2017 Strategic Plan October 2017
Journey Together 2017 STRATEGIC PLAN O C T O B E R 2 0 1 7
Park shapes your child’s academic and social and emotional pathway in the most transformative years. A Park education propels students on the journey from curious early learners to confident, collaborative, caring, and contributing individuals who are known and know who they are. 3 • 2 0 1 7 S T R AT E G I C P L A N •
Strategic Plan Review 4 Task Forces Formed with Focus Areas that Connect Park • Early Childhood, Upper Division, Park After 3, Financial Sustainability • Approximately 60 Participants (Faculty, Sta ff , Trustees, Parents, Alumni) Task Forces Focused on Excellence • What does excellence looks like in each area? • How can Park ensure that its program will meet these standards now and in the future? Research-Driven Approach and Task Team Findings • Current Practice at Park • Local and National Peer Schools • Leading Theory and Best Practice Synthesized Findings into Four Principal Priorities For Park 4 • 2 0 1 7 S T R AT E G I C P L A N •
Strategic Planning Team* COMMITTEE MEMBERS 12 5 Strategic Planning Parents & Trustees Faculty & Sta ff 4 8 Early Childhood Parents & Trustees Faculty & Sta ff 7 7 Upper Division Parents & Trustees Faculty & Sta ff 7 8 Park After 3 Parents & Trustees Faculty & Sta ff 10 5 Financial Sustainability Parents & Trustees Faculty & Sta ff *Plus numerous ad-hoc volunteers and subject experts 5 • 2 0 1 7 S T R AT E G I C P L A N •
Strategic Plan Timeline 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 Summer Winter 2016 2016/17 Fall Summer 2017 Strategic Planning Strategic Planning 2015 Winter Committee Committee incorporates synthesizes Task Strategic Plan Presented 2015/16 feedback Planning and Forces’ findings to Community process design Trustees review plan Major themes Implementation Task Forces Consultant identified continues conduct Implementation retained planning begins research First draft of plan Fall Spring Fall Spring 2015 2016 2016 2017 Trustees identify Task Forces Strategic Planning Board of Trustees areas of focus analyze findings Committee revises approves Strategic Plan draft plan Strategic Planning Task Forces make Plan presented to faculty Committee and 4 recommendations Feedback solicited task forces formed from trustees, administration, faculty and sta ff 6 • 2 0 1 7 S T R AT E G I C P L A N •
IMG_4163 Journey of Applied Learning 7 • 2 0 1 7 S T R AT E G I C P L A N •
Priority 1 Infuse the curriculum with applied learning experiences that foster a deeper understanding of subject matter and instill in our students the skills and curiosity to engage as global citizens in today’s world. 8 • 2 0 1 7 S T R AT E G I C P L A N •
Priority 1 • Provide more opportunities for students to create their own knowledge through applied learning activities that foster academic growth, creativity, flexible thinking, and collaboration within and outside of Park. • Sequence these experiences in a seamless trajectory from an intentional play-based curriculum in the early grades, to meaningful opportunities for project-based learning in the later grades – ensuring appropriate staffing support at all levels to achieve the greatest impact. 9 • 2 0 1 7 S T R AT E G I C P L A N •
Priority 1 • Modernize and enhance the functionality and flexibility of early childhood and Upper Division classrooms, improve and integrate indoor and outdoor learning spaces, and create multi-use areas for applied learning. • Invest in best practices by providing professional development for faculty to design, implement and evaluate applied learning programs. • Redesign the school schedule to support these evolving classroom practices and facilitate increased opportunities for in-depth, project-based and multidisciplinary work. 10 • 2 0 1 7 S T R AT E G I C P L A N •
Journey of Social & Emotional Development 11 • 2 0 1 7 S T R AT E G I C P L A N •
Priority 2 Strengthen our commitment to explicit and cohesive programs that build the social-emotional skills of students, caring for their overall well being and helping them thrive in school and life. 12 • 2 0 1 7 S T R AT E G I C P L A N •
Priority 2 • Develop a coordinated framework for social-emotional learning at Park that will help guide curriculum choices and classroom instruction, inform school- wide practices, and help students gain targeted competencies. • Expand counseling services and resources for academic support. • Invest in best practices by providing professional development for faculty to develop new curricula and practices in social-emotional learning. • Create new gathering spaces for recreational, dining, and socialization purposes where students can foster deeper relationships and explore their burgeoning independence. Architectural rendering of proposed gathering space for dining and recreation 13 • 2 0 1 7 S T R AT E G I C P L A N •
Journey Beyond the School Day 14 • 2 0 1 7 S T R AT E G I C P L A N •
Priority 3 Enrich our after-school and auxiliary programming to enhance students’ experiences beyond the school day . 15 • 2 0 1 7 S T R AT E G I C P L A N •
Priority 3 • Reimagine co-curricular programming with a broad range of high-quality offerings that excite students, boost learning, and extend Park’s commitment to excellence beyond the school day. • Hire a Director of Auxiliary Programs to implement this new vision for the co-curricular experience at Park. • Ensure that co-curricular programs are integrated into the fabric of school life, align with the trajectory of the school day, and captivate students at all levels of interest, ability, and potential. • Maintain the accessibility and affordability, and increase the connectedness of, co-curricular programs to affirm the spirit of community we cherish at Park. 16 • 2 0 1 7 S T R AT E G I C P L A N •
Journey for Foundational Support 17 • 2 0 1 7 S T R AT E G I C P L A N •
Priority 4 Build upon Park’s strong financial position to further our mission and fully implement this strategic plan. 18 • 2 0 1 7 S T R AT E G I C P L A N •
Priority 4 • Grow endowment funds to support new priorities in applied learning, social-emotional learning, and co-curricular programming. • Build the endowment to reduce the rate of future tuition increases, helping ensure that families from diverse means can continue to access a Park education. • Further invest in faculty and staff compensation, coaching, and professional development to attract, develop, and retain the caliber of professionals that defines Park. 19 • 2 0 1 7 S T R AT E G I C P L A N •
Journey to Implementation 20 • 2 0 1 7 S T R AT E G I C P L A N •
Implementation Planning Student Schedule Analysis Professional Campus Development Master on Applied Planning Learning Professional Development on Fundraising Social-Emotional Development 21 • 2 0 1 7 S T R AT E G I C P L A N •
Wrap-up & Questions • 2 0 1 7 S T R AT E G I C P L A N •
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