2011 2016 sfs strategic plan


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2011 2016 sfs strategic plan

  1. 1. STRATEGIC PLAN 2011 – 2016
  2. 2. Seoul Foreign School Strategic Plan 2011 – 2016 Mission Statement Seoul Foreign School, centered in Christ, inspires educational excellence and promotes Christian values, personal integrity, and responsible global citizenship through a dynamic international experience. Vision Statement Seoul Foreign School (SFS), the premier choice of the international community in Seoul, isknown for its students and alumni who strive for excellence and maintain an intrinsic love of learning. SFS, centered in Christ, is acclaimed for the depth and breadth of its academic andextracurricular programs that meet the intellectual, social, physical, emotional, and spiritualneeds of its students. Recognizing its unique setting, this school and its staff are committed to innovative programs that value the growth and talents of each student. Students are served by a caring, competent, and creative staff. A spirit of true teamwork and caring exists throughout the school environment and extends to the broader community. Graduates are leaders in the global community, experts in their fields, and serve their communities and nations through meaningful social contributions. They identify andcommunicate clearly defined personal values, practicing them in daily decision-making. They demonstrate a high level of sensitivity to and understanding of a diverse society. 2
  3. 3. Seoul Foreign School Strategic Plan 2011 – 2016 Developing the Strategic PlanStrategic planning is a continual process used to improve an organization’s results andability to fulfill its mission. The Strategic Plan itself “acts as a bridge between the School’smission and its policies (International Trustee Handbook 53).” In November 2009 the SeoulForeign School Board initiated a spirited and robust strategic planning process. Thedevelopment of the Plan involved many months and man-hours of effort. Throughout theprocess multiple stakeholders, i.e., parents, students, faculty, alumni and staff, werecontacted as we assessed our current and future environment. There were eight phases tothe process, shown below: Receive instructions Conduct interviews with Develop set of possible Conduct detailed data from constituents to conclusions and gathering (market administration/board understand business, recommendations analysis) from outside along with broad environment, issues, October 2010 SFS objectives risks, opportunities … March 2011 November 2009 August 2010 Test tentative Finalize conclusions and Feedback from Final Board Approval conclusions and recommendations and management/board October 2011 recommendations propose to and final adjustments to against data and overall management/board conclusions and objectives May 2011 recommendations April 2011 May 2011The first three phases of or process involved consultant John C. Littleford. Mr. Littlefordfacilitated the gathering of information about our environment. Below is an excerpt fromMr. Littleford’s report to the Board: This strategic planning process focused on the strategic priorities identified by the SFS community: Council/Jaidon, Board members, parents, senior management team, [and] faculty from all Divisions, staff, alumni and older students over a very concentrated period of time. [John Littleford] met with a cross-section of these key constituent groups in focus groups from August 19-21, 2010. In total, [Mr. Littleford] met with over 70 individuals. The focus group sessions were followed by a retreat for Board members and senior administrators on October 1-2, 2010. [Mr. Littleford] 3
  4. 4. Seoul Foreign School Strategic Plan 2011 – 2016 summarized the input from the focus groups and provided an overview of the challenges facing all international schools as they attempt to place their strategic goals in a broader context…A total of about 30 participants in the process (administrators, faculty, staff and Board and Foundation members) considered important input from a cross-section of faculty and staff, parents and students and reached consensus [preliminary goals for the school].The next three phases of the process focused on gathering market data. SFS contractedwith KPMG to conduct market research. KPMG provided a Demand/Supply Analysis,Customer Segmentation, Benchmark Data, Regulation Insight and insights on Global Trendsin Education. They provided SFS with suggested Strategic Initiatives, as did Mr. Littleford.The final recommendations, after more than 18 months of analysis, are contained in thisdocument. The results of the planning process included minor clarification to the SFS VisionStatement. The strategies, goals and objectives have been organized to support andenhance the SFS Mission and Vision. Individuals responsible for the objectives contained inthis document are responsible for creating action plans. 4
