SPARKING INNOVATION, IGNITING GROWTH ASMSA 2025 STRATEGIC PLAN YEAR 1 (2020-21) PROGRESS - Arkansas ...
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SPARKING INNOVATION, IGNITING GROWTH
ASMSA 2025 STRATEGIC PLAN
YEAR 1 (2020-21) PROGRESS
TEACHING AND LEARNING
Cultivate a culture of dynamic teaching and learning that empowers young people to identify their passions for
research, inquiry, and creative expression, develop the self-discipline necessary for success, as well as grow in their
identity as emerging practitioners and professionals.
Goal Progress Next Steps
Strategy 1.1: Continue to build on ASMSA’s Preliminary discussions focused on assessing Questions remain on if research should be a
faculty-supported model for student the current Capstone model, which was mandatory component of the ASMSA
research, inquiry, and creative expression implemented three years ago. Capstone experience. Additionally, the Teaching and
while seeking out expanded partnerships that experiences in visual arts as well as computer Learning Committee will explore the
engage talented young people with leading science petitioned to move to an integrated appropriate starting point for the Capstone
scholars, professionals, and organizations. three-semester model beginning in Fall 2021. experience (first vs. second semester).
Strategy 1.2: Fully embrace ASMSA’s arts A working group of faculty and The revised framework will be presented to
mission by expanding an institutional culture administrators developed a new academic the Board of Trustees this fall and heavily
of visual and performing arts through framework that allows students to place a marketed as a new experience during the
encouraging student talents, abilities, and greater emphasis in visual arts and design by 2021-22 admission cycle. Students beginning
creativity. taking two arts courses each semester. this fall will take advantage of this new path.
Strategy 1.3: Foster inclusive and diverse Professional development sessions were The Office of Student Success as well as the
learning environments through ASMSA’s offered by external presenters on the topics Strategies team will look for ways to
hiring practices, instructional strategies, and of diversity, equity, and inclusion (DEI), digital implement a consistent and intentional
student support systems that remove learning best practices, and emotional approach to student invention regarding
systemic barriers to equity within our intelligence. New job boards for academic needs, 504 plans, and other
community of learning. organizations aligned with underrepresented curricular challenges.
populations were utilized for hiring.
Strategy 1.4: Focus on faculty growth and The Governing Council completed preliminary The draft advancement plan will now move to
continuous improvement by offering work on an advancement plan that will administrative review. The goal is to reach a
expanded professional development, reward faculty both financially and in consensus draft that can be presented to the
asserting leadership in instructional increased rank who commit to the UA System Vice President for Academic
strategies, identifying contact points to components beyond the classroom. A key Affairs and General Counsel for final review.
interact with fellow educators, and sharing component of this pathway will be how The earliest the plan could be implemented is
our best practices with national audiences. faculty excel in both the classroom as well as academic year 2022-23.
their engagement in ASMSA’s expanded
outreach mission.
Strategy 1.5: Provide valuable and engaging Admissions implemented a revised MASH-Up Next year will focus on program development
learning opportunities to students, educators, (math, arts, sciences, humanities) Saturday and recruiting a pilot cohort for the Statistics
and districts across the state through a enrichment program. The STEM Pathways Plus experience. Individual faculty members
diverse portfolio of outreach, enrichment, initiative has hired a Mathematics Specialist have expressed interest in developing pre-
digital learning, and educator development to add AP Statistics to the existing portfolio enrollment “pathways” courses that prepare
programs that involve all members of the of CS and biology educator development students for the residential experience.
ASMSA community. programs. Admissions will expand opportunities for field
trips both to campus as well as using an
outbound model.SPARKING INNOVATION, IGNITING GROWTH
ASMSA 2025 STRATEGIC PLAN
YEAR 1 (2020-21) PROGRESS
STUDENT DEVELOPMENT
Maximize the full potential of the on-campus experience by affirming the centrality of residential life in creating a
living-learning community that connects students beyond the classroom, assists in developing them as a whole person,
and prepares these future leaders for successful and fulfilling lives through building sustainable skills and mindsets.
