discovery montessori school strategic plan

Discovery Montessori School

Wednesday, May 2, 12

Strategic Plan 2011

102 15th Street South, Jacksonville Beach, FL 32250


strategic plan 2011

Community Building!

Inclusive Committee:! Jim Dixon, Performance Consulting; Penny Christian, Jacksonville Beach City Council Member; Michael Meyers, Chairman of the Board; Coree Cuff, Board Treasurer; Sheila McLenaghan, Board Secretary; Jim Menker, Board Fundraising; Kim Bednarek, Head of School; Leah Hudson, Co-Founder; Cindy Harris, PTO President/Discovery parent; Kate Massey, Discovery parent; Linda Ploegert. Lead Toddler Teacher; Robin Thomas, 3-6 Curriculum Coordinator/Lead Teacher

History: Discovery has a long and proud history in Jacksonville Beach, FL. Emerging from a 12 student home-based classroom in 1990 to a burgeoning five-building campus with 130 students today, much has been accomplished over the last twenty years. Even though education has continued to evolve over this time, DMS has remained steadfastly committed to Maria Montessori’s principles for the whole child. Now, we are embarking on an effort to map the path forward over the next years. Focusing most importantly on the next five years, this strategic planning process is intended to provide faculty, staff and the DMS Board a working plan that will guide key decisions over this period through 2015.

Plan: attend 5 meetings, BE open-minded, follow ground rules, review data & reference documentation, execute your assignment, speak your mind.


Strategic Plan 2011


our core values

Academic Excellence: We embrace academic excellence, guiding our children's innate curiosity and encouraging joy in learning.

Independence and Imagination: We foster independent thinking and spark imagination, inspiring our children to become the leaders of tomorrow.

Peace and Respect: We instill respect for self, respect for one another and respect for our planet, enhancing prospects for peace.


strategic plan 2011


sp 2011 meeting #1

October 9th, 2010: Plan to Plan, Welcome & Introductions

Member Expectations: “I don’t have any strong expectations. But I’d like to see “how the forest interacts with the trees.” ; “Focus on the finances of the schools”; “Enhance the Upper Elementary program”; “How to grow the school and keep it successful. I’d like to know “THE ANSWER”. “; “I’d like a roadmap for Growth, Expansion and Stability.”; “Educational diversity at the Beaches.”; “I’d like to improve retention and build awareness of how wonderful the school is.”; “Offer inclusive, open environment that offers concrete plans for the school.”; “I’d like to know what this is. (Strategic Planning)”; “Develop an organizational roadmap – all constituencies”; “Future for the students; goals for the school; Academic standards; Individual definitions of Montessori.”; “What does growth mean for us?”.

Ground Rules: Jim Dixon proposed several ground rules that he found play a positive role in the Plan development process. Members of the team added additional items to the list. (1) Attend all meetings; (2) Start on time-end on time; (3) Confidentiality (do not share anything that is discussed outside of this room); (3) Minimize side conversations; (4) Cell phones turned off; (5) Open-mindedness; (6) One person speaks at a time; (7) Refrain from critical body language.

Research/Data Collection: stakeholder survey, environmental scan, subgroups, determine research objectives and what are the questions to be answered.


sp 2011 meeting #1

The Planning System: (a.) Strategic Plan Development; (b.) Tactical Plan Development; (c.) Financial Plan Development (Budgeting); (d.)Strategic Management/Plan Management.

Steps in Strategic Planning: (a.) Plan-to plan; (b.) Environmental Scanning (c.) Mission/Vision/Values clarification; (d.) Strategy Development (e.) Goal Development.

Growth Curve Presentation: Jim overviewed a theory on organization systems growth postulated by George Ainsworth Land, PhD in Land’s book, “Grow or Die”. The group then expressed their opinions about where they believed Discovery Montessori School was in their journey along that grow curve.

