Cedar springs waldorf school Strategic plan 2019
Cedar springs waldorf school
Strategic plan 2019
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Introduction: “Youcannotsteptwiceintothesameriver,forotherwatersarecontinuallyflowingon.”-HeraclitusLikelivingorganisms,institutionsgothroughadefinedlifecycle.Thereisbirth,followedbyperiodsofgrowth,adolescence,andmaturity.In2019,CedarSpringsWaldorfSchoolcelebratesitsthirtiethyearofeducatingchildreninPlacerville,California.Fromitsgrassrootsbeginningstothepresenttime,theschoolhasundergonearemarkablestoryofdevelopment.Whatbeganasapioneeringidea,blossomedforthintoasignificantandenthusiasticcommunity,allcommittedtotheeducationofthewholechild.OneofthemostcompellinginsightsinWaldorfeducation,istheideathatachildpassesthoughdistinctphasesofdevelopment.Thecurriculumcorrespondstotheneedsofthechildatagivenstage.Insimilarfashion,theschoolitselfhasprogressed.Therewasconception,followedbyaperiodofrapidgrowthandthenaneventuallevelingoff.Theorganizationhasnowreachedthestageofadolescence,straddlingtheperiodbetweenyouthandmaturity.Likeanyyoungperson,wearenowaskingquestionsaboutidentity,wonderinghowtoproceed,andwhereourfuturedevelopmentmaytakeus.Itisherewherewefindourselves:ayouthinwandering,unabletogobackandyetfacingafuturewithbothtrepidationandhopefulness.Whathasguidedusinchildhoodmaynolongerserveusinthesamemanner.There’retheinevitablepitfallsandobstaclestobeovercome,butfurtherresponsibilityandrewardseemstantalizinglyclose.Ourexperienceovertheyearshasbroughtwisdomandnewinsights;howwillourcollectiveknowledgebenefitournextstageofdevelopment?Lifeisnotstatic.Theenvironmentandconditionsarounduschangeconstantly.Someofthepioneeringmembersofthecommunityfallaway,whilemanynewpeoplecometojoinus.Wehavegrowninnumbers,butwearealsobeholdingtoourfinancialandphysicalresources.Oursite,forexample,isonlysobig,ourabilitytoaccommodategrowthisonlysomuch.Sothereemergestheprimacyofqualityoverquantity.Givenourconstraints,temporaryorotherwise,howwillweuseourresourcestobestdeliveronoureducationalmission?Howcanweprioritizeandbringcohesiontoouractions?Strategicplanningisanorganizationaltoolforansweringsuchquestions.
Vision: “Guidedbycareandrespectforeachhumanbeing,ourvisionistoprovideaWaldorfeducationthatnurturesanddevelopseachchild’smind,body,andspiritthroughimagination,creativity,academicexcellence,independentthinkingandenthusiasmforlife.Wealsoencouragethesequalitiesinthedailylivesofourfamiliestofurtherinspireandsupportourstudentsandourselves.Weaspiretodevelopthinking,caringindividualswhowillchangetheworldthroughtheirthoughts,spokenwords,anddeeds.”Anydiscussionofstrategymustnecessarilybeginwiththevision.Thisisourraisond’etre,ouranimatingpurpose.Itisthe“why”behindourstriving.CedarSpringsWaldorfSchoolhasandalwayswillbefocuseduponthefullandbeneficialdevelopmentofchildren.Everythingwedointermsofpedagogy,community,andbusinessoperationssupportstherealizationofthissacredideal.Borneoutofthevisionisthemissionstatementandourvalues,adeclarationofwhatwedoandwhatwebelievein.
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Mission:
“Inspiringourstudentstoreachtheirhighestpotentialasfree-thinking,creativehumanbeingswhohavealife-longloveoflearning,CedarSpringsoffersWaldorfeducationtofamiliesandtheirchildren,infantsthrougheighthgrade.”-CedarSpringsWaldorfSchoolMissionStatement
Values:
BalancedCurriculum.Integrated,exemplaryacademicsthroughabalancedcurriculum-Wefoster
academicexcellenceandinquirythroughourdiverse,developmentallyappropriatecurriculumandour
teachers’passionatecommitmenttostudentengagementandsuccess.
