2014-2018 RIVERMONT COLLEGIATE
STRATEGIC PLAN
OUR Like the grand Mississippi River we overlook, Rivermont Collegiate shares a rich, diverse heritage of discovery and promise. Throughout our 130 year history, we have held steadfast to our fundamental beliefs and vision: the development of Intellect, Character, and Creativity. Rivermont students have shaped the world through their achievements and integrity. Our school has been very fortunate to serve the Quad Cities. We cannot, however, be content with past accomplishments; we must continue to grow and evolve to meet the dynamic needs of our students in this rapidly changing world. It is essential that we maintain our tradition of educational excellence as we continually strengthen our programs to educate the whole child and maximize the potential of each student. As we look to the future, Rivermont must retain the hallmarks of our heritage: small by design, engaged participation, and rigorous, relevant curriculum. As a college preparatory institution, we are dedicated to meeting the demands of the rigorous college landscape. While success in college and beyond is a tangible measure of the Rivermont Experience, our goal is fully realized when students find their place and purpose as positive, productive citizens in a globally connected world. From our heritage comes our strength and persistent drive for improvement, recognizing that the journey is both evolving and constant. In this light, the Strategic Planning Committee sought to set the highest bar. In the spirit of Intellect, Character, and Creativity, intertwined and focused on the development of the whole child, we look to the strength of Rivermont within the community and the larger world beyond. We thus embark on the Strategic Plan 2014-2018, strengthened by the opportunity it provides to rearticulate our heritage, mission, vision, beliefs, and what will guide and propel us into our future.
THE The 2014-2018 strategic planning process began in the summer of 2013 when the Board of Trustees identified the need to codify and chart Rivermont’s vision and path forward. As such, the Board identified key steps to the process:
Revisit Rivermont’s mission, beliefs, and value statements to ensure their consistency with the demands of our globally connected world and emerging educational opportunities Protect the heritage and traditions that are the bedrock of our school Define and clearly articulate interlinked strategies, objectives, actionable tasks, and means of measurement to provide a realistic, achievable path forward Establish a process whereby the Strategic Plan can be adapted to unforeseen events or changes in Rivermont’s environment or objectives
Several principles guided the Strategic Planning Committee’s work. First, the planning process had to be inclusive. The Strategic Plan 2014-2018 is a combined effort of trustees, administration, faculty, parents, and outside experts. Second, the Strategic Plan had to be achievable with clearly defined objectives and tasks. Third, it had to be flexible to account for changes throughout its timespan. Last, the Strategic Plan needed to be ambitious and measureable, constructed with a frank and objective appraisal of our school’s strengths, challenges, and opportunities for improvement. The result is the Strategic Plan 2014-2018. It is a balanced, ambitious, and achievable strategy that supports Rivermont’s rich heritage while boldly embracing future opportunities. This plan will guide our work and effort over the next five years.
OUR Rivermont Collegiate is dedicated to academic excellence and maximizing the potential of each student through a nurturing, stimulating, and structured environment that advances the individual's Intellect, Character, and Creativity while guiding students on a path of life-long learning, prepared to engage fully in their local, national, and global communities.
OUR Rivermont Collegiate recognized as the Quad Cities’ pre-eminent provider of PreSchool through 12th Grade education
OUR
High expectations and standards set the tone for excellence and call students to do their best. Students thrive in an environment where the student to teacher ratio assures personal attention. Partnership with parents develops the potential in each child. Each student has special talents and aptitudes that need to be nurtured and developed. Participation in school activities and programs should be open to all students to explore and develop their talents and interests. Students progress through developmental stages that afford the school opportunities to develop skills, deepen knowledge, and nurture creativity. Students develop authentic self-esteem and confidence through diligence, accountability, and personal responsibility for learning, behavior, and attitudes. Education is never complete. It is a life-long process that encompasses the mind, heart, and spirit in tangible experiences in scholarship, service, and performance, both artistic and athletic. Students grow and learn from experiences with significant adults who model compassion, scholarship, conviction, and integrity. Diversity of thought and culture within the school community encourages real exchanges of perspectives and mutual respect and understanding. The future of a democratic society depends upon the intellect, participation, and character of its children.
OUR
Deliver a balanced learning experience through relevant teaching and curriculum innovation
Cultivate a distinctive culture of excellence, demonstrating Rivermont’s value
Direct resources to support innovative learning and institutional sustainability
We will strive towards a balanced educational experience that prepares our students for college and beyond, reflective of the skills needed for the 21st century. We will ensure a systematic curriculum scope and sequence, charting a rigorous yet achievable education path for each student.
We will champion a distinctive culture of excellence in expanding our educational experience and services to our students, families, and global community. We will protect Rivermont’s heritage in educating the whole child, preparing productive citizens of the 21st century global community.
We will harness and build on our foundation through effective financial management and investment leadership. While looking forward, this Strategic Plan reaffirms the priorities of a balanced multiyear budget and adherence to prudent financial policies in the areas of operational expenses, financial aid, annual endowment draw, and sustained investment.
