2011 2016 sfs strategic plan

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Seoul Foreign School Strategic Plan 2011 – 2016

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Mission Statement

Seoul Foreign School, centered in Christ, inspires educational excellence and promotes

Christian values, personal integrity, and responsible global citizenship through a dynamic

international experience.

Vision Statement

Seoul Foreign School (SFS), the premier choice of the international community in Seoul, is

known for its students and alumni who strive for excellence and maintain an intrinsic love of

learning.

SFS, centered in Christ, is acclaimed for the depth and breadth of its academic and

extracurricular programs that meet the intellectual, social, physical, emotional, and spiritual

needs of its students. Recognizing its unique setting, this school and its staff are committed

to innovative programs that value the growth and talents of each student.

Students are served by a caring, competent, and creative staff. A spirit of true teamwork

and caring exists throughout the school environment and extends to the broader

community.

Graduates are leaders in the global community, experts in their fields, and serve their

communities and nations through meaningful social contributions. They identify and

communicate clearly defined personal values, practicing them in daily decision-making. They

demonstrate a high level of sensitivity to and understanding of a diverse society.


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Developing the Strategic Plan

Strategic planning is a continual process used to improve an organization’s results and

ability to fulfill its mission. The Strategic Plan itself “acts as a bridge between the School’s

mission and its policies (International Trustee Handbook 53).” In November 2009 the Seoul

Foreign School Board initiated a spirited and robust strategic planning process. The

development of the Plan involved many months and man-hours of effort. Throughout the

process multiple stakeholders, i.e., parents, students, faculty, alumni and staff, were

contacted as we assessed our current and future environment. There were eight phases to

the process, shown below:

The first three phases of or process involved consultant John C. Littleford. Mr. Littleford

facilitated the gathering of information about our environment. Below is an excerpt from

Mr. Littleford’s report to the Board:

This strategic planning process focused on the strategic priorities

identified by the SFS community: Council/Jaidon, Board members,

parents, senior management team, [and] faculty from all Divisions, staff,

alumni and older students over a very concentrated period of time.

[John Littleford] met with a cross-section of these key constituent

groups in focus groups from August 19-21, 2010. In total, [Mr.

Littleford] met with over 70 individuals.

The focus group sessions were followed by a retreat for Board members

and senior administrators on October 1-2, 2010. [Mr. Littleford]

Receive instructions from

administration/board along with broad

objectives

November 2009

Conduct interviews with constituents to

understand business, environment, issues, risks, opportunities …

August 2010

Develop set of possible conclusions and

recommendations

October 2010

Test tentative conclusions and

recommendations against data and overall

objectives

April 2011

Finalize conclusions and recommendations and

propose to management/board

May 2011

Feedback from management/board

and final adjustments to conclusions and

recommendations

May 2011

Conduct detailed data gathering (market

analysis) from outside SFS

March 2011

Final Board Approval October 2011


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summarized the input from the focus groups and provided an overview

of the challenges facing all international schools as they attempt to place

their strategic goals in a broader context…A total of about 30

participants in the process (administrators, faculty, staff and Board and

Foundation members) considered important input from a cross-section

of faculty and staff, parents and students and reached consensus

[preliminary goals for the school].

The next three phases of the process focused on gathering market data. SFS contracted

with KPMG to conduct market research. KPMG provided a Demand/Supply Analysis,

Customer Segmentation, Benchmark Data, Regulation Insight and insights on Global Trends

in Education. They provided SFS with suggested Strategic Initiatives, as did Mr. Littleford.

The final recommendations, after more than 18 months of analysis, are contained in this

document. The results of the planning process included minor clarification to the SFS Vision

Statement. The strategies, goals and objectives have been organized to support and

enhance the SFS Mission and Vision. Individuals responsible for the objectives contained in

this document are responsible for creating action plans.


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Strategic Initiatives

Strategic initiatives are broadly stated goals that support SFS’ Mission and Vision Statements.

Below are the Strategic Initiatives for the 2011-2016 Strategic Plan:

1. Ensure Seoul Foreign School delivers educational excellence.

This initiative is directly tied to the fundamental purpose for which the School

exists and that is to provide outstanding education to international students.

2. Enhance Seoul Foreign School’s Asia Pacific leadership position.

Having a leadership position is both a direct measurement of the quality of the

education delivered and an important tool to help perpetuate success. In an

environment of increased competition in Seoul and in the Asia Pacific region, it

is a key factor in continuing to attract the best students, faculty and

administration.

3. Enrich Seoul Foreign School’s fiscal growth and responsibility.

Maintaining a strong financial foundation for our School is one of the most

critical factors to ensure that we are able to both provide the education for

today’s students as well as to ensure a strong school for the future.


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1 Strategic Initiative: Ensure Seoul Foreign School delivers

educational excellence.

1.1 Goal: Provide the highest quality curriculum.

Objectives and Leaders:

1.1.1 100% of SFS curriculum meets international standards based on internationally recognized benchmarks and commensurate with schools similar to SFS. Maintain full accreditation and/or authorization with the following organizations:

WASC/CIS

Cambridge International Examinations

IB

Principals’ Committee

AHoS-Academics

1.1.2 Divisional goals are set to show measurable, positive results on standardized tests over 5 years for:

K-9: CTP4

British School: SATS and NFER(or other)

High School: IGCSE, IB, PSAT, SAT


AHoS-Academics

1.1.3 Track and improve the number of SFS students who are applying for and being accepted to the top universities within given categories. Dashboard targeted institutions to be created by January 12, 2012.

