SAMPLE STRATEGIC PLAN FORMAT - NEASC-CIS

SAMPLESTRATEGIC PLAN FORMAT2017-2020The sample strategic planning format uses a one page Strategic Map format to identify areas of focus for the Plan. From theStrategic Map, a Strategic Plan is created to advance strategic priorities for the coming 1-3 years. The plan accomplishmentsare reviewed by the Board at the end of each school year. The Board then revises the Strategice Map at its June meeting. Basedon the revised Strategic Map, the Strategic Plan is updated for the following school year.Please note that this sample does not include financial implications. CIS recommends that a comprehensive multi-year planningdocument include financial implications of each action step.NEASC

Sample SchoolStrategic Map: 2017-2020Achieve Robust Enrollment for Long TermSustainability to Maintain Highest QualityEducationADeliver the highestquality educationalprogrammingReview and improvethe Middle SchoolProgramAttract and retain thebest facultyContinue to invest inprofessionaldevelopmentBCIncrease newDMaximize retentionenrollmentEEnhance developmentStrengthenand alumni relationsorganizationaleffectivenessEnhance internal communicationsIncrease qualifiedadmissions prospectsIncrease engagementwith Alumni and AlumniparentsEmpower Committee tocreate Feedback Loop forcontinuous improvementImprove the quality of the parent experienceInstitutionalize theStrategic PlanningProcessLay the groundwork for the future Capital CampaignEnhance fundraisingacross all programsImplement systematicmeasurement,accountability andreportingContinuously improve the use of all marketing channels to increase brand awarenessClarify and documentgovernance andorganizational structureTell the Alumni storyImplement sharedvaluesIncrease visibility of grade level curriculum and goalsEnhance externalcommunications andoutreachIncrease retentionacross the gradesCreate a culture of accountability focused on outcomes and metricsFoster a diverse, inclusive, welcoming schoolContinue to foster a school culture aligned with our shared valuesContinue to invest incampus and facilities

Sample Strategic Plan Format 2017 - 2020Strategic PlanTRACK A: Review and Improve the Middle School ProgramRESULTMETRICSOur middle school program is academically rigorous, Survey of school members reflectsartistically enriched, socially healthy, and fullytheir confidenceKEY STEPSDEADLINEACCOUNTABILITYSurvey Review: Retention Committee, MSTask Force, and Teachers review all 2016-17Fall 2017Committee; Task Forceparent survey findings.prepares students for high school.High school placement and exam datameet grade level expectationsMS Task Force surveys faculty for input andsuggested improvements.Oct 2017School Director,MS Task ForceMS Task Force reviews relevant schoolliterature and other school MS programs toNov-Feb 2018identify opportunities for improvements.School Director,MS Task ForceMS Task Force reviews high school and middleschool programs at area private and publicschools to identify opportunities forNov-Feb 2018MS Task Forceimprovements.Task Force meet with the Board to sharefindings and recommend next steps.Recommendations are implementedParents have confidence in the middle schoolprogram and accurately understand its componentsand strengths.Periodic surveys show that the middleschool program is highly valued by theschool’s parentsAnnual parent survey of 8th grade parentsSchool Director,March 2018School Director,MS Task ForceMay 2018Yearly, afterSchool Director,MS Task ForceRetention CommitteegraduationGC and Teachers review the 8th grade surveyeach yearRetention Committee reviews andrecommends revisions to survey content,Fall, yearlySchool DirectorFeb 2018CommitteeNov 2017Communications Directordistribution, and timing as needed.Create and publish a middle school programguide that clearly and persuasively conveysthe distinctive components and benefits ofthe school's curriculum in grades 6-8.1

