Strategic Plan Summary 2019-2022
Strategic Pathway 1: To strengthen school culture
Goal 1: To deepen understanding and integration of restorative practices (RP) as part of EMS’s faith formation program..
- Identify two to four individuals who participate in external restorative practice training with EMS offering financial support to become certified in RP.
- Create a task force to develop an EMS RP Framework and description of our restorative practices covering a range of topics from philosophy, establishing classroom culture, school culture, to resolving issues as they arise.
- Provide a minimum of one RP professional development experience for all faculty/staff on an annual basis.
Goal 2: To articulate faith formation and its impact on EMS school culture.
- To publish, as created by the Faith Formation Innovation Hub, our philosophy, program design, faith practices and traditions.
Goal 3: Establish stewardship awareness that integrates care for natural and financial resources into our school culture and programs.
- Make financial curricular resources available for teachers.
- Install a solar array
- Develop 1-2 initiatives to educate the broader community on energy consciousness.
Goal 4: Track and recognize ways faculty and students build relationships within the external community.
- Increase Head of School presence in local churches with at least 12 church visits per year.
- Encourage faculty, staff and students to present in public arenas every year.
Strategic Pathway 2: To strengthen student learning and success opportunities
Goal 1: To grow in our professional capacity as educators.
- Support and resource teachers by providing additional time for professional development equal to 8 early-release days per year (2 per quarter).
- Collaborative Connections for each teacher every year.
- Demonstration of instructional strategies that meet diverse learning needs of students.
Goal 2: To engage students through experiential learning with a vision of “every class, every day”; measured through administrative observations of student activity/engagement as classroom environments are observed.
Note: Experiential is measured when students are applying, analyzing, evaluating, creating, and/or understanding relevance.
- To explore reducing teacher overlap between school divisions for the purpose of schedule flexibility and instructional expertise within each division.
- Create scheduling structures allowing time and space for:
- Schedule/Instructional flexibility
- Experiential lessons
- Instructional collaboration
- Reflection on learning for faculty & students
- Develop a vocational (employability) awareness program aimed at the school’s vision for ensuring every student belongs, thrives and lives God’s call.
- Continued enrollment growth and development of the STEAM/Robotics program, spaces, and competitions.
Strategic Pathway 3: To achieve annual funding and campaign goals
Goal 1: To reach the $300,000 goal for VA Tax Credit contributions for the 2019-2020 year and grow this support by $50,000 through the 2021-2022 school year.
- Expand the number of people giving to VDOE’s EISTC program by 15 each year.
- Host an EISTC informational breakfast with student, donor, and tax advising presenters.
- Mailing to all EMS donors living in Virginia with an appeal to consider a gift through the EISTC program.
- Communicate the VDOE’s EISTCP program with parents 2 times per year.
- Follow-up phone conversations and/or personal visits with 50 lead prospects for giving through this program with an appeal to multiply their gift using EISTC program.
Goal 2: To meet the $290,000 goal for 2nd Century Fund (Annual Fund & Christmas Fund Drive).
- Develop a front-end giving campaign for faculty and staff.
- Encourage and grow EMS community participation in the Great Community Give.
- Build a strong business/foundation engagement plan
- Leverage Christmas Fund Drive as a calendar year-end giving campaign and deepen students connections with donors and alumni.
- Use the annual Golf Tournament to increase engagement with alumni, supporters, and external community.
- Implement the EMS Fall Auction for Fri. Nov 1 @ an off-campus venue cts)
Goal 3: To engage a quiet phase for the EMES Gathering Space.
- Personally thank all $10,000 and greater contributors to Let The Children Come.
- Steward major donors whose timing was not right for LTCC.
Goal 4: To identify and prioritize physical needs on the K-12 campus.
- Activate a governance structure to ensure the prioritization and resourcing of campus needs.
- Categorize facility needs in terms of project type and resourcing plan
- Board adoption of a timeline for financial management of past and 5-year campus priorities.
Goal 5: Develop an endowment solicitation program.
- Research other private school endowment efforts and custom design an annual program for EMS.
- Consider bundling Class Endowment Funds for educational purposes.
- Start and promote educational endowment funds with giving goals for the next 3 years.
Strategic Pathway 4: To expand enrollment interest and opportunity
Goal 1: Secure an applicant pool of 20 for kindergarten each year by the end of March
- Host Elementary Open House(s) each year at varied times
- Maximize celebration and exposure to new facility
Goal 2: Secure 20 applicants for sixth grade each year to fill class to capacity
- Promote, plan and host two Student Visitation Days
- Develop parent ambassadors to host two to four house parties and serve as admissions open houses hosts
- Review and possibly reinstate the Partner Church Scholarship for middle school
- Update the visitation day model
- Develop and implement strategies to engage parents of prospective students (educational events, coffee hours, community events)
Goal 3: Secure 15 to 20 applicants for ninth grade each year to fill classes to capacity
- Increased focus on outcomes (young alumni accomplishments, etc) in messaging
- Promote, plan and host Student Visitation Days with publicity checklist
- Develop parent ambassadors to host two to four house parties and help to host admissions open houses
- Update the visitation day model
- Develop strategies to engage parents of prospective students (educational events, coffee hours, community events)
Goal 4: Develop a sustainable international student program and staffing model to meet our goal of enrolling 15 international students.
- Discern viability of Dosan Dream School partnership
- Develop a service plan and staffing model to support 15 international students.