Steward Preparation for Reopening: June Update

FALL 2020 PLANNING PREPARATION FOR REOPENING: JUNE UPDATE Collective Learning, Wellbeing, and Return to Campus

CONTENTS

Introduction 03 | Mission

Committee Updates 14 | Health & Safety

05 | Guiding Tenets

15 |

08 |

Planning Strategy

16 | Business & Finance

13 |

Planning Committees

17 |

Community & Wellbeing

18 |

Athletics & P.E.

19 |

Arts

20 |

Technology

21 |

Communications

Remote Continuous Learning

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A MISSION-DRIVEN APPROACH

A MISSION-DRIVEN APPROACH Robust academics, inspiration, engagement, and care.

These values from our mission statement have always been our North Star at Steward. Our challenge now is to reimagine how we sustain these priorities in the time of COVID-19.

Our promise to you is that we will make every decision with these priorities in mind. Caring for every individual in our community means keeping our community safe, while also providing an environment where our students are engaged, inspired, and learning.

While we have more new decisions to make this summer, more than ever before, and none of them are easy, we have these priorities for guidance. In the pages that follow, you’ll find an explanation of how we’ve approached the work as well as the policy, protocol, and process changes we are considering in order to preserve the Steward experience.

Dan Frank, Head of School Dan Campbell, Board Chair

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GUIDING TENETS

GUIDING TENETS Principles

SAFETY Safeguard the safety, health, and wellbeing of our students, faculty, staff, and families.

EXPERIENCE

MISSION Uphold our mission and the ethos of the school.

COMMUNICATION Maintain timely, open, and clear communications

Preserve the Steward experience – inside and outside of the classroom – as much as possible, no matter where learning takes place.

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GUIDING TENETS Goals POLICIES

DEVELOP

Adhere to hygiene and social distancing guidelines through new policies, protocols, and procedures

Continue to train faculty to maximize their skills for engaged online learning

WELCOME Develop daily procedures to welcome students, faculty, and staff to campus safely

REFLECT

ADAPT Adapt academic schedules for increased flexibility transitioning between face-to-face, hybrid, and remote continuous learning as needed

Preserve learnings from the spring and anticipate potential further effects on the community’s future 7

PLANNING STRATEGY

STRATEGIC APPROACH TO PLANNING

Arts

Technology

Our Focus Since March, a Task Force and

Communications

Athletics & P.E.

committees of Board members, administrators, faculty and staff, with input from parents and students, have been working quickly to manage the current

Community & Wellbeing

Health & Safety

situation and plan for the future.

Business & Finance

Remote Continuous Learning

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STRATEGIC APPROACH TO PLANNING Examining and evaluating present and future situations Throughout the pandemic, Steward has followed the guidance of the state and public health authorities. Because we are uncertain about what may happen with COVID-19 this fall, we must plan in scenarios. Future guidance from regional, state, and national authorities will be used to help make ongoing operational decisions.

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FALL 2020 PLANNING Our committees are planning for the following scenarios:

1

2

3

SCENARIO 1

SCENARIO 2

SCENARIO 3

Campus open in August with in-person instruction, enhanced hygiene protocols and social distancing. Streaming (live) and virtual (recorded) classes will be available as needed/required.

We return to campus in August as described in Scenario 1, but we have to resume remote learning at certain times during the course of the year. We will return to campus as soon as government guidelines allow.

Campus is closed in the beginning of the year and remote continuous learning continues as long as needed. We will return to campus as soon as government guidelines allow.

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DECISION FILTERS Examining and evaluating the situation.

Are we being true to our mission?

Does this benefit students and families?

Can this solution be scaled up or down as needed?

Do we have the resources and training to operationalize this?

Are we making a temporary or more lasting decision?

Are we exercising appropriate stewardship of our resources?

Does the decision cause our priorities (academic, community, wellbeing) to endure while also solving a problem?

What are the unintended consequences of an action/decision?

Who is impacted, and in what way?

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PLANNING COMMITTEES Next, we will dedicate one page per committee to highlight the topics the committee is considering based on information currently available.

The committee is considering how to handle the following protocols, in consideration of social distancing and hygiene needs:

HEALTH & SAFETY Planning Committee

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Carpool

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Building entrance procedure, including possible health screening requirements

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Cleaning procedures and schedules

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Spacing, grouping, and walking patterns

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Lunch and snack

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Quarantine location and procedures

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On-campus health personnel needs

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Staggered arrival and departure times (if needed)

A note on masks: On campus over the summer, we are following current local guidance on masks. We are closely tracking how that guidance will evolve in the coming months and will share our expectations for campus prior to campus opening.

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REMOTE CONTINUOUS LEARNING Planning Committee

The committee is considering how to manage the following: ●

Consistency of learning management platforms within and across divisions

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Assessment and grading policies

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Online learning tools

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Attendance policies

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Streamlining instructions and calendars

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Expectations for faculty, including student/parent support and communications

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Professional development

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The committee is considering how to manage the following:

BUSINESS & FINANCE Planning Committee

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Balancing budgets for 3-year horizon

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Tuition considerations for different scenarios

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Salary and staffing studies

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Additional funds to support variable tuition

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Increased budgets for technology, cleaning, and health personnel

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Remote work protocols

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Sick leave/leave of absence policies

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The committee is considering how to manage the following:

COMMUNITY & WELLBEING Planning Committee

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Nurture a culture of safety and connection with return to school

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Create and/or evolve community engagement programs, both in-person and online ○

Hubs for organic and informal interaction among interest-based affinity groups

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Best practices and resources for mental health and personal wellbeing

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Student-directed initiatives

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The evolution of Wellness Wednesdays (if needed)

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Advisories continuing as a source of support and community 17

The committee is considering how to manage the following:

ATHLETICS & P.E. Planning Committee

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Practice policies

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Field and gym spacing

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Locker, weight, and training rooms (opening, schedule, capacity, and use)

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Looking at options for limited interscholastic competition (if needed)

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Aligning each sport to hygiene and distance protocols

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Transportation guidelines

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The committee is considering how to manage the following:

ARTS Planning Committee

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Choose spaces to meet distancing guidelines and limit transitions

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Utilize virtual and hybrid performances (if needed)

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Ensure adequate supplies to minimize sharing of high-touch supplies to the extent possible

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Continued use of social platforms to promote and engage people in Steward’s arts program

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Collaborate with Health and Wellbeing committee for opportunities of expressive arts

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The committee is considering how to manage the following:

TECHNOLOGY Planning Committee

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Hardware for streaming (offices, classroom configuration, and other common spaces)

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Software for virtual and continuous learning

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Summer professional development

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Platform/learning management system (LMS) study

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Timeline:

COMMUNICATIONS

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Major updates mid-month in June, July, and August with weekly updates in August as needed.

Planning Committee Goals: ●

Provide the right amount of information, keeping people updated without filling inboxes unnecessarily

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Communications tailored to the audience

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Open lines of communication, including gathering ongoing input from families as well as faculty and staff

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