{"id":27020,"date":"2020-02-14T15:43:18","date_gmt":"2020-02-14T20:43:18","guid":{"rendered":"https:\/\/www.easternmennonite.org\/?page_id=27020"},"modified":"2026-01-19T11:35:35","modified_gmt":"2026-01-19T16:35:35","slug":"strategic-pathways-2020","status":"publish","type":"page","link":"https:\/\/www.easternmennonite.org\/es\/about\/board-of-directors\/strategic-pathways-2020\/","title":{"rendered":"Caminos Estrat\u00e9gicos 2020"},"content":{"rendered":"\n\n\t

Strategic Plan Summary 2019-2022<\/h1>\n\t\t\t\n\t\t\t\t\t\t\tTODAY magazine issue on EMS Strategic Plan\n\t\t\t\t\t<\/a>\n\t

Note: EMS underwent an accreditation visit and review in the 2022-23 school year through the Virginia Association of Independent Schools. A new plan emerged from that process. View the current dynamic strategic plan<\/a>.\u00a0<\/em><\/p>\n

Strategic Pathway 1:\u00a0<\/b>To strengthen school culture<\/b><\/h3>\n

Goal 1: To deepen understanding and integration of restorative practices (RP) as part of EMS’s faith formation program..<\/b><\/p>\n

    \n
  1. Identify two to four individuals who participate in external restorative practice training with EMS offering financial support to become certified in RP.<\/li>\n
  2. 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.<\/li>\n
  3. Provide a minimum of one RP professional development experience for all faculty\/staff on an annual basis.<\/li>\n<\/ol>\n

    Goal 2: To articulate faith formation and its impact on EMS school culture.<\/b><\/p>\n

      \n
    1. To publish, as created by the Faith Formation Innovation Hub, our philosophy, program design, faith practices and traditions.<\/li>\n<\/ol>\n

      Goal 3: Establish stewardship awareness that integrates care for natural and financial resources into our school culture and programs.\u00a0 \u00a0<\/b><\/p>\n

        \n
      1. Make financial curricular resources available for teachers.<\/li>\n
      2. Install a solar array<\/li>\n
      3. Develop 1-2 initiatives to educate the broader community on energy consciousness.<\/li>\n<\/ol>\n

        Goal 4: Track and recognize ways faculty and students build relationships within the external community.<\/b><\/p>\n

          \n
        1. Increase Head of School presence in local churches with at least 12 church visits per year.<\/li>\n
        2. Encourage faculty, staff and students to present in public arenas every year. \u00a0<\/li>\n<\/ol>\n

          Goal 5: Establish a Racial Equity Group<\/strong><\/p>\n

            \n
          1. Affect processes that will create more racial and cultural diversity in faculty and staff and in the student body.<\/li>\n
          2. Assess and adjust curriculum to\u00a0 include perspectives and stories from people of color.<\/li>\n<\/ol>\n

            Strategic Pathway 2:\u00a0<\/b>To strengthen student learning and success opportunities<\/b><\/h3>\n

            Goal 1: To grow in our professional capacity as educators.<\/b><\/p>\n

              \n
            1. Support and resource teachers by providing additional time for professional development equal to 8 early-release days per year (2 per quarter).<\/li>\n
            2. Collaborative Connections for each teacher every year.<\/li>\n
            3. Demonstration of instructional strategies that meet diverse learning needs of students.<\/li>\n\n<\/ol>\n

              Goal 2:<\/b> To engage students through experiential learning with a vision of “every class, every day”; <\/b>measured through administrative observations of student activity\/engagement as classroom environments are observed.<\/p>\n

              Note: Experiential is measured when students are applying, analyzing, evaluating, creating, and\/or understanding relevance.<\/i><\/p>\n

                \n
              1. To explore reducing teacher overlap between school divisions for the purpose of schedule flexibility and instructional expertise within each division.<\/li>\n
              2. Create scheduling structures allowing time and space for:\n
                  \n
                • Schedule\/Instructional flexibility<\/li>\n
                • Experiential lessons<\/li>\n
                • Instructional collaboration<\/li>\n
                • Reflection on learning for faculty & students<\/li>\n<\/ul>\n<\/li>\n
                • Develop a vocational (employability) awareness<\/i> program aimed at the school’s vision for ensuring every student belongs, thrives and lives God’s call.<\/li>\n
                • Continued enrollment growth and development of the STEAM\/Robotics program, spaces, and competitions.<\/li>\n<\/ol>\n

                  Strategic Pathway 3:\u00a0<\/b>To achieve annual funding and campaign goals<\/b><\/h3>\n

