The CDS Strategic Framework for 2022-2027
Purpose and Use
The following strategy framework is intended to serve as the primary guiding document for goal-setting and decisionmaking for the Head of School and Board of Trustees of Children’s Day School in order to determine annual goals for the school over the next five years. While this framework is an important catalog of strategic intention, it is also designed to provide flexibility to the school’s leadership as conditions or opportunities change. So, while the framework outlines intended strategic initiatives, the Head of School and the Board will also be able to assess whether this intention is aligned with reality and adjust as needed.
This framework outlines the goals necessary to realize the school’s vision and deliver on the school’s mission, beliefs and values. It leaves the specific strategies, objectives, and tactics of achieving said goals to the expertise of the administrators, staff, and faculty working on the issues in real time with current data and context.
Strategies, objectives, and tactics that were identified during the process of developing this strategic framework have been included as a resource, but they are intended as options to consider and not as prescriptions.
This framework will also allow the school’s leadership and the community at large to see and understand all of the school’s strategic initiatives in one place, including current and future work. Additionally, it allows for amendments and the integration of new opportunities and provides a way to understand how new possibilities might fit in with current work.
Interviews (21) with CDS community and review of internal documents Secondary research on San Francisco’s future and implications for CDS Community input groups (5) on strategic issues surfaced in first two phases Formation of work groups on key issues Work groups (4) explore issues and develop goals and strategies Task force approves framework and submits to the Board Our Process The process to develop this strategic framework was realized through a collaborative effort that incorporates and reflects the ideas and expertise of the CDS community. s s s s s s
Why CDS was founded and where we are going
Our founding in 1983 was a response to the limitations of even the strongest independent schools, and an effort to imagine a better way. To our founders, a fundamental aspect of education was to instill a sense of responsibility to others and a commitment to social justice. The founders also observed that the prevailing school experience largely failed to nourish children’s curiosity and joy, which they believed were the true engines of learning. The CDS curriculum focuses on the mastery of skills like critical thinking and problem solving, as well as important preschool life lessons about how to handle conflict, and play and work happily with others by being truthful, respectful, and kind. The complex world our students will inherit compels us to continue to question the limitations of all schools, including our own, and to imagine how education can lead to a more just world.
A CDS vision that will guide the strategic framework:
Imagining how education can lead to a more just world
Major Areas of Focus
Our strategic framework process surfaced the following major areas of focus to fully realize our mission, beliefs, and values, and to thrive in the years ahead:.
Learning: Continue to strengthen the academic program and develop a succinct articulation of the philosophy behind it.
Community: Commit to nurturing a culture of belonging, increasing our diversity, and telling the CDS story in an authentic way that engages the community.
Operations: Marshal and enhance our finances and resources to support our future and our diverse community.
Strategic Framework Our academic program delivers on our learning beliefs and values, is competency-based, and our learning outcomes are visible to all stakeholders (learners, families, faculty, community partners, and applicants) Goals Fully implement the CDS Learner Profile Define and elevate our signature programs and align them with the CDS Learner Profile and our values Make our learning outcomes visible and easily understood s s s Learning
Our
culture and communications support a diverse community and a strong sense of belonging Goals Strengthen our community by proactively nurturing a sense of belonging Increase diversity among students/families, teachers, staff, and board Become known as a top-tier school with a unique approach, and attract, recruit and retain a diverse community of students/families Continue to deepen integration of our values related to diversity, equity, and social justice into curriculum, education, and community partnerships s s s s Community
Strategic Framework A sustainable financial model that allows us to: • support continuous strengthening of the academic program for our students • maintain a socio-economically diverse student body, recognizing that differences lift us • attract and retain excellent teachers and staff with above average compensation and benefits • provide facilities that support our students, faculty and community Goals Exceed current capital campaign goal Diversify and increase revenue streams Set financial policies that provide high level guidance Fund board priority investments in academic program enhancements, sliding scale tuition, facilities, and teacher/staff compensation packages above the median range of peer independent schools s s s s Operations
Imagining how education can lead to
a more just world