Strategic Planning

List of 5 items.

• Student Learning Environment

  
  Strategic Priorities
  
  

  • Maintain a dynamic academic program that focuses on improving Student Performance, by closely monitoring Curriculum and Instruction, and by supporting our educators’ continued Learning and Growth.
  • Implement programs—both within the academic curricula and as extra-curricular activities—that support the formation of the Saint John’s Graduate, as per our Profile of the Graduate.
  • Programs that develop excellent communication skills and teach productive collaboration
  • Experiences that promote the pursuit of individual talents and abilities, stimulate curiosity and creativity and develop life-long learners and critical thinkers
  • Opportunities that encourage personal growth and a commitment to wellness
  • Create a school culture that embraces and promotes leadership, global citizenship and diversity as essential to the development of our students.

  Objectives
  

  1. Adapt and modify the academic curriculum so that content and instruction engage students at all levels in authentic learning and foster the development of 21st century skills.
  2. Create and sustain a learning community of educators who reflect upon practice and use student performance data to continuously improve instruction.
  3. Sustain superb achievement in all standardized assessments, as compared to independent school norms.
  4. Maintain clubs and participation in academic competitions that are aligned to school priorities.
  5. Incorporate art, music and culture as integral parts of the educational experience.
  6. Continue funding & supporting athletic teams and sports development programs.
  7. Deliver meaningful and visible programming for character development in all divisions.
  8. Develop a sustainable review and admittance process for scholarship candidates.
  9. Maintain a safe and healthy environment to maximize the learning experience.

  
  Measures of Progress
  
  

  1. School-wide curricula will be reviewed yearly. Content and methodologies must reflect 21st century learning.
  2. External professional development activities will be recorded with a goal of maintaining or exceeding our current base of 80 hours per faculty member.
  3. Internal professional learning communities will be established and supported by division principals with the goal of having every faculty member participate in action research every academic year.
  4. Standardized test scores will be recorded and analyzed every year with the goal of achieving or exceeding independent school norms: CTP-4, SEPA, PSAT, SAT and Advanced Placement tests.
  5. Participation rates in all activities will be tracked and compared year over year with the goal of same level or increased participation.
  6. Results in sports leagues or championships and placement in academic competitions with the goal of winning at least four league championships every year and earning first place in at least 4 team competitions each year.
  7. Build incrementally the number of scholarships offered annually to reach a goal of 20 students from current base of 4.

  
  

• Communications

  Strategic Priorities

  • Develop and deploy a consistent and effective communication program which will build an informed, enthusiastic, supportive and involved SJS community.
  • Implement a cohesive plan directed at an external audience in order to enhance reputation, promote a positive image and attract potential new students.

  
  Objectives

  1. Develop a school-wide policy for communications which will include guidelines for all communications.
  2. Replace the manual master calendar with an electronic version that is widely available for the effective management and communication of activities.
  3. Develop an internal communication program aimed at students that will improve awareness of school programs and calendar events.
  4. Develop a comprehensive communication plan to engage with parents and the extended community about the value of a Saint John’s School education. Plan will include enhanced use of website, digital technology, social media and a clear messaging platform for all school communications and functions.
  5. Develop a long term outreach program for SJS Alumni focused initially on information gathering/database creation, participation and eventually fund-raising.
  6. Raise awareness among parents and alumni regarding the importance of Development for growth and sustainability.
  7. Ensure the integration of the Admissions Office into critical school processes to ensure that communication to prospective families is accurate and recruiting is effective. Create a process to ensure that all new families are aware of school resources.
  8. Selectively invest in external marketing (advertising and publicity) that will reach prospective families.

  
  Measures of Progress

  1. Student participation in events.
  2. Parent survey results on communication questions.
  3. Annual Enrollment.
  4. Alumni participation rate in activities; Alumni donations.
  5. Number of parent volunteers and participation rate.
  6. Successful receipt and quality of communications.

• Professional Development & Employee Engagement

  Strategic Priorities

  • Maintain a world-class Faculty.
  • Consistent and effective implementation of the employee performance evaluation cycle.
  • Achieve employee satisfaction which contributes to a positive culture and engagement level.

