StrategicPlan

Richmond Montessori School Strategic Plan 2024-2029

TABLE OF CONTENTS Strategic Planning Process...........................................3 Strategic Priority One

Reinforce the Montessori Culture and Ethos................................6

Strategic Priority Two

Remain Financially Sound and Sustainable....................................7

Strategic Priority Three

Develop Campus Infrastructure.......................................................10

Strategic Priority Four

Become A Thought Leader in Montessori Education.............11

Strategic Priority Five

Inspire Excellence in Teaching and Learning.............................12

Strategic Priority Six Strengthen our Commitment to an Inclusive Culture

and Community.........................................................................................13

A PREMIER MONTESSORI COMMUNITY Located in Richmond, Virginia, Richmond Montessori School is the only dual-accredited Montessori School for children ages 18 months through 8th grade. With a philosophy centered on a love of learning, RMS has 315 students who focus on independence, freedom within limits and respect.

STRATEGIC PLANNING PROCESS Strategic Planning for Our Future Beginning in fall 2023, a diverse coalition of stakeholders came together to envision the future of our school. This dedicated group formed the Strategic Planning Committee with the goal of developing a comprehensive roadmap to guide our mission forward. Through stakeholder surveys and listening sessions, we gathered valuable insights that shaped the plan’s direction.

Grounded in our people and shared resources, the strategy focuses on five key priorities: serving our students, sustaining our faculty and staff, strengthening our community, stewarding our resources, and guiding our future.

These pillars reflect our commitment to fostering a safe, inclusive, and forward-thinking school environment.

This strategic plan represents both our collective aspirations and a tangible framework for continued growth and excellence.

COMMUNITY

STRATEGIC PRIORITY NUMBER ONE

REINFORCE THE MONTESSORI CULTURE AND ETHOS Our Goal: The culture of the school will deeply embody the Montessori ethos so that every member of the community shares a common sense of belonging, purpose, and joy.

How we’ll get there: •

Clearly articulate the RMS value proposition and the portrait of an RMS student so that families can evaluate whether our program is the right fit for their child and family.

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Find new ways to celebrate students, teachers, families, and staff whose actions embody the Montessori philosophy.

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Strengthen and formalize communication channels for teachers and staff to share ideas with one other and school leadership, to include revisiting and updating our professional community norms on grace and courtesy.

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Enhance our annual events and gatherings to reinforce our culture and commitment to community service and inclusion.

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Continue to celebrate and value our purposefully diverse culture to provide distinctly unique and rewarding experiences for students and families, faculty, and staff, as well as prospective families and the RVA community.

STRATEGIC PRIORITY NUMBER TWO

REMAIN FINANCIALLY SOUND AND SUSTAINABLE Our Goal: Richmond Montessori School will remain financially sound and sustainable so the school serves its current and future students and families with fidelity to our mission.

How we’ll get there: •

Maintain a disciplined approach to near and long-term financial planning and budgeting with a specific focus on sustainable risk management practices.

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Develop a culture of giving through current RMS families, the board of trustees, alumni and alumni families, and the broader Richmond community to increase annual giving that impactfully offsets operational expenses. Advancement

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Embark on a capital campaign that works towards having our campus infrastructure adequately support our dynamic programs.

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Explore opportunities to grow our endowments supporting the long-term stability of the RMS mission and affordability to families within our community. Advancement/Finance

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Build new relationships with foundations and Montessori benefactors outside the Richmond area to support financial aid, the arts, and professional development. Advancement

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Expand the board of trustees to include individuals with advancement expertise and strategic relationships.

CHARACTER

AUTHENTICITY

STRATEGIC PRIORITY NUMBER THREE

DEVELOP CAMPUS INFASTRUCTURE Our Goal: We will develop campus infastructure to safely serve the needs of growing student and faculty populations by providing well-designed spaces to facilitate indoor and outdoor learning.

How we’ll get there: •

Expand our campus capacity to create a sense of place and belonging for each program to support learner outcomes.

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Continue purposefully developing and refining state-of-the-art academic learning environments, that may include tutoring spaces, infirmaries, meeting places, outdoor areas, and aftercare spaces.

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Redefine faculty and staff collaborative spaces, that may include workroons, breakrooms, and conference meeting spaces.

STRATEGIC PRIORITY NUMBER FOUR

BECOME A THOUGHT LEADER IN MONTESSORI EDUCATION Our Goal: RMS will be a thought leader in the field of Montessori Education while building awareness in the greater Richmond community and our Montessori pedagogy.

How we’ll get there: •

Establish pathways to excellence through continued innovation in Montessori curriculum and instruction.

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Keep teaching and learning at the heart of our mission to inspire and prepare our students to lead purposeful, self-determined lives, while making meaningful contributions to today’s evolving world.

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Build more capacity in our teachers to share what they know with educators and families within and beyond our campus, with an emphasis on the Montessori method.

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Leverage increased awareness to attract and retain mission-aligned families, teachers, and community support.

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Consider the possibility of expanding beyond our current programming to make an RMS education more available to other students, which may include a high school or satellite early childhood programs.

RESPONSIBILITY

EXCELLENCE

STRATEGIC PRIORITY NUMBER FIVE

INSPIRE EXCELLENCE IN TEACHING AND LEARNING Our Goal: We will provide a rich learning environment that gives our students the experience and tools necessary to thrive in their future lives, and a working environment that will empower teachers and staff to deliver an exceptional Montessori education.

How we’ll get there: How we’ll get there: •

Explore options for best structuring an all-day presence for students that maintains consistency of personnel, program, approach, and place across the many aspects of the day, including specialty classes, Montessori extended day, summer programs, extracurricular activities, fine arts, and athletics.

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Nurture an environment founded on trust, respect, reward, and continuing development to enhance our collaborative approach to teaching, learning, and school operations.

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Develop a strategy focused on faculty and staff recruitment and retention that may include building relationships with higher education institutions, seeking candidates with more diverse backgrounds, and addressing faculty & staff compensation.

STRATEGIC PRIORITY NUMBER SIX

STRENGTHEN OUR COMMITMENT TO FOSTERING AN INCLUSIVE CULTURE AND COMMUNITY Our Goal: RMS recognizes that the Montessori Method is an educational philosophy rooted in interconnectedness, mutual respect, a global view, and a compassionate community, and we commit to the challenging work of ensuring that we abide by these principles as a school community.

How we’ll get there: •

Continually refine the framework for curriculum review, hiring practices, and opportunities for community engagement that will promote thought-provoking and courageous conversations to increase awareness and inclusive thinking, policies, and practices.

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Identify new ways to increase the sense of belonging and well-being among students, teachers, staff, and families so that every community member feels seen, heard, valued, and meaningfully connected.

WE ARE RMS