ONE SCHOOL. ONE COMMUNITY. ONE VISION. Crossroads School for Arts & Sciences Strategic Plan 2019
CROSSROADS SCHOOL FOR ARTS &
& SCIENCES STRATEGIC PLAN 2019
The Strategic Plan for Crossroads School for Arts & Sciences
2
Dear Crossroads Community, Backed by a philosophy that values developing our students’ full human potential — as learners, artists, critical thinkers and engaged community members — Crossroads has nurtured thousands of students since its inception in 1971 and empowered them to effect positive change locally, nationally and internationally. Yet the world our students will inherit is constantly evolving. As a school, it is imperative that we identify and strengthen our institutional priorities so that we may continue to fulfill the promise of our philosophy well into the future. To this end, Crossroads has developed a new strategic plan, which will guide the School over the next five to seven years. The plan articulates the School’s priorities and objectives identified during the recent self-study as well as the strategic planning work overseen by the research and planning firm Ian Symmonds & Associates, with the participation of individuals from all across our incredible community. Serving as our North Star, the strategic plan will guide Crossroads in our efforts to improve, to grow and to guarantee the School’s long-term sustainability. The School’s plans to enhance the student experience, expand our presence in Los Angeles and beyond and ensure our future success reflect our steadfast dedication to our founding commitments: to academic excellence; to the arts; to the greater community; to the development of a student population of social, economic and racial diversity; and to the development of each student’s physical well-being and full human potential. Crossroads has already begun crafting a timeline for each of the goals in our strategic plan, preparing courses of action, identifying who will be responsible for each and forming committees to oversee their successful enactment. The hope is that, by the end of the fifth year of implementation, the School will have accomplished all of the plan’s goals, and its impact will benefit Crossroads for years to come. Special thanks to the Board of Trustees, whose thoughtful input and excellent leadership empowered Crossroads to create a strategic plan that will serve as a blueprint for the School into the near future. I am excited to share Crossroads’ strategic plan with you, and I thank you wholeheartedly for your support as we work together to bring it to fruition. Bob Riddle
Head of School
ENHANCE > DEEPEN THE CROSSROADS EXPERIENCE
The Strategic Plan for Crossroads School for Arts & Sciences
5
I. Enhance Student Wellness Expand our commitment schoolwide to the support of each student’s well-being and full human potential, preparing students to know themselves fully and improving student wellness and agency.
II. Reimagine Our Use of Time Continue to examine holistically the daily schedule and annual calendar, ensuring that the allocation of time, space and resources 1) provides an optimal learning experience for students, 2) approaches the use of facilities in a shared and equitable manner and 3) prioritizes collaboration among teachers across and within all divisions and departments.
III. Update Our School Philosophy and Core Commitments Review and update the School’s philosophy and core commitments, using this process to reinforce and strengthen the School’s mission and, in particular, its ability to inspire and develop self-motivated students who utilize critical thinking combined with humble confidence and compassion to engage in a complex and changing society.
IV. Cultivate a Consistent Culture of Learning and Continuous Improvement The entire K-12 faculty and staff commit fully to the ongoing review, design and implementation of clear student learning outcomes, instructional strategies and educational best practices across and within departments and divisions required to sustain excellence in our rapidly evolving educational landscape.
V. Enhance a Sense of Belonging and Inclusion Develop a more robust and intentional system of integration and inclusion for our students, parents, faculty, staff and alumni into our various Crossroads communities.
VI. Philosophy of Learning Spaces Create a set of learning space core values and operating principles that guide the design of any future space in order to facilitate learning, community building and social justice.
VII. Enhance Our Performing Arts Program Invest more deeply in the performing arts program by recommitting to the creation and development of a new performing arts facility.
4
INSPIRE > EXPAND OUR PRESENCE IN LOS ANGELES AND BEYOND
The Strategic Plan for Crossroads School for Arts & Sciences
7
VIII. Fortify Our Equity & Justice Program Nurture the growth of the newly established Equity & Justice Institute through 1) service learning connected to real community needs and 2) externally facing programs inspiring our students to use their skills, intellect and passions to tackle some of the world’s toughest problems.
IX. Develop an Innovation Center or School Within a School Explore programs that serve to 1) incubate progressive education practices and curriculum, 2) expand alternative course offerings not available during the school year, 3) generate revenue and/or 4) offer Crossroads educational experiences to the greater community.
X. Expand Accessibility to Crossroads for the Greater Los Angeles Community Explore and deepen our commitment to the greater Los Angeles community through accessibility to Crossroads programs.
