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Strategic Plan 2004 - 2006

Mapping Our Future


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Table of Contents

Strategic plan................................................................................................................................................................2

STRATEGIC PLANNING PROCESS.........................................................................................................4

Strategic plan................................................................................................................................................................4

Strategic plan................................................................................................................................................................8

MISSION AND PHILOSOPHY....................................................................................................................9

Strategic plan................................................................................................................................................................9

TOP TWENTY-ONE STRATEGIC PLANNING GOALS...........................................................................10

MARKETING & PUBLIC RELATIONS......................................................................................................11

Strategic plan..............................................................................................................................................................10

Background..................................................................................................................................................................11

Overview......................................................................................................................................................................11

Strategic plan..............................................................................................................................................................13

EDUCATION.................................................................................................................................. ...........33

Vision............................................................................................................................................................................33

Background..................................................................................................................................................................33

Strategic plan..............................................................................................................................................................36

Strategic plan..............................................................................................................................................................65

Strategic plan..............................................................................................................................................................67

GOVERNANCE & LEADERSHIP..............................................................................................................68

Background..................................................................................................................................................................68

Strategic plan..............................................................................................................................................................73

Appendix to Governance & Leadership...................................................................................................................91

Strategic plan..............................................................................................................................................................92

Strategic plan..............................................................................................................................................................94

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FACILITIES...............................................................................................................................................95

Background..................................................................................................................................................................95

Strategic plan..............................................................................................................................................................99

Appendix - Facilities Wish List................................................................................................................................107

DEVELOPMENT......................................................................................................................................108

Background................................................................................................................................................................108

Strategic plan............................................................................................................................................................113

Appendix to Development........................................................................................................................................117

FINANCE.................................................................................................................................................119

Strategic plan.............................................................................................................................................................124

Background ...............................................................................................................................................................119

Appendix to Finance.................................................................................................................................................132

SOURCES...............................................................................................................................................134

Strategic plan.............................................................................................................................................................136

APPENDIX 1 STRATEGY LIST BY RESPONSIBLE PARTY..............................................................136

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Strategic Planning Process


BACKGROUND

HistorySouth Shore Charter School (SSCS) was founded in 1995 by a group of

parents and teachers in Hull who wanted something more than aninstitutional education for children. A kindergarten through high schoolcharter school was created to foster a rigorous and innovative curriculumwith hands-on learning experiences for a comprehensive and lastingeducation.

Teachers work closely with students to nurture self-expression while

helping them to achieve their full academic potential. With multi-ageclassrooms, younger students are exposed to the work of older students,allowing a deeper level of understanding to take place. This model also givesolder students the opportunity to reinforce previously learned concepts. Thefounders of South Shore Charter School wanted students to be well-educated, self-assured, inquisitive, and articulate citizens of the world.

Today SSCS enrolls about 370 students from 20 different communities.On the horizon is a new campus located in Norwell that will replace the threeseparate buildings in Hull, which currently house the school.

Incentives for a Strategic PlanWith the impending loss of two of the three leased buildings and the need

for expanded facilities, the Board of Trustees decided to focus their attentionon finding a single campus. In addition, they realized the importance ofcrafting a comprehensive strategic plan to guide the school with action-oriented recommendations for its growth over the next three years.

The major concerns leading to the development of a Strategic Planincluded:

Rising enrollment at the Hull facilities has created overcrowding

at the lower levels. Lack of facilities at the upper level hascaused withdrawals and limited new enrollment. A framework isneeded to provide a physical plant that supports the schoolsprograms and reinforces the SSCS mission and philosophy.

Too much dependence on public funding prohibits institutionalgrowth and jeopardizes the quality of SSCSs educational

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programs. An expanded capacity to raise private funds is criticalto the long-term success of the school.

A gap between the innovative curriculum called for by thefounders and what is happening daily in the classroom isapparent at the high school level. Course offerings andextracurricular activities must be expanded and the culture ofSSCS must be preserved as the school relocates and grows.

Too few beyond the immediate SSCS community know about orappreciate the extraordinary level of education being carried outdaily in the school. Stronger marketing and public relationsinitiatives are needed to promote the schools numerous

strengths.

Parents, faculty, administrators, and board members have beenquestioning the schools governance structure. There is a needfor a re-examination of basic governance policies. The roles andresponsibilities of various parties need to be clarified.

Clear guidelines for sound fiscal practices have enabled theschool to purchase a campus. Financial goals and policies mustcontinue to be monitored and realigned to meet the needs of thegrowing school.

OVERVIEW

2002 SurveyThe Governance Committee of the Board of Trustees conducted a detailed

survey of Trustees and Faculty in the fall of 2002 seeking to identify andprioritize issues and needs of the school community. The results of thesurvey showed the following as primary concerns in order of priority:Facilities, Marketing & Public Relations, Development & Fundraising,Finances, Governance & Leadership, and Education.

Outside CounselDuring the 2002/2003 school years, SSCS was chosen to receive a

portion of a board leadership grant, which had been awarded by the StatesDepartment of Education to Rising Tide Charter School. This grant moneyenabled SSCS to begin the process of developing a strategic plan that wouldact as a model for other charter schools. The Board of Trustees voted to hireCase & Mann, consultants for non-profit organizations, to assist a StrategicPlanning Committee in launching the Strategic Planning Initiative2004-2006.

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Formation of the Strategic Planning CommitteePursuant to the advice provided by Case & Mann, a Strategic Planning

Committee comprised of Committee Co-Chairs Kate Brigham and SarahOLoughlin and two champions for each of six planning areas wasestablished and approved by the Board of Trustees. The Strategic PlanningCommittee was comprised of:

Co-Chairs Kate Brigham Sarah OLoughlinMarketing and PublicRelations

Debbie Aiken Malee Nuesse

Education SusanCunningham

Barbara Fournier

Governance/Leadershi

p

Critt Jarvis Frank White

Facilities Alan Bruce /GaryGlines*

Kate Smith

Development Daniel Matthews Patty Mullen* /SusanTaggart

Finance Miriam Brownewall John BuckleyResearch Assistant Nancy ThomasSecretary Amy JarvisSSCS ExecutiveDirector

Mike Munhall (exofficio)

Chair, SSCS Board of

Trustees Kathy Arthur-Tyler (ex-officio)

*Joined the Committee partway through the planning process.

Development of the Strategic PlanThe Strategic Planning Committee met for the first time on April 30, 2003.

The research phase of the planning process began shortly thereafter.

Faculty members, administrators, current and former board members,parents, students, personnel from other charter schools, and representativesof the States Department of Education were interviewed. Opinion surveyswere developed, distributed, and interpreted. SSCS Bylaws, policy

statements, handbooks, school evaluations and annual reports werereviewed. Strategic plans generated by other charter schools and non-profitorganizations were reviewed as were relevant guidebooks published by theNational Association of Independent Schools.

The Content and Structure of the Strategic PlanThe core of the Strategic Planning Initiative 2004-2006 focuses on six

sections devoted to Marketing & Public Relations, Education,

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Governance/Leadership, Facilities, Development, and Finance. Each sectionincludes an introduction and a listing of goals with strategies to achieve the

goal. Each strategy identifies the person responsible for its execution, a datefor its completion, and a completion assessment.

A listing of the Top Twenty-one Strategic Planning Goals is included in thedocument. These are the goals that the Strategic Planning Committee deemsto be SSCSs most important goals in each of the six sections over the nextthree years.

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CONCLUSION

The Strategic Planning Committee respectfully submits this report andstrongly urges the Board of Trustees to adopt its recommendations.

The Committee believes that the reports recommendations have evolvedfrom a sound research process that included thoughtful contributions from abroad spectrum of the SSCS community, as well as the insights of thoseoutside the school who, through training and experience, have much toshare. In addition, the Committee believes the reports recommendations arebroad in scope, realistic and achievable.

