EDUCATION PLAN
June 2026
Strathcona-Tweedsmuir School
MESSAGE FROM THE HEAD OF SCHOOL
At Strathcona-Tweedsmuir School (STS), our commitment to excellence is both enduring and forward-looking We are proud of the traditions that have shaped our school for generations and are equally committed to preparing students for a world that is changing rapidly and becoming increasingly complex
Aligned with Alberta Education’s Assurance Framework and guided by Flourish 2031, our strategic framework, this Education Plan serves as a roadmap for continuous improvement It reflects our responsibility to use evidence thoughtfully, make sound decisions, and support the growth and success of every student
At STS, we are building an educational experience that is rigorous, relevant, and deeply human We want students to graduate with strong academic foundations, as well as adaptability, creativity, courage, compassion, and a clear sense of purpose. Our goal is not only to prepare students for what comes next, but to help them become thoughtful contributors and leaders
One of the great strengths of STS is our ability to bring together tradition and innovation We honour our longstanding commitment to academic excellence while responding with care and intention to students’ evolving needs. This includes integrating new Alberta Education curriculum standards and outcomes, as well as the depth, inquiry, and global perspective of the International Baccalaureate (IB) Programme continuum
Excellence at STS extends beyond academic achievement Students learn best when they are known, supported, challenged, and cared for Through Approaches to Learning skills, Universal Design for Learning, targeted inclusive supports, and a focus on well-being and belonging, we help students meet high expectations while developing the confidence and selfawareness they need to grow.
Strong schools also listen carefully Our planning is informed by community and belonging measures, student achievement data, Alberta Education assurance results, and conversations with students, families, faculty, staff, alumni, and the Board of Governors These insights help us understand what is working well, where we can improve, and how we can serve students with wisdom and care.
As we advance the priorities of Flourish 2031, our work remains focused on:
Ensuring operational resilience and long-term financial sustainability through thoughtful resource management, sustainable growth, and stewardship of the school’s future
Advancing innovation in teaching and learning by equipping students, faculty, and staff with the tools, skills, and confidence needed to thrive in a world shaped by technology, complexity, and change.
Building an enduring sense of connection and belonging so students are supported in their academic, co-curricular, and personal growth.
Expanding real-world and experiential learning opportunities that encourage students to embrace ambiguity, learn through challenge, and lead with courage, empathy, and purpose
Strengthening STS’s legacy of academic excellence through continued commitment to Alberta’s curriculum, the IB Programme, thoughtful assessment practices, and balanced local and provincial measures of student success
Celebrate our unique campus as a living, four-season classroom, creating meaningful learning connected to place, culture, sustainability, and community. Experiences such as learning with our Elder-in-Residence and building and raising a traditional tipi deepen students’ understanding, relationships, and commitment to Truth and Reconciliation.
As we look ahead, STS is well-positioned to continue building an educational experience that is ambitious, balanced, and responsive to students' needs We will honour the values that have shaped our school while embracing the opportunities that will define the future of learning
To our Board of Governors, faculty, staff, parents, alumni, and students, thank you for your trust, commitment, and belief in STS.
Together, we will continue to live our motto, Nil nisi optimum nothing but our best as we prepare students to flourish at STS and beyond.
Head of School
ACCOUNTABILITY STATEMENT
The Education Plan for Strathcona-Tweedsmuir School (STS), commencing August 31, 2026, was formulated under the guidance of the Board of Governors in accordance with the responsibilities under the Private Schools Regulation and the Ministerial Grants Regulation. This Plan was developed in alignment with the provincial government's business and fiscal strategies. The Board has utilized its performance outcomes to shape the Plan and is dedicated to executing its tactics to enhance student learning and achievements
The Board ratified and endorsed the 2026/2027 Education Plan on June 15, 2026 The Plan was forwarded to Alberta Education and published on the school website
Mike Rose
Strathcona-Tweedsmuir
School Chair, Board of Governors
NOTE: original statement signed
OUR MOTTO
Nil nisi optimum – Nothing but our best
OUR VISION
STS inspires compassionate, curious, and creative global citizens who lead with courage.
OUR MISSION
A diverse community where students pursue lives of purpose, flourishing emotionally, physically, and intellectually.