Environmental Scanning Discussion: The group discussed the need for data gathering prior to their next meeting. The following groups were identified as targets and the approach for gathering information was determined. Each group will prepare and distribute a brief report one week prior to the next meeting and be prepared to deliver no more than a 15 minute presentation with discussion at the next meeting. Subgroups will coordinate amongst themselves to put together their data gathering projects. In addition, Team members were asked to review the following sites on the internet for educational purposes prior to the next meeting: AMI – Mario Montessori; IMC – Tim Seldon in Sarasota; NAMTA; AMS-Our Church.


sp 2011 meeting #1

Target Group #1 - Ex students: Information needed: Transition preparedness; Method: Contact their new teachers; Responsibility: Kim Bednarek

Target Group #2 – Ex parents: Information needed: If left prematurely…why; attitude about School; Needed improvements at DMS; Method: Internet based survey; Responsibility: Jim Dixon, Leah Hudson, Kim Bednarek

Target Group #3 – The competition – Montessori’s, Public schools, Private schools (Waldorf): Information Needed: What are they doing?; Method: Personal contact/interviews; Responsibility: Robin Thomas, Coree Cuff, Sheila McLenaghan, Kim Bednarek.

Target Group #4 – National Core Standards – AMS only: Responsibility: Kim Bednarek

Target Group #5 – Jacksonville Beach: Information needed: How can DMS be better citizens at the Beaches; Method: Interviews with Commissioners/City staff; Responsibility: Penny Christian, Michael Meyers


strategic plan 2011


sp 2011 meeting #2

January 31, 2011: Environmental Scanning (Research findings, SWOT analysis)

Target Group #1 & 2 - Ex students/ Research/Data Reports: Letter & survey was sent to ALL Alumni families. “We at Discovery Montessori School have embarked on a very important, year-long strategic planning process. A committee comprised of the Board of Directors as well as faculty, parent and community members is focusing on the development of a strategic plan that will guide the School over the next years, while maintaining a steadfast commitment to Maria Montessori’s principles for the whole child. We anticipate concluding the strategic planning effort in March 2011 with a committee recommendation to the DMS Board of Directors for final approval. As a key part of our planning, we would like to ask for your help and a few minutes of your time to complete a short internet-based survey. As a parent of a former Discovery Montessori School student, your experience and insights are critical to the priorities we consider. In addition, the information you provide will be used to assist us in tracking our alumni students’ progress both academically and socially, as well as address transition questions posed by current families. Since survey results are being compiled by an independent agency, your comments and input will be kept anonymous.


sp 2011 meeting #2

Here are the instructions for accessing and completing the survey: 1.! Click on the following online internet address: http://www.zoomerang.com/Survey/WEB22BHKXX3UEN/ 2.! It will take you directly to the 20 question survey. Your completion of the internet survey by Friday, December 31 with authentic feedback is a gift to the future students of Discovery Montessori School.In gratitude, Kim Bednarek, Head of School

THE SURVEY: 1.!How many children have you enrolled at Discovery Montessori?; 2. Upon enrollment, how long did you foresee your child/children staying at Discovery Montessori?; 3. Through what level did your child/children stay?; 4. I believe that while my child/children were enrolled, Discovery Montessori promoted worthwhile values.; 5. I believe that while my child/children were enrolled, Discovery Montessori provided a challenging and motivating learning environment.; 6. I believe that while my child/children was/were enrolled, my child/children enjoyed school.; 7. Overall, I was satisfied with my child’s Montessori experience at Discovery.; 8. I was satisfied with my child/children’s academic progress while at Discovery Montessori.; 9. If you could have made changes to the curriculum, what would they have been?; 10. I was satisfied with the enrichment programs provided at the school.; 11. I felt that the teachers at Discovery Montessori were extremely capable.; 12. I was satisfied with the quality of the information I received from the teachers about my child/children’s academic and social progress at Discovery Montessori School.; 13. Of the choices listed below, rank order the factors you considered when evaluating your decision to leave Discovery Montessori.; 14. My child/children made a smooth and successful transition to their next school.; 15. My child was enrolled in the school of our choice after Discovery Montessori.; 16. Please tell us where your child/children were enrolled following Discovery Montessori.; 17. Overall what grade would you give Discovery?