Most importantly, adoption of the report is critical to successfully meetingthe two most difficult challenges South Shore Charter School faces: 1) theprotection and transfer of the SSCS culture and educational experience sohighly valued by the school community to the new campus in Norwell, and 2)the simultaneous expansion into new educational areas required to meet theneeds of a broader, increasingly diversified student population.

Adherence to the Strategic Plan will produce an effective public relationsand marketing program, a strong fundraising and development capability,sound policies and procedures for financial stability, an efficient, trustedgovernance structure, a comprehensive facilities program, and a powerfuleducational program, all of which are essential for the school to achieve itsstated mission and philosophy.

The Strategic Planning Committee urges the Board of Trustees to acceptand ratify the Strategic Planning Initiative 2004-2006.

Respectfully Submitted By:

Kate Brigham and Sarah OLoughlin, Co-Chairsand the members of the SSCS Strategic Planning Committee

December 17, 2003

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Mission and Philosophy

Mission and Philosophy

OUR MISSION

South Shore Charter School inspires students to achieve their potential inacademics, career and life. This is accomplished with an innovativecurriculum that addresses the learning styles of the individual student,complemented by a real-life experiential learning program, within acommunity that encourages service, leadership and respect.

OUR PHILOSOPHY

Promote life skills for individual achievement in education, career,community and life;

Foster relationships between students, staff, and parents that arerespectful and caring;

Nurture the development of a civil community and supportive andsafe learning environment through small multi-grade classrooms;

Maintain low student/teacher ratios by hiring dedicated, talentedteachers who provide opportunities for individualized guidance andinstruction;

Cultivate in students the ability to become independent learners, to

take risks, and to apply academics to their life experiences; Produce active, engaged thinkers and communicators who value

teamwork and leadership through cooperative and collaborativelearning and teaching;

Support multiple-intelligence learning through project-based andperformance-based assessment;

Encourage parents, students and teachers to serve the schoolcommunity and beyond;

Ask students to explore and develop talents and interests outsidethe classroom;

Create an environment in which the best education occurs throughadministrators, parents, staff, teachers and trustees workingtogether to pursue common goals.

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Top Twenty-one Strategic Planning Goals


Marketin and Public Relations

Address immediate outreach & marketing needs to maintain and increase

Nurture relationships with new and returning parents to increase enrollment,limit withdrawals, and encourage gift giving

Increase visibility and community goodwill by nurturing relationship with

Education

Strengthen Secondary School curriculum, programs, and supports for

Refine the structure and outreach of projects

Promote K-12 culture and unity

Increase su ort for Facult Staff and Administration

Governance/Leadership

Strengthen the effectiveness of the Board of Trustees

Improve communication within SSCS governance structure

Clarify and revise policies regarding SSCS governance roles of the BOT, theExecutive Director, the faculty, the parents, and the students

File SSCSs application for renewal of a public school charter

Facilities Establish a capital plan for renovations to facilities and purchase of

Develop a comprehensive student transportation plan to maintainenrollment, limit withdrawal and facilitate students off campus experiences

Investigate potential after-school hour uses for earned income opportunities

Establish athletic program facilities

Develo ment

Develop new fundraising initiatives

Establish and execute multiyear development plan

Inventory and motivate current development resources

Finance

Maintain policy and practice of balanced budgets in all fiscal years

Increase income from non-tuition (grants and donors) sources as well asincome earned from tuition sources from present level

Increase faculty/staff benefits and salaries

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Marketing & Public Relations

BACKGROUND

Historically, marketing and public relation efforts were implementedsporadically for the sole purpose of increasing enrollment. Staff and facultywere responsible for developing marketing initiatives with no annual orstrategic plan in place. A marketing and PR position, on a paid or voluntarybasis, does not currently exist. With our impending move to a larger facilityin a neighboring town, and our plans to increase enrollment on thesecondary level, a well-conceived and executed plan is critical to thecontinued viability and growth of our school.

OVERVIEW

SSCS recognizes that effective communications and a solid marketingeffort are fundamental to a charter schools long-term success.Communications is at the heart of SSCSs goal to grow and prosper and isconsistent with the schools vision of establishing an educationalenvironment that integrates community input, involvement and initiatives. Acomprehensive marketing and PR plan will embrace internal and externalcommunications with all members of the SSCS community. It will

(1) Increase awareness about who we are and why we are different(2) Strengthen communication with faculty, staff, parents, and alumni

for a more cohesive, empowered, and vibrant community(3) Expand the role of SSCS by reinforcing the educational nature of the

school to the community-at-large.Articulating and delivering our message clearly and deliberately is vital to

enrollment growth as well as to our development/fundraising programs.

GOAL # 1

Address Immediate Outreach & Marketing Needs to Maintain andIncrease Enrollment

Strategies:

A. Develop Community Relations, Admissions & Marketing Committee(CRAM).

The goals of this committee will be to:

Establish Transition Oversight Team

Nurture relationships with new and returning parents

Implement strategy to increase and manage enrollment efforts

Develop and implement PR & Marketing/Outreach strategy

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Responsibility: Executive DirectorTiming: February 2004

Assessment: Committee in place and priorities made at firstmeeting

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Marketing and Public Relations

GOAL # 1 Strategies, continued

Address Immediate Outreach & Marketing Needs to Maintain and

Increase Enrollment

B. Consider hiring Director of Outreach & Marketing. (see Gov. 5A)

The Director of Outreach & Marketing will be responsible for, but notlimited to, the following:

Implement strategy to increase and manage enrollment efforts

Develop and cultivate network of internal and externalcommunity contacts (in tandem with Director of Developmentand Executive Director)

Develop and implement PR & Marketing/Outreach strategy

Serve as administrative liaison to the All Parents Group

Manage volunteer coordinators (including CRAM chairperson)

Establish benchmarks to measure success

Responsibility: Executive DirectorTiming: Feb 2004, Nov 2004, May 2005, Nov 2005, May 2006,

Nov 2006Assessment: Position is filled

GOAL #2

Nurture Relationships with New and Returning Parents toIncrease Enrollment, Limit Withdrawals, and Encourage Gift

Giving

Strategies:

A. Reorganize the All Parents Group and create a new ParentAssociation (see Gov 4A)

Responsibility: Executive Director w/assist from All Parents GroupChair

Timing: January 2004Assessment: Increase in Parent Volunteers, more cohesive and

productive group

B. Establish an Ambassador Program to welcome new parents.

Parent hosts have frequent contact with new family for first severalmonths beginning prior to start of school

Responsibility: Director of Outreach & MarketingTiming: May 2004, May 2005, May 2006Assessment: Decrease in withdrawals and or increase in referrals

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GOAL #2Strategies, continued

Nurture Relationships with New and Returning Parents to Increase

Enrollment, Limit Withdrawals, and Encourage Gift Giving

C. Develop a welcome packet and a welcome-back packet.

Welcome packet includes:Welcome Brochure

Parent questionnaire (work background ~gift giving, skills~volunteer opportunity, etc)

SSCS Directory (highlight new families with an *)

Returning and new parent reception invitation

Child-specific needs for start of school year (supplies, forms etc)

Responsibility: Principal of Primary for K-8, and Principal of

Secondary for 9-12Timing: July 2004, July 2005, and July 2006Assessment: Decrease in withdrawals, increase in enthusiasm of

parents, increase in referrals

D. Develop a calendar of events incorporating:

Open houses

Fundraising activities

School-wide events and meetings

Periods of testing, etc.

Responsibility: Executive Director w/ assist from All Parents ChairTiming: August 2004, August 2005, August 2006Assessment: Families will receive calendar in August mailing

E. Develop, print & distribute a SSCS Directory to include:

Calendar of events

Parent contact info

Classroom rosters

Committee/volunteer info and opportunities, etc.