Goal Progress Next Steps
Strategy 2.1: Implement a Student The broad framework for the Student The pilot phase of the Student Development
Development Curriculum that focuses on Development Curriculum has been drafted Curriculum will be implemented this fall with
social-emotional learning, leadership and is ready for a pilot phase in academic a focus on wellness, leadership, and healthy
development, digital citizenship, healthy year 2021-22. relationships.
relationships, and other topics that recognize
students’ needs as maturing young adults and
engaged members of a community.
Strategy 2.2: Ensure that diversity, equity, A series of conversations were held with The DEI Workgroup will resume their
inclusion, and mutual respect for all recent alumni, particularly BIPOC students, discussions to better understand student
characterize our campus culture and climate. about their ASMSA experience and the concerns and needs. The group has
campus culture surrounding DEI topics. recommended a campus climate survey. One
option may be Challenge-Success.
Strategy 2.3: Emphasize healthy habits as The campus fitness center was closed for the Student Life Staff are conducting a feasibility
important components of physical well-being majority of the year due to campus COVID study on participating in AAA athletics. Staff
through campus programming and activities protocols. In lieu of facilities, Student Life will work with the food service provider for
that support play, physical development, and Staff focused on a variety of outdoor sessions on nutritional programming and
balanced nutrition. programming to fill that gap. enhancing vegetarian and vegan options.
Strategy 2.4: Create an atmosphere Staff continued to expand services and group ASMSA will use federal ESSER funds to add a
conducive to healthy conversations about programming in order to reach additional Licensed Social Worker to the staff beginning
mental and emotional well-being by students. In light of the pandemic and August 1, 2021. Not only will this position
providing student-centered services and campus restrictions, robust mental health expand capacity for mental health services it
programs that address the natural challenges services were essential. More than half of all will also provide a greater point of contact
of both adolescence and the rigors of the students accessed mental health services this and resource for 504 testing and support for
ASMSA experience. year, helping to decrease perceived stigmas. families needing access to services.
Strategy 2.5: Invest in staffing models and ASMSA completed a transition to the new RECs will lead the way on the Student
resources that reinforce the professionalism Residential Experience Coordinator model. Development Curriculum. A priority for the
of and essential role played by Student Life These Master’s degree positions ensure the coming year will be for RECs to foster
Staff who employ best practices in fostering core team of six individuals across each wing stronger relationships with families while
an inclusive and engaging residential have depth of knowledge and professional serving as a more direct conduit to students’
community. experience in student support. experience in the residential program.
Strategy 2.6: Continue to involve students as Campus leadership and the SGA Executive SGA has requested a pathway for students to
full stakeholders in discussions on Board met on a monthly basis to discuss better engage in discussions regarding
institutional policy and campus planning so concerns, goals, and needs. academic planning, program development,
that decision making is student-centered. and student research.SPARKING INNOVATION, IGNITING GROWTH
ASMSA 2025 STRATEGIC PLAN
YEAR 1 (2020-21) PROGRESS
ENROLLMENT GROWTH
Expand enrollment to serve more students statewide through targeted growth models that reflect our commitment to
stewardship of the public investment in ASMSA.
Goal Progress Next Steps
Strategy 3.1: Work with members of the Local legislators recommended pursuing a Campus leadership hopes to pursue
Arkansas General Assembly, University of manual RSA adjustment due to the unique legislation during the 94th General Assembly
Arkansas System, and other ASMSA nature of the 93rd General Assembly’s in 2023 as part of the school’s formal 30th
stakeholders to develop and implement a meeting amid the pandemic. New funding anniversary.
sustainable funding formula that enables the was not obtained through this means.
school to increase enrollment.