XI. Cultivate a New Professional Human Resources Paradigm Create and nurture a new professional human resources paradigm that strategically integrates a holistic approach to 1) recruitment, orientation and retention, 2) professional development and support, 3) evaluation and 4) communication for all of our human resources.
6
SUSTAIN > STEWARD OUR STRATEGIC RESOURCES
The Strategic Plan for Crossroads School for Arts & Sciences
9
XII. Create a New Financial Model for the Future Develop a sustainable financial model of our School community built upon new assumptions of programs, enrollment optimization, revenue generation and resource allocation.
XIII. Plan Our Strategic Enrollment Management Create a strategic enrollment management plan that will drive assumptions about access, affordability, tuition, revenue, capacity and enrollment composition through the life of this plan.
XIV. Expand Our Environmental Sustainability Work toward environmental sustainability in our use, reuse and conservation efforts, analyze current practices, establish metrics and set clear goals for the future.
XV. Investigate Faculty and Staff Housing Options Investigate affordable, convenient housing strategies and other options for members of the Crossroads professional community to address the high cost of living on the Westside.
THANK YOU TO OUR STRATEGIC PLANNING STEERING COMMITTEE AND WORK GROUPS Hadrian Predock, parent
FACULTY RECRUITMENT, SUPPORT AND GROWTH WORK GROUP
Brian Austria Trevor Bezdek ’95 Molly Cavallaro Colin Gruen Valerie Jauregui Paul Larsen Edward Peebles-Maxwell Tracey Porter, faculty Morgan Schwartz, administration Toni Trives Veronica Ulloa Guy Vandenbroucke
PROGRAM WORK GROUP
Jamila Banks ’90 Virginia Benitez Mark Cappellano, parent Emma Cothren Leanne DeCraene Emilio Diez Barroso Kate Gershwin ’19 Lila Gilliam ’19 Eli Glasberg ’19 Susan Gonzales Martin Jacobs Marisol León ’03, trustee Michelle Merson Katrina O’Brien Grace Park Cherylnn Pope Bob Riddle, administration Jesse Robinson Debbie Wei Erik Wright Roxanne Zazzaro
FACILITIES WORK GROUP Hagy Belzberg Cassandra Cando Zane Hankin ’20 Sam Jones Stella Josefsberg ’19
Anand Patel, faculty Phil Storrs, faculty
SCHOOL CULTURE AND MISSION WORK GROUP
Eric Barber Joe Blackstone Paul Case Ann Colburn Scott Correll Jenn Gerber ’97, staff Cara Natterson, parent Taylor Parker, faculty Isaac Pross ’18 Madison Quan ’18, student Jeff Ranes ’95 Tracy Seretean Kristen Worthe ’84
ACCESSIBILITY AND COST WORK GROUP
Andy Baum Michelle Brookman ’82 Darlene Chan Paula Dobbins Mona Fakki Josh Goldin Shawn Gunn Janeen Jackson Julie Light-Orr Cheryl Martir Sue Mathews Marc Millman, trustee Sasha Moore Lois Reinis, trustee Ilene Resnick-Weiss Thaddeus Stauber Lanhee Yung
COMMUNITY AND DIVERSITY WORK GROUP
Marisa Alimento Austin Astrup ’18, student Mery Grace Castelo Deborah Dragon Mir Harris ’02 Nicole Hoegl Jasmine Javaheri ’19
Nada Kirkpatrick, trustee Daniela Sanchez ’20 Hassani Scott ’13 Barbara Whitney, administration
BOARD OF TRUSTEES Officers
Bob Friedman, Chair Nada Kirkpatrick, Chair Designate Darlene Chan, Executive Vice Chair Nat Trives, Executive Vice Chair Jeff Worthe, Executive Vice Chair Deborah Kanter, Secretary Bob Davenport, Treasurer
Trustees
Andy Baum Trevor Bezdek ’95 Michelle Brookman ’82 Juan Carrillo Christopher Chee Ann Colburn Emilio Diez Barroso Mary Farrell Nicole Hoegl Martin Jacobs Marisol León ’03 Jeff Lipp Ted Miller ’82 Marc Millman Sharon Nazarian David Offer ’84 Lois Reinis Ilene Resnick-Weiss Tracy Seretean Bruce Stern Tom Werner Erik Wright Lanhee Yung
Trustees Emeriti
Paul Cummins, Co-Founder Peter Norton
Trustees in Memoriam
Charles Boxenbaum Mel Edelstein Shirley Garber Allen Mink Steering Committee members are denoted in bold.
1714 21st Street Santa Monica, CA 90404 (310) 829-7391 xrds.org