Responsibility: Executive Director w/input from CRAMTiming: October 2004, October 2005, and October 2006

Assessment: All families will have a directory

F. Coordinate the hosting of town-specific Open Houses in familyhomes

Target towns surrounding the new facility (Rockland, Hanover,Hingham Weymouth, etc.) Parents host and faculty member and/or orExecutive Director attends, in addition to other SSCS parents

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Responsibility: Executive Director with assist from TransitionOversight Team

Timing: March 2004, March 2005, March 2006Assessment: Increase referrals/applications

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GOAL #2 Strategies, continued

Nurture Relationships with New and Returning Parents to Increase

Enrollment, Limit Withdrawals, and Encourage Gift Giving

G. Plan a new parent & returning parent reception

Responsibility: Executive Director with assist from CRAMTiming: Aug 2004, Aug 2005, Aug 2006Assessment: Details of the event are in place

H. Host a new parent and returning parent reception

Responsibility: Executive Director

Timing: September 2004, Sept 2005, Sept 2006Assessment: At least of the parents attend the event

GOAL # 3


Strategies:

A. Establish Transition Oversight Team

Transition Team may be a task force under CRAM

Responsibility: Executive DirectorTiming: February 2004Assessment: Decrease in withdrawals and/or increase in re-

enrollment

B. Contact all families from Coastal Towns to identify potentialwithdrawals

Telemarket 140+ SSCS families in coastal towns that may feeladversely affected by move to new campus; discuss advantages

Responsibility: Chair of Transition Oversight TeamTiming: Feb 2004 June 2004Assessment: School will be aware of all potential withdrawing

families from Hull

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GOAL #3 STRATEGIES, CONTINUED


C. Investigate problem-solving strategies for all withdrawing families

Responsibility: Chair of Transition Oversight TeamTiming: June 2004 August 2004Assessment: Maximum retention of Hull families; all Hull families

will report that problem-solving strategies wereinvestigated on their behalf during exit interviews

D. Telemarket families who previously left SSCS due to geographicissues

Responsibility: Chair of Transition Oversight Team

Timing: February 2004Assessment: Decrease in withdrawals and/or increase in re-

enrollment

E. Develop exit and entrance strategies from Hull to Norwell

This would include expressing appreciation for support to localbusinesses, Hull Public Schools, local government (HRA), Fire andPolice etc as well as making plans to establish relationships withsimilar groups in Norwell

Responsibility: Executive Director with assist from Chair of

Transition Oversight TeamTiming: March 2004Assessment: Decrease in withdrawals and/or increase in re-

enrollment

F. Schedule group teas/meetings in SSCS family homes

Responsibility: Chair of Transition Oversight TeamTiming: March 2004,Nov 2005, March 2005, Nov 2006, March

2006Assessment: Decrease in withdrawals and/or increase in

enrollment

G. Explore car pooling and bus options

Responsibility: Chair of Transition Oversight TeamTiming: Feb 2004Assessment: Viable options are available

H. Send a direct-mail campaign to target families

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Responsibility: Chair of Transition Oversight TeamTiming: March 2004

Assessment: Enrollment increases as result of this event

I. Develop schedule for bus and/or carpooling

Responsibility: Chair of Transition Oversight TeamTiming: April 2004Assessment: Re-enrollment for 2004-2005 year is 80% or better



J. Plan and advertise a community wide open house at new facility

which will be marketed to SSCS communitiesResponsibility: Executive Director with assist from Transition

Oversight TeamTiming: Feb 2004Assessment: Plans are in place for the event; advertising is

widespread

K. Host community-wide information sessions at new facility

Responsibility: Executive Director with assist from TransitionOversight Team

Timing: April 2004Assessment: Enrollment increases as result of this event

GOAL # 4

Increase Enrollment through Marketing Initiatives (see Ed 2D,Finance 4A)

Strategies:

A. Establish procedure for handling after hour inquiries and tourrequests

This will include creation of new phone message system

Responsibility: Director of Outreach and MarketingTiming: January 2004Assessment: Increase in the number of inquiries, enrollment

B. Advertise in regional media outlets

Responsibility: Director of Outreach and Marketing

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Timing: January 2004, Nov 2004, Jan 2005, Nov 2005, Jan 2006,Nov 2006

Assessment: Increase in the number of inquiries, enrollment

L. Attend regional school recruitment days

Professional booth; Newsletter; Recruiting materials (brochures,folder); Testimonials

Responsibility: Director of Outreach & MarketingTiming: October 2004, 2005, 2006Assessment: Increase in the number of inquiries, enrollment

M. Develop recruiting collateral

Responsibility: Director of Outreach & MarketingTiming: Feb 2005, Feb 2006Assessment: Increase in the number of inquiries, enrollment


Increase Enrollment through Marketing Initiatives

N. Distribute recruiting collateral

Materials could be taken to relocation companies, real estate offices,chambers of commerce, dentists & doctors offices, etc. throughoutthe South Shore

Responsibility: Director of Outreach and MarketingTiming: March 2005, 2006Assessment: Increase in the number of inquiries, enrollment

O. Provide recruiting materials to pre-schools

Responsibility: Director of Outreach and MarketingTiming: April 2005, 2006Assessment: Increase in the number of inquiries, enrollment

P. Host an evening event for directors of pre-schools and parents ofpre-school age children on the South Shore

Responsibility: Director of Outreach and MarketingTiming: November 2004, 2005,2006Assessment: Increase number of referrals to SSCS, inquires

Q. Develop Alumni correspondence & events

Reunions; Newsletter; Sports Schedule; Arts Schedule; News aboutalum; Graduation

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Responsibility: Director of Development with assist from CRAMTiming: March 2004, March 2005, March 2006

Assessment: Increased alumni giving

R. Distribute Alumni Correspondence through e-mail, Web site, andmail

Responsibility: Director of Development with assist from CRAMTiming: April 2004, April 2005, April 2006Assessment: Increased alumni giving

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GOAL #5

Increase Visibility and Community Goodwill by NurturingRelationship with Media

Strategies:

A. Create a comprehensive media contact list

Print

Radio

Web site

TV / local cable contacts

Town and local officials

Trade publications

Organizations

Philanthropic organizations and partners

Responsibility: Director of Development with assist from CRAMTiming: February 2004, August 2005, August 2006Assessment: List is up-to date and available in a workable

spreadsheet format

B. Develop press kit and mail to all media contacts

Press kit should include:

Key contacts and bios

One-page round up of achievements and unique features to

SSCS Previous Press Releases

Calendar of events

Highlight international trips

Community service

Academic events

Awards and special recognition (school and students)

Annual Report

Parent and student testimonials

MCAS/Terra Nova and other test results

Graduation and college acceptances

Responsibility: Director of DevelopmentTiming: Feb 2004, August 2004,August 2005, August 2006Assessment: Press clippings show coverage in media outlets

C. Develop a strategy to promote the schools new facility

Responsibility: Chair of Transition Oversight TeamTiming: February 2004

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Assessment: Increase in inquiries and enrollment

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GOAL #5Strategies, continued

Increase Visibility and Community Goodwill by Nurturing Relationship

with Media

D. Determine who is authorized to speak to press on SSCS behalf withemergency backup plan

Responsibility: Executive DirectorTiming: Feb 2004, August 2004, August 2005Assessment: Memorandum is distributed to faculty and staff with

procedure

S. Develop and implement a strategy to immediately counter negativepress

Responsibility: Executive DirectorTiming: Feb 2004Assessment: Decrease in negative letters to editors, decrease in

negative press, and increase in inquires

T. Increase PR and outreach, with special attention to the SecondarySchool population

Responsibility: Director of Outreach and MarketingTiming: April 2004Assessment: Press clippings show coverage in media outlets

U. Create a SSCS-wide schedule for press releases

Send releases for:

School hires w/ bios

Relocation of school

Achievements and awards

Honor roll

College credit programs and participating colleges

Graduation and college acceptance

School events

Class projects

Individual efforts Community service

Class travels

Exhibition of mastery and science projects for all levels

School events and fundraisers

Guest speakers

Open Houses

Academic forums

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Special programs

Responsibility: Director of Outreach & Marketing

Timing: April 2004, September 2004, Sept 2005, Sept 2006Assessment: Press clippings show coverage in media outlets

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Increase Visibility and Community Goodwill by Nurturing Relationship

with Media

V. Plan for a meeting with faculty to discuss PR & Marketing on aquarterly basis (see Dev 1F)

Responsibility: Director of DevelopmentTiming: September 2004, September 2005, September 2006Assessment: Person is chosen and is ready with issues to bring to

faculty

W. Meet with faculty & discuss PR & Marketing (see Ed 11D, Dev 1G)

Responsibility: Director of Development

Timing: Oct 2004, Oct 2005, Oct 2006Assessment: Faculty is forthcoming and enthusiastic, media

coverage/interest, increase in enrollment

X. Plan the promotion of class projects to the media

Responsibility: Director of Outreach and MarketingTiming: October 2004, 2005, 2006Assessment: Press clippings show coverage in media outlets

Y. Film school projects and events and showcase on local cable

stations(see Ed 7E)

Events may include:

Solstice concert

Talent Show

Classical Guitar & String projects

Chorus

Student world events discussions directed and videotaped bystudents

Responsibility: Principal of Primary for K-8, Principal of Secondary for9-12

Timing: Feb 2004, Feb 2005, Feb 2006

Assessment: Increase in inquiries

Z. Plan SSCS 10th Anniversary event for 2004-5 school year (see Finance8C)

Plan should include media campaign & at least one majorevent as well as an open house

Responsibility: Director of Outreach and Marketing

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Timing: July 2004Assessment: Plan is in place, ready to execute

AA. Celebrate SSCS 10th Anniversary 2004-2005 (see Finance 8C)

Responsibility: Director of Outreach and MarketingTiming: Sept 2004Assessment: Attendance, increase in press releases run in paper

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GOAL #6

Increase Visibility and Community Goodwill by Expanding SSCSsRole in the Community

Strategies:

A. Plan the promotion of the talents and diversity of skills of students &faculty through multi-town events (see Ed11C,7D)

Faculty art show

Concerts

Lectures

Participate in multi-community events (Hingham Fourth of JulyParade, Marshfield Fair, Norwell Fair, Scituate Heritage Daysetc)

Concerts at various houses of worship, nursing homes,Childrens museums (Our World in Cohasset), Holiday fairs,Fundraising events, and more

Responsibility: Director of Outreach and Marketing with assist fromCRAM

Timing: July 2005, July 2006Assessment: High attendance, media coverage/interest, childrens

enthusiasm

B. Research alternatives and establish comprehensive agenda of after-school programs with a special emphasis on those geared to theSecondary School (see Ed 4E, Facilities 3A and Finance 2E)

Responsibility: Executive DirectorTiming: August 2004, 2005, 2006Assessment: Assessed quarterly for effectiveness. Viable

programs will expand schools visibility in community andwill result in increased enrollment

BB. Develop high-visibility Community Service Events for entireSouth Shore

Partner with non-profits

Development opportunities with Philanthropic stakeholders Fund raisers Walk-a-thon

Responsibility: Director of Outreach and MarketingTiming: November 2004, 2005, 2006Assessment: Increased visibility for school resulting in increased

enrollment and contributions

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CC. Develop enrichment programs open to all communities (for afee)

Evening programs for adultschorus, art, bridge, cooking, yoga,etc.

After school programs for childrenchorus, art, orchestra/band,etc.

College extension courses w/ BU, Northeastern, etc.

Responsibility: Executive DirectorTiming: February 2005 to assess interestAssessment: Research shows interest in particular programs


Increase Visibility and Community Goodwill by Expanding SSCSs Rolein the Community

DD. Advertise and enroll enrichment programs open to allcommunities (for a fee)

Responsibility: Executive DirectorTiming: Sept 2005Assessment: Steady or increase in participation

EE. Develop brochure outlining the numerous topics available forluncheon and dinner speaking engagements


Timing: February 2006Assessment: High attendance, media coverage/interest

FF.Promote faculty speaking opportunities to clubs, associations, andorganizations

Responsibility: Director of Outreach and Marketing with assist from

CRAMTiming: March 2006Assessment: High attendance, media coverage/interest

GG. Plan academic forums for SSCS and outside community

Lectures from visiting professors, professionals, etcWorkshops onparenting, college prep, etc.

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Timing: September 2006Assessment: High attendance, media coverage/interest

HH. Assess the need of summer camp programs open to allcommunities (see Dev 2D,Finance 2B)

Pre-school/ grade school (help with increasing enrollment) Middle/Highschool levels; could be all summer or just a three-week program


Timing: May 2004, Nov 2005, Nov 2006Assessment: A decision about summer camp programs will be

made

II. Attend summer camp open house at Derby Academy


Timing: February 2005, February 2006Assessment: Attendance drives increased enrollment at SSCS

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GOALS #7

Help Increase Philanthropic and Corporate Gift Giving.

Strategies:

A. Prepare materials for Development initiative:

Story board/Presentation

Comprehensive brochure or booklet

Power point presentation

Stationary, letterhead, business cards, thank you notes

Assist in the creation of a development/Education survey

Responsibility: Director of DevelopmentTiming: Feb 2003, November 2004, November 2005, Nov 2006

Assessment: Increase visibility promotes greater giving

GOAL # 8

Utilize Brand that encompasses SSCS values, strengths, andgoals

Strategies:

A. Establish marketing guidelines for all SSCS communications

Marketing guidelines may include but are not limited to volunteerefforts, development, and all committees

Responsibility: Director of Outreach & Marketing supported by CRAMTiming: May 2004Assessment: Consistency in brand

B. Update Web Site features frequently

Including, but not limited to: Testimonials from parents and students

Links to Calendar of Events in South Shore towns

Government issues that affect SSCS

Town Web Sites

Other Children Interest Sites

Outreach contentHow to talk to your children about

Press Releases

Faculty/Staff Appreciation Events and Awards

College course program details

Videos

Community Service Deeds

PowerPoint Presentation on the School as a whole

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Responsibility: Executive Director w/assist from CRAM or Director ofOutreach & Marketing

Timing: Feb 2004,Feb 2005, Feb 2006Assessment: Measure clicks on Web site / Web awards


Utilize Brand that encompasses SSCS values, strengths, and goals

C. Hold focus group sessions with faculty, staff, parents, and studentsto develop brand.

Consider program branding, i.e., experiential learning

Responsibility: Director of Outreach & MarketingTiming: March 2005Assessment: Deliverables met according to plan schedule

D. Develop tagline using information gathered at focus group

Responsibility: Director of Outreach & Marketing supported by CRAMTiming: April 2005Assessment: Test through survey in 2nd Quarter 2004

E. Consider redesign of logo by incorporating common values,strengths, and goals realized in focus group

Responsibility: Director of Outreach & Marketing supported by CRAMTiming: April 2005

Assessment: Deliverables met according to plan schedule

F. Develop and distribute Parent Survey to test tagline and logo

Responsibility: Director of Outreach & Marketing supported by CRAMTiming: May 2005Assessment: Deliverables met according to plan schedule

G. Implement new logo and tagline in all mediums and add to allcorrespondence:

Web Site

Traveling booth,

Banners

Off-site signage (along Rt. 3 and 3A exits)

On site signage

Responsibility: Business ManagerTiming: July 2005Assessment: Increased brand awareness

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Education

VISION

1. K 12 School: The Board has reaffirmed our commitment to SSCS asone school. This unity needs to be improved.

2. SSCS is a culture of respect, which encourages family partnerships andactive participation from all members of our community. We fosterdemocratic values. This culture needs to be reinforced as new members joinus.