http://www.zoomerang.com/Survey/WEB22BHKXX3UEN/%22%20%5Ct%20%22_blank

http://www.zoomerang.com/Survey/WEB22BHKXX3UEN/%22%20%5Ct%20%22_blank

sp 2011 meeting #2

THE INTERNET SURVEY RESULTS SUMMARY: Background; On December 3, 2010 an internet survey using Zoomerang.com was initiated to gather input from parents of past Discovery Montessori School Students. The purpose of the survey was to gather information from them that could be used to develop plans to further improve the functioning of the school. An email was sent to 219 parents requesting their participation in the survey. The survey was active throughout the month of December and was closed on January 3, 2011. Of the 219 emails sent out, 81 emails were opened and read. 22 parents responded to the survey for an overall response rate of 10%. For a comprehensive review of survey results including statistical breakdowns and individual parent comments go to the following web address:

Overall Findings: Good mixture of respondents. Responses indicated the views of single student families with multiple student families. Students represented all grade levels; Slightly more parents kept their students through upper elementary then initially anticipated doing so. 40% of all parents foresaw their children attending through upper elementary. 45% stayed through upper elementary; Strong belief that DSM promoted worthwhile values, and provided a challenging and motivating environment. Only one parent in 25 disagreed with these statements; Unanimous agreement that children enjoyed school; High level of parent Satisfaction with both their child’s experience and academic progress at DSM; High level of satisfaction with enrichment programs; High level of agreement that teachers were capable; High level of satisfaction with quality of information received from teachers.


sp 2011 meeting #2

Reasons for leaving: #1 – Tuition (11 rated as first or second in importance); #2 – Montessori method (6 rated as first or second in importance); #3 – Curriculum (6 rated as first or second in importance). Transition to next school not an issue for large majority of respondents’ children. Where issues occurred, reasons varied. No strong problem trends emerged. More respondents’ children go to public elementary schools than to private schools 12 v. 8. Of these, 4 children went on to other Montessori schools.

Overall grade given to DMS: A – 19; B – 2; C – 1 (no D’s or F’s)


strategic plan 2011


sp 2011 meeting #2

Target Group #3 – Report on the competition – Montessori’s, Public schools, Private schools (Waldorf)

Background: The group was asked to: (1.) Identify and assess DMS competition (2.) Identify middle school options and assess DMS students’ preparedness for the transition.

Methods: (1.) Obtain Common Core State Standards and compare to DMS learner outcomes/curriculum; (2.) Compile learner outcomes/curriculum info from Duval and St. Johns county public schools and compare to DMS learner outcomes/curriculum; (3.)! Visit K-5 competitor schools and assess 3 core areas; (4) Explore these areas during visits: (see attached documentation) Attitude, Academics, Amenities.

Results to date (Target Group #4): Have copy of Common Core State Standards (which State of FL adopted as of July 2011) http://www.corestandards.org/ This link will also direct you to Next Generation Sunshine State Standards. http://www.floridastandards.org/Standards/Common_Core_Standards.aspx


http://www.corestandards.org/

http://www.corestandards.org/

http://www.floridastandards.org/Standards/Common_Core_Standards.aspx

http://www.floridastandards.org/Standards/Common_Core_Standards.aspx

sp 2011 meeting #2

Results to Date cont...: Have learner outcome/curriculum information for St. Johns/Duval county public/private schools; DMS faculty and administration working on developing detailed curriculum mapping for all levels as part of FKC, FCIS, AMS accreditation process; Results on Attitude, Academic and Amenities (on attached grid)

Identify Middle School Options and assess DMS’ preparedness for transition

Methods: (1.)!Visit Key Middle Schools where are children are likely to transition; (2.) Gather information on whether graduates have transitioned successfully academically and socially; (3.) Determine whether middle schools are familiar with DMS and research our reputation; (4.)!Review Middle School Curriculum(s); (5.) Research validity of ISEE scores compared to admission rates.