Strategy 3.2: Strengthen curricular options, The revised visual arts and design framework Admissions will focus on how best to position
methods of engagement, and unique developed this year represents a more these additional opportunities within the arts
experiences for students in the arts while cohesive and intentional set of experiences to prospective students and families.
developing recruitment and admissions that challenges students interested in the arts
procedures directed toward students with while preparing them for college. Students
specific arts interests. excelled in arts competitions this year.
Strategy 3.3: Explore alternative enrollment The Teaching and Learning Committee ASMSA will monitor new programs
models such as commuter options and online explored a proposal for Project 75, a digital developed by NCSSS peers as well as
programs that recognize students’ and learning cohort. The group chose not to districts within Arkansas to see if interest in
families’ individual needs, thereby increasing pursue the plan for academic year 2021-22 digital learning exists beyond the pandemic.
access to ASMSA’s quality programs. due to lack of consensus on an academic
model (i.e., AP vs. concurrent credit).
Strategy 3.4: Continue the sophomore early Student persistence and engagement in the Work will begin HELIX 2.0 an equity model
entrance pilot program to determine its Early Entrance program is strong, and for sophomores that focuses on preparation
overall effectiveness and potential for future interest from prospective students remains for students with opportunity gaps in
expansion as a means of supporting students high. ASMSA has admitted its third cohort addition to the existing acceleration model.
in need of academic acceleration and for the 2021-22 academic year. This work is in partnership with the Jack Kent
intellectual peers. Cooke Foundation.
Strategy 3.5: Continue to ensure equity in Students both enrolled in the fall semester The newest iteration of Project HELIX
access for geographically, economically, and and admitted in the spring semester were (Helping Elevate Low-Income Students to
racially diverse students who face consistent with institutional goals of 1/3 or eXcellence) will be implemented in the 2022-
opportunity gaps and do not share the same more students enrolling from low-income 23 academic year.
level of preparatory experiences and support backgrounds. Admissions reviewed peer
as some of their peers. institution efforts on shifting to test-optional
or test-blind policies to promote equity in
access.SPARKING INNOVATION, IGNITING GROWTH
ASMSA 2025 STRATEGIC PLAN
YEAR 1 (2020-21) PROGRESS
ADVOCACY AND PARTNERSHIPS
Strengthen internal and external partnerships with local, state, and national stakeholders that create committed and
vocal advocates for the essential leadership role that ASMSA plays within Arkansas education as well as economic and
community development.
Goal Progress Next Steps
Strategy 4.1: Develop a framework for alumni The Association for Alumni and Friends of A transition in staffing will result in a new
to share perspective and experience that ASMSA (AAFA) continued their monthly institutional liaison for the AAFA. The school
supports students’ personal and professional steering committee meetings. The group must explore if this role will continue to be a
development in addition to institutional held two Alumni Q&A digital sessions. nominal component of a job responsibility or
advancement. if it could play a greater role in an FTE.
Strategy 4.2: Reinforce to legislators and Families were encouraged to write their ASMSA should update its economic impact
other leaders the value of the state’s legislators during the legislative session report that highlights the specific value of the
commitment to talented young people so noting the importance of ASMSA. Campus school in both Hot Springs and the state.
that the decision-makers understand their leadership hosted local legislators for a New data from the National Student
return on investment in ASMSA. presentation on the 2025 Strategic Plan. Clearinghouse will provide better insights into
college outcomes for ASMSA graduates.
Strategy 4.3: Utilize the ASMSA Parents The PAC met monthly in addition to quarterly ASMSA will seek ways to ensure parents play
Association and Parents Advisory Council to forums for all parents and guardians. an active role in student recruitment for
promote direct communication, gain insights Engagement remained high through bi- future admissions cycles. As pandemic
on family needs, and represent ASMSA daily weekly Possip surveys. restrictions lift, we will also seek ways for
in communities across the state. parents to participate in additional activities
on campus.