  
  Objectives

  1. Continue investment in Professional Development for Faculty with emphasis on areas that directly impact the Academic Strategy and Mission.
  2. Set annual goals for Professional Development based on average number of hours per Faculty member; include a per Faculty member minimum.
  3. Maintain formal, written assessment processes and continue to award financial incentives based on performance. Achieve a more consistent deployment of assessment tools.
  4. Implement Voice of the Employee program including a survey and feedback/action planning process.
  5. Benchmark salary and benefits for Faculty against comparative schools.
  6. Elevate the role of Department Head to become a bridge between Faculty and Administration. Define responsibilities and objectives for each academic department.

  
  Measures of Progress

  1. Budget funding available to support Professional Development plan.
  2. External professional development activities will be recorded with a goal of maintaining or exceeding our current base of 80 hours per faculty member per year.
  3. 100% of Faculty with completed assessment process. Evidence of improvement in performance based on prior evaluations.
  4. Evidence of Professional Development being incorporated into the classroom.
  5. Student survey results.
  6. Maintain Faculty compensation package at or above comparative schools.
  7. Achieve year over year improvement in employee satisfaction on key measures.

• Information Resources & Technology Innovation

  Strategic Priorities
  
  

  • Achieve a seamless integration of technology into the curriculum to enhance the student experience.
  • Ensure Information resource professionals are aligned to support technology innovation.
  • Enhance administrative efficiencies through the use of technology.

  Objectives
  
  

  1. Incorporate information resources and technology into Professional Development with an emphasis on: legal requirements related to the use of technology, knowledge enhancement adjusted to individual competency level, preparing teachers for the future and incorporation of information resources and technology into the curriculum.
  2. Establish a multi-disciplinary committee to develop and oversee policy for use of information resources and technology in the curriculum. The committee will incorporate collaboration between Media Center leadership, Technology Department, Computer Science Faculty, each academic department, Administration and the Board.
  3. Develop a rolling 3 year plan for the integration of state-of-the-art technology. Ensure 3 year plan is aligned with annual budget process for funding requirements related to software or hardware.
  4. Continuous review of tools and processes that can support or accelerate academic or administrative objectives.

  Measures of Progress

  1. Student survey section related to technology use in the classroom.
  2. Successful creation of multi-disciplinary committee.
  3. Incorporation of technology planning to annual budget process.

• Financial Management

  Strategic Priorities
  

  • Implement a long term Financial Planning process that enables the execution of the Strategic Plan and aligns to operational, security, property, plant and equipment maintenance requirements.
  • Create a school-wide culture of financial control and collaboration which incorporates fiscal responsibility.
  • Prioritize debt reduction.
  • Support a cross-functional effort to increase the sources of non-tuition revenue as a percentage of total revenue.
  • Maintain a competitive educational value proposition with comparable private schools.

  Objectives
  

  1. Develop a rolling seven year Financial Plan that incorporates the strategic priorities, particularly debt reduction, and aligns with the annual budget process.
  2. Develop, revise and implement key financial policies and procedures.
  3. Provide financial control tools and training for program leaders which enables budget ownership, accountability and business partnership with Finance.
  4. Maintain transparency, accountability and financial reporting for fund raising and special events, from the planning phase through execution.
  5. Develop financial models and scenarios that support the strategies to increase nontuition revenue.
  6. Implement an on-going benchmarking process with comparable private schools to identify key educational value proposition and operating expense opportunities.
  7. Develop financial and operational metrics and monitor their achievement.
  8. Develop and implement a capability to budget and report by Fund, Account, Department and Activity.

  
  Measures of Progress
  

  1. Reduction of debt beyond the minimum annual payments.
  2. Balanced annual budget based on a conservative enrollment projection.
  3. Non-variable operating expenses at or below budget; emphasis on energy conservation measures.
  4. Program leaders actively manage their expenses.
  5. Monthly reporting of financial results by Fund, Account, Department and Activity.
  6. Profitable fund raising events which consider direct and allocated costs.
  7. Increase in non-tuition revenue as a percent of total revenue.
  8. Continuous improvement in our financial and operating expense metrics.
  9. Clean financial audits every year and 100% on-time fiscal compliance.