SPRING VALLEY SCHOOL STRATEGIC PLAN 2022 - 2027
SPRING VALLEY SCHOOL
STRATEGIC PLAN
2022 - 2027
MISSION
Spring Valley School is an independent, co-educational, college preparatory school whose mission is to provide excellence in education for bright students with learning differences.
APPROACH
SVS facilitates personal growth and positive self-concept for students by cultivating a community of acceptance and belongingness
SVS recognizes and builds on student strengths; we enable students to achieve their own best educational outcomes
SVS employs educational practices that are research-based; our mission is accomplished by creating a multi-sensory, whole-child approach to education in a small class setting.
We work hard to prepare students to thrive after their time at SVS, no matter what life path they decide to pursue post-graduation.
Objectives:
1. Short-term enrollment increases to 150-160 students (before new construction).
2 Construction of a new building and comprehensive renovation of existing facilities are complete by 2027.
3 Long-term enrollment reaches approximately 300 students (after new construction).
Teaching and Learning
Goal: SVS students receive leading-edge, evidence-based education resulting in measurable classroom outcomes and tangible personal growth.
Objectives:
1. All elements of SVS curriculum are research-based and integrated vertically and horizontally.
PRIORITIES, GOALS AND OBJECTIVES
Growth
Goal: SVS has maximized its ability to educate students consistent with our mission and character of our community.
2. Reading, math and writing intervention are available to all students who need them.
3 A robust array of elective courses and co-curricular activities is offered.
4. Comprehensive, age-appropriate wellness programming is in place for students in all grades
5. Comprehensive post-graduation preparation services are in place.
6. SVS is generating and participating in research as a leader in education for students with learning differences
Funding
Goal: SVS has in place sufficient funding to achieve planned growth in the student body.
Objectives:
1. A successful comprehensive fundraising campaign allows for new facilities construction and expansion of student scholarships.
2. Grant and event funding for scholarships allows for admission of diverse student body
3. Income from tuition and annual fund are sufficient to support ongoing operations as needed.
Objectives:
1. SVS has sufficient teaching faculty to maintain low student faculty ratios.
2. Counseling and PE staff are sufficient to deliver comprehensive wellness programming in a growing student body.
3. SVS has dedicated staff for facilities management, information technology, and security.
4. Administrative depth is appropriate for ongoing school oversight and implementation of this strategic plan.
5 Staff population is broadly diverse Community
Goal: The SVS internal community is diverse, accepting, supportive, and cohesive.
Objectives:
Staff
Goal: SVS attracts and retains a staff of sufficient size, expertise and commitment to provide the highest quality education for its students.
1. Students receive holistic education and support to be successful at SVS and after graduation
2. The diversity of student and staff populations relates to that of surrounding community.
3 Resources are in place to support individual wellbeing.
4. Morale, commitment, and school spirit are high.
Outreach
Goal: SVS is engaged with the community beyond its campus in support of its educational mission.
Objectives:
1. Students outside the SVS community can access educational and support services through the Hettie Johnson Institute.
2. SVS is well known for its mission and results among experts, educators, and members of the general population.
3. SVS has broad and deep community connections that support its mission.
Goal: SVS has maximized its ability to educate students consistent with our mission and character of our community.
Objectives:
1. Short-term enrollment increases to 150-160 students (before new construction).
2. Construction of a new building and comprehensive renovation of existing facilities are complete by 2027.
3. Long-term enrollment reaches approximately 300 students (after new construction).
Preliminary Tactics: Responsible Party Timeline
1 Secure two more portable classrooms to allow short-term increase in enrollment.
2 Develop a preliminary building program and create preliminary construction budget for new building and renovation of existing building.
3 Hire and on-board staff to support short-term enrollment increase.
4 Develop strategy for increasing staff size to match the plan for enrollment growth
Desired Outcomes:
Laura Fiveash 2022-23
Laura Fiveash, Joanie Scott 2022-23
Laura Fiveash, Laura Griffin ongoing
Laura Fiveash, Laura Griffin ongoing
1. New building and renovations complete at by or before 2027
2. Enrollment growth to approximately 300 students within 2 years of building completion
Goal: SVS students receive leading-edge, evidence-based education resulting in measurable classroom outcomes and tangible personal growth.