3. Permeable boundaries: Our mission dedicates us to real-lifeexperiential learning which includes entrepreneurial projects, community-

based partnerships, service-learning, internships, leadership opportunities,communication of best practices and intercultural perspectives. The schoolneeds to open its doors and ensure that the larger world is a part of oureducational experience.

4. Excellence in education: Our mission is to inspire students to achievetheir potential while addressing their individual learning styles. We seek todevelop competence in literacy, math, oral communication skills andtechnology. We engage our students in critical thinking, the arts, andinterdisciplinary approaches to real world problems. We encourage studentsto demonstrate their initiative in and out of the classroom. We value smallclasses taught by skilled, scholarly and committed faculty.

BACKGROUND

Over the next three years, SSCS is facing a major move to one facility.Ensuring that this move is positive will require the energy of the entirecommunity. Therefore, the educational component of the strategic planshould focus on four major concerns:

1. The high school needs to be strengthened and enlarged. This shouldbe our number one priority over the next three years if we wish thehigh school to remain viable.

2. Project-based learning needs to be renamed and invigorated,

especially at the high school. Projects are the hallmark of the SSCSeducation and surveys have emphasized their importance to allmembers of our community. Lets improve and expand them.

3. The unity of one school needs to be established and celebrated. Thelower grades have had stable leadership and have developed welland now need to be coordinated with each other and with the highschool. The SSCS culture needs to be reinforced as new membersjoin us.

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4. Our faculty and administration need to be supported, evaluated andnurtured. We must ensure that we continue to keep and attract

skilled, scholarly and committed professionals who will bring out thebest in our students and each other.

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GOAL #1

Maintain Small Class Sizes while Increasing Enrollment inSecondary School

Strategies:

A. Review class lists twice per year to assess all class sizes

Responsibility: Executive DirectorTiming: January 2004, Aug 2004, Jan 2005, Aug 2005, Jan 2006,

Aug 2006Assessment: Review completed as scheduled

B. Adjust class size as necessary by adding classes or starting waitinglists

Responsibility: Executive DirectorTiming: Feb 2004, Aug 2004, Feb 2005, Aug 2005, Feb 2006, Aug

2006Assessment: All classes, except those designated, will have

maximum of 18 students

C. Design plan to increase enrollment at Secondary School (seeMarketing 4, Finance 3A)

Responsibility: Principal of SecondaryTiming: February 2004

Assessment: Plan established and approved by Executive Director

D. Implement plan to increase enrollment at Secondary School (seeMarketing 4)

Responsibility: Principal of SecondaryTiming: March 2004, March 2005, March 2006Assessment: 140 students enrolled in 2004-05, 150 students

enrolled in 2005-06

E. Develop plan for maintaining enrollment at Primary School (seeMarketing 4)

Responsibility: Principal of PrimaryTiming: Feb 2004Assessment: 328 students enrolled in 2004-05, 318 students in

2005-06

F. Implement enrollment plan in Primary School

Responsibility: Principal of PrimaryTiming: March 2004, March 2005, March 2006

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Assessment: Enrollment maintained in Primary School

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GOAL # 2Reduce Withdrawal Rate/Improve Retention

Withdrawal rate in 2003: 14% (49/335); more than half (27) occurred ingrades 8-12

Strategies:

A. Develop plan for reducing withdrawal rates

Responsibility: Executive DirectorTiming: February 2004Assessment: Recommendation presented at May Board meeting

B. Implement plan for reducing withdrawal rates

Responsibility: Executive DirectorTiming: March 2004 (and ongoing as specified in plan)Assessment: Overall withdrawal rate is below 10% by August

2004. Rate for Levels IV - VI is below 15% by August2005 and below 10% by August 2005

C. Adjust plan as necessary to maintain and further decreasewithdrawal rates

Responsibility: Executive DirectorTiming: August 2004, Aug 2005, Aug 2006Assessment: Overall withdrawal rate remains below 10%

D. Schedule bonding experiences for students, starting at SecondarySchool

Responsibility: Principal of Secondary SchoolTiming: September 2004, Sept 2005, Sept 2006Assessment: Bonding experiences will occur at the beginning of

each year

E. Schedule bonding experiences for Primary School students

Responsibility: Principal of Primary SchoolTiming: September 2004, Sept 2005, Sept 2006Assessment: Bonding experiences will occur at the beginning of

each year

F. Design a standard exit interview form and protocol

Responsibility: Executive DirectorTiming: February 2004

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Assessment: Forms distributed to Principal of Primary andPrincipal of Secondary

G. Conduct exit interviews with all parents and students leaving school

Responsibility: Principal of Primary for K-8 and Principal ofSecondary for 9-12

Timing: June 2004, June 2005, June 2006Assessment: Interview information is received by Executive

Director


Reduce Withdrawal Rate/Improve Retention

H. Ensure that continued Exit Interview process solicits usefulinformation

Responsibility: Executive DirectorTiming: March 2004, June 2004, Sept 2004, Dec 2004, March

2005, June 2005, Sept 2005, Dec 2005 March 2006, June2006, Sept 2006, Dec 2006

Assessment: Interview information is reviewed by ExecutiveDirector

GOAL #3

Strengthen Secondary School Curriculum

Strategies:

A. Develop plan to increase course and project offerings at SecondarySchool

Plan includes seminars and courses with interdisciplinary themes. Planindicates increases in offerings of at least two per semester

Responsibility: Principal of SecondaryTiming: May 2004Assessment: Plan is shared with Executive Director and Education

Committee

B. Implement plan for increasing offerings at Secondary

Responsibility: Principal of SecondaryTiming: June 2004Assessment: Increased offerings

C. Revise plan for increasing offerings based on enrollment

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Responsibility: Principal of SecondaryTiming: August 2004, August 2005, August 2006

Assessment: Continued appropriate increases in offerings

D. Ensure that each course has written plan for more than twoactivities outside classroom and at least one visitor

Responsibility: Principal of SecondaryTiming: September 2004, September 2005, September 2006Assessment: More thentwo activities outside the classroom and at

least one visitor in all courses

E. Conduct needs assessment for math, Grades 8 - 12

Responsibility: Principal of Secondary with assist from Principal ofPrimaryTiming: February 2004Assessment: Analysis of results



F. Create a plan to improve math curriculum

Responsibility: Principal of Secondary with assist from Principal ofPrimary

Timing: May 2004

Assessment: Plan is ready to take to BOT

G. Share plan for improving math curriculum with BOT

Responsibility: Executive DirectorTiming: June 2004Assessment: Plan is presented to BOT in October 2004

H. Implement plan to improve math curriculum

Responsibility: Principal of SecondaryTiming: August 2004Assessment: Increased passing rates for students in math courses

and on MCAS

I. Evaluate improved math curriculum

Responsibility: Principal of SecondaryTiming: July 2005, July 2006Assessment: Increased passing rates for students in math courses

and on MCAS; improved scores on Terra Nova tests

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J. Re-evaluate grade scale, especially the missing D grade

Responsibility: Executive DirectorTiming: February 2004Assessment: Any changes published

K. Ensure there is a sequential and complete curriculum in eachdiscipline including Spanish

Responsibility: Executive DirectorTiming: May 2004Assessment: Curriculum map will be in place

L. Redesign Secondary School report card and grade warning systemBoth should be more responsive, user friendly and informative. Formsshould include a brief synopsis of material covered and personalcomments by faculty

Responsibility: Principal of SecondaryTiming: Sept 2004Assessment: Earlier parental alert for problems; increased

satisfaction on parent surveys; improved studentperformance

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M. Create a comprehensive arts curriculum (see Ed 8H)

Responsibility: Chair of Education CommitteeTiming: April 2004Assessment: Submit plan to Executive Director

GOAL # 4

Strengthen Secondary School Programs

Strategies:

A. Investigate possibility of Secondary joining Coalition of EssentialSchools or alternative group

Responsibility: Principal of SecondaryTiming: April 2004Assessment: Draft of plan is presented and approved by Executive