HolisticEducation.Holistic,developmentallyappropriateeducation-Throughourunderstandingof
Waldorfpedagogy,westrivetoeducatechildrenacademically,artisticallyandphysicallyeachday.
TheWholeChild.Thespiritualnatureofeachindividual;theimportanceofnurturingpositivevalues
andcharacterinourstudents-Werecognizeandnurturethespiritualessenceofeachindividualthrough
thecurriculumcontentandbyourcommunityvalues.Thesevaluesincludecompassion,respect,
honesty,diligence,toleranceandkindness.
UniquePotential.Theuniquegiftsofeachindividual-Werespecttheuniquequalities,talentsand
skillsofeachchild.Throughadiverseeducationalexperience,weinspirestudentstorealizetheirunique
potential.
ReverenceforLife.Reverencefortheenvironmentandalllife-Wenurtureawe,wonderandrespect
forthenaturalworldandmaintainareverenceforlifeinallitsforms.Weencouragethestudentstoact
ontheirloveofthenaturalworldbydoingwhattheycantoprotectandimprovetheirenvironment.
Collaboration.Westrivetocreateacommunityinwhichfamilies,staffandteachersworktogetherto
supportthestudents’andeachother’sgrowthandlearning.Wearecommittedtocommunicating
respectfullyandopenly.
Service.Webelieveinprovidingservicetoaideachotherandourlocalandgreatercommunities.
Diversity.Wevaluetheinclusionoffamiliesfromdiverseracial,ethnic,social,economicandspiritual
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backgrounds.
Consensus.Decision-makingbyconsensus-Webuildcommitmentforourdecisionsthroughfull
participationindeliberationsandutilizingthewisdomofthegroup.
Integrityandaccountability.Wevaluefiscal,legalandsocialintegrityandaccountabilityinallour
actions.
GrowthandDevelopment.Westriveforandsupportgrowthanddevelopmentorganizationally,
professionallyandpersonally.
Ourvision,missionandvaluesareimbeddedinandinformourstrategicpriorities—themajorgoals,or
mostimportantareaswherewewillfocusourenergyandresourcesinthecomingyears.
Strategic Priorities:
PRINCIPLE OF SUSTAINABILITY
Thisphaseinourschool’sdevelopmentleadsustoaturntowardthefuture,andstrivingtoensurewewillbeabletobringWaldorfeducationtoElDoradocountyfamiliesforanotherthirtyyears.Sustainabilityisaprinciplethatwilloverlapandembeditselfineachofourstrategicpriorities,callingustoseek:asoundfinancialpositionthatwillhelpusweatherdownturns;foundationallystrongfacilitiesthatenableustoprovideourprograms;andbalancedandviableenvironmentsinwhichourcommunity—students,faculty,parentsandstaff—canthrive. Strategic priority one: Waldorf Education
“Ananthroposophically-drivenWaldorfeducation,dedicatedtoholistic,integratedlearning.”Werecognizeanthroposophyastheguidingphilosophybehindourpedagogy.Weareanindependent,AWSNA-accreditedWaldorfschoolwithaverysolid,supportivefacultyworkingfromadeepinterestandknowledgeinthedevelopmentofthechildbasedontheprinciplesofanthroposophyandthepedagogicalunderpinningsoftheWaldorfcurriculum. Strategic priority two: Community
“Fosteringenduringconnectionswithinourschoolandthegreatercommunity.”
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Weareaschoolencompassingmanydifferentcommunities,bothinternalandexternal.Westrivetostrengthentheconnectionswithinourschoolcommunity,revitalizingourcollaborationsandsupportforoneanother,andourschool.Wealsoreachbeyondourselvestoconnectinthelargercommunitiessurroundingus.