Enhance and align curriculum to prepare students for college and life success Invest in faculty support and development Champion teaching and curriculum innovation Expand and enhance PreSchool - 12th Grade education through educational partnerships
Enhance the personal process for college preparation Implement an expanded character and leadership development program Offer global perspective and emphasis throughout PreSchool - 12th Grade educational experience Embrace and preserve Rivermont traditions
Establish a sustainable tuition strategy Reinvent Rivermont’s culture of support Increase endowment to best in class for independent school of similar size and community demographic
THE Deliver a balanced learning experience through relevant teaching and curriculum innovation Enhance and align curriculum to prepare students for college and life success th
A strong PreSchool - 12 Grade curriculum features subjectspecific content and enriching experiences as a vehicle for development, demanding a continual evaluation of our current curriculum in meeting the needs of our students. While we embrace our fundamental and timeless pillars of Intellect, Character, and Creativity in providing a holistic educational experience, we recognize and embrace innovation in our curriculum.
Continue curriculum mapping efforts to ensure sequential academic development, to eliminate curricular redundancy, and to identify areas for departmental and divisional partnerships Evaluate curriculum content and sequencing to align with the college landscape while retaining course elective flexibility Implement a new student “life skills” curriculum, addressing challenges students face today (social media, cyber policy, physical and mental health, etc.) Implement a balanced Middle and Upper School academic schedule, better supporting curriculum requirements and expanding enrichment opportunities Refocus Middle and Upper School faculty efforts to further develop student time-management and study skills
Invest in faculty support and development A strong and engaged faculty - advisors, coaches, mentors, and colleagues - is essential to an enriched student educational experience. To meet the highest standards of teaching effectiveness we must recruit, retain, and support a diverse and talented faculty and staff.
Implement a faculty mentorship program managed by a staff coordinator Evaluate and develop a comprehensive employee benefits program Further define faculty expectations and administrative requirements Further enhance the new faculty evaluation program, investing in a tailored professional development plan for all faculty members that emphasizes high-impact programs and expanding technology
Champion teaching and curriculum innovation Rivermont provides an exceptional education rooted in fundamental knowledge and skills. We encourage and support well-considered experimentation with innovative teaching methods and curriculum.
Enhance professional development opportunities for education and learning advances Implement a comprehensive, integrated PreSchool - 12th Grade technology plan Explore and implement assessment tools to aid Early and Lower School faculty in tailoring curriculum to student academic and developmental needs Expand Middle and Upper School online course opportunities through accredited agencies and institutions
Expand and enhance PreSchool - 12th Grade education through educational partnerships In meeting our core values as a college preparatory institution, we must continually assess and align our curriculum to the college and future work force landscape. In extending outreach with key partners, we expand the horizons and skills of our students to meet the challenges and opportunities of the future.
Expand PreSchool - 12th Grade curriculum in collaboration with educational and industry partners to enhance our project-based curriculum Develop a dual enrollment strategy to better prepare our graduates for college Enhance our internship program to expand the horizons of our graduates and prepare them for college and the demands of the modern work force
THE Cultivate a distinctive culture of excellence, demonstrating Rivermont’s value Enhance the personal process for college preparation
Implement an expanded character and leadership development program
Today’s college landscape and future career demands are complex and increasingly difficult to forecast in preparing our graduates for success. We must expand our exceptional college counseling program, exploring opportunities for student development beyond the traditional college placement activities while assisting families through this transition period.
Rivermont believes in taking a proactive approach in preparing students for lives marked by integrity, self-initiative, and leadership. We will continue to develop programs that encourage students to discover their leadership potential while becoming responsible citizens.
Evaluate and redefine our process for assessment and identification of individual student talents as early as Middle School to better customize each student’s education to their college goals Evaluate current college counseling services to both benchmark strengths and identify areas for enhancement Develop a program to better inform parents of the college admissions process, including discussions on national level tests (AP, SAT, ACT, etc.) covering when to take them, what to take, how many, and how often, as well as gifted and learning disabled student testing Expand curriculum to better prepare graduates for college, such as study and organizational skill development, SAT/ ACT prep, mock admissions interviews, college visits, and increased participation in college fairs Expand job shadowing and internship opportunities for Upper School students Expand college selection services through greater alumni communication and feedback Develop a student summer referral program, linking summer academic opportunities to student interests Continue in our commitment to working with college and work force partners to chart college admissions and future work force skill and knowledge requirements
Establish and implement a plan for character development at each divisional level Increase student participation in extra-curricular opportunities in Middle and Upper School Expand service programs in each divisional level Offer expanded yearly leadership experiences in each divisional level Empower students to plan, promote, and participate in a variety of service opportunities through partnerships with community service organizations
Offer global perspective and emphasis throughout PreSchool - 12th Grade educational experience In a world that is globally connected, Rivermont will emphasize a global perspective in our curriculum and programs that enables success in an increasingly multicultural world, creating engaged world citizens.