High School Principal

1.1.4 Track and improve the total university acceptance rate. Identify and communicate suggested goal(s) at April 26, 2012 Academic-Personnel Committee Meeting.

High School Principal

1.1.5 Track and improve the percentage of SFS parents and students who recognize SFS as having the highest quality curriculum. Incorporate question(s) into May 2012 i-Graduate survey.

Head of School

1.1.6 Develop and communicate an Educational Technology Plan that supports the curriculum plan contained in the WASC Continuous Improvement Plan. Identify and communicate the planned completion date at the November 17, 2011 Academic-Personnel Committee Meeting.

AHoS-Academics

Curriculum Coordinator


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1.2 Goal: Hire and retain highest quality faculty.


1.2.1 Teacher evaluations reflect a positive trend:

Parent surveys

Student surveys

Principal evaluations

Head of School


1.2.2 Continue to track faculty turnover and maintain a long-term downward trend. Track average length of stay for faculty.

Head of School

1.2.3 By 2016, 60% of faculty hold advanced degrees. AHoS-Academics


1.2.4 On an annual basis, 50% of faculty are hired before January 1.

Principals

1.2.5 Evaluate and update current teacher appraisal system. New system is in place for the 2013/2014 academic year.

AHoS-Academics

1.2.6 Evaluate and enhance, if appropriate, faculty professional development program to ensure SFS remains leader in Asia Pacific region.

AHoS-Academics

1.2.7 Evaluate and enhance, if appropriate, faculty and

administration compensation and benefits

necessary to ensure SFS is a leader in Asia Pacific

region.

AHoS-Operations

1.2.8 Evaluate, revise as feasible, existing regulations,

practices and policies that limit or restrict hiring the

best faculty.

Sr. Administration Team


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1.3 Goal: Inspire students to be internationally minded while aspiring to

exemplify the SFS Mission Statement and the IB learner profile.


1.3.1 Establish a measurement process identifying

current levels of student involved service activity

and establish a goal. Process in place by August

2013.

Christian Ministries

1.3.2 Articulate IB learner profile in Rubicon by August

2013.


IB Coordinator

1.3.3 Establish an alumni tracking survey to understand if

SFS prepared alumni for life after HS. Include

questions correlating to the IB learner profile. First

survey to be issued by January 2013.

Director of Communications & Development

Principals

1.3.4 Create a reporting mechanism to measure SFS involvement and awards in global student competitions/activities (e.g., Model United Nations, Lego Robotics, American Math Competition, Forensics/Debate, etc.). First report to be submitted included in State-of-the-School Report reflecting 2012/2013 school year (report issued fall 2013).

AHoS-Academics


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2 Strategic Initiative: Enhance our Asia Pacific leadership position

as a school delivering the highest quality education within Seoul.

2.1 Goal: Maximize demand based on visibility and reputation.


2.1.1 Create a repeatable measurement process that can report enrollment demand and trends for Seoul Foreign School. Report presented to April 30, 2012 Fiscal-Property Committee.

AHoS-Operations

2.1.2 Establish a process by which we can measure SFS’ ranking as “school of choice.” Measurement in place by May 2013.

Admissions Department

AHoS-Operations

2.1.3 Establish a mechanism to measure SFS’ positive

media exposure. Measurement process in place by

December 2012.

Director of Communications & Development

2.1.4 Enhance, monitor and communicate SFS faculty/ staff contributions to publications, conferences, accreditation teams, etc. Communication methods (to parents/potential parents, faculty/potential faculty, etc.) will be in place by October 2014.

AHoS-Academics

2.1.5 Measure and enhance SFS website hits.

Measurement process defined and commenced by

August 2012.

SFS Web Master


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2 Strategic Initiative: Enhance our Asia Pacific leadership position

as a school delivering the highest quality education within Seoul.

2.2 Goal: Communicate and clarify Mission and Vision to all SFS

stakeholders.


2.2.1 Conduct annual surveys with students, faculty, and parents to determine if we are meeting the mission and that there is a shared understanding of the mission. Incorporate question(s) into May 2012 i-Graduate survey. Include report in fall 2012 State-of-the-School Report and trends thereafter.

Head of School

2.2.2 Establish methods to allow faculty and parents to actively discuss the mission. Task force created by March 2012.

Head of School


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3 Strategic Initiative: Enrich Seoul Foreign School’s fiscal growth

and responsibility.

3.1 Goal: Establish mechanisms for long-range physical, other infrastructure and financial planning at SFS.


3.1.1 Facilities Master Plan, to be registered at the Seodaemun-gu office, is approved by the Board by May 2012

AHoS-Operations

3.1.2 Technology Master Plan (which includes Education Technology Plan) is completed and approved by the Board by May 2013.

AHoS-Operations

3.1.3 Establish and maintain a rolling 5-year Operations Plan to be presented at the April 30, 2012 Fiscal-Property Committee Meeting.

AHoS-Operations

3.1.4 Establish benchmarks for major line item expenses (e.g., IT, GA, benefits, housing, etc.). Line item targets established by April 2013 Fiscal-Property Committee Meeting.

AHoS-Operations

Fiscal-Property Committee

3.2 Goal: Explore opportunities for financial and physical growth.


3.2.1 Create a task force to brainstorm and evaluate areas for school growth. Task force is created in the 2011/2012 school year.

AHoS-Operations

3.2.2 5-year fundraising plan is included in the 5-year Operations Plan (5-year Operations Plan to be presented at the April 30, 2012 Fiscal-Property Committee Meeting).

Director Communications & Development

Development Committee