent nationalities within the School

Engage boarding par-ents through travel and invite them to visit SAC for campus-wide events such as the Carol Service, Cadet Inspection, and the Red & White Annual Galaincrease local community relationships and recoGnition of sac

Provide greater oppor-tunity for the local com-munity to experience the campus and the School

Foster relationships with local schools

Enhance the School’s

involvement in the local community

Enhance SAC’s role and profile in the local com-munity as a “Centre for Athletics” and a “Centre for Culture”enhance leadership development

Develop and promote a broader understanding of leadership—building on the core concepts of responsibility, action, and accountability

Enhance opportunities for all boys to develop leadership skills and to experience what it means to be a leader

Further develop spe-cialty curricula such as the McEwen Leadership Program

enhance our Board-inG proGram

Launch the “Transition UP Year” program, which provides intense univer-sity and life preparation for boarders

Clearly define the value-added benefits of boarding and imple-ment an aggressive marketing program

Continue to develop boarding facilities and support programspromote the health and well-BeinG of our Boys

Provide a support structure that ensures healthy lifestyle choices in the areas of physical activity, nutrition, and social and emotional well-being

ensure traditions are sustained and celeBrated

Evolve the Cadet pro-gram to ensure that it meets the needs of the 21st century learner while maintaining an emphasis on experiential education, leadership and peer support

Maintain other school traditions (e.g., Chapel, Pipes & Drums, Carol Service, Church Parade, Scottish traditions, clan structure, St. Andrew’s Feast, Homecoming, Cadet Inspections) to ensure that they support and reinforce our values and are sustainable for the future

maintain a focus on providinG leadinG-edGe technoloGy

Enhance our leading edge in technology and its applications in learning (including the best use of technology in curriculum delivery)

Implement technologies that will support inter-national awareness and connections

Develop a Technol-ogy Institute that would provide training to educa-tors on effective use of technology and related issues (e.g., social media, ethics and technology)

foster creativity and innovation throuGh the arts and sciences

Help boys to see that creativity and innovation are partners in the quest for success

Foster creativity through a vibrant performance and visual arts program

Provide boys further opportunities to showcase their creative talents and capacity for innovation

Showcase examples of Andreans who exemplify creativity and innovationcontinue manda-tory participation in sac after-school athletics for all students

Strategies:Strategies:

Goals:Goals: SAC traditions will be sustained

and celebrated SAC will continue to be recognized as a

leader in the implementation of technology in the classroom

SAC students, Old Boys, and faculty will be well-known for their creativity and innovation

Graduates recognized as well-rounded global citizens Boys prepared for leadership in life Increased global and local recognition

of our School

Increased diversity of students, faculty and staff Increased engagement with international

alumni Increased focus on 21st century skill

development

Beyond the Gates developing Global citizens and leaders of tomorrow

recruit, develop and retain the Best faculty and staff

Develop a new profes-sional development strategy (with clear outcomes and targeted opportunities)

Market SAC as a desirable employer—profiling the supportive working conditions and excellent opportunities for professional and per-sonal development

Promote faculty living on campus – enabling

strong programs and sup-port for boyspromote academic excellence

Maintain small class size Further develop the

Advanced Placement program to broaden the horizons of students and to ensure that the School’s significant success in this area is represented appropriately to universities, both in Canada and abroad

Consolidate the Centre for Learning and Teaching

(CLT) as the focus of the academic program

Develop a SAC Diploma, which compels boys to undertake a well-rounded program of academics, athletics, arts, leadership and global citizenship, and which ensures that the program affords a variety of opportunities to do so

Regularly showcase the success of our graduating students as they pursue academic careers on the international stage

continue to Be a leader in Boys’ education

Continue to involve faculty in the professional development opportuni-ties offered through the International Boys’ Schools Coalition (IBSC)

Develop a partnership with the Critical Thinking Consortium

Encourage faculty to engage in professional development opportuni-ties pertaining to brain research and pedagogy

Strategies:

Goals:

Our Academic Vision provides the foundation for learning at st. andrew’s college. we are committed to:

The School will employ the best faculty and staff The Academic Program will be recognized

for its breadth, depth and quality A SAC Diploma will be offered

The faculty and staff will live the mission of the School Financial aid will be increased and

made available in such a way that mission-appropriate boys are enrolled at the School

aligning the formal academic program with the mission of the School: “the devel-opment of the complete man, the well-rounded citizen” educating boys to be physically, emotion-

ally, and spiritually healthy fostering within our boys the ability to adapt

to our ever-changing world developing instructional strategies that

create ideal learning opportunities for boys tapping into boys’ propensity to problem

solve by cultivating critical thinking skills so they can make effective decisions based on a broad range of criteria

providing opportunities for boys to engage with the larger community and to celebrate the value of others fostering integrity and a strong sense

of character, promoting resiliency and leadership implementing technology wisely to

enhance learning nurturing creativity and celebrating

excellence in performance channeling boys’ energy and curiosity in a

student-focused, collaborative, and support-ive environment that inspires an enduring love of learning

the Best learning promoting educational excellence 1

Strategic goals & high-level strategies

Keeping the Balance maintaining our traditions and an innovative edge2 3

Brotherhood Respect InTEGRITY Accountability compassion Courageimplement marKetinG and admission pro-Grams to maintain a maximum enrolment of 600 students Establish a maximum

enrolment of 600 students to ensure the College remains a close-knit and comfortable community with approximately:

450 in upper school 150 in middle school ( 350 day students and250 boarding students)

Implement aggressive and targeted marketing and admission programs to increase the applicant pool to maintain the balance and size so that our unique SAC culture remains vibrantcontinue to pro-mote meaninGful relationships with alumni Enhance the use of

technology/social media

to support alumni con-nectivity

Implement “brotherhood mentoring” programs to support transitions to university and employment

Expand visits to alumni nationally and internationally continue to improve our facilities and campus

Complete Phase II of our Campus Master Plan (Music, Drama, Assembly Space, Teaching Space, Upper Fields, Great Hall & Food Services)

Carry out renovations which enhance the beauty of the campus and the efficacy of the learning environment; ensure renovations are consistent with the School’s architectural heritage

Enhance safety and security on campus

Implement the Environ-mental Plan (2009-2014) – “Taking Pride in Ecolo-gical Citizenship”

Reduce the College’s ecological footprint through changes in facilities, physi-cal plant and operations ensure the lonG-term financial viaBility and sus-tainaBility of the colleGe and the sac foundation

Increase the endowment of the SAC Foundation to help it provide more grants to the College in support of endowed programs and financial aid, in particular through the Andrean Legacy and other planned giving initiatives

Increase annual giving in order to support a multi-tude of programs at SAC

Maintain rigorous long-term strategic and financial planning

Consider opportuni-ties for further alternative revenue generation

Investigate further school development and expansion opportunities (e.g., overseas campuses, school alliances, adding grade 5, establishing a boys’ primary school, development of a separate campus for a girls’ school)

Strategies:

Goals:

Being strong ensuring strength and sustainability for future Generations

Maintain a maximum enrolment of 600 students Increase the number of alumni enjoying

lifetime connections with the College Increase the endowment significantly

Maintain a beautiful campus and add to high-quality sustainable facilities Reduce the School’s ecological footprint Increase annual giving

“ When you are able to attend a school where the people around you – teachers, housemasters, fellow students and staff – all have an interest in your success and want to help you – then you are motivated to want to succeed and challenge yourself every day.”

– Jerome Biroo ’11, attending Princeton University

4

In early 2010, the Headmaster and the Board of Governors of St. Andrew’s College decided to renew the College’s strategic plan. For the past year the St. Andrew’s community has been engaged in a process of shaping the College’s future direction. This plan represents the results of those deliberations.

The process for development of the plan has involved the review and analysis of a significant amount of trend data and infor-mation, including the results of recent parent and Old Boy surveys. In addition, we con-ducted focus groups from April to June 2010 with the following groups:

Middle School Parents Upper School Parents The Parents Guild Old Boys Students (outgoing and incoming

Prefects) Staff and Faculty Leadership Team Board

A retreat involving the Board, Foundation, and Leadership Team was held in Sep-tember 2010 to explore and define future directions and objectives for the College. Since that retreat, the Leadership Team has worked to identify strategies to support achievement of the objectives.

This document outlines a new vision and a set of values for the College, reaffirms our mission, and identifies strategic goals and high-level strategies to carry us forward to 2016.

“Quit ye like men, be strong.”

Shaping Our Future St. Andrew’s College | Strategic Plan 2011–2016

Our Vision

St. Andrew’s College will be recognized globally as a leader in the education of boys—providing an exceptional and bal-anced educational experience with strong academics, athletics, arts, leadership and life preparation. Our faculty and staff live the mission of the School and are exceptional role models for our boys.

As Canada’s largest boys’ boarding school, St. Andrew’s will continue to offer a top-calibre Canadian educational experi-ence to boys from across the country and around the world.

St. Andrew’s College graduates will be recognized as well-rounded citizens—men who have the capacity, creativity, courage, and character to embrace, adapt to, and lead change in an increasingly complex world.

St. Andrew’s will span the centuries—we will sustain our heritage and traditions with pride, while reaching forward to maintain an innovative edge.

The St. Andrew’s community will be a place where each and every person feels a sense of belonging and support. The brother-hood of Andreans will be strong—supported by lifelong links among the College’s alumni and with their School.

The College’s strengths will be well-known and deeply understood beyond our gates—both locally and globally. Families and boys looking for an exceptional education will seek us out.

The leadership of the School will be forward thinking—mindful of our proud heritage, attuned to our changing environ-ment, and focused on ensuring sustainability for future generations.

“ Dedicating ourselves to the development of the complete man, the well-rounded citizen.”

15800 Yonge StreetAurora, Ontario Canada L4G 3H7www.sac.on.ca

APPROACH TO IMPLEMENTATION & MONITORINGThe true test of our planning will be the results. These directions will come to life through implementation planning

and our ongoing budget-ing process. We will monitor the changing environment annually, and adjust our strategies as necessary. Each year we will identify key priorities and implement

specific strategies to move forward to achieve our objectives.

We will continue to measure our progress and will report annu-ally to our community on key performance

indicators. We will also continue to listen to our community through both formal and infor-mal consultation. We look forward to your on-going insights and ideas as we move ahead.