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During the 2016-2017 school year, the time was right for the Trinity Valley School community to engage in a strategic planning process. The school had just undergone the most comprehensive campaign in its history and completed a number of major construction projects. It seemed appropriate to pause and plan for the near future. We wanted an inclusive process that produced something that we could continually reference, not simply live on a shelf, as most strategic plans do, so we enlisted the help of Heads Up Consulting, a company experienced with independent schools, as well as an understanding of current and global trends affecting our schools. After forming a strategic planning committee consisting of:
Teachers | Administrators | Alumni | Trustees | Parents Our first charge was to solicit feedback from every conceivable constituent, sending surveys to:
College Alumni | Post-college alumni | current parents current students | faculty and staff In all, we received nearly a thousand responses. Based on the survey feedback, each member of the administration and the planning committee developed his or her own SWOT analysis:
Strengths | Weaknesses | Opportunities | Threats In early Fall 2017, Heads Up President Rich O’Dell toured TVS, visited classes, and engaged in a dozen focus groups that included:
teachers | parents | trustees | alumni | coaches administration | the advisory board | STUDENTS Our consultants aggregated the data and returned for our intensive three-day retreat in November. In both large and small groups, we discussed and deliberated and brainstormed toward what would eventually become our six strategic imperatives:
Academic and Co-Curricular Excellence | Student Support and Well-being | Diversity and Inclusion | Financial Management and Growth | internal/External Communications and Marketing | Campus Facilities Under each of these, we have our rationales that are our foreseeable action steps, which will be updated accordingly on our website. At its March meeting, the TVS Board of Trustees unanimously approved the Strategic Plan in its totality. The future of TVS is brighter than ever, and we look forward to working diligently to maintain our excellence.
IAN CRAIG | Head of School
ACADEMIC AND ACADEMIC AND CO-CURRICULAR CO-CURRICULAR EXCELLENCE EXCELLENCE STRATEGIC IMPERATIVE: Dedicate attention to academic and co-curricular excellence and allocate the resources required to improve programmatic engagement, effectiveness, and efficiencies.
RATIONALES: 1. T o better prepare students for success in college and beyond. 2. T o have the best-in-class co-curricular and educational programs. 3. T o be sure that we are communicating our exceptional programming as the core aspect of our brand.
STUDENT SUPPORT STUDENT SUPPORT & WELL-BEING & WELL-BEING STRATEGIC IMPERATIVE: Ensure students are provided with the resources and support to be mentally and physically healthy while at TVS and beyond.
RATIONALES: Health and Wellness 1. T o better equip students to adapt to the social and emotional stressors of childhood and adolescent development, including the transition to college, and eventually to adulthood. 2. T o educate students about healthy life choices that positively impact their educational and overall life experience. College Counseling 1. I ​ncrease opportunities for communication relative to process, timelines, and the like, in addition to further expanding programming into grades prior to the junior year. Learning Support Services 1. T o better meet the needs of students within our range of academic skills, TVS will increase resources and professional development for staff to support the variety of learning skills, strategies and needs.
DIVERSITY DIVERSITY AND INCLUSION AND INCLUSION STRATEGIC IMPERATIVE: Invest in and expand diversity in the school.
RATIONALES: 1. T o prepare students for the diverse communities in which they will work and live. 2. T o enrich the environment for all students’ growth and success. 3. T o have curricular offerings that cover topics specifically related to diversity. 4. To ensure that the TVS faculty and student body reflect the Fort Worth community.
FINANCIAL FINANCIAL MANAGEMENT MANAGEMENT AND GROWTH AND GROWTH STRATEGIC IMPERATIVE: Develop a plan for long-term financial sustainability and affordability.
RATIONALES: 1. T o keep the cost of tuition manageable for current and prospective K-12 families. 2. To prepare for unexpected financial challenges. 3. T o respond to financial aid, facility, and programming needs.
INTERNAL/EXTERNAL INTERNAL/EXTERNAL COMMUNICATIONS COMMUNICATIONS AND MARKETING AND MARKETING STRATEGIC IMPERATIVE: Invest in communications and marketing reach, and develop enhanced and innovative strategies for recruitment of mission-appropriate students.
RATIONALES: 1. T o enhance communication related to admissions, fundraising, and branding efforts and outcomes. 2. T o improve consistency in communication within the TVS community, especially among alumniand potential TVS connectors and influencers. 3. T o demonstrate the strength of TVS programs to our community. 4. To broaden, deepen, and attract an applicant pool most representative of the greater community. 5. To extend the school’s geographic reach into nontraditional target areas.
CAMPUS CAMPUS FACILITIES FACILITIES STRATEGIC IMPERATIVE: Develop a Comprehensive Campus Master Plan.
RATIONALES: 1. T o ensure current and future facilities support our strategic priorities and are aligned with the school’s mission, with campus safety as a central priority. 2. T o plan effectively for plant renewals and replacements, personnel needs, and future maintenance (PPRRSM). 3. T o help prioritize fundraising efforts and asset allocation.
TVS
Trinity Valley School 7500 Dutch Branch Road Fort Worth, TX 76132-4110 TVS.ORG