A Smart Future: Final Report November 2018

A Smart Future 2018: WT’s Strategic Priorities

555 Morewood Avenue Pittsburgh, PA 15213 412.578.7500 www.winchesterthurston.org

A Smart Future 2018: WT’s Strategic Priorities - Final Report

A Smart Future 2018 – Final Report

Domain 1: Programmatic Innovation

Domain 2: Financial Vitality

Domain 3: Competitive & Sustainable Facilities

Domain 4: Generative Planning

With a deep and shared commitment to Winchester Thurston School, our faculty, administration, and Board of Trustees developed, implemented, and supported initiatives that helped to sustain WT as an innovative place to teach and learn, as well as a healthy and supportive school community.

WT pursued a strategic plan, implemented in 2014, that focused on four domains: Programmatic Innovation, Financial Vitality, Competitive and Sustainable Facilities, and Generative Planning.

These strategic priorities capitalized on the success that Winchester Thurston has experienced in recent years while preparing our school community to thrive in the future. This document provides a report of the strategic efforts.

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A Smart Future 2018: WT’s Strategic Priorities - Final Report

Domain 1, Goal 1: Distinguished by a broad spectrum of teaching practices that engage students and enhance learning, WT will continue its growth by expanding faculty use of innovative and varied practices and by becoming a national leader in developing, assessing, and sharing teaching practices that meet the needs of the 21st century learner. Areas of emphasis include City as Our CampusSM and eLearning.

Strategy Draft an educational framework that outlines WT's approach to teaching; a competencybased curriculum; assessment strategies that assure learning is documented and measured effectively; and professional development.

Activities Focus year faculty (those who are in a year of intensive reflection and self-evaluation) will set goals and collect data to inform and enhance their teaching practices.

Create a teaching rubric that guides faculty in best teaching practices at WT. Finalize a competency-based curriculum; develop a plan to determine assessment strategies and ongoing review at the department level.

Collaborated with University of Pittsburgh to document and study the City as Our Campus program model.

Increase local and national recognition of WT’s approach

Always in process

Complete

Complete

Complete

Develop new forms of assessment to measure learning in project-based, community-based, and other 21st century activities.

Always in process

Increase the number of faculty and staff who attend and present at conferences and other professional development opportunities.

Always in process

Host coLearn Conference, a national conference for independent school educators to learn about community-based learning.

Joined the National Association of Independent School’s Innovation Kitchen, as well as participating in numerous workshops, presentations, and publications.

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Progress

Complete

Complete

A Smart Future 2018: WT’s Strategic Priorities - Final Report

Major Accomplishments  Created a competency-based curriculum by department and division.  Increased participation in City as Our Campus from 30% faculty participation to 92%. Increased the number of highly intensive experiences from 35 to 60 each year.  Secured funding from the Edward E. Ford Foundation to hold a national conference on community-based learning.  Conducted a phase one of a three-year research study with Learning Research and Development Center at University of Pittsburgh.  Expanded computer science to all three divisions with an increased use of eLearning tools to support the curriculum.  Established national reputation through increased presence at national conferences, including presenting numerous sessions and publishing articles and blogs through National Association of Independent Schools. Participated in NAIS Innovation Kitchen.

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A Smart Future 2018: WT’s Strategic Priorities - Final Report

Domain 1, Goal 2: WT will create enrollment demand by developing and offering innovative, dynamic summer academic programs that enrich and advance students at all ages, and introduce prospective students and parents to the full WT experience.

Strategy

Activities

Develop a plan for summer academic enrichment and advancement for students PK through Grade 12.

Create team of faculty and partners to define goals and guidelines for tracking student progress; articulate program outcomes.

Increase profile and recognition of summer academic programs.

Elevate exposure so that members of the greater community look to WT to help achieve academic advancement for students of all ages.

Explore themes of interest and demand, establish goals to launch and evaluate programs. Collaborate with WT community to promote new summer academic programs.

Progress Always in process

Identify prospective team members and partners, and develop ideas for programming.

Always in process Identify academic events, conferences, competitions. Research organizations that may be able to connect us to students interested in summer academic advancement, enrichment, and challenge.

Always in process

Research connections with international schools; develop strategy to attract overseas students for a multi-week intensive.

Complete

Explore how “smart meets heart� brand can tie into marketing strategy for summer academic programs.

Complete

Measures of Success and Accomplishment

Year 1

Year 2

Year 3

Number of summer academic courses offered

2

2

4

Number of Grade 6-12 project-based, skill building STEAM programs Number of students enrolled in new programs

9

20

22

50

100

100

Number of academic departments engaged in defining new programs

7

7

7

Number of WT faculty engaged in defining new programs and partnerships Number of new partnerships created for summer programs

4

18

20

1

5

7

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A Smart Future 2018: WT’s Strategic Priorities - Final Report

Domain 1, Goal 3: WT will seek to foster a culture of well-being by exploring, developing and enhancing a program that promotes moral life, student wellness, and equity and inclusion.

