the susan odell taylor school strategic plan 2016- 2019 · improve business operations and...
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TheSusanOdellTaylorSchoolStrategicPlan2016-2019
Mission
Toprovideaneducationofacademicexcellencewithinanurturingenvironment,wherestudentsareempoweredtobecomeknowledgeable,productive,responsible
citizens
StrategicDirection
ToguaranteethefuturesuccessoftheSusanOdellTaylorSchoolbyputting21stcenturyskillsatthecenteroflearning,securingsufficientresourcestosupportthemission,enhancingpracticesin
governanceandbusiness,buildingawarenessofaTaylorSchooleducation,andengaginginmeaningfulpartnershipswiththebroadercommunity.
Vision
Tobeknownforexcellenceineducation,achievedthroughauniqueandinnovativeapproachtoeducatingchildren
Ourstudentswillbuildstronglearningfundamentals,self-confidence,collaborativeskills,andcommunityresponsibilitythrough:
o Anacademicallyrichenvironmentwhichchallengeseachchildasanindividualandinstillsapassionforlearning,
o Arigorouscurriculumthatpreparesstudentstothriveintoday’sinterconnectedworld,
o Respectforeachchildasavaluedperson,andasacontributingmemberoftheschoolandthegreatercommunity.
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GOALSANDSTRATEGIES
1.EducationalExcellenceElevatethelearningexperiencetoensurestudentsuccessinaworldwherechangeisconstantandlearningneverstops.
Strategies
• WorldLanguage–ExpandthelanguageprogramtoallowforthedevelopmentofcompetenciesinalanguageotherthanEnglish.
• Curriculum–Preparestudentsforincreasinglycomplexlifeandworkenvironmentsbydevelopinglearningcompetenciesof(1)creativityandinnovation,(2)criticalthinkingandproblemsolving,(3)communication,and(4)collaboration.
• 21stCenturyKnowledge–Integrate21stcenturyinterdisciplinarythemesoffinancial,civic,health,andenvironmentalliteracy,aswellasglobalawareness,intothelearningexperience.
• Leadership–Provideopportunitiesforstudentstouseinterpersonalandproblem-solvingskillstoinfluenceandguideotherstowardoutcomesthathaveapositiveimpactonthelargercommunity.
Ensurethattheschoolcontinuestobeknownforitsexemplaryfacultyandstaff.
Strategies
• SalaryandBenefits–Establishandmaintaincompetitivelevelsofcompensationandbenefits.
• Evaluation-Supportthefaculty’sprofessionalgrowthbyprovidingasystemforevaluation.
• ProfessionalKnowledge-ProvideprofessionaldevelopmentinmediaandICT(Information,Communication,andTechnology)literacytoensureourstudentsdeveloparangeoffunctionalandcriticalthinkingskillsintheseareas.
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Buildarobustvibrantcommunityoflearnerswherestudentsbenefitsociallyandpersonallyfromdiverseexperiences,perspectives,andcollaborations.
Strategies
• Environment–Maintaintheschool’sjoyful,nurturingenvironmentastheschoolgrowstoaneventualpopulationof150students.
• Community–FostertherelationshipbetweentheLower/UpperSchools.
• Enrollment–Developa3-5yearstrategicenrollmentplanwithrealisticannualgoals.
• Marketing–Coordinateanannualmarketing/studentrecruitmentplanthatfocusesontheschool’sdistinctivenicheintheCapitalDistrict.
• Resources–Identifyandsecureresourcestomeetenrollmentobjectives.
• Admissions-Usetechnologytomanageinquiriesandtrackrecruitmentdata,andusethedatatoinformdecisions.
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2.FinancialStability
Secureadequatefinancialresourcestosupportourmissionandachieveourshortandlongtermstrategicgoals.
Strategies
• Development–Createacomprehensive3-yeardevelopment/branding/marketingplanbasedontherecommendationsfromtheNYSAIS5-YearProgressReport.