Strategic priority three: governance and policy
“Clearandunambiguousproceduresanddecision-makingprocesses.”Inordertopromotetransparency,re-enlivencollaboration,streamlineourprocesses,andfosterefficiency,wewillworkintheshorttermtodefine,clarify,anddocumentourroles,responsibilities,policiesandprocedures. Strategic priority four: Site
“Aninvitingandwondroussite,supportingourfinancial,academic,andcommunityobjectives.”CedarSpringsWaldorfSchoolisblessedtohaveinitspossessionabeautiful,oak-shadedcampusintheSierraFoothills.Thewonderofnature,soinherentinoureducationalphilosophy,isonfulldisplaystraightfromourdoorstep!Itisthephysicalrepresentationofourphilosophy,asaplaceofinspiration,learning,andgathering.Inmorepracticalterms,itisourplaceofbusiness.Ourlandandbuildingsserveusinmyriadways,soweshouldcertainlystewardtheminamannerbefittingoftheirgifts.Strategic priority five: finance
“Financialsustainability,enablinglong-terminvestmentsinpeople,program,andplace.”WemustrecognizethatweareequallyaWaldorfschoolandabusiness.Wewillundernoconditionsurrenderouressentialcharacterorfoundingprinciples.However,wealsoneedtomanageourresourcesinanorganizedandprudentmanner,inordertosuccessfullyfulfillourmissionandensureourlong-termviabilityasanorganization.Ourbusinesspracticesshouldbecomplementarytothesuccessofouracademicprogramandviceversa.
IMPLEMENTATION--STRATEGIC OBJECTIVES: Waldorf Education objectives:
Goal:Sustainability,accountability,andexcellenceinthefulfillmentofoureducationalmission.1. TeacherRetention
a. Attractandretainqualifiedteachers
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i. Conductcomprehensivereview,anddevelopcompetitivesalaryandbenefitpackage,asreferencedin“Finance.”Timeline:2nd-3rdQuarter19-20(Mar31,2020.)
1. Enhanceopportunitiesforteacherdevelopment2. Enhanceopportunitiesforteacherbreaks3. Includeteacherloungeinsiteplan,asreferencedin“Site.”4. Workwithotherschools,asappropriate
ii. Evaluatepracticesforrecruitmentofteachers,anddevelopstrategytoincreaseaccessofhiringcommitteetoqualifiedteachers.Timeline:2ndQuarter19-20(Dec31,2019.)
b. ImplementpositionofPedagogicalAdministrator.Timeline:4thQuarter19-20(Jun30,2020.)
i. SupportFaculty1. ImplementpoliciesandguidelinesdeterminedbyCollegeofTeachers2. Increaseopportunitiesforteacherdevelopment3. Provideoversightandensurefollowthrough4. Developsupportplansforteachers5. Ensurequalityandconsistencyofmentoring6. Facilitateadministrativesupportforteachers
ii. Developprogramiii. Supportparentsiv. PartnerwithBusinessAdministratortoprovideleadershipforschoolasawhole
2. CurriculumStandardsa. Implementstandardsforgradescurriculum,asdesignatedbyCollegeofTeachers.Timeline:
1stQuarter19-20(Sep30,2019.)i. AdoptionoftheBonnieRiversrubricii. Trackablemetricsiii. AssessmentplansforK-8thgrade.iv. Conductregularteacherevaluations.
1. Mentor,support,observationsandevaluations 3. EducationalProgram
a. InstituteEurhythmyasanongoingpartourprogram.Timeline:2ndQuarter19-20(Dec31,2019.)
i. InitiallyoffertoK-4thstarting2019ii. Offertoallgrades–spacerequired.Timeline3-5years.
b. Implementextralessonsupport.Timeline:4thQuarter19-20(June30,2020.)i. Developplanforfunding,exploreinternalandexternalsources.ii. ExploreIEPservicesthatcanbeprovided
c. Furtherdevelopprogramforcomputerskillsreadiness.Timeline:4thQuarter20-21(June30,2021.)