AT STS, WE VALUE...
Curiosity... as the first step in deep learning and innovative thinking.
Creativity... as an authentic and entrepreneurial expression of self in relation to problem-solving.
Respect for ourselves, others, and the earth as a fundamental commitment to how we live our lives
Kindness... as the well-spring for our shared sense of belonging.
Pluralism... so we are open to, respect, and engage with diversity of thoughts, feelings, and people.
Humility... in order to open ourselves to life-long learning and grow as human beings.
Integrity... living every day with honesty and strong moral principles.
Joy... as an inner feeling that celebrates personal success, well-being, and beautiful moments.
Excellence... as the outcome of giving our best every day.
Resiliency through the hard work of learning to endure challenges and become stronger
OUR GUIDING PRINCIPLES
INSPIRE LEADERS... STS offers a collaborative learning environment that empowers students to develop critical and independent thinking skills while exploring a challenging and balanced curriculum built on foundational core knowledge.
EMBRACE POSSIBILITY... By effectively integrating the latest technology and learning methods in the classroom, we can help students be better prepared for a constantly changing world
SEE THE WORLD AS OUR CLASSROOM... We believe in offering our students a comprehensive array of authentic, real-world experiences that reflect and support our classroom curriculum on a global scale
NOURISH, MIND, BODY, AND SOUL... We promote fitness, health, and well-being through academic, athletic, outdoor, and artistic pursuits.
FOSTER COMMUNITY... We view the health and safety of our students as paramount, and this begins with fostering strong interpersonal relationships between parents, students, faculty, staff, and alumni in a welcoming and nurturing environment
BE GOOD HUMANS... We focus on how we can give back to the world and our fellow global citizens; we strive to live lives of purpose and be our best selves.
HONOUR OUR LEGACY... We treasure our School’s history, strong sense of community and
PROFILE OF THE SCHOOL AUTHORITY
Strathcona-Tweedsmuir School (STS) is an independent Kindergarten to Grade 12 day school where students are known, challenged, and inspired to discover what is possible.
Located on a 200-acre country campus in southern Alberta, STS has a storied history of more than 120 years Over time, the school has built rich traditions, shared values, and a strong sense of community that support an enriched learning environment from Kindergarten through Grade 12 Students benefit from highly qualified, dedicated faculty and a small student-teacher ratio, allowing them to build supportive relationships and pursue their full potential
Our school motto, Nil nisi optimum, compels all members of the STS community to do nothing but our best The school’s mission is to be “ a diverse community where students pursue lives of purpose, flourishing emotionally, physically and intellectually.” We strive to achieve this mission through rigorous academic programming, diverse co-curricular opportunities, and a commitment to preparing students to succeed in a rapidly changing world.
A cornerstone of an STS education is integrated programming, where students benefit from holistic, balanced teaching that connects learning across subjects, experiences, and perspectives. Students gain a deeper understanding of the world around them, strengthen conceptual understanding, and learn to apply their knowledge in meaningful ways. We celebrate diversity and inspire students to connect their learning to broader local and global contexts. This big-picture approach encourages curiosity, critical thinking, and a strong sense of purpose.
The STS campus is an important part of the student experience. Across the school, students benefit from hands-on learning, physical activity, fresh air, and natural beauty. Outdoor experiences foster curiosity, independence, and an appreciation for the environment while building lasting friendships and memories.
STS is organized into Elementary School, Middle School, Senior School, and STAND School, our hybrid school for highperformance athletes, artists, and students requiring greater flexibility in their learning. All students benefit from continuity, a strong sense of community, and mentorship opportunities across grades and programs. Academic offerings at all grade levels include the Alberta Education curriculum, supplemented by the full International Baccalaureate (IB) Programme.
As both an IB World School and a Round Square School, STS embraces the philosophy, values, an ideals we share with these organizations, includ internationalism, service, leadership, and intercultural understanding. Together, these connections help students develop the knowledg values, and qualities needed to live purposeful lives and contribute meaningfully to their communities.
Students graduate from STS confident in who th are, committed to doing their best, and prepare to make a difference. Our school community and the experiences we provide ensure that they are ready to do so.