Expand our global perspective across divisions Dedicate one week annually to global awareness Explore opportunities with educators like International Leaders Conference and Global Online Academy Strengthen international study and service opportunities
Embrace and preserve Rivermont traditions Rivermont is a school rich in traditions, which create a valuable legacy for the school and our students.
Refocus our effort in preserving and celebrating Rivermont’s rich heritage Champion and promote Rivermont traditions Embrace and reach out to alumni across school generations, strengthening bonds of heritage
THE Direct resources to support innovative learning and institutional sustainability Establish a sustainable tuition strategy Affordability is a primary concern in maintaining a diverse student body. The current economic climate of this report makes it especially challenging to maintain this aspect of our mission. Notwithstanding this challenge, we reaffirm our commitment to a sustainable tuition structure while continuing our commitment to financial aid and alternative sources of funding and revenue.
Develop and implement “net-tuition-per-student” and tuition “forfeiture” goals on an annual basis for the next 3-5 years Develop and implement tuition targets on an annual basis for the next 3-5 year period, with key assumptions documented Develop and implement clear guidelines for financial aid administration Research and identify additional revenue sources and funded financial aid opportunities
Reinvent Rivermont’s culture of support With the economic climate at the time of this report, we reaffirm our commitment to sound fiscal management and the exploration of alternate funding and revenue sources. We will ensure that fund-raising activities are aligned to the objectives of the Strategic Plan, while harnessing the talents and support of our school community.
Strengthen the bonds between Rivermont and our larger school community by establishing a program to identify the talents and willingness of school community members to support school needs Develop a pilot volunteer program with participation guidelines Sharpen Board of Trustees member roles and engagement in support of Rivermont On an annual basis over the next 3-5 years: Identify and align internal resources with Strategic Plan initiatives Identify Strategic Plan initiatives that require external resources and match them with potential donors/funding sources Assess fundraising efforts to determine efficacy and alignment with Strategic Plan initiatives and implement changes as necessary
Increase endowment size to best in class for independent schools of similar size and community demographic As we plan for Rivermont’s future, we must ensure that in meeting our goals we relieve pressure on the tuition-driven operational budget while providing long-term financial security. Increased contributions to our endowment will help realize our goals of student diversity, affordable tuition, and campus sustainability.
Develop and market need for strong independent school in the Quad City community Create structured endowment funding opportunities, perhaps linked with identification of additional revenue sources in objective 2 Achieve endowment funding level sufficient to address a low enrollment scenario
OUR The Strategic Plan 2014-2018 ambitiously seeks to respond to the ever-changing needs of our world in best preparing our students to thrive as global 21st century citizens. Rivermont has a rich and vibrant heritage spanning 130 years. With a clear eye on our history, we strive continually to enrich and develop our educational programs, support our dedicated faculty, and embrace the talents and commitment of our whole school community. We will continue to cultivate the education of the whole child, secure in our institutional pillars of Intellect, Character, and Creativity. Our next steps include the development of a schedule and specific action plans that will be measureable and timely. We look forward to working with all members of the Rivermont Family in implementing these vital steps towards our future.
OUR Rivermont wishes to thank all the contributing members on the Strategic Planning Steering Committee and the Strategic Focus Committees who gave much of their time, energy, and expertise to the creation of the Strategic Plan 2014-2018. Taylor Davis Strategic Planning Steering Committee Chair, Board of Trustees, Parent of Alum Melissa Sears Strategic Planning Steering Committee Chair, Board of Trustees, Parent Todd Zachary Strategic Planning Steering Committee Chair, Headmaster
Bonnie Campbell - Faculty, College Counselor, Parent of Alum Ana Kehoe - Board of Trustees, Alum Edward Knupp - Faculty, Parent Chae Hee Porubcin - Board of Trustees, Parent Kishore Pagadala - Board of Trustees, Parent Gwen Livingstone Pokora - Faculty, Parent of Alum Carrie Skillin - Faculty, Parent Todd Zachary - Committee Chair, Headmaster
Curtis Fee - Faculty, Parent Nikki Hildebrand - Director of Early and Lower School Courtney Kay-Decker - Board of Trustees President, Parent Melissa Sears - Committee Chair, Board of Trustees, Parent Jim Sears - Parent Amy Telleen - Board of Trustees, Parent, Alum
Jenny Bernard - Business Manager Jerry Bowman - Board of Trustees, Parent of Alum Taylor Davis - Committee Chair, Board of Trustees, Parent of Alum Delia Meier - Board of Trustees, Parent of Alum Tom Melchert - Board of Trustees Rod Ossowski - Director of Development Muna Strasser - Parent Monica Weeks - Director of Middle and Upper School, Parent of Alum
RIVERMONT COLLEGIATE 1821 Sunset Drive Bettendorf, IA 52722 (563) 359-1366
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