i. MakeCybercivicsamandatoryofferingfor6-8thgrades.ii. Exploreotherskills-buildingofferings,i.e.,Typingclass
d. Conductevaluationofspecialtysubjects,anddevelopspecialtysubjectprogramplan.Timeline:4thQuarter19-20(June30,2020.)
i. Considerations1. Objectivesandstandards2. Reviewsandevaluations3. Recruitmentofqualifiedspecialtyfaculty
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e. EvaluateanddevelopplanforexpandingEarlyChildhoodVillageprograms.Timeline:4thQuarter19-20(June30,2020.)
i. Considerations1. Outdoor2. AfternoonKG3. AdditionalPreschoolclass4. Parent-Child
4. Anthroposophya. Evaluateanddevelopparenteducationprogram.Timeline:4thQuarter19-20(June30,
2020.)b. DevelopandimplementeducationalopportunitiesfortheBoardofTrusteesand
Administrativestafftostudyanthroposophy.Timeline:4thQuarter19-20(June30,2020.)Community objectives:
Goal:Broad-basedandmeaningfulinteractioninallrelevantcommunities.
1. Culturea. Reduceattritionratesby20%.Timeline:4thQuarter19-20(June30,2020.)
i. Actionitems1. Createincreasedopportunitiesforsocialbonding.2. Cultivateacultureofgratitude.3. OrganizeGet-togethers,celebrations
b. Developactionplanforseekingandreceivingparentfeedback.Timeline:2ndQuarter19-20(Dec31,2019.)
2. Communicationc. ConductanevaluationofCSWScommunicationpolicy,determiningstrengthsand
weaknesses,andrecommendingpossiblechanges.Timeline:4thQuarter19-20(June30,2020.)
d. Developcomprehensivedescriptionofappropriatepersonforindividualstocontactwithconcernsandquestions,anddistributetocommunity.Timeline:1stQuarter19-20(Sep30,2019.)
e. Evaluatecontent,receptionandpotentialforweeklycommunityupdate,andintegratefindingsintoitsuse.Timeline:1stQuarter19-20(Sep30,2019.)
a. Festivallife3. ParentEngagement
f. EvaluateanddevelopParentEngagementworkplan.Timeline:4thQuarter19-20(June30,2020.)
i. Considerations1. Trackingservicehours2. Connecthourstoenrollment3. School-wide,centralizeddataaboutwhatskills/servicesareneeded,
whatskills/servicesareavailable
4. Alumni5. Successionplanningandmentorship6. Avoidingburn-out
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7. Ensuringappreciationandgratitude4. CommunityOutreach
g. Developcommunityoutreachplan.Timeline:2ndQuarter19-20(Dec31,2019.)a. Considerations
i. Valuepropositionii. Leveragingcommunityadvocatestogetthewordout
1. Enrollmentadvocates2. Boardmembers3. Activefamilies4. Parentsinvolvedasexternalcommunityleaders
iii. Increasecontactpointswithgreatercommunity1. Sportsleague2. SummerCamp3. ParentTot4. ServiceProjects5. Communityevents–FarmDay,etc.
governance and policy objectives:
Goal:Eliminationofconfusionindecision-makingandprocedures.
1. Decision-Making
i. Clarifyrolesandresponsibilities,aswellasdecision-makingprocess,ofCSWSgoverningbodies,includingBOT,COT,PGSC.Timeline:2ndQuarter19-20(Dec31,2019.)
i. Considerations1. EvaluateinfluenceofinterestedpartiesinBoarddecision-
makingasitrelatestomaintainingorganizationalindependence.
