Strategic Plan 2025

Our Vision

Guided by the Marist spirit and values, we will provide a world-class education that prepares students to lead and serve with compassion, integrity, and a sense of purpose.

Our Path to 2025 and Beyond

To achieve the bold vision set forth in the strategic plan, Marist School will focus on five priorities through 2025 and beyond. With these strategic priorities as our guide, we will continue to fulfill our mission to form young people in the image of Christ and develop the next generation of leaders who will positively impact our world.

List of 5 items.

  • Strategic Priority 1: Be Unwaveringly Marist

    Confident in the transformational power of the Society of Mary, we remain steadfast in our Marist identity and mission and seek to advance and share our distinctive spirit.

    Demonstrate fidelity to the spiritual tradition of the Marists by continually providing the Marist School community with comprehensive information about the history and values of the Society of Mary.

    Enhance and develop the Marist Way program, providing ongoing education at levels that meet individual degrees of interest and commitment.

    Foster and deepen relationships with Society of Mary schools worldwide, building upon the fruitful partnership for student experiences, exchanges, and visits.
  • Strategic Priority 2: Excel in Academics

    Continuing as a model for Catholic secondary education, Marist School’s experiential and interdisciplinary curriculum is taught by talented, mission-driven faculty and combines leading-edge innovation in pedagogy and technology with the intellectual heritage of Catholic education.

    Continue to support and grow an academic program of distinction, including innovative teaching techniques and meaningful assessments as a way to augment student learning and prepare students for college, work, and life in the 21st century.

    Explore means to further personalize our students’ academic experiences by enhancing the flexibility of course scheduling; seeking partnerships with business, civic, and higher education institutions; and maximizing the potential of educational technology.

    Practice nationwide strategic recruitment to identify the best faculty and staff to participate in our communal commitment to the mission of the school.

    Build upon a commitment to faculty and staff excellence by investing in professional development, recognition, compensation, and benefits.
  • Strategic Priority 3: Educate the Whole Child

    The Marist educational experience is attentive to the physical, emotional, and spiritual needs of students as well as their academic needs. Students explore and learn through programs of excellence in athletics, arts, counseling, campus ministry, and other extracurricular activities.

    Enhance the spiritual practice of our students, promoting a meaningful prayer life as a way to be an integral part of a community of faith.

    Invest in experiential and perspective-broadening extra- and co-curricular activities and provide the spaces necessary to facilitate them.

    Ensure emotional, spiritual, academic, and social support and development for all Marist School students through best-in-class campus ministry and counseling offices and programs.

    Support and enhance our Foundations program (7th and 8th grades) to appropriately address these students’ unique adolescent and developmental needs, while effectively preparing them for high school, in a nurturing environment that offers a full spectrum of age-appropriate activities and opportunities.
  • Strategic Priority 4: Form Global-Ready Servant Leaders

    Constructive dialogue, community outreach, and spiritual practice are the cornerstones of Christ-centered global readiness and are important focuses for Marist School. We prioritize educational experiences in which students are servant leaders, focusing on others and working collaboratively.

    Provide opportunities for students to practice and engage in constructive dialogue with people who are different from them.

    Provide significant, coordinated, and comprehensive opportunities for service and leadership throughout the curriculum and student experience.

    Leverage the international network of the Society of Mary by providing and supporting meaningful learning experiences (such as mission trips, student exchanges, and travel) in order to highlight and strengthen the shared mission and emphasis on community service among Marist students worldwide.

    Challenge the entire Marist School community to discern a call from God to serve neighbors in need in the manner of Mary.
     
  • Strategic Priority 5: Secure the Future

    Marist School practices sound financial management, is a good steward of resources, continually seeks to enhance philanthropic support, and engages in marketing initiatives to promote admissions. In continuing these practices, we advance our mission and deliver a stellar education experience.

    Ensure a Marist education is accessible to qualified students by maintaining moderate and predictable tuition increases.

    Increase the amount of need-based financial assistance available to not only cover the cost of tuition, but also to enable more Marist students to gain access to the full array of extra- and co-curricular offerings at Marist School.

    Prioritize funding for innovative extra- and co-curricular programs to stretch the potential of Marist students and help ensure their global readiness.

    Attract and retain a talented and diverse faculty and staff by providing competitive compensation and benefits, as well as expanded opportunities for professional and spiritual growth.

    Enhance and maintain the campus and grounds, to support current and future needs with an emphasis on campus safety and security.

    Grow the endowment to ensure a stable income source that will enhance current programs and provide for the future.

Our Pillars

The following pillars are at the core of who we are and how we educate.  They will continue to be defining features of Marist School for years to come.

List of 6 items.

  • Faith

    Guided by the beliefs of the Catholic Church and the values of the Society of Mary, Marist School provides its students with the spiritual foundation and strength of character they need for Christian service and leadership in college and beyond. 
  • Knowledge

    A dynamic, interdisciplinary curriculum, delivered using the latest technology and outstanding teaching, lays the foundation for students to learn how to work collaboratively to solve the complex problems the world will present to the next generation. 
  • Service

    An important part of being Marist is reaching out to those in need. With respect, mercy, and compassion, Marist students engage the underserved, learning to recognize the common dignity and humanity of all people. 
  • Leadership

    Marist develops leaders through countless opportunities on academic as well as extracurricular paths. Tapping into the global Marist network, students come to realize the impact their leadership and service can have in the school community. 
  • Inclusiveness

    Inclusiveness is a fundamental Marist value and an essential characteristic that informs how our community relates to one another, especially those who have backgrounds or experiences different from our own. We celebrate, respect, and seek to understand the diversity that exists in our community and around the world, recognizing it is a gift from God. 
  • Engagement

    Every person on Marist School's campus is involved with and committed to the Marist mission. Broad, yet balanced engagement in many dimensions—academics, athletics, arts, faith, leadership, service—is a hallmark of being a successful Marist student. 