Strategy 4.4: Expand ASMSA’s position in While the pandemic limited opportunities for ASMSA will explore a Cultural Enhancement
the Hot Springs community as a hub for groups to meet on campus, digitizing the Arts Series that partners the school with a variety
educational discussions, cultural and Sciences Café series has allowed the of community non-profits to offer joint
enhancement, intellectual debate, and program to reach a wider audience. programs on campus.
economic development.
Strategy 4.5: Prioritize fundraising efforts to The ASMSA foundation made significant With completion of the student housing
reflect the ASMSA Foundation’s commitment progress in expanding the number of expansion slated for August 2022, the
to direct student support, faculty innovation, endowed awards and summer fellowships. Foundation will seek naming and other
programmatic development, and facilities The foundation conducted an online Day of opportunities related to the project in the
needs. Giving in lieu of the annual spring luncheon. year ahead.
Strategy 4.6: Explore methods to reach A greater emphasis was placed in While there was hesitation to create fresh
varied audiences by using traditional and personalized communication with content this year due to the pandemic (and
evolving media to provide a snapshot of daily prospective students as well as newer forms visual signifiers such as masks that would
life and learning on campus, celebrate of digital marketing. In addition to Facebook eventually become outdated), nominal
achievement, and articulate a full narrative of and Instagram targeted marketing, ASMSA projects indicate a greater emphasis on video
the unique opportunities and experiences utilized ads on Hulu, Spotify, and other content and even podcasting will be priorities
available exclusively at ASMSA. platforms. for the year ahead.SPARKING INNOVATION, IGNITING GROWTH
ASMSA 2025 STRATEGIC PLAN
YEAR 1 (2020-21) PROGRESS
FACILITIES EXPANSION
Grow facilities and implement long-range strategies to meet the needs of expanded enrollment, academic experiences,
student life, recreation, and community engagement.
Goal Progress Next Steps
Strategy 5.1: Review and update the Campus The Board of Trustees approved Harris As projects come into focus, the school
Master Plan to redevelop a facilities growth Architects as the school’s first on-call should complete a formal Campus Master
pathway in accordance with institutional architect. Work began on cost estimates for Plan that not only completes the transition
needs. the facilities needed to move beyond the beyond the hospital but also sets the stage
hospital. for projects through 2030.
Strategy 5.2: Initiate efforts to expand Preliminary discussions began with a group of Campus leadership will continue to work with
ASMSA’s dedicated arts facilities in community arts advocates regarding the this group while exploring the viability of a
collaboration with community partners that development of a Cultural Arts Center in the capital campaign.
lead to the full realization of the school’s footprint of the hospital complex. The
legislated arts mission. project is estimated at $16-18 million and
would require significant private
philanthropy.
Strategy 5.3: Formalize steps that will lead to ASMSA completed cost estimates on a new With available funding in hand, both the
vacating the former hospital complex by Administration Building that will move faculty Admin Building and Maintenance Shop
creating a plan to transfer teacher offices, from Pine Street to the current projects will be brought to the Trustees for
maintenance, and other programs to Academic/Admin Building. Cost estimates project approval in Fall 2021. The goal is now
permanent locations using new or existing were also completed on a Maintenance Shop to complete the facilities and hospital exit in
facilities. that would also include the wood shop. 2023.
Strategy 5.4: Expand and create student The design phase of the Chapel and Convent Renovations on the chapel and convent will
residences as well as shared and recreational renovation included mindfulness of these begin later this summer. ASMSA will obtain
spaces to fully support the emotional, social, needs. The first floor of the building will cost opinions and preliminary designs on a
physical, and academic needs of students. serve as the new hub for campus mental 40-bed dormitory that also includes a 4,000
health offices and programs. It includes a sq ft fitness center.
new Student Union, a community kitchen, and
large conference meeting room for group
sessions.
Strategy 5.5: Advocate for the creation of a No progress. Campus leadership will discuss this goal with
Public Residential Schools Facilities Fund by local legislators in hopes of proposing a bill
the Arkansas General Assembly that brings for the 94th General Assembly in 2023.
ASMSA into parity with other public high
schools.You can also read
