Strategic Plan
Critical Actions 2008-2013
I. Viability: We ensure that financial and physical resources are available to meet both current and long term growth.
A. Assure the long term viability of the school
1. Create a sound, five-year financial and operational plan
2. Employ a budget process that realizes the operational and growth plan
3. Employ a marketing plan that realizes the operational and financial plan
B. Implement completion of the school from Pre-K through 8th grade.
1. Elevate the capital campaign to the Board level and ensure commitment to its completion
2. Implement a phased approach to completion of the building addition to ensure physical resources are available to meet immediate needs
3. Determine and budget for staffing model needed to realize the completion of two classes per grade
4. Pursue planned gifting and estate planning to supplement current fundraising approaches
II. Faculty and Staff: We value and recognize the benefits of engaged stakeholders (students, parents, faculty and staff, and community at large), ensuring a successful and respectful climate.
A. Employ processes to secure personnel who support fulfillment of our mission
1. The Head Search Committee will present two to three, highly qualified individuals to the board for final selection.
2. Improve the teacher and staff selection process
3. Ensure appropriate staffing levels school-wide
4. Establish succession planning of all administrative staff consistent with the operational and financial five-year plan
B. Create an environment that attracts and retains outstanding faculty and staff.
1. Improve opportunities for quality professional development
2. Evaluate and improve the salary and benefit package for faculty and staff
3. Improve the performance appraisal tool for faculty and staff
4. Improve recognition of faculty and staff
5. Encourage faculty leadership and establish an evaluation tool to identify and promote faculty and staff leadership and personal growth
C. Review administrative structure of the school and determine any immediate and future needs consistent with five-year financial and operational plan
III. Governance: We ensure the Mission and Vision of the organization are realized through review and implementation of the strategic plan
A. Articulate the role of the board and increase the understanding of its role
1. Improve communication of the role of the board to the school community
2. Re-define Nominating Committee to include responsibility for succession planning of Board of Trustee members, Officers of the Board of Trustees, Committee Chairs
3. Improve performance of the Board of Trustee members through development of a tool for evaluation that includes internal and external input
4. Communicate and emulate our values such that our school community lives our values as a good example to our students
5. Review and communicate policies and procedures of importance to the school including the code of conduct
B. Improve and/or benchmark evaluation of Peoria Academy against nationwide/global comparable school and communicate our performance to our school community
1. Trend test scores in order to better understand global educational requirements for our students
C. Continue to apply ISACS recommendations
1. Empower Planning/Marketing to evaluate, review and realize the ISAC recommendations through various committees.
IV. Education: We consistently provide the highest level of innovative, educational experiences in a nurturing environment
A. Ensure a differentiated, multi-sensory learning environment that uses positive discipline and safe, appropriate emotional development
1. Utilize instructional strategies checklist for classroom observations/teaching evaluation
B. Evaluate, plan for and expand the use of technology in the classroom
C. Ensure an inclusive and successful learning environment for all
D. Ensure a continuous review, update, and improvement of the current curriculum and extracurricular activities to guarantee enrichment and innovation
E. Review and expand after-school offerings
F. Monitor Academic Achievement
1. Analyze results of academic achievement tests administered school wide
2. Use historical standardized tests scores to detect trends and dramatic changes in student performance
3. Utilize Dibbles testing to evaluate reading progress
a. Obtain historical baseline data and trend students throughout school
b. Perform baseline and trend line testing with internal and external evaluation for school by grade
4. Ensure extracurricular programs are enriching to the participants educational experience
V. School Community: We value and recognize the benefits of engaged stakeholders (students, parents, faculty and staff, board, and community at large), ensuring a successful and respectful climate
A. Create an environment that fosters an engaged school community through improved communication
B. Promote inclusiveness and diversity
C. Develop a marketing plan that is consistent with the operational and financial five-year plan.
1. Achieve long-term enrollment goals through a qualified and diverse student body using financial aid as required
2. Manage optimal class size
3. Identify and target enrollment opportunities
4. Develop an admission plan that communicates the strengths of Peoria Academy as an exceptional educational opportunity for children
D. Plan and implement programs that build family involvement