List of 1 items.

  • From Marist School Leadership

    Since 1901, Marist School has sustained a legacy of excellence in all aspects of Catholic secondary education from academics to spiritual growth, compassionate leadership, and service to others. The distinctive Marist spirit and values are at the center of everything we do, ensuring our graduates develop the strength of character and skills they need to make a difference in today’s complex world.

    It is more important than ever that we maintain and enhance the Marist School educational experience with its unique blend of academics, spirituality, arts, athletics, leadership development, and character building. Our world needs young people with the foundation and balance of experiences that we provide. It is this distinguishing mix that sets us apart, enabling us to create leaders who embody the Marist mission and values as they serve our world.

    The educational marketplace has become increasingly competitive, and the pace of change in education is accelerating rapidly. By necessity, our strategic plan addresses both realities over a duration that is notably shorter than its predecessor. We recognize that strategic planning today must be a continuous process rather than a once-a-decade occurrence. Our goal is to ensure that Marist School continues to thrive by building on our successes, while paving the way for a very bright future.

    The five key areas that shape this plan will illuminate the trajectory for Marist School through 2025. The priorities were identified through extensive research, thoughtful consideration, and a collaborative process including faculty, staff, parents, students, and alumni. Our strategic priorities ensure that Marist School builds upon its rich heritage of excellence with confident steps into the future so that our students go forth to lead and serve in the manner taught to us by Jesus’ mother, Mary.

    Rev. William F. Rowland, S.M.
    President

    Kevin Mullally
    Principal


Strategic Planning Committee

List of 3 items.

  • Core Committee

    Mr. James W. Childs ’86, Chair
    Mr. James G. Byrne ’83
    Mrs. Angela H. Dorsey
    Most Rev. Joel M. Konzen, S.M.
    Mrs. Linda M. MacLean
    Mr. Kevin T. Mullally
    Rev. William F. Rowland, S.M.
  • Steering Committee

    Mr. Marcos Arias ’85
    Mrs. Mary Anne “Maysie” Spalding Beeson ’85
    Ms. Deborah K. Betts
    Mrs. Molly W. Carlin
    Mr. Reginald J. Clark
    Dr. Victor E. Corrigan II ’75
    Ms. Chinyere A. Gonzalez ’90
    Mr. Gary C. Miller
    Mr. William G. Roche ’76
  • Committee Members

    Mr. Albert M. Ashkouti ’61
    Mrs. Catherine A. Belatti 
    Mrs. Patricia G. Butler 
    Mr. Michael R. Cote 
    Mrs. Maureen Davidson 
    Mrs. Karen A. Dessables-Moore 
    Mrs. Kimberly Dollar 
    Ms. Dee Lane Eades ’79 
    Mr. Brian Freel 
    Mrs. Cristina V. Herrera 
    Mr. Rajesh Jose 
    Mrs. Mary Humann Judson ’84 
    Mr. Scott Kingsfield 
    Mrs. Amelia Gleaton Luke ’01 
    Mr. J. Bernard Mannelly III ’88
    Mr. Joseph B. Mannelly, Jr. 
    Mr. John “Jack” S. Markwalter, Jr.
    Mr. Thomas A. Marshall 
    Mr. Marty N. Martenson 
    Mr. Eric P. McNaughton ’90 
    Mr. Robert L. McNeil, Jr. ’87 
    Mr. Michael Minutelli 
    Mrs. Patricia L. Montague 
    Mr. Robert B. Morrison 
    Mr. Robert Osburn 
    Mr. Daniel W. Perez ’84 
    Mr. John T. Rhett III 
    Mr. Matthew J. Romano ’95
    Mr. James A. Rubright 
    Mr. Clarence H. Smith ’68 
    Mr. Asbury “Major” D. Snow 
    Mr. Fred Sturgis 
    Mr. R. Michael Trapani ’70
    Mr. Alfredo Trujillo
    Mrs. Mary Ujda 
    Ms. LaRita E. Williams 
    Mr. James E. Winchester, Jr.

Strategic Planning Process

The 18-month strategic planning process was a collaborative one involving broad representation from across the Marist School community. The following were the key steps that were taken to develop the plan. 

List of 4 items.

  • Setting the Stage

    August - December 2017
    • The committee convened to identify opportunities and challenges in key areas of importance for the school, including academics, extracurricular activities, admissions, and fundraising.
    • The committee researched local market trends as well as the current and future educational landscape. 
  • Surveying the Community

    January - June 2018
    • Comprehensive surveys were sent to the school's primary constituents including parents, students, faculty/staff, and alumni. The findings were analyzed and their implications discussed.
    • Subcommittees were formed to develop a vision, goals, action items, and detailed plans for their respective areas. 
  • Bringing the Plan Together

    July - December 2018
    • Each subcommittee presented its plan to the Strategic Planning Core Committee for discussion and approval.
    • Subcommittee plans were used as the basis for developing the five strategic priorities with their requisite goals. 
  • Implementing Our Vision

    January 2019
    • The strategic plan was unanimously approved by Marist School's Board of Trustees. 

Marist School

3790 Ashford Dunwoody Road, NE
Atlanta, GA 30319-1899
(770) 457-7201
An Independent Catholic School of the Marist Fathers and Brothers