Meghan Capozzi Rowe
2014-2019 Strategic Plan
Table of Contents The School’s Mission page 5
The School’s Pillars page 7
Governing the Strategic Plan page 9
FCDS Strategic Blueprint 2014-2019 page 11
Timeline of Next Steps
Robert A. Lisak
page 19
2014-2019 Strategic Plan
3
FCDS seeks to develop the “whole boy” across three dimensions.
The School’s Mission Fairfield Country Day School provides an educational community dedicated to the personal growth and intellectual development of boys. Our balanced and challenging program is designed to help each student expand his desire and ability to acquire knowledge, stimulate his curiosity and creativity, and enhance his self-esteem and respect for others. Each boy’s individual development is
Robert A. Lisak
encouraged in an environment that anticipates the future while appreciating the past.
Intellect
Character
Robert A. Lisak
Enduring Values
Community
Embracing Innovation and Technology
2014-2019 Strategic Plan
5
The School’s mission and values are supported by four strategic pillars. The first three pillars – Academic Excellence, Development of Boys, and Marketing & Enrollment – focus on operating strategy. The fourth pillar, Long Range Sustainability, develops a long term strategy for the school’s future.
The School’s Pillars
Intellect
Character
Enduring Values
Meghan Capozzi Rowe
Academic Excellence
Social, Emotional, and Moral Development of Boys
Community
Embracing Innovation and Technology Marketing & Enrollment
Long Range Sustainability
2014-2019 Strategic Plan
7
The Headmaster will oversee the Strategic Planning Team who are charged with ensuring the successful execution of the plan’s four strategic pillars.
Governing the Strategic Plan Strategic Planning Team Consists of the Headmaster, select members of the administrative team, and the President and Vice President of the Board of Trustees. A member of the IT team will also participate to successfully integrate technology throughout all initiatives. The Strategic Planning Team will oversee four strategy committees to ensure accountability and cohesion across initiatives. Each committee will be responsible for one of the pillars.
Strategy Committees Academic Excellence c Development of Boys c Marketing & Enrollment c Long Range Sustainability Each committee will incorporate faculty, staff, and students/parents as determined by the Headmaster and the Strategic Planning Team.
Strategic Leadership Team
Robert A. Lisak
Academic Excellence
Development of Boys
Marketing & Enrollment
Long Range Sustainability
2014-2019 Strategic Plan
9
FCDS Strategic Blueprint 2014-2019 Strategic Vision FCDS aims to become the best school for boys grades PK-9 in the region. Our safe and inclusive community is committed to a balanced and personalized, student-centered approach to learning. We are distinguished by strong, innovative, academic and co-curricular programs and an emphasis on the healthy social, emotional, and moral development of boys.
Priority II
Priority III
Priority IV
Academic
Character
Advancement
Sustainability
Promote Academic
Support the Healthy Social,
Advance FCDS’s Value
Maintain FCDS as a
Excellence
Emotional, and Moral
Proposition and Strengthen
Competitive and Sustainable
page 13
Development of Boys
its Market Profile
School for the Future
page 15
page 17
page 19
Robert A. Lisak
Robert A. Lisak
Priority I
2014-2019 Strategic Plan 11
FCDS Strategic Blueprint 2014-2019
Priority I Academic
Promote Academic Excellence
Goal 1 Align FCDS core competencies with benchmarked, measurable outcomes across all grade levels c Identify and gain agreement on assessment tools, both standardized (national) and customized to FCDS, to develop
c Identify procedures for communication of assessments, appropriate follow-up, and timely re-assessment
evaluation criteria c Identify and establish a system of data collection for shortterm feedback as well as produce a longitudinal study on the value of a FCDS education
Goal 2 Increase student engagement c Establish an ongoing committee to monitor and pursue best practices in single-sex elementary education c Monitor and continuously pursue best practices in technology-enabled learning; digital portfolios, online learning, coding, virtual field trips, etc. c Continue to expand and maximize use of the Learning Commons through student and faculty collaboration
c Evaluate curriculum to introduce project-based learning opportunities; implement and assess ongoing value of existing programs c Long Range Goal: Determine the strategy behind the creation of an independent Center for Innovation and Strategic Partnerships in PK-9 education and pursue if in alignment with vision and mission of FCDS
Goal 3 Support faculty c Increase time and space for faculty collaboration to examine new learning/teaching techniques and best practices c Re-evaluate/re-design daily schedule and academic calendar to facilitate improvement in learning and teaching c Strengthen evaluation and assessment of curriculum, teaching, and associated student outcomes c Ensure public representations of faculty work
c Long Range Goal: Evaluate overall school trends based on student assessments/outcomes as a self-evaluation of the School’s curriculum and program c Long Range Goal: Establish faculty competency standards aligned with the current technology initiative c Long Range Goal: Ensure competitive salary/benefit packages to attract, develop, and retain the best faculty, including exploration of additional faculty housing
Robert A. Lisak
c Provide opportunities and resources to support professional development.