  5. 5. Seoul Foreign School Strategic Plan 2011 – 2016 Strategic InitiativesStrategic initiatives are broadly stated goals that support SFS’ Mission and Vision Statements.Below are the Strategic Initiatives for the 2011-2016 Strategic Plan: 1. Ensure Seoul Foreign School delivers educational excellence. This initiative is directly tied to the fundamental purpose for which the School exists and that is to provide outstanding education to international students. 2. Enhance Seoul Foreign School’s Asia Pacific leadership position. Having a leadership position is both a direct measurement of the quality of the education delivered and an important tool to help perpetuate success. In an environment of increased competition in Seoul and in the Asia Pacific region, it is a key factor in continuing to attract the best students, faculty and administration. 3. Enrich Seoul Foreign School’s fiscal growth and responsibility. Maintaining a strong financial foundation for our School is one of the most critical factors to ensure that we are able to both provide the education for today’s students as well as to ensure a strong school for the future. 5
  6. 6. Seoul Foreign School Strategic Plan 2011 – 20161 Strategic Initiative: Ensure Seoul Foreign School delivers educational excellence.1.1 Goal: Provide the highest quality curriculum. Objectives and Leaders: 1.1.1 100% of SFS curriculum meets international Principals’ Committee standards based on internationally recognized benchmarks and commensurate with schools AHoS-Academics similar to SFS. Maintain full accreditation and/or authorization with the following organizations:  WASC/CIS  Cambridge International Examinations  IB 1.1.2 Divisional goals are set to show measurable, Principals’ Committee positive results on standardized tests over 5 years for: AHoS-Academics  K-9: CTP4  British School: SATS and NFER(or other)  High School: IGCSE, IB, PSAT, SAT 1.1.3 Track and improve the number of SFS students who High School Principal are applying for and being accepted to the top universities within given categories. Dashboard targeted institutions to be created by January 12, 2012. 1.1.4 Track and improve the total university acceptance High School Principal rate. Identify and communicate suggested goal(s) at April 26, 2012 Academic-Personnel Committee Meeting. 1.1.5 Track and improve the percentage of SFS parents Head of School and students who recognize SFS as having the highest quality curriculum. Incorporate question(s) into May 2012 i-Graduate survey. 1.1.6 Develop and communicate an Educational AHoS-Academics Technology Plan that supports the curriculum plan contained in the WASC Continuous Improvement Curriculum Plan. Identify and communicate the planned Coordinator completion date at the November 17, 2011 Academic-Personnel Committee Meeting. 6
  7. 7. Seoul Foreign School Strategic Plan 2011 – 20161 Strategic Initiative: Ensure Seoul Foreign School delivers educational excellence.1.2 Goal: Hire and retain highest quality faculty. Objectives and Leaders: 1.2.1 Teacher evaluations reflect a positive trend: Head of School  Parent surveys Principals’ Committee  Student surveys  Principal evaluations 1.2.2 Continue to track faculty turnover and maintain a Head of School long-term downward trend. Track average length of stay for faculty. 1.2.3 By 2016, 60% of faculty hold advanced degrees. AHoS-Academics Curriculum Coordinator 1.2.4 On an annual basis, 50% of faculty are hired before Principals January 1. 1.2.5 Evaluate and update current teacher appraisal AHoS-Academics system. New system is in place for the 2013/2014 academic year. 1.2.6 Evaluate and enhance, if appropriate, faculty AHoS-Academics professional development program to ensure SFS remains leader in Asia Pacific region. 1.2.7 Evaluate and enhance, if appropriate, faculty and AHoS-Operations administration compensation and benefits necessary to ensure SFS is a leader in Asia Pacific region. 1.2.8 Evaluate, revise as feasible, existing regulations, Sr. Administration practices and policies that limit or restrict hiring the Team best faculty. 7