2. Continuemonitoringchecksandbalanceswithinorganizationalstructureanddecision-making.
ii. Conductanevaluationofconsensuspracticedbyourdecision-makingbodies.Timeline:4thQuarter19-20(June30,2020.)
ii. Considerations1. Thescopeofconsensus—withingroups,betweengroups2. Appropriateforwhichdecisions/Alternatives3. RoleofopinionleadersonPotentialforConsensus4. Conducttrainingsannually
i. Roleoffacilitatorii. RoleofCommitteerepresentativeregarding
1. Reportingback2. Informing3. Including4. Seekingconsensus
2. Transparency
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iii. ConductanauditofCSWSpolicieswithregardtocurrentpractice.Timeline:4thQuarter19-20(June30,2020.)
i. Considerations1. College–Academicstandards,pedagogy,curriculum2. Board–Financial,legal,humanresources,healthandsafety
a. UpdateBoardhandbookb. AnnualreviewofBi-Lawsc. Allminutesavailableonwebsited. Agendasavailable7daysbeforeBOTmeetingson
website3. Respectiveadministratorstoauthorandreport4. Whenappropriatesituationsarisewherenopolicyexists,
developanddocumentthoroughpracticeintopolicy.3. UnifiedVision
a. Conductreviewandrevisionofmission,visionandvalues.One-threeyears,preferablybyendofsecondyear.(June30,2021.)
4. LegalComplianceiv. Conductacomprehensivehumanresourceaudit.Timeline:3rdQuarter19-20(Mar
31,2020.)i. Considerations
1. Reviewcompliancewithrelevantlaws2. Updateemployeehandbook3. Reviewprocedurefororientationanddismissals
Site Objectives:
Goal:Renewandmakevalue-addedinvestmentsinourexistingcampus.
1. SitePlana. Conductsitestudyanddevelopoverallsiteplan.Timeline:2ndQuarter20-21(Dec31,
2020.)b. Considerations
i. Redesignimpactfulareastoimprovebothfunctionandaesthetics.1. Renewplayspacesandtheathleticfield.2. Addfunctionalandaestheticfencingarounddesignatedareas.3. Frontsignreplacements
ii. Evaluatesolutionstothestorageproblem—makinguseofbothonandoff-sitelocations.
iii. Developfunctionalspacesforacademicandbusinesspurposes.1. Multipurposespaceforeurhythmy,indoorgatherings,parents.(Yurt?)2. Facultylounge/conferenceroom/privateoffice/improvebathrooms3. Expandedfarmandgardeningactivities4. Hotlunchservingplaceand/orkitchen.
iv. Evaluatereplacementofoneorbothportablebuildings.2. HealthandSafety
a. Conductauditofhealthandsafetypracticesandpolicies,anddevelopcomprehensivehealthandsafetyplan.Timeline:2ndQuarter19-20(Dec31,2019.)
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i. Obtainnecessarytraining.ii. Continuetomakeessentialmaintenanceandrepairs,withanemphasison
healthandsafety.iii. Exploreanddevelopstrategyaroundenvironmentalhealthconcerns.
3. Facilitiesa. IncreaseFacilitiesandEquipmentbudgetby25%,thenannually,tokeeppacewith
needforreplacementandincreasingcosts.Timeline:4thQuarter19-20(Jun30,2020.)i. DeterminehowtomanageFacilitiesresponsibilitieswithcontractors,paidstaff
and/orvolunteerstaff,andimplement.ii. Continuetomakeessentialinvestmentsinmaintenanceandrepairs.
4. Traffica. Conductevaluationoftrafficpracticesanddemand,anddeveloptrafficplaninconcert
withenrollmentplantomitigatecongestion.Timeline:4thQuarter19-20(Jun30,2019.)
b. Considerationsi. Evaluatetimingandplacesofreleaseii. Considerobtainingvansforfieldtrips.Timeline:longterm.
5. Expansiona. Conductevaluationofpropertyavailabilityforfutureexpansioninordertobeableto
takeadvantageofopportunisticpropertyacquisitionswhenappropriate.Timeline:2ndQuarter20-21(Dec31,2020.)
finance Objectives:
Goal:Operateprofitablyforthelong-termhealthandviabilityofourorganization.INCOME1. Enrollment
a. IncreaseEnrollmentfornewfamiliesby10%.Timeline:1stQuarter20-21(Sep1,2020.)v. Considerations
1. Increaseoutreachintocommunity,asreferencedin“Community”2. TuitionIncome
a. Conducttuitionanalysis,anddevelopgradualincreaseplantoenableCSWStosustainannualcostsincreases.Timeline:2ndQuarter19-20(Dec31,2019.)