Director

B. Vote on Executive Directors recommendation

Responsibility: Chair ofBoard of TrusteesTiming: July 2004

Assessment: An actionable decision

C. Increase number of agreements with colleges available for coursesand post visibly (see Finance 8C)

Responsibility: Principal of SecondaryTiming: March 2004Assessment: Three or more additional colleges will be available

and options visibly posted

D. Establish well-publicized college voucher system

Responsibility: Principal of SecondaryTiming: March 2004Assessment: Principal of Secondary with assist from Principal of

Primary Plan in place

E. Create a plan to add athletic and non-athletic after-school programslead by volunteers or paid personnel (see Facilities 7B, Marketing 6B)

Responsibility: Principal of Secondary

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Timing: February 2004Assessment: Plan is presented to Finance Committee for funding

needs

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Strengthen Secondary School Programs

F. Establish athletic and non-athletic after-school programs

Responsibility: Principal of SecondaryTiming: September 2005Assessment: Viable offerings with sufficient self-sustaining

enrollment by May 2005

G. Evaluate and make additions as possible to all after-schoolprograms

Responsibility: Principal of SecondaryTiming: January 2004, January 2005, January 2006

Assessment: Increased participation in after school programs;increased enrollment

GOAL # 5

Increase Supports for Students at Secondary School

Strategies:

A. Establish academic support services for all students experiencingdifficulty in courses

Responsibility: Director of Learning ServicesTiming: March 2004Assessment: Students identified and services in place

B. Evaluate and remedy academic support services

Responsibility: Director of Learning ServicesTiming: July 2004, July 2005, July 2006Assessment: Increased percentage of students will pass their

courses without modification of standards; 90% by 2005

C. Establish MCAS tutorials for all 8th graders and above who score

Needs Improvement or below on MCAS

Responsibility: Director of Learning ServicesTiming: March 2004Assessment: Students identified and services in place

D. Evaluate and remedy MCAS tutorials

Responsibility: Director of Learning Services

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Timing: October 2004, October 2005, October 2006Assessment: All students will pass MCAS for graduation

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E. Require all students grades 10 and 11 to take PSATs on schoolgrounds

Responsibility: Principal of Secondary SchoolTiming: Oct 2004, Oct 2005, Oct 2006Assessment: All students will receive PSAT scores in 10th and 11th

grade

F. Provide SAT support for students on a paid and voluntary basis

Responsibility: Director of Learning ServicesTiming: March 2004

Assessment: Students and families notified and services in place

G. Evaluate and remedy SAT support system

Responsibility: Director of Learning ServicesTiming: July 2004, July 2005, July 2006Assessment: Student SAT scores will show improvement

H. Pair each student with an advisor for course scheduling, collegeapplication, career investigation process

Responsibility: Principal of Secondary

Timing: September 2004, September 2005, September 2006Assessment: Each student will be paired with an effective advisor

I. Ensure that each student has a student success plan

This plan is produced by the student and advisor and maps goals,strengths and weaknesses, and is used to guide the student

Responsibility: Principal of SecondaryTiming: October 2004, October 2005, October 2006Assessment: Each student will have a plan in folder; survey will

indicate student satisfaction with advisor process

J. Increase opportunities and requirements for student participation,leadership, and demonstration of initiative

Responsibility: Principal of SecondaryTiming: February 2004, February 2005, February 2006Assessment: On survey, 85% of parents and students will agree

SSCS provides opportunities for leadership and initiative

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K. Increase number of volunteers/mentors involved with tutoring,projects and after-school programs ( see Gov 5B)

Responsibility: Principal of SecondaryTiming: July 2005, July 2006Assessment: Increase in number of volunteers involved with

students

GOAL # 6

Improve Structure of Projects

Strategies:

A. Devise a new term to better describe SSCS projects

Responsibility: Executive DirectorTiming: May 2004Assessment: Report to staff, students and parents for discussion in

May; bring to BOT for a vote in June

B. Utilize new term for projects in SSCS marketing and publications


Timing: June 2004Assessment: New term will be visible throughout school in printedand oral communication

C. Discuss and present to BOT a revision, reaffirmation or eliminationof K-12 project themes

Responsibility: Executive DirectorTiming: May 2004Assessment: Report to staff, students and parents for discussion in

May; bring to BOT for a vote in June

D. Include projects in curriculum mappingResponsibility: Executive DirectorTiming: May 2004Assessment: Curriculum maps will include projects

E. Design a project form to ensure that each project is aligned withstudent competencies and is connected to an outside partner

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Responsibility: Executive DirectorTiming: June 2004

Assessment: All projects have a form detailing the skills uponwhich they are built and designates an outside partner


Improve Structure of Projects

F. Evaluate projects to ensure that they are increasingly student-driven, especially at Secondary

Responsibility: Principal of Primary for K-8 Principal of Secondary for9-12

Timing: June 2004, June 2005, June 2006Assessment: So indicated on student evaluations of projects

G. Evaluate projects to ensure that they reflect desired skills

Skills include entrepreneurship, teamwork, oral communication skills,technology, community service, critical thinking, and initiative. Addother skills if desired, including a mandatory travel component when

possible and educationally sound

Responsibility: Principal of Primary for K-8 Principal of Secondary for9-12

Timing: July 2004, July 2005, July 2006Assessment: Noted in curriculum maps

H. Complete a project manualManual should include project details & forms for use in training,marketing and project assessments. It should also include a drop-add

policy

Responsibility: Executive DirectorTiming: June 2004Assessment: A manual will be completed and distributed

I. Provide faculty support for projects by establishing mentors for newfaculty

Responsibility: Executive DirectorTiming: June 2004Assessment: New faculty is paired with experienced faculty as

they design projects

J. Establish dedicated budget to support projects (see Finance 8C, Dev 6E)

Responsibility: Executive DirectorTiming: Feb 2004, Feb 2005, Feb 2006

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Assessment: Budget for upcoming year has a line item forfinancial support of projects

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GOAL # 7Expand Outreach of Projects

Strategies:

A. Increase number of partners for projects, internships, mentors andother programs

Responsibility: Director of DevelopmentTiming: June 2004, June 2005, June 2006Assessment: At least three new partners will be added each year

B. Seek funding of projects through foundation grants and corporatesponsorships (see Dev 6E)

Responsibility: Director of DevelopmentTiming: Feb 2004Assessment: Progressively increasing outside income

C. Involve students in the fundraising/grant writing aspect of projects(see Dev 6E)

Responsibility: Director of DevelopmentTiming: Sept 2004Assessment: Progressively increasing grant applications

D. Investigate multi-community events for project participation (see

Marketing 6A)(e.g. Hingham July 4th Parade, Marshfield Fair, Norwell Fair, ScituateHeritage Days)

Responsibility: Director of Outreach and MarketingTiming: Feb 2004, June 2004, Feb 2005, June 2005, Feb 2006,

June 2006Assessment: SSCS students participate in at least 3 events per

year

E. Videotape school events/Projects (see Marketing 5K)

(e.g. Solstice concert, Graduation, Talent Show, Classical Guitar, StringProject, Chorus, Exhibition of Mastery Night, Projects involving travel orcommunity service)


Timing: Oct 2004, March 2005, Oct 2005, March 2006, Oct 2006Assessment: Videos are given to CRAM for distribution to local

cable shows

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F. Schedule student concerts and performances (see Marketing 5K)

(e.g. at nursing homes, schools, churches, museums, fundraisingevents)


Timing: May 2005, May 2006Assessment: Events will occur throughout the academic year

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Expand Outreach of Projects

G. Explore opportunities for international student exchange programsand establish a plan

Responsibility: Executive DirectorTiming: January 2005Assessment: Plan for exchange exists