TRACK B-C: Improve the Quality of the Parent ExperienceRESULTAll administrative and business interactionsbetween parents and the school are personalized,effective, timely, and accurate.METRICSParents report positive interactionswith the school's administration inyearly survey.KEY STEPSPositive feedback from parents, noaccurate, friendly, and well designed.complaintsACCOUNTABILITYinternet program to improve parents'Jan 2018Business ManagerOngoingSchool Director,Chairexperience and maximize its effectivenessAll faculty and staff strive to respond to parentrequests for information within 24 hoursAll parent/community communication is timely,DEADLINEContinue to integrate the school's newDevelop monthly editorial calendarsOngoingCommunications DirectorOngoingCommunications DirectorEvents are publicized at least 2 weeks aheadof time, with reminders across all channels{email, Facebook, Twitter, lnstagram).Ensure that calendar additions or revisions areposted on the school’s website andOngoingOffice Managercommunicated promptly.Investigate text messaging for eventremindersParents have a clear understanding of the school'sTime spent managing issues orUpdate, re-arrange and distribute Parentprograms, policies and procedures, and who to askclarifying policies is reduced orHandbook to parentsfor answers to specific questionseliminated.Jan 2018Sept 5, 2017Communications Director,Business ManagerCommunications Director,School DirectorRevise educational support section of theSchool Director,Parent Handbook, and add to the website, tomore clearly outline the school's program.Sept 5, 2017Learning Support Chair,Communications DirectorAdd Student Support page to websiteJan 2018Communications DirectorEnsure that parents are informed how toaccess key school information and effectivelyOct 2017use the school’s new internet programBusiness Manager,Admissions DirectorNew parent page on school website identifieswho parents should speak to when they haveDoneCommunications Directorspecific questionsBaseline expectations are established for teacher-to-Parents rate teacher communicationGC will review parent feedback regardingparent communication (what parents should knowand how often)highly in yearly survey.parent - teacher communication from theOct 20172017 surveyIdentify ways to improve quality and frequencyof teacher-parent communicationIntroduce faculty to new internet programmodule for creating online student reportsJan 2018Aug 2017School Director,ChairSchool Director,ChairBusiness Manager, GCIdentify timeline for establishing an onlinestudent report protocol for end-of-year reportsJan 2018Governance CouncilFeb 2018Governance CouncilJune 2018Governance CouncilIdentify a more effective way to review andedit student reportsImplement online student reports2

TRACK BCD: Improve Marketing and OutreachRESULTNew ½-time Marketing and Outreach DirectorMETRICSNew hire is on board by start of school.KEY STEPSHire Marketing and Outreach Directorprovides increased focus on external marketingDEADLINEACCOUNTABILITYSept 1, 2017School DirectorOnboard and train new Marketing andOutreach Director; introduce her/him tothe school's program and culture, brand,Nov-17School Director,Communications Directorkey differentiators, current messaging,parent surveys, and marketing auditreportwebsite year-over-year (fiscal year)Review recommendations from the spring2017 marketing audit to integrate into the2017-18 marketing planMarketing dashboard shows increasedCreate a marketing plan that makes the bestmetrics from social media marketinguse of the department's budget and staffNew marketing campaign more effectivelyMarketing dashboard shows a 3-5%differentiates the unique features of the school'sincrease in visitors to the school'seducational philosophy, program, and culture·-2-4% increase in the number ofCreateinquiries and applications year-over-marketing campaign across channels thatyear (academic year)highlights the unique features of the pt 2017Marketing DirectorOct 2017Marketing DirectorJan 2018Marketing DirectorFeb 2018Communications DirectorWinter 2018Marketing DirectorFall 2017Communications DirectorOct 2017Admissions DirectorOngoingAdmissions Directornow?"grades1-5program, and middle school programIntegrate aspects of the "Why this school,Why now?" campaign on the school’swebsiteCreate blog posts that highlight aspects ofthe school's education and its value forchildrenRefresh website contentProvide monthly admissions funnel report(inquiries, applications, acceptances, andenrollment) with year-over-year data forDirectors, Enrollment Comm., and BoardParticipate in the regional independent schooladmissions group, to stay abreast of regionalenrollment trendsThe school’s Website uses short videos to engageGoogle Analytics shows increasedIdentify resources available to produce videosand inform visitors to the website, increasing timeaverage time on website and views ofand budgetspent on page viewsthe videosOct 2017School Director,Marketing DirectorIdentify themes, events, or activities thateffectively differentiate the schoolIdentify a capable and affordable videographerWinter 2018Winter 2018School Director,Marketing DirectorMarketing DirectorPlan and execute videosSpring 2018Marketing DirectorPost videos on the school’s websiteSpring 2018Communications DirectorDEADLINEACCOUNTABILITYWinter 2018Communications DirectorOngoingCommunications DirectorJan 2018Communications Director,TRACK C 7: Increase Retention in all ProgramsRESULTThe school's programs are well known andMETRICSRetention rate increases inKEY STEPSWrite, design, and print Elementary andunderstood by current parents and perceived askindergarten; grades 1-5, and in grades Middle School Program Guides that highlightacademically challenging, arts-integrated, age-6-8.appropriate, dynamic, and fostering a love ofthe distinct features and benefits of theschool’s education.learning.Expand internal promotion of admissionseventsCreate new format for Middle School PreviewEvent with wider audience and expandedAdmissions Director,internal promotion across the gradesRevise website to highlight middle schoolprogramChairNov 2017Implement clearer procedures for conflictresolution when issues arise with studentsWinter 2018and parentsCommunications DirectorSchool Director, GC,ChairExplore hiring a guidance counselor to supportstudents, parents, and teachers with non-Winter 2018academic issuesMiddle School Task Force,Governance CouncilEstablish protocols for increasedcommunication from teachers sharing what ishappening in the classroom to make the valueof the educational experience more visible3Winter 2018School Director,Governance Council