OUR STRATEGIC FRAMEWORK
BOLD FUTURE
Ensure the enduring strength and permanence of STS with a focus on financial health and resiliency. Drive sustainable financial growth and independence Increase opportunities for exceptional students to attend STS through affordable tuition, financial assistance, and a healthy endowment Pursue a commitment to excellence in all aspects of the School’s operations: academics, co-curricular programs, well-being, business functions, operational efficiencies, safety and risk management, social enterprise, and environmental sustainability
DEEP LEARNING AND ENGAGEMENT
Focus on human-centred design thinking, character, citizenship, collaboration, communication, creativity, service through action, computation, critical thinking, and leadership to achieve academic excellence and promote scholarship within the IB Framework and through the Alberta Program of Studies Students will embrace and nurture their entrepreneurial spirit, gain comfort with ambiguity and agency, and learn from failure as change agents in a safe environment Offer experiential, real-world, life-changing learning opportunities where students engage deeply alongside exceptional faculty and staff
ENDURING SENSE OF COMMUNITY & BELONGING
Anchor the STS student experience to our 220-acre campus and natural surroundings Ensure facilities and outdoor spaces create a connected, collaborative, reflective, and engaging learning environment Commit to a thriving, joyful, inclusive, and diverse community of belonging and well-being Connecting through meaningful relationships is integral to authentic learning Celebrate our history and 50 years on our beautiful campus by focusing on our connected and extended community of students, faculty, staff, alumni, parents, and strategic partners
GLOBAL HUB IN A NATURAL SETTING
Harness the power of digital technologies to provide the tools, skills, framework, and capacity to transform education through the creation of an innovation hub system Expand and create opportunities for STS students, faculty, and staff on and beyond our campus, in satellite locations, and through international travel, experiential learning and the development of partnerships. Learn any time, any place. As a leader in education, STS supports exceptional students, faculty, and staff to be well-prepared to work and lead in a new economy
PROFILE OF COMMUNITY ENGAGEMENT
STS is committed to building strong relationships with families, students, employees, alumni, and the broader community through openness, collaboration, and transparency. Through proactive communication, regular engagement, and structured data collection, the school ensures community voices are heard and considered in planning and decision-making
PARENT&GUARDIANENGAGEMENT
STS supports connection and communication between home and school through:
Meet the Teacher events to foster relationships between families and faculty
New family outreach, including mid-year check-ins by the Head of Community Relations.
Educational sessions on student assessment, mental health, academic support, and post-secondary preparation.
Counsellor-led post-secondary sessions, webinars, and newsletters
Weekly messages from the Head of School, highlighting school news, areas of focus, and opportunities for feedback
PARENTLEADERSHIP:POSTS
The Parents Organization of STS (POSTS) provides a channel for parent involvement, volunteerism, and leadership through:
Support for school initiatives and events
Opportunities for parents and guardians to volunteer and connect
Regular communication with school leadership.
Ex officio representation on the Board of Governors through the President of POSTS.
STUDENTVOICE&LEADERSHIP
Students contribute to school life, culture, and continuous improvement through:
The Grade 12 Prefect program is an elected group of students that plans and leads community-building initiatives
Student-led initiatives across divisions, including student-run assemblies, Student Council, and the student newspaper
The Grade 6 leadership program trains students to lead tours of the school and meet prospective families
Student feedback is gathered through surveys and school-based conversations
Student-led parent-teacher conferences in Elementary School, which allow students to reflect on their learning, share their progress, and take an active role in communication between home and school
ALUMNIENGAGEMENT
The STS Alumni Association provides an ongoing connection between the school and its alumni community The Association’s executive group meets several times each year to support alumni engagement through:
Identify meaningful ways for alumni to remain involved through events, reunions, mentorship, and guest speaking
Collaborate with Community Relations staff, who serve as ex officio representatives
Provide ex officio representation on the Board of Governors through the President of the Alumni Association.
BOARD&GOVERNANCEENGAGEMENT
The STS Board of Governors plays an important role in strategic oversight, governance, and long-term planning Board engagement includes:
Ex officio representation from POSTS, the Alumni Association, and the Head of School.
