Strategic Plan2014-2019

Create A World Class Experience

Strong Goverance & Sound Operations

Robust Premier Program

Community Magnet

Our goal is to create an engaging, positive, dynamic environment that generates a love for life long learning and knowledge. Our

students will consistently uphold our ethics and values and demonstrate leadership,

compassion, and teamwork with one another.

Create A World Class Experience

The continued success and longevity of the school depends on ongoing sound operations

and strategic planning for the future. The Board of Trustees works with the school to

provide the oversight and vision necessary to ensure both are accomplished.

Strong Goverance & Sound Operations

Our goal is to be a destination that attracts students, their parents, and the greater Pottstown community. The school will be an integral part of

Pottstown in supporting educational and civic activities. Our programs and facilities will provide

a quality experience and promote use by diverse interests which will in turn promote our reputation.

Community Magnet

Provide a world class education through a current and relevant curriculum developed

and delivered by the highest quality teachers. The quality of teaching is built around

continued professional development and active coaching within a dedicated team of

professionals.

Robust Premier Program

Create A World Class Experience

Strong Goverance &

Sound Operations

Robust Premier Program

Community Magnet

• Maintain an active and engaged Board of Trustees • Sustain our strong

financial position• Continued impact o

f advancement• Maximize alternativ

e revenue sources

• Diverse and connected constituencies• Dynamic campus en

vironment• Build the brand• Community

outreach• Drive enrollment to

capacity• Strengthen school t

hrough financial assistance

• Top quality faculty• Emphasis on

professional development• Relevant and

engaging curriculum• Focus on leadership,

character, and service • Enhanced campus

What does this mean for you?

• Wyndcroft will be its most successful and most compelling when we all are fully engaged.

• Find your place!– Talk to others about Wyndcroft– Participate in Annual Fund– Join the WPTO or do other volunteer work– Volunteer for Board committee work

• Maintain an active and engaged Board of Trustees – Create an ideal board membership template – Review the current structure of the board in regard to terms

lengths, multiple terms, officer appointment, succession planning, etc

– Review and update the board member training materials and regular trustee education practices.

– Review and update Board, Board member, and Board officer evaluation practices.

– Develop a manual of fiduciary and administrative procedures for each committee of the board.

– Consider the need for more regular communication from board to parents and/or other constituent groups. If appropriate, develop plans and templates for such communication.

• Sustain our strong financial position– Increase revenue such that faculty and staff compensation is

at competitive levels, while maintaining tuition funding at least 85% of operating expenses. • Tuition must remain competitive with our competition

– Explore operational efficiencies that reduce expenses– Continue emphasis on annual fund participation– Continued regular review of financial position, including

investment choices and all financial policies.

• Continued impact of advancement– Celebrate completion of capital campaign and challenge– Refocus energy on annual giving and auction

• Set targets for participation rates for upcoming years• Develop a systematic plan for continued education of all

constituents

– Develop a plan to grow endowment• Increase community awareness of endowment• Target levels for upcoming years

– Continue to build alumni database and relationships– Continue to leverage development dollars to support

current school initiatives

• Maximize alternative revenue sources

– Continue to explore grants– Education Improvement Tax Credit Program• Awaiting approval• Educate our constituency

– Gym or other facility rentals– Evaluate summer programs and consider other

summer uses of facilities

• Top quality faculty

– Continued emphasis on recruitment and retention of top quality faculty

– Develop a plan to increase faculty salaries to levels commensurate with peer schools

– Review and update benefits package as necessary to make it competitive and attractive

– Establish and support a comprehensive professional development plan for all faculty

– Ensure regular and annual feedback for growth– Focus on increased and appropriate faculty diversity