Objectives:
1. All elements of SVS curriculum are research-based and integrated vertically and horizontally.
2. Reading, math and writing intervention are available to all students who need them.
3. A robust array of elective courses and co-curricular activities is offered.
4 Comprehensive, age-appropriate wellness programming is in place for students in all grades
5. Comprehensive post-graduation preparation services are in place.
6. SVS is generating and participating in research as a leader in education for students with learning disabilities.
Preliminary Tactics: Responsible Party Timeline
1 Identify funding for dedicated time for curriculum development and evaluation (beyond existing one-year grant)
2 Design new curricula across all subject areas.
● Embed executive functioning and social emotional learning in curriculum.
● Include track for advanced learners
4 Develop approach with timeline and budget for adding math and writing intervention services.
5 Create a plan for phased implementation of new curricular and co-curricular options aligned with projected staff growth and student/faculty interest.
6 Create strategy with timeline and budget for teacher participation in local, state, national conferences and learning communities.
7 Provide more, earlier vocational studies opportunities to students.
Desired Outcomes:
Grant consultant 2022-23
Jocelyn Burrill, Laura Griffin 2022-2025
Jocelyn Burrill, Laura Griffin 2024-25
Jocelyn Burrill, Laura Griffin 2022-23
Jocelyn Burrill, Laura Griffin 2023-24
Jocelyn Burrill, Laura Griffin ongoing
1. Evidence-based, tailored curriculum developed for all areas by 2024-2025
2. Curricular track in place to challenge twice gifted students
3. Increased success for SVS graduates measured by self-reported survey data
Goal: SVS has in place sufficient funding to achieve planned growth in student body.
Objectives:
1. A successful comprehensive fundraising campaign allows for new facilities construction and expansion of student scholarships.
2 Grant and event funding for scholarships allows for admission of diverse student body
3. Income from tuition and annual fund are sufficient to support ongoing operations.
Preliminary Tactics:
Responsible Party Timeline
1 Identify and contract with fundraising consultant
2 Set campaign goal.
3 Create Champions Board to support comprehensive campaign.
Laura Fiveash, Kristen Jackson 2022
Board of Directors, Laura Fiveash, fundraising consultant 2022-23
Laura Fiveash, Kristen Jackson, Board 2022-23
4 Launch campaign. Champions Board 2023-24
5 Identify and secure additional money for scholarships through grants and events.
Laura Fiveash, Kristen Jackson, grant consultant ongoing
6 Continue to evaluate tuition model at least every 2 years Laura Fiveash and Board ongoing
7 Develop alumni outreach strategy, perhaps including revitalizing Junior Board.
Laura Fiveash, Kristen Jackson 2023-24
8 Continue to build on annual fund (Give To What You Love Campaign). Laura Fiveash, Kristen Jackson ongoing
Desired Outcomes:
1 Meet goal for comprehensive campaign
2. Increase funding for scholarships by 20 – 25% short term (as enrollment grows to 160) and by at least 100% thereafter (as enrollment reaches 300)
3. Increase pool of funds for faculty and administrative salaries (amount to be determined)
Goal: SVS attracts and retains a staff of sufficient size, expertise, and commitment to provide the highest quality education for its students.
Objectives:
1. SVS has sufficient teaching faculty to maintain low student faculty ratios.
2. Counseling and PE staff are sufficient to deliver comprehensive wellness programming in growing student body.
3. SVS has dedicated staff for facilities management, information technology, and security.
4 Administrative depth is appropriate for ongoing school oversight and implementation of this strategic plan
5. Staff population is broadly diverse.
Preliminary Tactics: Responsible Party Timeline
1 Create professional learning plans for all staff.
2 Increase mentoring and coaching opportunities for staff (professional mentors and peer to peer mentors).
3 Consider adding one or more teacher aides
4 Revamp new teacher training.
Liz Smith 2022-23
Laura Griffin, Jocelyn Burrill 2022-23
Laura Fiveash, Laura Griffin ongoing
Laura Griffin, Rebeccah Carroll, Laura Fiveash, Jocelyn Burrill 2022-23
5 Increase capacity in public relations, marketing and communication. Kristen Jackson 2022-23
6 Continue efforts to increase competitiveness of staff salaries
Desired Outcomes:
1. Staff turnover remains low
Laura Fiveash and Board ongoing
2. Continued self-report of high faculty satisfaction
Goal: The SVS internal community is diverse, accepting, supportive and cohesive.