Leadership of the current Head of School search, following the announcement of the Head of School’s July 2027 retirement
Surveys, consultations, and regular website updates related to the Head of School search
Board committees support focused work in key areas of school operations and strategic direction, including: Human Resources; Finance; Governance; Integrated Risk Management; Advancement.
BROADERCOMMUNITYENGAGEMENT
STS seeks input from the broader school community to inform planning and continuous improvement Recent examples include:
Campus Master Plan consultation to gather input for long-term campus development.
Construction updates and communication related to campus development, including the new Athletic Park and its June 2026 grand opening
Head of School Fireside Chats, where parents joined small-group conversations offered on various days and times
Employee feedback gathered through professional development surveys, health and safety processes, divisional conversations, and school planning activities.
DATACOLLECTIONMECHANISMS
STS uses formal and informal data to support evidence-informed decision-making, school planning, programming, and continuous improvement These mechanisms include:
Enrolment and retention tracking, including withdrawal patterns and exit interviews
Event attendance monitoring to understand community engagement and interest
Alberta Education Assurance Survey, distributed annually in March to parents, teachers, and students in Grades 4–12
Professional development surveys following school-provided sessions, as well as a year-end survey to inform future planning.
Health and Safety Perception Survey, distributed annually in April to measure perceptions of physical and psychological safety
Co-curricular survey to gather student feedback on experiences, satisfaction, and areas for growth
Summer programming data from summer camp and summer school registrations.
Informal feedback through emails, phone calls, in-person conversations, POSTS meetings, Alumni Association meetings, student leadership groups, divisional conversations, and other regular points of contact
Through this multi-layered approach to community engagement and data collection, STS strengthens relationships, responds to emerging needs, and supports a thoughtful, inclusive, and forward-looking learning community.
EDUCATION PLAN PREFACE
This Education Plan is informed by Strathcona-Tweedsmuir School’s (STS) Strategic Plan The development of this Plan began during the 2020-2021 school year The Board approved the initial framework in April 2021 and, in September 2021, developed and approved strategies for each of the four goal pillars Through surveys, roundtable meetings, and working groups, the Strategic Plan was created with broad consultation and input from many interest groups, including parents, students, alumni, teachers, and school leadership These goals and strategies will guide and drive the continuous improvement of STS through 2031
These goals are further strengthened by the integration of the domains of the Alberta Education Assurance Framework, including the required provincial measures and required local components for each domain This Education Plan has been developed as a rolling three- to five-year plan, with timelines developed for each strategy As a strategy is completed, this is indicated on the Plan until it is removed the following year This design is intended to show STS’s progress toward achieving its strategic goals and meeting Alberta Education measures
The school continues to focus on student engagement in learning Last year saw a slight improvement, and our PD focus has been on rigour and engaging students in their learning Student ratings on characteristics of active citizenship have also improved, and the school has set targets to provide opportunities for student-led community involvement We will continue our involvement with Round Square and CAIS, which provide students with leadership opportunities that focus on service and sustainability An area for growth is improving students’ access to the program This will be achieved by offering more elective courses The move to semesters in the senior school is also helping students access more classes, and the Access program through STAND allows students to take courses that do not fit the regular timetable
STS has developed an AI Literacy Framework for primary and secondary students, reflecting our commitment to equitable access, developmental appropriateness, and the safe, ethical integration of AI across learning environments This work helps ensure that students and teachers are prepared to navigate a rapidly evolving technological landscape and are empowered to engage with it confidently, responsibly, and with purpose Next steps include K–12 implementation of the framework and exploration of a potential partnership with Amii, the Alberta Machine Intelligence Institute
We remain committed to ensuring that 100 percent of students meet the Acceptable Standard on Provincial Achievement Tests (PATs) and Diploma Examinations In addition, while STS consistently receives high ratings in Safe and Caring metrics, students rate Welcoming, Caring, Respectful, and Safe Learning Environments slightly lower This suggests a disconnect between students’ perceptions of personal connection and their overall sense of school safety We will focus on bridging this gap by enhancing the quality of students’ lived experiences in classrooms and common areas
STS remains deeply committed to the Calls to Action put forward by the Truth and Reconciliation Commission of Canada Meaningful learning opportunities intentionally integrate Indigenous perspectives and ways of knowing, helping students deepen their understanding, broaden their worldview, and honour the diverse voices, histories and stories that shape our collective narrative We are especially privileged to have Elder-in-Residence Saa’Kokoto, who works closely with teachers and students to create opportunities for dialogue, learning and cultural exchange One powerful example was the yearlong journey to create a school tipi, where students helped gather, prepare and assemble materials, including some from the land on which our campus resides Through this hands-on, place-based experience, reconciliation became more than a concept; it became something students helped build together
This Education Plan outlines long-term outcomes over a one- to five-year timeline Specific, tactical plans aligned to these outcomes will be developed at the divisional level and within other portfolios across the school, ensuring a consistent and coordinated approach to school improvement
OUTCOMES, MEASURES & STRATEGIES
BOLD FUTURE GOAL PILLAR #1
In a rapidly changing world with ever-increasing choices, STS will strike a bold path to ensure a sustainable future
OUTCOME #1
STRATEGIES
ASSURANCE DOMAINS
Governance
Local & Societal Context
Expand access to STS through affordability, financial assistance, endowment growth, and welcome students who will benefit from our offerings.