A Focus on Student Wellness Strategy Investigate the development of a mindfulness curriculum

Join Making Caring Common and develop programs as a result

Activities Investigate and evaluate various resources on mindfulness. Invite all faculty to consider the Mindful Schools course, framing the context and explaining our overall interest in pursuing this as a school community. Hold a professional development workshop in mindfulness.

Attend Harvard’s Making Caring Common conference.

Conduct Making Caring Common Climate Survey; use results to identify issues specific to WT. Based on survey results and conference, develop and/or enhance curricula for WT. Develop and implement programs to promote health and wellness

Ninth Grade Seminar: Develop seminar on Suicide Prevention, Healthy Relationships, and Conflict Resolution/Communication.

Evaluate the Freedom from Chemical Dependency program we have been offering and develop ideas for a more comprehensive and expansive program.

Contract with local sexual education expert for educational sessions with eighth graders, eleventh graders, and parents.

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Progress Always in process

Complete

Complete

Always in process

Complete

Complete

A Smart Future 2018: WT’s Strategic Priorities - Final Report

A Focus on Equity and Inclusion Strategy Promote cross-cultural understanding

Activities Draft and disseminate statement on Equity & Inclusion to guide our strategic plans and actions.

Create and hire a new position, Director of Equity & Inclusion.

Expand and foster crosscultural understanding throughout the WT community

Deepen awareness and knowledge of the quantifiable diversity in the WT community through quantitative goal setting, data collection, and reporting.

Establish an Equity & Inclusion Committee for employees who wish to serve as professional development practitioners, facilitators, and advocates at WT. Establish an Equity & Inclusion Committee for parents who wish to serve as ambassadors, allies, and diversity practitioners at WT. Formalize the affinity group program at WT and support various student unions, organizations, and clubs in their work to host educational forums and events.

Create an Equity & Inclusion section on the WT web site to share resources related to curriculum and programming at WT.

Develop skills and competencies needed to apply foundational knowledge in the classrooms and the community

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Provide professional development opportunities for faculty and staff both within and outside of WT to increase knowledge and build capacity in the areas of multicultural curriculum, culturally responsive teaching, and inclusive practices in the WT community.

Progress Complete

Complete

Always in process

Complete

Complete

Always in process

Complete

Always in process

A Smart Future 2018: WT’s Strategic Priorities - Final Report

Domain 1, Goal 4: WT will utilize the natural environment of the North Hills Campus to enrich the learning experience for students and differentiate the program; the school will also further the educational collaboration between the City and North Hills Campus Lower Schools to broaden the educational and social opportunities for the students on each campus.

Strategy

Activities

Develop the North Hills Campus Outdoor Classroom ethos to enrich the learning experience for students.

Create PK-5 Outdoor Classroom curriculum that aligns learning objectives across grades and disciplines, and provides at least one outdoor learning experience per trimester, per grade level.

Provide time for all Lower School faculty to increase collaborations in depth and breadth.

Connect "Think Also" and the core values to the Outdoor Classroom, enhancing active engagement and applying WT values to the unique assets of the North Hills Campus.

Foster professional development related to outdoor learning for North Hills Campus faculty.

To enhance both the Outdoor Classroom and City As Our Campus experiences at the North Hills Campus, increase the number and depth of the partnerships with outside organizations and establish the campus as a thought leader in the community.

Partner with City As Our Campus to co-develop community-based partnerships.

Offer community events and support the work of campus thought leaders to establish the North Hills Campus as an educational leader and innovator, increasing brand and awareness.

Explore feasibility and return on investment for partnership with local schools.

Create Outdoor Classroom Learning Coordinator position to champion development and integration of the Outdoor Classroom curriculum and support faculty implementation.

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Progress Complete

Always in process

Complete

Always in process Always in process

In Process Always in process

Complete

A Smart Future 2018: WT’s Strategic Priorities - Final Report Strategy Differentiate the program in the marketplace, partnering with Admission to positively impact the enrollment of the North Hills Campus.

Activities Present the North Hills Campus and City Campus Lower School as one program offering two different environments; highlight collaboration to positively impact enrollment at both campuses.

Create specific marketing materials for North Hills Campus awareness building, recruitment, and retention.

Promote the unique benefits Lower School students at both campuses receive, e.g. Computer Science, Outdoor Classrooms, City as Our Campus.

