Ad Summum Volume 1, Issue 2
November 2013
Strategic Planning: At the Heart of School Excellence
I
n my office, I have a painting of a ship under full sail with a following breeze. Clearing skies push the storm clouds to the horizon as the windjammer makes steady progress on a set course to its destination. Just as a ship must, so, too, must a school chart its course if it is to reach its destination, no matter how distant or challenging. Where are the shoals? Are there tides and currents that push and tug at the vessel? Is the weather stormy or clear? Is the right crew in place? Is it the right season to set sail, and are the moon, the planets, and the stars in alignment? Most importantly, of course, what is the destination, and what is the next port of call? At The Kew-Forest School we have institutionalized a process of strategic planning that charts the School’s journey in three to four year increments. As a direct result, in the last four years we have improved Faculty salaries and increased funding for Faculty professional development to retain and attract top-tier Faculty; implemented an Early Childhood Development Program (ages 3 and 4) and English as a Second Language; developed and implemented educational travel opportunities in the Upper School; and determined and hired the senior administrative staff necessary to operate effectively and maximize management and instructional effectiveness. Additionally, we have continued rehabilitation of the physical plant, including basic maintenance and Union Turnpike façade restoration; developed an effective Admissions Office, increased funding
for marketing and public relations, and created increased demand for the Kew-Forest brand; and, developed balanced budgets and maintained hard income at or above 98 percent of all expenses while building a plant replacement, renewal, and maintenance fund, replenished cash reserves to 7.5 percent of our operating budget, and incurred no indebtedness, to name a few. Working with Independent School Management, an organization that works with over 3,000 independent schools worldwide, Kew-Forest has spent much of 2013 laying the foundation for this week’s Strategic Planning Retreat. Preparation for the current planning cycle includes the most ambitious and comprehensive evaluation yet of strengths, weaknesses, opportunities, and threats, one that includes separate, anonymous surveys of current parents, students from Grades 5 through 12, the Faculty, the administration, and the Board of Trustees. For the first time, these paper surveys will be complemented by a series of in-person Faculty and Parent Focus Groups led by ISM Senior Consultant Terry Moore on Thursday and Friday, November 21 and 22. Mr. Moore will then meet with the Board and the senior educational administration all day on Saturday, November 23, and with the Executive Committee and me on Sunday, November 24. By Monday evening, November 25, a final draft of the 2014-18 Strategic and Strategic Financial Plans will go to the entire Board for review and approval.
— Headmaster Mark Fish, Ed.M.
Just as a ship must, so, too, must a school chart its course if it is to reach its destination, no matter how distant or challenging. With clear goals set and resources dedicated to them, the new Strategic Plans will chart a course for The Kew-Forest School that will propel it to its Centennial in 2018 and beyond. I look forward to sharing that plan with you and, then, with a steady hand on the wheel, continuing this journey together. Thank you to all for contributing to this process.