a Enhance tuition affordability through campus rentals, e-commerce, partnerships, and innovative staffing models.
b. Increase the endowment via fundraising and market growth to support and enhance the financial assistance program
MEASURES (LOCAL):
Number of students able to access financial assistance
Increase in endowment funds.
OUTCOME #2
STRATEGIES
Enhance operational excellence.
a. Leverage Canadian Accredited Independent Schools (CAIS), International Baccalaureate (IB), Association for Experiential Education (AEE), and Alberta Education standards for improvement
b Build a data-informed school culture of continuous improvement.
c. Continue progress toward digitally optimizing systems, including exploring a new SIS, a simplified digital ecosystem, and the feasibility of a single primary productivity suite
d. Ensure STS has Board of Governors, Board Committees, and Senior Leadership with the skills, experience, values, and passion to best support the School’s mission.
e. Seek to actively develop future leaders and ensure smooth transition of same to promote stability and continuity
MEASURE (LOCAL):
School improvement based on recommendations from accrediting bodies.
TIMELINE 2026-2028
OUTCOME #3 Increase long-term sustainability through alternate revenue.
STRATEGIES
a. Expand facility use and rental opportunities with key partners
b Enhance course offerings through STAND School.
c. Execute the vision-aligned Campus Master Plan
d. Maintain the strong growth of summer camps and after-school programming through ongoing market analysis, strategic program development, and a focus on long-term sustainability.
MEASURES (LOCAL)
Increase in the number of partnerships with the school.
TIMELINE 2026-2030
Track campus rental income, summer and after-school program revenue, and camper registration annually to assess growth, market demand, and the sustainability of alternate income opportunities.
OUTCOME #4 Strengthen STS’ position as a trailblazing leader in K–12 education
STRATEGIES
a Publish and promote a school prospectus highlighting the curricular and co-curricular opportunities.
b Articulate our innovative learning models, enhancing exceptional experiences
c. Continue community-focused speaker series
d Continue to expand online, hybrid and flexible learning opportunities through STAND as well as nurture post-secondary collaborations, including dual-credit pathways now in place with three partner institutions, while increasing awareness to strengthen student enrollment in all of these opportunities
TIMELINE 2026-2029
DEEP LEARNING & ENGAGEMENT GOAL PILLAR #2
A living curriculum where students engage with curiosity and are inspired and empowered by their thoughts and actions to realize their full potential beyond the walls of the classroom.
ASSURANCE DOMAINS
Learning Supports Leading & Teaching
Student Growth & Achievement
OUTCOME #1 Prepare students for a human-led, digitally enabled, data-informed future
STRATEGIES
a. Implement a structured “future skills” framework
b Cultivate a data-informed culture of pedagogical action informed by Alberta Education and IB expectations.
c. Establish, revise, and share data visualizations to inform scope and sequence planning and pedagogical practices
d Advance K–12 instructional practices through differentiated, flexible learning pathways that engage diverse learners.