• FiveYearFinancialPlan–Developafive-yearfinancialplanconsistentwithourstrategicenrollmentplanandaprocesstoupdateitannually.
• FinancialNeeds-Defineourlongandshortfinancialneedsandintegratethemintothefive-yearfinancialanddevelopmentplans.
• Tuition-Maintaincompetitivetuitionlevels.
• AdditionalResources-Identifyandpursueopportunitiesforadditionalfinancialresourcesthroughgrants,strategicpartnerships,in-kindservicesandotherrevenuestreams.
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3.GovernanceandBusinessPractices
Improvegovernancetosupportourmission,achieveourstrategicgoalsandstrengthentheleadershipoftheschool.
Strategies
• FundraisingandDevelopment-Developclearexpectations,activeparticipationandaccountabilityfortrusteesconsistentwiththebrandinganddevelopmentplan.
• TrusteeandBoardDevelopment–Establisheffectiveprocessesfortrusteerecruitment,nomination,orientation,andtraining.Recruittrusteesthatwillensureacommittedboardwithdiversetalents,experiencesandculturalperspectives.
• Evaluation-EstablishprocessesforannualHeadofSchoolandboardevaluations.
• SuccessionPlanning-EstablishacontractfortheHeadofSchoolanddevelopsuccessionplansfortheHeadofSchoolandboardofficers.
• PoliciesandCompliance-Prioritizedevelopmentofneededpoliciesandprocedures.Establishpracticesfortheregularreviewofcurrentpoliciesandproceduresandtheregularreviewofcompliancewithpolicies,proceduresandtheby-laws.
• StrategicResources-LeverageouraffiliationwithNYSAIS,NBOAandotherstrategicpartnerstoachieveourgoalsandstrategies.
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Improvebusinessoperationsandpracticestosupportourmission,achieveourstrategicgoalsandstrengthentheleadershipoftheschool.
Strategies
• BestPractices–Prioritizethepracticesthatwillhavethegreatestimpactontheschool’soperationsusingNBOA(NationalBusinessOfficersAssociation)asaresourceforimplementation.
• AdministrativeStructure-Createanoptimumadministrativestructuretoimproveoperationsandstrengthencommunications,developmentandfinancialexpertise.
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4.StrategicPartnershipsandCommunityEngagement
Increaseawarenessofourbrand,missionandvaluestostrengthenourpositionintheregionaleducationalcommunity.
Strategies
• BrandingandCommunications–Clearlydefineandpromoteourbrandthroughthe3-yeardevelopment/branding/marketingplan.
• Engagement-Establishaplanforspecificandenhancedcommunityinvolvementofschoolbytheadministrationandthetrustees.
ExploreanddevelopourrelationshipwithRussellSageCollegetooptimizethestrategicpartnershipbetweenthetwoinstitutions.
Strategies
• Communications-EstablishacommunicationsplanwithRussellSageCollegeandtheSageCollegestoensureallfaculty,staffandstudentsareawareofourpartnership.
• Collaboration-DevelopadialoguewiththeRussellSageCollegeadministrationtoidentifycommunityandeducationalopportunitiesforpartnering,allowingforenhancededucationalopportunitiesforbothschools.
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Developcommunitypartnershipstoenrichthelearningopportunitiesandfosteraconnectionwiththecommunity.
Strategies
• Collaboration-Identifyanopportunitytoworkincollaborationwithalocalbusinessororganizationonaspecificproject.
• Engagement-Implementaplanfortrusteeandboardinvolvementwithlocalorganizationsandeventswithaviewtowardspreadingawarenessoftheschoolandidentifyingpotentialopportunitiesforcollaborationalignedwithourmissionandstrategicgoals.
• Diversity-Learnfromandworkcollaborativelywithindividualsrepresentingdiversecultures,religionsandlifestylesinaspiritofindividualrespectandopendialogue.