Acds Strategic Plan by Alexandria Country Day

Strategic Plan 2014â&#x20AC;&#x201C;2019

school identity and areas of strategic focus. During his first year as Head of School, Scott Baytosh engaged in numerous conversations with Board members, faculty and staff, parents, and students that informed his assessment of the marketplace, the culture of the school, the unique qualities of ACDS, and opportunities for growth and improvement. During this first year, the School engaged an outside consultant to conduct an extensive parent satisfaction survey. This survey, which garnered nearly 100% participation, strengthened and enriched the administration and Boardâ&#x20AC;&#x2122;s understanding of the strengths and challenges faced by the School. That same year, the School embarked on a year-long process of self-study for its ten-year accreditation renewal. That process allowed the School to evaluate strengths and challenges in every operational category.

BACKGROUND

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The last strategic plan for Alexandria Country Day School spanned the 5-year period from 2006-2011. With the transition to a new Head of School that began in the fall of 2010, the Board of Trustees determined that it would be prudent to defer the initiation of a new strategic planning process until the installation of a new permanent Head of School was complete. The existing Strategic Plan still served as a useful guide in the interim, calling for sound fiscal management, recruiting and retaining excellent staff, enhancing program offerings, improving marketing, strengthening giving, cultivating a strategically focused

Board, and maintaining a safe and efficient physical plant. The process of identifying a new Head of School allowed the Board to discuss with the search consultant the key strengths and challenges of the School that would inform the selection of the new Head. With the appointment of Scott Baytosh as the new Head of School in 2012, the Board renewed its discussions of strategic planning. Beginning with the Board of Trustees retreat in September 2012, the Board and Head of School began exploring questions of

In the 2013-2014 school year, the Board of Trustees formed the Strategic Planning Committee to bring all the concepts identified and developed over the prior 18 months together into a streamlined and focused strategic planning document. The committee comprised four Board members, including current parents, and four teachers along with the Head of School. The committee has coalesced the numerous observations and sources of feedback into a set of five strategic initiatives to guide the Schoolâ&#x20AC;&#x2122;s work over the next five years as it strives to fulfill its mission and establish a strong and sustainable trajectory. These initiatives were shared with Board members, staff and faculty, and parents for feedback before final publication to ensure that the initiatives were resonant and comprehensive.

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MISSION Alexandria Country Day School is a dynamic, K-8 independent school community that values academic excellence, character, independent thinking, citizenship, and respect for others. We inspire in our students creativity, enthusiasm for learning, and confidence through a stimulating academic program, athletics, the arts, and community service.

PORTRAIT OF A GRADUATE Alexandria Country Day School seeks to graduate students who are: Independent Learner

The ACDS Graduate actively engages in the acquisition of academic, athletic, and artistic skills. The ACDS graduate exhibits the abilities, knowledge, confidence, and creativity to complete a given task independently. Effective Communicator

The ACDS Graduate effectively exchanges ideas, experiences, and knowledge confidently and appropriately, in person and using a variety of media. Community Minded

The ACDS Graduate demonstrates an awareness of his or her impact on the community, values diversity, and has the skills to understand, cooperate, and empathize with others. The ACDS Graduate exhibits moral courage and stands up for the interests and well being of the greater community. Balanced

The ACDS Graduate demonstrates a healthy understanding of the work/life balance and is open to opportunities and risk.

ACDS STRATEGIC PLAN

STRATEGIC PLAN GOAL The strategic initiatives outlined in this plan are designed to make Alexandria Country Day School more competitive in the market thereby increasing enrollment. In the next five years, maximizing enrollment at current operational capacity is the key to putting the School on a solid footing for the future and enabling it to fulfill its mission.

ACDS STRATEGIC PLAN

STRATEGIC INITIATIVES INITIATIVE Continue to develop the School’s curriculum and instructional practices to align with the Portrait of a Graduate and reflect the School’s commitment to academic excellence and innovation.

ACTIONS

• Continue to align and coordinate the curriculum across grade levels • Map the curriculum to each element of the Portrait of a Graduate • Ensure alignment of curriculum and instruction with best practices and the highest standards • Use CTP4 and other assessment tools to evaluate curricular performance against rigorous independent school benchmarks • Foster innovation and excellence through targeted professional development efforts • Ensure appropriate physical resources to meet instructional needs FINANCIAL IMPLICATIONS

• Increased investment in professional development • Increased investment in curricular and instructional materials and physical resources

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INITIATIVE Attract and retain exceptional teachers and staff through forwardlooking organizational practices. ACTIONS

• Identify key factors in hiring and retention • Articulate the School’s compensation philosophy • Review compensation models and develop a more effective compensation system • Strengthen the professional evaluation system • Strengthen professional development practices and focus on organizational priorities • Identify and develop leadership opportunities for teachers and staff • Develop and fund competitive compensation targets

INITIATIVE Cultivate a signature component of the school’s identity that is rooted in existing strengths and establish ACDS as a recognized leader in that practice. ACTIONS

• Draw on market research to select a signature element that can serve as a key differentiator for the School. Possibilities discussed thus far include: o Public speaking, writing, and multimedia communication o Service Learning o Mindfulness

FINANCIAL IMPLICATIONS

• Consultation and research costs • Investment in program resources and professional development

FINANCIAL IMPLICATIONS

• Increased funding for compensation • Increased funding for professional development

ACDS STRATEGIC PLAN

INITIATIVE Strengthen the school community through efforts that promote inclusivity and diversity. ACTIONS

• Study the experiences and perceptions of the community with regard to inclusivity and diversity • Develop a statement of commitment that articulates the School’s beliefs with regard to inclusivity and diversity • Review operations, curriculum, and instruction with attention to how they include and/or exclude the perspectives of different communities • Revise the practices and programs of the School to reflect the School’s commitment to inclusivity and diversity FINANCIAL IMPLICATIONS

• Modest costs for consultants, survey development, and curricular review • Costs of professional development • Increased budget for financial aid

INITIATIVE Build endowment to strengthen the long-term financial stability of the School. ACTIONS

• Develop fundraising goals in coordination with Strategic Plan timeline and action steps • Identify, broaden, and cultivate the School’s donor pool • Develop a more refined assessment of the giving potential of the School’s community • Establish a fundraising strategy that reflects current giving realities and builds endowment while providing short term funding for strategic initiatives. • Prioritize endowment growth in capital giving. FINANCIAL IMPLICATIONS

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• Campaign costs, to be incorporated into the fundraising goals of any campaign • Donor research costs • Alumni outreach costs

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FINANCIAL SUPPORT FOR THE PLAN

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While the strategic initiatives outlined above do not require major capital expenditures, the success of this plan depends on the full commitment of all members of the community to sustain the Schoolâ&#x20AC;&#x2122;s momentum in strengthening program and operational quality. Enrollment growth, strong Annual Fund participation, and energetic engagement in raising endowment are essential to the success of this plan. A conservative forecast of enrollment growth shows a budget surplus in coming years. With prudent financial management and a healthy philanthropic effort, the elements of the plan are feasible and appropriate.

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2400 Russell Road

Alexandria, VA 22301

703.548.4804