MEASURES:
Revised K-12 data visualizations
Collaborative LMS unit planning; unit plans connect to student artifacts and skill development
OUTCOME #2
STRATEGIES
Attract and retain exceptional educators who are passionate about shaping the next generation of leaders and ensuring they are at the forefront of knowledge in their field
a. Provide mission-driven professional learning opportunities
b Implement a new post-probationary teacher review model.
c. Commit to IB and educational workshops, along with high-level and diverse offerings of PD
d Emphasize research, innovation, and development opportunities in teaching and learning.
e. Support staff and faculty presenting at local, regional, provincial, national, and international conferences
MEASURE (LOCAL):
The percentage of staff attending professional development.
OUTCOME #3 Increase student engagement through expanding inclusive, experiential learning opportunities.
STRATEGIES
a. Develop BOY, MOY, and EOY numeracy and literacy benchmarking data visualizations for K-6
b. Provide engaging guest experts, off-campus visits, post-secondary tours, and flexible STAND School courses.
c Promote diverse perspectives and content through storytelling, project-based learning, interdisciplinary work, travel and mentorship programs
d. Provide students with meaningful leadership and camp counsellor experience through STS summer programming.
e Advance Indigenous Knowledge and Reconciliation through curriculum integration and active engagement with the Elder-in-Residence
MEASURES:
The percentage of students and parents who agreed that students are engaged in their learning at school
The percentage of students, parents, and teachers agree that students model the characteristics of active citizenship
TIMELINE 2026-2028
Review and expand Middle/Senior School course offerings that open doors of opportunity for post-secondary pursuits
The percentage of students enrolled in the IB Diploma Programme who achieve an IB Diploma Unit plans, lessons and assessments that include First Nations, Metis and Inuit themes and perspectives. Elder-in-Residence is meeting with students and teachers K-12 when he is on campus.
Track the number of STS students in paid and volunteer summer program positions year over year, including volunteer hours that support IB requirements
The percentage of students enrolled in the IB Diploma Programme
OUTCOME #4
STRATEGIES
Deepen the integration of assessment and curriculum to exemplify the highest standards of the IB framework and Alberta Education, fostering academic excellence and global competencies
a Implement a revised K–12 School Assessment Policy, supported by evidence-informed classroom accommodation and assessment practices and faculty professional development.
b. Further integrate Approaches to Learning (ATL) skills and unit planning
c. Continue to support implementation of the new Alberta Program of Studies in Elementary and Middle Schools through unit redesign, curriculum mapping, and targeted professional learning.
d. Participate in Middle Years Programme (MYP) Enhancement pilot
e. Iterate the school’s IB Continuum Development Plan
f Cultivate a data-informed culture to analyze standardized assessments to deepen student learning
g. Evolution of the pyramid of intervention to a continuum of supports MEASURES:
TIMELINE 2026-2028
Overall percentage of Grades 6 and 9 students who achieve the acceptable standard on Provincial Achievement Tests
Overall percentage of Grades 6 and 9 students who achieved the Standard of Excellence on Provincial Achievement Tests
Overall percentage of students who achieve the Acceptable Standard on Alberta Diploma examinations
Overall percentage of students who achieve the Standard of Excellence on Alberta Diploma examinations
The percentage of Grade 12 students eligible for a Rutherford Scholarship
The percentage of students, parents, and teachers satisfied with the opportunity for students to receive a solid grounding in core subjects.
Track the number and focus areas of STS professional development days that include accommodation and assessment practice.
ENDURING SENSE OF COMMUNITY & BELONGING GOAL PILLAR #3
A strong sense of community is foundational to STS’s past, present, and future Our STS family will grow strong through our diversity and a genuine sense of belonging
OUTCOME #1 Build a connected, inclusive K–12 school culture
STRATEGIES
ASSURANCE DOMAINS
Local & Societal Context
Learning Supports
Student Growth & Achievement
a Foster opportunities for meaningful, developmentally aligned student connections with school, peers, teachers, and leaders guided by student voice and choice.
b. Continue purposeful and intentional learning opportunities with our Elder-in-Residence
c. Engage meaningfully with the cultural richness of our community to promote dialogue, awareness, appreciation, and intercultural understanding.
d. Sustain strong faculty professional learning by promoting and supporting relevant PD opportunities and developing an action research framework in partnership with post-secondary institutions
e Continue to investigate opportunities to a more robust framework for student feedback.