2014-2019 Strategic Plan 13
FCDS Strategic Blueprint 2014-2019
Priority II Character
Support the Healthy Social, Emotional, and Moral Development of Boys
Goal 1 Advance diversity initiatives c Evaluate and respond to community climate through AIM; define FCDS diversity initiatives and establish timetables
c Augment existing distance-learning programs to promote diverse learning experiences
to reach these goals c Leverage project-based learning opportunities to bring relevance to today’s global and cultural differences Goal 2 Cultivate partnerships locally and beyond to foster development of “globally minded” students who understand and embrace diversity c Re-examine current community service curriculum map to identify and assess connections with FCDS
c Identify potential partnerships with other schools, locally and abroad, to learn about best practices related to service
Core Competencies
learning, inclusivity, and diversity
Goal 3 Expand resources/programs to support emotional well-being of students c Re-evaluate/assess the optimal use of the School counselor and other resources – cost/benefit of full-time position c Research additional character education opportunities to strengthen the 6-9 advisor program and to formally link the
c Identify the specifics of a wellness curriculum and determine ways to incorporate mindfulness into existing curriculum and programs
advisor program to the cultivation of the FCDS Core Competencies
Goal 4 Expand resources and programming to support physical well-being of students c Formalize responsibility for assessment of safety systems and emergency response protocols and develop a school-wide training program c Continue to evaluate the cost/benefit of all physical education programs, including participation levels and the
c Develop and implement reviews of nutritional benefits provided, applying cost/benefit analysis c Assess objectives and takeaways of current 6-9 overnight trips to maximize benefits of experiential education at FCDS
cultural impact of each program
2014-2019 Strategic Plan 15
FCDS Strategic Blueprint 2014-2019
Priority III Advancement
Advance FCDS’s Value Proposition and Strengthen its Market Profile
Goal 1 Clearly articulate the vision and value proposition for the School in compelling authentic and precise language c Develop a plan that includes a market assessment, competitive assessment, key messaging, implementation plan, and timetable c Refine and substantiate the value of an all-boys education c Leverage Board and parent resources to identify potential local partnerships and service opportunities
c Identify and promote the value of signature programs as part of the communications plan c Long Range Goal: Assess cost/benefit of a formalized, ongoing marketing effort, up to and including a full-time marketing professional
Robert A. Lisak
c Utilize technology, distance-learning and virtual or blended learning programs to enrich service learning
Goal 2 Develop, resource, and implement an integrated and targeted penetration and growth strategy c Admission: Increase interest, applications, and yield
c Marketing: Define target markets and pursue
c Enrollment Strategies: Examine capacity, enrollment, tuition management, and aid
c Community Outreach and Service Initiatives: Increase exposure of FCDS through outreach and other programmatic
c Advancement: Increase support and ambassadorship in the parent and alumni network for the School and its vision and educate our constituents on the importance of charitable giving to FCDS
extensions to the community c Assess the School’s procedures, support structure, and marketing efforts against key departments c Identify the needs and resources to maximize performance
c Secondary School Placement: Communicate the FCDS profile and advocate effectively for FCDS graduates at high
Robert A. Lisak
quality secondary schools
2014-2019 Strategic Plan 17
FCDS Strategic Blueprint 2014-2019
Priority IV Sustainability
Maintain FCDS as a Competitive and Sustainable School for the Future
Goal 1 Conduct a comprehensive feasibility study to address mission relevance and market position, optimal operating model, and potential opportunities or adaptations, to ensure the school’s long-term sustainability c Establish a timeline for conducting research, drafting a feasibility study, and recommending sustainability model to the Board c Conduct comprehensive research in the School’s target market demographics c Conduct comprehensive research in prevailing educational and economic trends c Conduct comprehensive research in the competitive landscape (public and private)
c Conduct comprehensive research in the School’s financial drivers and operating model c Conduct comprehensive research in opportunities and challenges to growth or stability c Draft a feasibility study and recommend a sustainability model to the Board c Governance Committee to conduct an ongoing review of the sustainability model, reporting at least annually to the Board with a formal assessment
Timeline of Next Steps and Ongoing Reporting Obligations 2014
2015
On a quarterly basis beginning in Q4
On a semi-annual basis
Each Strategy Committee reports to the Strategic
The Strategic Planning Team makes a
Planning Team with updates on progress and
formal report to the Board of Trustees
identification of any major issues.
regarding progress of the plan.
On an Ongoing Basis The Headmaster will report on progress to the Country Day community throughout the year. The Board of Trustees will accept a set of recommendations from the Strategic Planning Team that will be formally adopted and communicated to the Headmaster and administration as a set of operational
Robert A. Lisak
priorities and goals to be implemented.
2014-2019 Strategic Plan 19
2970 Bronson Road | Fairfield, CT | 203-259-2723 | Grades PK-9
www.fairfieldcountryday.org