Results: School visits have occurred or are scheduled for these middle schools: Bolles Middle School (private); Episcopal Middle School (private)Providence (Private);James Weldon Johnson (gifted, talented, college prep magnet, rated #1 MS in State); Julia Landon (gifted, talented, Leadership, college prep magnet); Fletcher Middle (DMS Neighborhood); Mayport Middle (Coastal Sciences Magnet).


sp 2011 meeting #2

Target Group #5 – Jacksonville Beach Community Outreach Report: Penny Christian and Michael Meyers were charged with investigating possible ways of deepening the School’s involvement in the local community. Ms. Christian, a member of the Jacksonville Beach City Council, met with the Mayor and discussed the idea of working with the School to develop a pilot program (to be offered to other schools) that would introduce students in an age-appropriate way to the workings of local government. The introduction would include how laws are made, the services provided by local government (water, electricity, garbage, roads, sidewalks, parks, public safety including police, fire and life guards, golf, etc.) and how those services are paid for. With respect to the services, one or more might be chosen to investigate in depth, e.g. where the water comes from, pre-delivery treatment, the delivery infrastructure, and how waste water is handled.

The City is ready to commence work on the program this spring. This seems a great way for the City to contribute to the education of students at Discovery, and Discovery can help to develop the program for use at other schools as well. In terms of how the School can contribute to the Community, ideas discussed included helping to keep a park or beach clean, construction of some needed item at a park, and/or planting a tree or trees at a park.


strategic plan 2011


SWOT 2011

The Planning Team participated in a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats): This type of process is frequently used in the early stages of Strategic Plan development in order to help set the context for the plans and goals that will be relevant. As part of this we reviewed SWOT 2005 (see attached).

The Team identified the following strengths and weaknesses of Discovery Montessori School and the opportunities and threats facing the school. After identifying the items for each category, the Team participated in a polling activity to prioritize the items. The number of votes given to each item is noted and the lists are stated in order from highest to lowest priority. Please note that even those given 0 votes should not be ignored.

STRENGTHS that Discovery Montessori School could leverage: The method (19 votes); Committed and credentialed Montessorians (16 votes); Facility and campus! (17 votes); Student- teacher ratios (6 votes); “Real” school for <4 yr old (5 votes); Multiculturalism and acceptance (3 votes); Fiscally sound (2 votes); Develops love of learning (2 votes); Continuous improvement (2 votes); Enrichments/after school programs (2 votes); Whole child development/independent thinkers (2 votes); Staff professional development and benefits package (1 vote); Vision of student outcomes (0 votes); Strong PTO (0 votes); Educated parents that ask the right questions (0 votes); Calming environment (0 votes); Enriched environment (0 votes); Multi-age classrooms (0 votes); Science supporting the Montessori Method (0 votes); Individualized curriculum (0 votes); Strategic Planning and commitment to standards (0 votes).


SWOT 2011

WEAKNESSES we could work to improve: Upper Elementary program (20 votes); Too small/insufficiently diverse/skill under-represented Board of Directors (8 votes); Recording and reporting of Student progress (7 votes); Parent education on the Montessori method (4 votes); We are expensive (4 votes); Insufficient Teacher bench strength (4 votes); No endowment - $$$ (3 votes); Web presence underdeveloped and underutilized!(3 votes); No Maintenance reserves! (2 votes); Limited opportunities for parent education (1 vote); Lack of DMS profile with middle schools (1 vote); Limitation of time for staff curriculum alignment and mapping!(0 votes); Size of the school (0 votes); Communication (0 votes); Lack of info on middle school options for our students (0 votes)

OPPORTUNITIES we could take advantage of: “Tell the story” – Marketing (13 votes); Leverage the web – web optimization (12 votes); Broaden our fundraising community (10 votes); Add 7th and 8th grade program (6 votes); Add a 6th grade (4 votes); Promote advantages of Montessori Method (4 votes); Board size and diversity (3 votes); Become recognized nationally as a model Montessori School (2 votes); Deepen our influence in the community (2 votes); Relationship with Jax Beach City for service and learning programs (0 votes); Internship program (0 votes); Current public school landscape - underperforming schools (0 votes); Parent education on the Montessori method (0 votes); Competitive tuition vs. other private schools (0 votes); Develop and maximize a technology lab (0 votes); One child for every seat = 175 (0 votes).