• Emphasis on professional development

– Establish professional development requirements at every level

– Provide increased funding for professional development

• Relevant and engaging curriculum

– Commitment to the School’s mission in all academic programming

– Continued commitment to arts and athletics– Develop a comprehensive curriculum framework to

horizontally and vertically align core curriculum– Explore instructional methods that develop and support

critical thinking, collaboration, and problem solving– Provide coaching for faculty to support greater student

use of technology and learning activities throughout the curriculum

– Update research and library materials

• Focus on leadership, character, and service – Review and define student success profile– Ensure that Non Sibi remains a primary core value

and continues to be well communicated and emphasized in curriculum and activities

– Continued intentional emphasis on public speaking and performance

– High expectations for building personal integrity and resilience

• Enhanced campus

– Complete Phase 2 construction– Privatize Rosedale Drive between Wilson Road and Mulberry

Road– Optimize use of Dau House– Expand parking at Dau House– Continue to consider adjacent school property as potential

green space, playground, small athletic fields and options for off street parking and pickup route

– Centralized HVAC System for main building– Technology updates

• Updated server or consider outsourcing • Review current security system and update as needed

• Diverse and connected constituencies

– Continue focus on diversity within the school environment, facilitating ethnic and social diversity growth long-term in our student body, faculty, administration and member families

– Ideal Board of Trustees has members representing the ethnic and social diversity of our community and our many different constituent groups.

– Accentuate and promote our school culture that is grounded in ethics and values that embrace diversity and inclusion

• Dynamic campus environment

– Ensure all facilities are well maintained, cleared signed and branded

– Work for full utilization of our facilities in keeping with our mission and marketing plan• Summer programs• Evening adult education programs• Athletic and arts rentals

• Build the brand

– Capitalize on our investments in our campus to attract a bigger pool of students and expand our community service efforts, utilizing new facilities for inclusive summer camps in offerings such as science, health and wellness.

– Market our facilities to the surrounding community for use for athletic and performing arts events and inviting them to our events.

– Focus on the fact, that we have a great and improving product to offer. The Wyndcroft School sells itself once people are on campus and with our community!

– Profile success stories of our students, where they are going to secondary school and college, and the careers they progress to• Survey graduates at various levels.

– Expose prospective families to impactful and differentiating Wyndcroft events such as graduation, French and Latin days, Spring play

• Community outreach– Establish additional after school, weekend and summer programs to expose

prospective students, engage our students in greater community interaction year round and serve our larger community

– Develop increased Communication Plan regarding Long Term Strategic Planning progress and increase Membership participation in these efforts through Ad Hoc Committee and tapping our talented Membership resources more effectively

– Increase new Family Welcome Calls from Board and Volunteers to assimilate families into our Community of culture and service

– Build new Alumni database, meaningful contact, and initiative Reunions every 5 years per class with support i.e. Facebook

– Develop closed loop feedback mechanisms to ensure the product meets needs and expectations at Wyndcroft and next levels via Parent and Student surveys in academic and social progress. Track graduates in instruction, extra curricula and social through secondary and college

– Develop Target Marketing initiatives and Plans, leveraging traditional and social media channels. Focus on specific geographies, enhancement to the School and Campus and success of our students beyond Wyndcroft

• Drive enrollment to capacity

– Established a consistent Board Committee for Marketing and Enrollment – Increase enrollment by two percent a year for the next five years, with a

sustained target of 250-260 students – Continue our history and focus on diversity within the school

environment, encouraging and facilitating both ethnic and social diversity growth in the school long-term.

– Develop a targeted set of enrollment related marketing initiatives and plans, leveraging traditional and social media channels. Focus marketing on specific geographies, enhancements to the school and campus, and successes of our students moving on to secondary schools and beyond.

– Establish additional programs, either in the summer or after-school to expose new students to the school and to allow current students to be engaged with the school year round.

• Strengthen school through financial assistance– Establish target budget and percentage for students on

Financial assistance consistent with peer schools– Initiate a program and outreach for targeted

scholarships/financial assistance for best and brightest qualified prospective students, to make the school accessible to a select number of students that would not otherwise consider Wyndcroft

– Ensure Wyndcroft remains viable and attracts a socio-economically diverse set of families, who want to make the choice of an independent school education for their children