MEASURES:
TIMELINE 2026ongoing
The percentage of students, parents and teachers satisfied with their input is considered, respected, and valued by the school jurisdiction and the province.
The percentage of students, parents and teachers who agreed that students feel like they belong and are supported to be successful in their learning.
The percentage of students, parents and teachers who agree that their learning environments are welcoming, caring, respectful and safe
The percentage agreement of students, parents and teachers that students have access to the appropriate supports and services at school
The percentage of students who feel they have pathways to student leadership and sharing student voice
OUTCOME #2 Cultivate life long connections with current families, employees, and alumni.
STRATEGIES
a Celebrate school legacy through intergenerational events.
b. Promote philanthropy and enrolment via strategic storytelling
c Tell our past, present, and future story to connect our community.
d Reinvigorate STS traditions and community events to increase broader engagement and connections
MEASURES:
The percentage of alumni who stay engaged with the school
Enrolment and retention data compared year-to-year
The percentage of parents attending school organized functions
The number and amount of donations in support of school priorities
OUTCOME #3 Foster student wellness, belonging, and inclusive environments
STRATEGIES
a. Promote empathy, resilience, critical thinking, and collaboration through ATL skills
b Ensure the intentional implementation of Universal Design for Learning and targeted supports in K–12 instruction to minimize learning barriers and optimize classroom environments.
c. Refine co-curricular programming and advisory structure
d Evolve the Code of Conduct to support positive school culture through clear, age-appropriate expectations across K–12.
e. Use the continuum of supports framework to identify targeted and individualized options that guide faculty conversations about student success
MEASURES:
TIMELINE 2026-2028
TIMELINE 2026-2028
The percentage of students, parents and teachers who agreed that students feel like they belong and are supported to be successful in their learning
The percentage of students, parents and teachers who agree that their learning environments are welcoming, caring, respectful and safe
The percentage agreement of students, parents and teachers that students have access to the appropriate supports and services at school.
GLOBAL HUB IN A NATURAL SETTING GOAL PILLAR #4
ln a connected world, our roots matter, as does our ability to learn beyond borders. STS will provide a seamless learning environment on our campus and beyond to curate experiences vital to developing skills and competencies for a brighter future.
OUTCOME #1
Broaden global learning through real-world partnerships
a. Explore a gap year pilot project.
ASSURANCE DOMAINS Governance Local & Societal Contexts Leading & Teaching
STRATEGIES TIMELINE
b Re-establish partnership opportunities for student exchange programs
c. Grow international student programs for summer and school year
d Enhance student and employee learning opportunities by deepening connections with Round Square, IB, and CAIS.
MEASURES:
The percentage of teachers and parents agreed that teachers are prepared for teaching. Satisfaction of students, parents, and teachers with the quality of a K-12 education
OUTCOME #2
Establish STS as a Centre of Excellence and Innovation.
STRATEGIES TIMELINE 2026-2030
a. Expand and formalize a speaker series and residency program
b. Promote employee expertise and contribution to the broader educational community
c Partner with universities and other accredited educational institutions for school-based research
MEASURES:
The number of faculty who are members of the International Baccalaureate Educator Network (IBEN).
The number of employees engaged in CAIS-related professional learning and leadership opportunities, including the Learning Institute, National Leaders Conference, and accreditation visits
The number of faculty involved in Alberta Education initiatives, including diploma exam marking, curriculum review and enhancement, exam item writing, and field testing
OUTCOME #3 Deepen environmental literacy through place-based learning STRATEGIES
a. Continue to embrace our 200-acre campus as a living four-season classroom for all students
b Emphasize sustainability, stewardship, and systems thinking through interdisciplinary learning.
c. Build on the completion and raising of the school tipi by creating meaningful opportunities, in collaboration with the Elder-in-Residence, for teaching, reflection, ceremony, and community connection
MEASURES:
TIMELINE 2026-2030
Track the enrolment and interest of OE summer programming and STS students taking part as camp counsellors Increase student-organized initiatives focused on environmental awareness
FINANCIAL SUMMARY
AUGUST 31, 2025