SWOT 2011

THREAT we could work to mitigate: Staff turnover (13 votes); Other private schools (7 votes); Strong Magnet school program (6 votes); Rising employee benefit costs! (5 votes); Misconceptions about Montessori (5 votes); Concern about middle school placement (5 votes); Competition for quality faculty (3 votes); Tuition (1 vote); Unemployment (1 vote); Voluntary Pre K (0 votes); Limited space for expansion (0 votes); Poor economy (0 votes); Home schooling (0 votes); Uncertain legislative environment regarding schools (0 votes); New private schools opening nearby (0 votes); Technology outpacing our resources (0 votes); By laws and governance (0 votes).


Strategic PLAN 2011


sp 2011 meeting #3

February 12, 2011: Vision Development / Initiate Strategy Development

Planning Team members participated in an exercise that answered the question “What does success look like in the year 2016?” The following statements were developed: (1.) Discovery Montessori School represents academic excellence and embodies the highest Montessori principles as an accredited, independent school with a documented curriculum outlining student outcomes. (2.) We are recognized nationally as a top Montessori School. (3.)!Parents are excited to send their students here. (4.) Graduates are sought by leading middle schools and go on and transition successfully to the school of their choice. (5.) DMS is financially sound with an adequate endowment and reserves and a balanced operating budget. (6.) We have stable leadership and a strong and diverse Board of Directors. (7.) DMS cultivates a culture of philanthropy among our students. (8.) We have a collaborative team of valued, devoted, fulfilled and highly skilled Montessori teachers. (9.) DMS has an excellent elementary program with a full complement of students. (10.) We offer a well-rounded enrichment program. (11.) We are a valued and well-known contributor to the community.


sp 2011 meeting #3

In a discussion about strengthening the Upper Elementary program, the following diagram was developed to help planners better understand the current situation and future possibilities for student enrollment by level.

Current/Future

! ! 8 Students (25-30 students)! ! Grade 4-6

! 17 Students (50 students) Grade 1-3

! 80 + Students Pre-Primary (3-6)

12 students! ! 12 students Toddler


strategic plan 2011


sp 2011 meeting #4 & #5

March 12, 2011: Meeting #4 on Strategy Development led to a working draft Plan document: Where are we now; Ready to work; Common frame of reference for developing strategies; Define what will be done in the future; Understand how you will build your strategies (Strategy Development attached); overview of process; formation of Key Results areas with a 5 year perspective; Be clear about what is coming up.

March 24, 2011: Meeting # 5 on Goal Development led to a working draft Goal document: Understand how to write a Goal; Overview of SMART goals (see attached); Go home with a feeling of accomplishment, the knowledge of better things to come and the appreciation of all DMS students, parents, Board and staff.


strategic plan 2011


SP april 2011 finAl !

Introduction and Background: In the fall of 2010, the Discovery Montessori School (“School”) Board of Directors (“Board”) assembled an ad hoc Strategic Planning Committee (“Committee”) to update the strategic plan for the school. The eleven member Committee consisted of the Board members, the Head of School, two teachers, two parents, one of the school founders and a member of the Jacksonville Beach City Council, and the process was facilitated by Jim Dixon, a strategic planning consultant.

During the fall of 2010 and the first quarter of 2011 the Committee participated in a series of facilitated work sessions to develop a 5 five year plan. The plan development process started with data-gathering to survey local needs, and local, regional and national environmental forces and issues impacting the school. Data-gathering included a parent survey, internet based research, and telephone and face-to-face interviews with various schools in the community.

Using the results of the data-gathering, the Committee moved into the next steps of the process: verification of the School Mission and Core Values (which had been updated by the Board and adopted by the School community in a process earlier in 2010); development of a Vision for the School in 2016; and identification of key areas of focus to accomplish the Vision together with associated strategies.

The process was designed to bring together the many facets of the School community, and to develop a comprehensive plan that unites and guides the School community over the upcoming years. The meetings were well attended, and all Committee members actively participated.