b. Considerations:i. Strivefortuitionthatis
1. Competitivewithlikeinstitutions2. Sustainable
ii. Evaluateimpactoncurrentfamiliesanddevelopstrategytoimplementwithminimalimpactonwell-beingandenrollment
iii. Maintainpricingflexibilityoftuitionupto5%.iv. Evaluateotherareaswhereourfinancialofficecanincreaseconvenienceand
efficiencyinmanagingfamilyschoolexpenditures3. Reserves
a. Buildreservesof5-10%ofgrossincomeannually.Timeline:Beginning4thQuarter19-20(June30,2020,andeveryyearthereafter.)(AWSNArecommendedpg21)
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4. OtherIncome
a. ConductEvaluationofinvestmentoptionsanddevelopstrategytoincrease.Timeline:2ndQuarter19-20(Dec31,2019.)
b. Considerationsi. Short-termcashmanagementii. Stockportfolio
c. Reduceratioofcost/returnforgeneratingdonationsto35%orlower.Timeline:Priorto1stQuarter19-20(July1,2019.)
i. Reallocateexpendituresandconductcurrentfundraisingprogramswithcurrentstaffandvolunteers
d. Increasenewdonorsby1%,returningdonorsby10%,andaverageincreaseinindividualdonationsby1%.Timeline:4thQuarter19-20(June30,2020.)
i. Increaseoutreachtoparentsandcurrent/potentialdonorsii. EvaluateanddevelopParentEngagementworkplan,asreferencedin
“Community”e. Lookforopportunitiestoexpandnon-tuitionincomebyseekinggrantsandbusiness
sponsorships.i. Developcommunityoutreachplanasreferencedin“Community.”
EXPENSES5. Attrition
a. Decreaseattritionratesby10%.Timeline:4thQuarter19-20(June30,2020.)i. Seeactionitemsunder“Community”
6. Reductions
a. DecreaseratioofreductionfromTuitionAssistanceProgramtoasustainablelevelof15%ofgrossincome.Timeline:One-ThreeYears(June30,2022.)(RefBookpg69)
b. Considerationsi. Conductevaluationofotherschools’financialaidprogramsii. Evaluateimpactoncurrentfamiliesanddevelopstrategytoimplementwith
minimalimpactonwell-beingandenrollment7. StaffRemuneration
a. Conductcomprehensivereviewofsalaryandbenefitpackage.Timeline:2ndQuarter19-20(Dec31,2019.)
b. Developnewsalaryandbenefitspackageandplanintimetoimplementfor2020-21contracts.Timeline:3rdQuarter19-20(March31,2020.)
c. Considerations:i. Striveforpackagethatis
1. Competitive2. Equitable3. Sustainable
8. GeneralExpensesa. Evaluateexpenseswithemphasisonreturnandefficiency,andmakeadjustmentsto
upcomingbudget,byendoffiscalyear.Beginning4thQuarter19-20(June30,2020,andeveryyearthereafter.)
b. Considerations
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i. Avoidduplicationofefforts9. OtherExpenses
a. ConductEvaluationofdebt,anddevelopstrategytoacceleratedecreaseofdebtTimeline:2ndQuarter19-20(Dec31,2019.)
b. Considerationsi. Createsinkingfundfortheaccelerationofdebtrepayment.
1. Retirehigh-interest7%notefirst
Monitoring plan:
ItisourintentionthatthisStrategicPlanisaliving,relevantdocumentthatlendsitselftoregularreviewandrevision.Followingdesignatedtimelinesreferencedthroughoutthedocument,thoseresponsibleforimplementationwillreportprogresstotheBoardofTrusteesthroughouttheyear,adjustingtimelinesasneeded.Annually,theplanwillbereviewedandrevisedbytheBoardofTrustees,drivenbyongoingfeedbackfromtheimplementationteams,othergovernancebodies,andcurrentcircumstances.