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Progress Always in process

Always in process

Always in process

A Smart Future 2018: WT’s Strategic Priorities - Final Report

Domain 2, Goal 1: WT will evaluate the impact of increasing international student enrollment; we will assess the needs of international students and develop a plan to best serve these needs.

Strategy Develop a support network for international students and WT faculty to improve the experience of both students and teachers and to become a more attractive school to prospective international students.

Activities Establish a Dean of International Students position to support student activities and serve as a liaison to international parents.

Establish a Middle School Advisor for the increasing number of international students in this division.

Hire an English as a Second Language (ESL) instructor to work with students and faculty.

Develop an International Student and Parent Satisfaction Survey to be implemented each summer.

Enhance WT's brand and reputation in China to attract the most qualified students

Complete

Complete

In Process

Always in process

Change the Chinese name of the school to be more reflective of school culture.

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Complete

Expand outreach to placement agencies.

Evaluate the connection between TOEFL score and academic performance to determine the best indicator of academic success at WT.

Ensure the enrollment of international students has a positive impact on WT's culture and community.

Progress

Gather feedback from the WT community (faculty, parents, etc.) about ways that international students may be impacting our community, to ensure a positive experience for all.

Complete

Complete

In Process

A Smart Future 2018: WT’s Strategic Priorities - Final Report

Domain 2, Goal 2: WT will re-evaluate and redefine the brand, positioning the school as an educational thought leader and authentically promoting it to attract and retain students, growing our enrollment and fundraising.

Strategy Differentiate WT by connecting the brand to tangible value elements.

Activities Develop messaging platform for “Where smart meets heart.� Use it to guide communication and outreach to admission and advancement constituents. Roll out platform to faculty, staff, and other appropriate community members and orient them in its use.

Align what we have learned about our audience from branding research into a comprehensive media strategy.

Develop and launch new website and Admission materials.

Progress Always in process

Complete

Complete

Inspire prospective families to learn about WT

Increase quality and frequency of word-of-mouth communications through consistent and compelling social media, targeted marketing strategies, and earned media placement.

Always in process

Realize regional and national recognition by positioning key academic leaders as thought leaders and resources in the education industry.

Develop media pitches, generate content highlighting programmatic offerings: City as Our Campus, eLearning, Outdoor Learning, Early Childhood education.

Always in process

Identify opportunities for thought leadership. Coach and encourage employees to share their expertise through speaking engagements, editorial writing, and media interviews.

Always in process

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A Smart Future 2018: WT’s Strategic Priorities - Final Report

Domain 3, Goal 1: WT will establish a master plan that prioritizes short- and long-term programmatic and enrollment needs, and that can be implemented incrementally resulting in facilities that maximize our current footprint(s), match the quality of our educational program, appeal to prospective families, and reduce our carbon footprint.

Strategy

Activities

WT will research Master Planning firms with the desire to engage an expert in this field to assist WT.

Research potential master planning firms and engage a firm to work with WT.

WT will engage a Master Planning firm to create a long-term master plan for the school.

Engage the WT community to determine the programmatic, enrollment and operational needs of the school.

Complete

Fully support the master planning firm as it works with the WT community.

Identify opportunities for green design and building as part of the master planning process, as well as opportunities to deploy recommendations from the energy audit.

Prepare to implement the Master Plan

Complete

Complete

Complete

Prioritize the plan into phases.

Complete Explore fund raising feasibility for phase 1 of the plan.

Seek solutions for shorter term solutions to meet urgent space needs.

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Progress

In Process In Process

Domain 4, Goal 1: To ensure an ongoing commitment to innovation and sustainability, WT will monitor and analyze trends, study and explore the feasibility of long-term strategies, and recommend educational, programmatic, and fiscal initiatives for future strategic plans.

Strategy Develop a framework and process for long-term innovation planning.

Activities Establish a Generative Thinking Task Force of the Board to determine how we will accomplish this work.

Appoint Associate Head for Strategic & External Affairs to guide efforts to develop programmatic and business model innovation for WT.

Progress Complete

Complete

Study innovation processes and structures in schools and other organizations.

Always in process Articulate purpose as well as specific desired outcomes and measures.

Complete

Identify and analyze key economic, societal, educational, and technology trends.

Always in process Through focus groups and planning workshops, apply WT mission, customer insights, trend analysis, and information on emerging models to generate guiding principles and set of prospective strategies to test and study.

As part of the NAIS innovative schools cohort, provide input and feedback to NAIS on programs it is developing to serve independent schools in their quests to strengthen their business models and strategic futures; participate in review and feedback sessions with innovative schools around the U.S. on innovation processes and programs.

In Process

Always in process