GOAL # 8

Revitalize and Sustain Core Values of an SSCS Education

Strategies:A. Create a plan for orientation of new students and faculty

Responsibility: Executive DirectorTiming: February 2004Assessment: Plan will be in place and implemented

B. Organize annual orientation with information packets for newstudents and faculty. Incorporate a buddy system and provideinformational packets (see Marketing 2C)


Timing: September 2004, September 2005, September 2006Assessment: Orientation meetings scheduled every September

C. Establish ongoing orientation protocol for students who enter at anytime during school year

Responsibility: Principal of Primary School and Principal ofSecondary School

Timing: February 2004Assessment: Packets and designated protocols, including buddy

list, on file with each Principal to be distributed to newstudents as they enter

D. Update parent/student expectation forms to include new missionand philosophy

Responsibility: Executive DirectorTiming: July 2004Assessment: New expectation sheet will go out in August school

mailing

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E. Ensure that Parent/Student expectation forms are signed each year

Secondary students review this form at first meeting with Advisor


Timing: Sept 2004, Sept 2005, Sept 2006Assessment: Signed expectations form yearly in every student file

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GOAL# 8 Strategies, continued


F. Include mission/philosophy statement in all relevant communitywide handouts

This will help to promote the philosophy of the school; should beincluded at parents nights, Annual Meeting, etc.

Responsibility: Executive DirectorTiming: Feb 2004Assessment: Executive Director has reviewed all materials and

included these where possible

G. Increase use of technology (see Facilities 8A)

Responsibility: Director of TechnologyTiming: September 2004Assessment: Increase from 75% to 85% the number of parents

who agree that technology use is supporting studentachievement

H. Increase emphasis on the arts in the curriculum (see Ed 3M)

Responsibility: Executive DirectorTiming: September 2004Assessment: At least 2 art strands will be scheduled per level,

including visual, musical, and dramatic and graphic arts

I. Increase emphasis on the arts through field trips and by invitingspeakers/performers

Responsibility: Executive DirectorTiming: September 2004Assessment: All levels will have increases arts related field trips

and arts performers invited to their level as fundingpermits

J. Provide after-school arts programs, lessons, and clubs (see Finance 8C

and Facilities 3, Ed 5E, 5F and 5G)

Responsibility: Executive DirectorTiming: September 2004Assessment: As funding permits

K. Plan academic and art forums for SSCS and community (see Marketing6A,6H )

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Examples include: workshops for parents & teachers, lectures,independent films

Responsibility: Director of Outreach and MarketingTiming: December 2005Assessment: Bring costs to Finance Committee for inclusion in

budget

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L. Schedule academic & art forums for SSCS & community (seeMarketing 6H)

Responsibility: Director of Outreach and MarketingTiming: March 2006Assessment: SSCS hosts academic or art forums as funding

permits each year

M. Increase intercultural study in courses

Responsibility: Executive DirectorTiming: April 2004, April 2005, April 2006

Assessment: All course syllabi will include intercultural strands

N. Increase number of projects with a travel component at SecondarySchool

Responsibility: Principal of SecondaryTiming: May 2004, May 2005, May 2006Assessment: There will be an increase of projects with a travel

component until all have a travel component

O. Add languages to curriculum as budget allows (See Finance 8C)

Responsibility: Executive DirectorTiming: November 2004, November 2005, November 2006Assessment: Finance Com will approve at least one addition

P. Ensure public speaking opportunities in all courses and projects


Timing: August 2004, January 2005, Aug 2005, Jan 2006, Aug2006

Assessment: Increased use of oral assessment

GOAL # 9Promote K-12 Unity

Strategies:

A. Develop plan for increasing sense of community among studentsand families across all levels

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Responsibility: Executive DirectorTiming: July 2004

Assessment: Plan in place

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Promote K-12 Unity

B. Implement plan for increasing sense of community

Responsibility: Executive DirectorTiming: August 2004Assessment: Plan put into action

C. Evaluate effectiveness of level configurations

Responsibility: Executive DirectorTiming: August 2004, August 2005, August 2006Assessment: Student performance will improve on standardized

measure; increased student and faculty satisfaction

D. Discuss and decide on possible changes to the naming of thePrimary and Secondary Schools

Responsibility: Executive DirectorTiming: September 2004Assessment: Name changes, if any will be implemented

E. Arrange faculty/student across-level lunches or other recreationalactivities


Timing: January 2005, Sept 2005, Jan 2006, Sept 2006Assessment: Students and faculty at different levels will have a

scheduled interaction at least once per month

F. Arrange interactions between faculty at different levels formentoring, team teaching and collaborative opportunities

Responsibility: Executive DirectorTiming: September 2004, January 2005, Sept 2005, Jan 2006,

Sept 2006Assessment: Faculty will report increased interaction with faculty

from other levels

G. Ensure that courses include participation of faculty from other levels


Timing: July 2004, July 2005, July 2006Assessment: Collaboration is evident in course syllabi

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H. Draft one school-wide student handbook


Timing: April 2004Assessment: BOT will vote on and adopt the handbook


Promote K-12 Unity

I. Revise Code of Conduct

Responsibility: Chair Governance CommitteeTiming: January 2005Assessment: BOT will vote on and adopt the revised Code of

Conduct

J. Evaluate and remedy Primary and Secondary programs aimed atfostering a culture of respect

Responsibility: Director of Learning ServicesTiming: July 2004, July 2005, July 2006Assessment: Monitor disciplinary and safety issues

K. Evaluate Primary and Secondary programs aimed at ensuring a safeenvironment

Responsibility: Executive DirectorTiming: July 2004, July 2005, July 2006Assessment: Monitor disciplinary and safety issues

L. Appoint full time Guidance Counselor

Responsibility: Executive DirectorTiming: Nov 2004Assessment: Decreased disciplinary and safety concerns; increase

in positive climate as indicated on surveys

M. Plan & Schedule Project Night (K-12) to highlight Primary &

Secondary projects (see Marketing 5K) (e.g. student presentations,videos, demonstrations)

Responsibility: Executive DirectorTiming: Jan 2005, Jan 2006Assessment: At least one project per Level will be highlighted at

each Project Night

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GOAL # 10Increase Support for Faculty, Staff and Administration

Strategies:

A. Increase number of aides in classrooms

Responsibility: Executive DirectorTiming: July 2004, July 2005, July 2006Assessment: Increased faculty satisfaction

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Increase Support for Faculty, Staff and Administration

B. Develop connections to area colleges and universities

Especially to attract student teacher aides and guest speakers


Timing: July 2004, July 2005, July 2006Assessment: Each level has had at least one student teacher or

guest speaker per year

C. Increase planning time for faculty


Timing: July 2004, July 2005, July 2006Assessment: Faculty has more time during the day for planning

D. Raise money earmarked for faculty grants (see Dev 2C, Gov 6C)

Responsibility: Chair of Development ComTiming: May 2004Assessment: Goals attained consistent with multiyear

development plan

E. Consider increase in staff benefits and salaries, as budget will allow(see Finance 10A)

Responsibility: Chair of Finance ComTiming: Nov 2004, Nov 2005, Nov 2006Assessment: Faculty benefits & salaries are higher than

surrounding public schools

F. Establish faculty/staff appreciation events

Responsibility: Director of Outreach & MarketingTiming: Sept 2004, Sept 2005, Sept 2006Assessment: Events are planned throughout the year

GOAL # 11

Promote Faculty, Staff and Administrative Development

Strategies:

A. Develop a comprehensive faculty development plan

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Plan includes: mentorship system, orientation plan, educationreimbursement, training opportunities, stipends, summer travel, &

sabbaticals(see Gov 6C)Responsibility: Executive DirectorTiming: Sept 2004Assessment: Plan completed and accepted by BOT

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Promote Faculty, Staff and Administrative Development

B. Establish orientation and mentorship system for new faculty, asdetailed in faculty development plan

Responsibility: Executive DirectorTiming: Oct 2004, Aug 2005, Aug 2006Assessment: Increased faculty satisfaction