  8. 8. Seoul Foreign School Strategic Plan 2011 – 20161 Strategic Initiative: Ensure Seoul Foreign School delivers educational excellence.1.3 Goal: Inspire students to be internationally minded while aspiring to exemplify the SFS Mission Statement and the IB learner profile. Objectives and Leaders: 1.3.1 Establish a measurement process identifying Christian Ministries current levels of student involved service activity and establish a goal. Process in place by August 2013. 1.3.2 Articulate IB learner profile in Rubicon by August Curriculum 2013. Coordinator IB Coordinator 1.3.3 Establish an alumni tracking survey to understand if Director of SFS prepared alumni for life after HS. Include Communications & questions correlating to the IB learner profile. First Development survey to be issued by January 2013. Principals 1.3.4 Create a reporting mechanism to measure SFS AHoS-Academics involvement and awards in global student competitions/activities (e.g., Model United Nations, Lego Robotics, American Math Competition, Forensics/Debate, etc.). First report to be submitted included in State-of-the-School Report reflecting 2012/2013 school year (report issued fall 2013). 8
  9. 9. Seoul Foreign School Strategic Plan 2011 – 20162 Strategic Initiative: Enhance our Asia Pacific leadership position as a school delivering the highest quality education within Seoul.2.1 Goal: Maximize demand based on visibility and reputation. Objectives and Leaders: 2.1.1 Create a repeatable measurement process that can AHoS-Operations report enrollment demand and trends for Seoul Foreign School. Report presented to April 30, 2012 Fiscal-Property Committee. 2.1.2 Establish a process by which we can measure SFS’ Admissions ranking as “school of choice.” Measurement in Department place by May 2013. AHoS-Operations 2.1.3 Establish a mechanism to measure SFS’ positive Director of media exposure. Measurement process in place by Communications & December 2012. Development 2.1.4 Enhance, monitor and communicate SFS faculty/ AHoS-Academics staff contributions to publications, conferences, accreditation teams, etc. Communication methods (to parents/potential parents, faculty/potential faculty, etc.) will be in place by October 2014. 2.1.5 Measure and enhance SFS website hits. SFS Web Master Measurement process defined and commenced by August 2012. 9
  10. 10. Seoul Foreign School Strategic Plan 2011 – 20162 Strategic Initiative: Enhance our Asia Pacific leadership position as a school delivering the highest quality education within Seoul.2.2 Goal: Communicate and clarify Mission and Vision to all SFS stakeholders. Objectives and Leaders: 2.2.1 Conduct annual surveys with students, faculty, and Head of School parents to determine if we are meeting the mission and that there is a shared understanding of the mission. Incorporate question(s) into May 2012 i- Graduate survey. Include report in fall 2012 State- of-the-School Report and trends thereafter. 2.2.2 Establish methods to allow faculty and parents to Head of School actively discuss the mission. Task force created by March 2012. 10
  11. 11. Seoul Foreign School Strategic Plan 2011 – 20163 Strategic Initiative: Enrich Seoul Foreign School’s fiscal growth and responsibility.3.1 Goal: Establish mechanisms for long-range physical, other infrastructure and financial planning at SFS. Objectives and Leaders: 3.1.1 Facilities Master Plan, to be registered at the AHoS-Operations Seodaemun-gu office, is approved by the Board by May 2012 3.1.2 Technology Master Plan (which includes Education AHoS-Operations Technology Plan) is completed and approved by the Board by May 2013. 3.1.3 Establish and maintain a rolling 5-year Operations AHoS-Operations Plan to be presented at the April 30, 2012 Fiscal- Property Committee Meeting. 3.1.4 Establish benchmarks for major line item expenses AHoS-Operations (e.g., IT, GA, benefits, housing, etc.). Line item targets established by April 2013 Fiscal-Property Fiscal-Property Committee Meeting. Committee3.2 Goal: Explore opportunities for financial and physical growth. Objectives and Leaders: 3.2.1 Create a task force to brainstorm and evaluate AHoS-Operations areas for school growth. Task force is created in the 2011/2012 school year. 3.2.2 5-year fundraising plan is included in the 5-year Director Operations Plan (5-year Operations Plan to be Communications & presented at the April 30, 2012 Fiscal-Property Development Committee Meeting). Development Committee 11