Objectives:
1. Students receive holistic education and support to be successful at SVS and after graduation.
2. The diversity of student and staff populations relates to that of surrounding community.
3. Resources are in place to support individual wellbeing.
4 Morale, commitment, and school spirit are high
Preliminary Tactics:
Responsible Party Timeline
1 Initiate post-graduation mentoring program especially for students who pursue post-secondary education. Sandra Foster 2023-24
2 Provide on-boarding for students and faculty that arrive mid-year. Laura Griffin, Rebeccah Carroll, Kristin Jackson 2022-23
3 Provide diversity training for board and staff. Heather Smitherman 2022-23
4 Hire permanent, full-time wellness counselor as school size increases.
5 Include exercise outlets (renovated gym, running track) in facilities program.
6 Host more events involving parents and the general community, including through HJI.
Desired Outcomes:
Laura Fiveash, Coach Green TBD
Laura Fiveash, Coach Green By 2026-27
Hettie Johnson, Rachel Shank, Katie Pearce ongoing
1 Continued high satisfaction rates among students and staff
2. Increased diversity among staff and students
3. Increased engagement of families with SVS as measured by survey data
Goal: SVS is engaged with the community beyond its campus in support of its educational mission.
Objectives:
1. Students outside the SVS community can access educational and support services through the Hettie Johnson Institute.
2. SVS is well known for its mission and results among experts, educators, and members of the general population.
3. SVS has broad and deep community connections that support its mission.
Preliminary Tactics: Responsible Party Timeline
1 Recruit dedicated staff for HJI outreach.
2 Develop partnerships with area schools and professionals (pediatricians, psychologists, etc.) for referrals to SVS and HJI.
3 Implement robust public relations and marketing effort including events, testimonials, videos, and print materials that demonstrate SVS approach, success, and culture.
Laura Fiveash ongoing
TBD ongoing
Kristin Jackson ongoing
4 Create an outreach program for alumni Kristin Jackson 2023-24
6 Revive SVS Junior Board. Kristin Jackson 2023-24
Desired Outcomes:
1 Alumni organization and Junior Board in place
2. Providing support services for non-SVS students through HJI
Year 1 (2022-23)
● Secure 2 more portable classrooms.
● Develop building program and preliminary construction budget
● Work on math curriculum.
● Identify funding for dedicated time for curriculum development for future years.
● Identify and contract with fundraising consultant.
● Set campaign goal.
● Create Champions Board.
● Create professional learning plans for all staff.
● Increase mentoring and coaching opportunities for staff.
● Revamp new teacher training
● Increase capacity in PR, marketing, communications.
● Provide diversity training for Board and staff.
Year 2 (2023-24)
● Increase enrollment towards short-term goal of 150-160
● Continue to develop curricula.
● Create plan for implementing new curricular and co-curricular options.
● Create strategy for teaching participation in conferences and learning communities.
● Launch comprehensive campaign.
● Develop alumni outreach strategy.
● Revitalize Junior Board
● Implement post-graduation mentoring program.
Year 3 (2024-25)
● Increase enrollment towards short-term goal of 150-160.
● Complete development of new curricula
● Develop approach for adding math and writing intervention.
Year 4 (2025-26)
● Increase enrollment towards short-term goal of 150-160.
Year 5 (2026-27)
● Complete new construction
● Complete renovation of existing buildings.
● Increase enrollment from 150-160 students toward long-term goal of 300
Ongoing
● Hire and on-board staff to support planned enrollment increases.
● Evaluate tuition model biennially.
● Provide more, earlier vocational studies opportunities
● Identify and secure additional grant money for scholarships.
● Continue to build annual fund.
● Continue and expand event-based fundraising
● Build roster of available substitute teachers.
● Continue to increase competitiveness of staff salaries.
● Host events through HJI
● Develop partnerships with area schools and professionals.
Timing TBD
● Hire permanent, full-time wellness counselor
● Recruit dedicated staff for HJI outreach to non SVS families