C. Promote the talents & diversity of skills of faculty throughcommunity events (see Marketing6A)

(e.g. through art shows, concerts, lectures)

Responsibility: Director of Outreach and MarketingTiming: July 2005, July 2006Assessment: Plan is in place and faculty is in agreement with it

D. Enlist faculty in fundraising and Marketing as passionate, articulatesupporters of SSCS(see Dev 1F, Dev 1E, Marketing 5I)

Responsibility: Director of DevelopmentTiming: Sept 2005, Sept 2006Assessment: Plan is in place and faculty is in agreement with it

GOAL # 12Improve Whole School Evaluation Process

Strategies:

A. Develop a plan to evaluate Executive Director including input fromfaculty and staff, BOT, and possibly students & parents (see Gov 6J)

Responsibility: Chair of Personnel CommitteeTiming: April 2004Assessment: Plan is completed and accepted by BOT

B. Implement plan for evaluation of Executive Director (See Gov 6J)

Responsibility: Chair of Personnel CommitteeTiming: August 2004Assessment: Evaluation is conducted according to plan and input

is presented to BOT

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Improve Whole School Evaluation Process

C. Develop evaluation forms for use by faculty to assess theperformance of their supervisors and the BOT

The form should solicit input regarding satisfaction and suggestedimprovements

Responsibility: Executive Director, with faculty inputTiming: May 2005Assessment: Forms will be ready for distribution in June 2005

D. Establish a system to effectively share faculty evaluations ofsupervisors and BOT

Responsibility: Executive Director, with faculty inputTiming: May 2005Assessment: Evaluations will be shared according to plan in June

2005

E. Conduct annual evaluations of Level Coordinators, Heads ofSchools, Executive Director, and BOT by faculty

Responsibility: Executive DirectorTiming: June 2005, June 2006Assessment: Forms will be filled out by a large percentage of the

faculty

F. Develop evaluation forms for use by Level III students and older toassess courses and projects

The form should solicit input regarding satisfaction and suggestedimprovements

Responsibility: Executive Director, with faculty inputTiming: May 2005Assessment: Forms will be ready for distribution in June 2005

G. Establish a system to effectively share student evaluations with

faculty

Information from student evaluations should be shared with faculty foruse in improving courses, projects and mentoring

Responsibility: Executive DirectorTiming: May 2005Assessment: Evaluations will be shared according to plan in June

2005

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H. Conduct annual evaluations of courses and projects by students,

Level III and olderResponsibility: Executive DirectorTiming: June 2005, June 2006Assessment: Forms will be filled out by a large percentage of

students

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I. Develop a staff evaluation policy including forms and plan forsharing evaluations

Responsibility: Executive DirectorTiming: Feb 2005Assessment: Draft policy is ready to be shared

J. Share staff evaluation policy with faculty, staff and BOT

Responsibility: Executive DirectorTiming: March 2005Assessment: Policy accepted by BOT

K. Conduct annual evaluations of teachers by Coordinators and Headsof School

Responsibility: Executive DirectorTiming: May 2005, May 2006Assessment: Evaluations are conducted and monitored annually

by Chair of Personnel Committee

L. Monitor the evaluation process of staff, administration, and BOT

Responsibility: Chair of Personnel Committee

Timing: June 2005, June 2006Assessment: Summaries are presented to BOT at a summer

meeting

M. Develop plan to conduct exit interviews with staff who are leavingvoluntarily

Responsibility: Chair of Personnel CommitteeTiming: April 2004Assessment: Plan presented to BOT

N. Conduct exit interviews for staff who are leaving voluntarily

Responsibility: Chair of Personnel CommitteeTiming: May 2004, May 2005, May 2006Assessment: Data collected and summary data presented to BOT

O. Ensure annual parent surveys are conducted

Surveys should include items from the Strategic Plan


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Timing: June 2004, June 2005, June 2006Assessment: A large percentage of surveys will be collected and

summarized in the Annual Report



P. Assess viability of Primary and Secondary Schools

Assessment is based on review by Finance and Education Committee

Responsibility: Chair of Board of TrusteesTiming: July 2006Assessment: Report demonstrating sound program and financial

solvency

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Governance & Leadership


BACKGROUND

South Shore Charter School, like many other schools and other non-profitorganizations in their early stages of development, depended for its survivalon leaders willing not only to build a vision and determine key policies butalso to provide hands-on help in the daily operation of the school. Ofnecessity during this phase, the roles and duties of the SSCS Board ofDirectors, administrators, faculty and parents often overlapped.

Prior to the initiation of the strategic planning process in late 2002, it

became clear that SSCS was entering a new stage of development requiringrefinements in its leadership and management structure if the school hopedto retain its traditional governance values while at the same time beingcapable of dealing with the difficult challenges that lay immediately ahead.These challenges included making the transition to a new campus,expanding student enrollment, strengthening the quality of education,increasing in the greater community an awareness of the schools value, andbroadening the schools financial base.

The Governance/Leadership goals and strategies that follow are the resultof the Governance/Leadership Team first creating and distributing a series of

questionnaires and then interviewing SSCS faculty, administrators andcurrent and former board members. The Teams additional research involvedreviewing SSCS parent and faculty surveys, interview reports from othermembers of the Strategic Planning Committee, SSCS Bylaws,AnnualReports, Faculty Handbook, faculty and executive director evaluation forms,the Volunteer Program Guidelines manual, and the SSCS Personnel Policymanual. Also reviewed were strategic plans, bylaws and handbooks fromother charter schools, the bylaws of a number of non-profit organizations,trustee guides and evaluation handbooks published by the NationalAssociation of Independent Schools, the Massachusetts Department ofEducations The Charter School Administrative and Governance Guide and

the Pioneer Institutes Massachusetts Charter Schools Trustees Guide.

During the Teams research phase it became abundantly clear that SouthShore Charter School has many strengths of which to be proud. Its pastsuccess has resulted in a large part from the active, collaborativeparticipation in the running of the school of its Board of Trustees,Administration and Faculty, parents and other community members. Indeveloping our recommended list of goals and strategies for the next several

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years, preservation of that collaboration remains a high priority as we offerchanges in the governance/leadership structure aimed at increasing chances

that SSCS will continue to succeed in its next stage of development.

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GOAL # 1

Strengthen the Effectiveness of the Board of Trustees

Strategies:

A. Develop and present to Board of Trustees a bylaw amendmentallowing expansion of Board of Trustees to maximum of 24members

A larger, more diversified Board is needed to handle an anticipatedincreasedworkload and to provide effective leadership to key areas allied withSSCSs growth

Responsibility: Chair of Governance CommitteeTiming: June 2004Assessment: Bylaw amendment approved

B. Enlarge Board of Trustees to minimum of 20 members

Responsibility: Chair of Governance CommitteeTiming: June 2006Assessment: Board of Trustees comprised of 20 members is in

place

C. Develop and present to Board of Trustees an SSCS board profilereport based on review of current Board membership

This report will inventory the various skills, background experiencesand interests as they relate to responsibilities found in effective boards

Responsibility: Chair of Governance CommitteeTiming: March 2004, March 2005, March 2006Assessment: SSCS board profile report is completed and

disseminated

D. Develop and present to Board of Trustees an SSCS boardexpansion and diversification plan (see Dev 2F)

Based on an analysis of the SSCS board profile report and theStrategic Plan 2003, this plan, when fully implemented, will enhancethe Boards ability to meet its key responsibilities, especially in theareas of fundraising, public relations and marketing, andadministration of SCSSs finances

Responsibility: Chair of Governance CommitteeTiming: April 2004Assessment: SSCS board expansion and diversification plan is

completed and disseminated

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E. Implement SSCS board expansion and diversification plan

Responsibility: Chair of Governance CommitteeTiming: June 2006 and ongoing as specified in planAs

strategic plan 03.06.04

Documents