Strategic Planning Results

GOOD SHEPHERD LUTHERAN SCHOOL STRATEGIC PLAN 2016-2021

Vision: Creating foundations for life

Mission: Good Shepherd Lutheran School offers an enriched environment with academic excellence in a nurturing Christian setting.

 

STRATEGIC GOALS AND OBJECTIVES

 

I.          STUDENTS

Goal: Create student success by instilling essential skills, values, and knowledge.

1. Prepare students for life through a quality academic curriculum and character development programs.

• Evaluate social-emotional curricula for preschool, K-5, and middle school.
• Implement a social-emotional learning program for all grades.
• Conduct an Annual Review of Curriculum; update according to mandated or discretionary improvements.
• Evaluate and select a preschool assessment program. Train all staff and review annually with parents.
• Strengthen middle school student advisory groups.
• Evaluate contemporary teaching and learning techniques and train staff in alignment with educational best practices.
• Develop a platform for character development through social justice opportunities.
• Develop additional after-school enrichment programs.

2. Align academic curricula and character development programs from preschool through 8th grade.

• Test students twice a year with MAP. Chart progress per student and grade.
• Implement an annual review of the curriculum.
• Align pathway from preschool to 8th grade with preschool assessment, kindergarten readiness, and curriculum mapping.
• Clarify the character development pathway from pre-school through 8th grade.

3. Provide or connect families to the resources needed for students in a wide range of disciplines.

• Evaluate a comprehensive process, which includes teacher education, parent education, early intervention, teacher collaboration and consensus building about when outside referrals may be warranted.
• Through the new assessment program, develop a protocol for preschool staff to evaluate students for early intervention.
• Coordinate interventions and student needs with parents and outside providers.
• Communicate effectively with parents.

4. Develop metrics and measuring tools to support program growth and drive continuous improvement.

• Based on our aligned model, identify the appropriate testing and accreditation processes as resources to determine areas that need improvement and to foster continuous growth.
• Educate and train faculty and administrators in the testing and accreditation models to be utilized.
• Engage parents; provide parent education and garner support for the process.
• Monitor, validate, and communicate results.

 

II.         FACULTY AND STAFF

Goal: Attract and retain quality teachers and staff who embody our values and commitment to growth and development.

1. Develop a robust teacher recruiting and hiring program.

• Assess best practices and regional competition; assess against current practices.
• Identify gaps and modify recruitment activities appropriately.
• Integrate outreach through social media.

2. Offer competitive compensation to faculty.

• Review salaries for local school districts, other private schools, and preschools to compare total compensation packages.
• Analyze the current salary chart and benefits per the compensation review findings and develop a faculty recruitment strategy that includes market-driven competitive compensation and benefits. 

3. Provide teachers with contemporary teaching tools and resources.

• Assess contemporary and innovative curricula and academic programs and determine GSLS’s core academic model.
• Engage faculty in this process and validate with reputable research and demonstrated student success data.
• Provide training for teachers to implement these programs.
• Evaluate the physical teaching environment to determine the best environment for learning linked to GSLS core academic programs and make appropriate adjustments.
• Identify experiential opportunities for teachers to acquire hands-on experience in new teaching techniques.

4. Provide teachers and staff with leading professional development, mentorship programs and growth opportunities.

• Assess best practice professional development programs aligned with the GSLS academic model. Identify and provide the relevant teacher training opportunities for teachers.
• Evaluate the current model of education and collaboration time for staff and implement appropriate changes.
• Increase funding in the budget for training and development.

 

III.        FINANCIAL SUSTAINABILITY

Goal: Establish a financial structure that allows the school to implement the strategic goals.

1. Develop school-wide student recruitment strategies to increase and sustain enrollment and retention without diluting the unique characteristics of a GSLS education.

• Develop an admissions, enrollment, and student retention plan. Continually assess progress and enrollment status.
• Form an enrollment and marketing committee with community members to advise on enrollment activities.
• Continually assess our competition to determine our position in the market. Implement a system to make timely adjustments.

2. Explore the possibility of creating an integrated GSLS campus.

• Develop a campus master plan.
• Review the feasibility of an integrated campus.
• Identify and acquire the resources for capital projects, such as a fundraising campaign.

3. Strengthen our tuition model.

• Evaluate tuition plan options through researching the local market and private school best practices.

4. Develop a plan to diversify revenue and decrease dependency and tuition.

• Develop and implement comprehensive development and advancement plans.

5. Develop and maintain a long-range budget using accounting and budgeting best practices.

• Develop financial planning options to fund campus improvements and repairs.
• Produce and publish a budget report annually.
• Implement industry best practices for budget processes and procedures.
• Develop targets for tuition and non-tuition revenues, financial assistance, compensation, and capital expenditures.
• Focus fundraising efforts to augment the budget and support the school’s needs.

 

IV.        COMMUNICATION

Goal: Establish communication and community-building methods, as well as  implement marketing strategies to differentiate GSLS in the marketplace.

1. Improve communications across the school community – between church and school, school board and school community, administration and staff, parents and administration.

• Develop and publicize a strategic communications plan with clear guidelines, sources and responsibilities for disseminating information about timely topics and issues..
• Provide opportunities for direct communication with the school community through information nights and parent forums.

2. Expand parent education and involvement to broaden their engagement and contributions to the school.

• Provide parent education programs based on best practices and trends in K-8 education, community feedback and determined need.
• Engage a broader section of parents to participate on Board committees.
• Identify and utilize broader opportunities for the Parents’ Association to participate in school activities.
• Leverage parent resources and skills to achieve the goals of the strategic plan.

3. Present the compelling story of GSLS as a superior education option to the school community, regional educational and business organizations and broader public markets.

• Use the new website to inform our community, both current and prospective families.
• Use social media to communicate with our community and attract prospective families.
• Search for and attend local events directed toward families with small children; participate in and contribute to community-based education leadership organizations (be a visible presence).
• Branding and marketing – invest in and demonstrate ROI for purposeful branding and marketing to selected markets.

V.         FAITH

           Goal:   Create academic excellence in a nurturing Christian setting.

1. Integrate Christian character education with consistency and coordination across all grades.

• Evaluate the current opportunities for students in the classroom and provide consistency within the school.

2. Ensure that every child knows that God loves him or her.

• Provide opportunities for students to participate in activities that reflect God’s love for them.
• Evaluate a Christian Education pathway that includes classroom and chapel from preschool through 8th grade.