SP april 2011 finAl !

Definition of Primary Planning Terminology: Mission – The overall statement of purpose of the organization. Mission has a long term, 15 to 20-year life span; Vision – A description of the desired future state. Vision has a 5+ year time horizon; Key Result Area – This is an area of focus for plans and activities. It is an area in which the organization will achieve results. A Key Result Area has a 0-5-year time frame; Strategies – These are the means by which the organization intends to achieve results. Strategies have a 0-5 year time frame.

OUR MISSION: To inspire our children to become passionate lifelong learners and responsible world citizens, in a challenging and nurturing academic environment firmly rooted in Montessori principles.

OUR VISION: To cultivate an inclusive and vibrant community that promotes knowledge, creativity, independent thinking and mutual respect

Vision for 2016: The Committee developed the following statements to clarify “what long term success would look like.” Rather than reviewing these statements as specific goals, the reader should consider the statements as a reflection of the aspirations of the Committee for the School and a context for the Key Result Areas and Strategies which follow.


vision for 2016 !The School represents academic excellence and embodies the highest Montessori principles as an accredited, independent school with a documented curriculum outlining student outcomes.

The School is recognized nationally as a top Montessori School.

Parents in northeast Florida are excited to send their children to the School.

The School has excellent toddler, pre-primary and elementary programs with a full complement of diverse students.

Graduates are sought by leading middle schools and transition successfully to the school of their choice.

The School has a collaborative team of valued, devoted, fulfilled and highly skilled Montessori teachers.

The School has stable leadership and a strong and diverse board of directors.

The School is financially sound, with an adequate endowment and reserves and a balanced operating budget.

The School cultivates a culture of student philanthropy and service learning.

The School offers a well-rounded enrichment program.

The School is a valued and well-known contributor to the northeast Florida community.


key result areas

Key Result Area #1 – Program Enhancement and Academic Excellence

Background: Academic excellence has always been a principal Core Value of the School. The School adheres closely to the approach to child education developed by Italian physician and educator Maria Montessori, and the School’s students are known for being self starting and possessing high levels of personal maturity.

After completing their years at the School, students matriculate to other schools in northeast Florida, so that the School is part of a larger community educational system. Over the years the School has made and continues to make appropriate, Montessori-based programmatic adjustments to facilitate students’ successful transition to other schools. Based on its success and positive reputation, the School has grown over the past 21 years from its opening in 1990.

The economic crisis in 2008 and continuing fallout have placed pressure on the School to compete more capably with other schools to maintain high levels of enrollment. Based on the parent survey, a majority of students who left the School in the past few years reportedly did so for financial reasons. Upon deeper analysis, however, it is worth noting that a significant percentage of the students who left went on to enroll in another private school in the region. It is possible therefore to conclude that these parents sufficiently value a private education over a public education to be willing to continue to pay for it, and that in spite of the nearly uniform praise these parents gave to the School they decided to select another private school over the School.


key result areas

As a result, the School believes it must invest in continuing to develop a sustainable and unique competitive advantage over other private schools in the community, and effectively communicate the differences to parents and community members. If it is to continue to grow, keep its students and build enrollment, the School must further enhance the excellence of its educational offering, its already strong teacher staff and its ability to demonstrate how its program is superior to other programs in the northeast Florida area.

Strategy: To develop a sustainable competitive advantage that is unique to other schools in the region, we will do the following. (1.)!We will redouble our efforts to make the elementary program a destination for all students, while maintaining the excellence and Montessori focus of our toddler and pre-primary programs.(2.) We will seek and obtain appropriate Montessori accreditations. (3.) We will emphasize teacher excellence by providing state of the art continuing education. (4.) We will investigate ways to better structure our compensation and reward systems to reflect the goals of the School. (5.) We will emphasize the importance of a quality work environment so that our teachers and staff perform at the highest levels. (6.) We will continue to build our student philanthropy program. (7.) We will continue to work to ensure a diverse student population, including economic diversity. (8.) We will increase our presence in and contributions to the community. (9.) We will investigate the feasibility of becoming a “World School” that adheres to International Baccalaureate (IB) standards. We will look at other Montessori schools that have been able to successfully overlay World School requirements with their Montessori School methods. (10.) In the medium term, we will investigate the formation of a middle school that would enable our students to proceed directly to high school after progressing through our pre-primary, elementary and middle school programs.


