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
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.
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.
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.