key result areas

Key Result Area #2 – Marketing and Fundraising

Background: Since the financial crisis in 2008, the economy has pressured the educational system in general and private schools in particular. The School derives its funding from two primary channels, tuition and donations, and both have been impacted. Although the decreases have been manageable to date, the School must focus concerted efforts to maintain and increase enrollment, increase donations and further build the basis for long-term fiscal strength and stability.

Strategy: Our strategies for increasing enrollment at the School will be based primarily upon a comprehensive initiative to communicate the School’s record of academic excellence and whole child development.

(1.) We will aggressively market throughout the northeast Florida community. This will occur in the following ways: Advertising, Community-based informational programs and enhanced use of interactive media all aimed at “telling the story” of a Discovery Montessori School education, We will involve parents as part of the promotional process to add credibility to our story, We will seek appropriate professional help to strengthen our marketing practices.

(2) Since the “bread and butter” of the school has been the toddler and pre-primary programs, we will focus on maintaining enrollment at these levels.


key result areas (3.) We will implement a program to educate every School parent from the first day about the benefits of keeping their children at the School through the elementary program, so that becomes the parent expectation.

(4.) We will launch one or more fund-raising initiatives to build the long term financial viability of the School and to provide additional scholarship support for students.

Key Result Area #3 – Board Development

Background: The current Board is a small, highly engaged group of individuals who are very committed to the School. Over the past year the Board has played an important role in advancing the School, including by initiating this update of the School’s strategic plan. The Board has also taken steps toward becoming a more skillful and fully functioning body. Board members participated in a workshop on non-profit board practices, which resulted in additional clarity on the oversight role of the Board and led, among other things, to the Board’s leading a community wide review of and update to the School’s Mission, Vision and Core Values, and reinvigoration of the Annual Fund. The Board desires to increase the size of its membership and add additional competencies.

Strategy: Our strategy will be to grow the Board in both size and capability.

(1.) We will add Board members to achieve improved capability and skill sets. New members will possess skills such as marketing and advertising, finance and accounting, and education, and will enhance


key result areas

(1.) We will add Board members to achieve improved capability and skill sets. New members will possess skills such as marketing and advertising, finance and accounting, and education, and will enhance diversification. This will increase our ability to better fulfill our Board governance role and will better reflect the community that we serve.

(2.) We will institute an annual Board evaluation to continually improve the operation and effectiveness of the Board.


strategic plan 2011


SP Goals April 20111Key Result Area #1 – Program Enhancement and Academic Excellence

Our Goals: (1.) We will obtain the following accreditations: Reaccreditation through the Florida Kindergarten Council – end of 2011-2012 school year; Inaugural accreditation by the fall of 2013 from:The Florida Council of Independent Schools, and American Montessori Society. (2.) By the spring of 2012 we will make a go-no go decision on pursuing World School /IB status based on a study/analysis of the impacts on the School. (3.) We will achieve year-on-year gains in enrollment for the elementary program over the next 2 years.

Key Result Area #2 –Marketing and Fundraising

Our Goals: (1.) By January 2012 enhance the school website to provide greater interactivity for parents, students and the community. (2.) Develop a written marketing plan that targets both prospective and existing parents. (3.) By the fall of 2012 develop a plan to establish and strengthen relationships between the philanthropic community and the school which will lead to the establishment of an endowment.

Key Result Area #3 – Board Development

Our Goals: (1.) We will expand the Board to 7 members by the fall of 2011. At least one new member will have a strong background and skill in finance and accounting. (2.) By May 2011 we will establish committees or task teams from the board to provide support to the highest priority strategic plan goal. (3.) The board will participate in at least one annual board development workshop in order to stay abreast of contemporary board practices.


strategic plan 2011


Discovery Montessori School