                  Goal 1: To reach the $300,000 goal for VA Tax Credit contributions [for financial aid scholarships] for the 2019-2020 year and grow this support by $50,000 through the 2021-2022 school year.<\/b><\/p>\n

                    \n
                  1. Expand the number of people giving to VDOE’s EISTC program by 15 each year.\u00a0<\/li>\n
                  2. Host an EISTC informational breakfast with student, donor, and tax advising presenters.<\/li>\n
                  3. Mailing to all EMS donors living in Virginia with an appeal to consider a gift through the EISTC program.<\/li>\n
                  4. Communicate the VDOE’s EISTCP program with parents 2 times per year.<\/li>\n
                  5. 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.<\/li>\n<\/ol>\n

                    Goal 2: To meet the $290,000 goal for 2nd Century Fund (Annual Fund & Christmas Fund Drive).<\/b><\/p>\n

                      \n
                    1. Develop a front-end giving campaign for faculty and staff.\u00a0<\/li>\n
                    2. Encourage and grow EMS community participation in the Great Community Give.<\/li>\n
                    3. Build a strong business\/foundation engagement plan\u00a0<\/li>\n
                    4. Leverage Christmas Fund Drive as a calendar year-end giving campaign and deepen students connections with donors and alumni.\u00a0<\/li>\n
                    5. Use the annual Golf Tournament to increase engagement with alumni, supporters, and external community.<\/li>\n
                    6. Implement the EMS Fall Auction for Fri. Nov 1 @ an off-campus venue cts)<\/i><\/li>\n<\/ol>\n

                      Goal 3: To engage a quiet phase for the EMES Gathering Space.<\/b><\/p>\n

                        \n
                      1. Personally thank all $10,000 and greater contributors to Let The Children Come.<\/li>\n
                      2. Steward major donors whose timing was not right for LTCC.<\/li>\n<\/ol>\n

                        Goal 4: To identify and prioritize physical needs on the K-12 campus.\u00a0<\/b><\/p>\n

                          \n
                        1. Activate a governance structure to ensure the prioritization and resourcing of campus needs.<\/li>\n
                        2. Categorize facility needs in terms of project type and resourcing plan<\/li>\n
                        3. Board adoption of a timeline for financial management of past and 5-year campus priorities.<\/li>\n<\/ol>\n

                          Goal 5: Develop an endowment solicitation program.\u00a0<\/b><\/p>\n

                            \n
                          1. Research other private school endowment efforts and custom design an annual program for EMS.<\/li>\n
                          2. Consider bundling Class Endowment Funds for educational purposes.<\/li>\n
                          3. Start and promote educational endowment funds with giving goals for the next 3 years.<\/li>\n<\/ol>\n

                            Strategic Pathway 4: <\/b>To expand enrollment interest and opportunity<\/b><\/h3>\n

                            Goal 1: Secure an applicant pool of 20 for kindergarten each year by the end of March<\/b><\/p>\n

                              \n
                            1. Host Elementary Open House(s) each year at varied times<\/li>\n
                            2. Maximize celebration and exposure to new facility<\/li>\n<\/ol>\n

                              Goal 2: Secure 20 applicants for sixth grade each year to fill class to capacity<\/b><\/p>\n

                                \n
                              1. Promote, plan and host two Student Visitation Days<\/li>\n
                              2. Develop parent ambassadors to host two to four house parties and serve as admissions open houses hosts<\/li>\n
                              3. Review and possibly reinstate the Partner Church Scholarship for middle school<\/li>\n
                              4. Update the visitation day model<\/li>\n
                              5. Develop and implement strategies to engage parents of prospective students (educational events, coffee hours, community events)<\/li>\n<\/ol>\n

                                Goal 3: Secure 15 to 20 applicants for ninth grade each year to fill classes to capacity<\/b><\/p>\n

                                  \n
                                1. Increased focus on outcomes (young alumni accomplishments, etc)\u00a0 in messaging\u00a0\u00a0<\/li>\n
                                2. Promote, plan and host Student Visitation Days with publicity checklist<\/li>\n
                                3. Develop parent ambassadors to host two to four house parties and help to host\u00a0 admissions open houses<\/li>\n
                                4. Update the visitation day model<\/li>\n
                                5. Develop strategies to engage parents of prospective students (educational events, coffee hours, community events)<\/li>\n<\/ol>\n

                                  Goal 4: Develop a sustainable international student program<\/b> and staffing<\/b> model to meet our goal of enrolling 15 international students.<\/b><\/p>\n

                                    \n
                                  1. Discern viability of Dosan Dream School partnership<\/li>\n
                                  2. Develop a service plan and staffing model to support 15 international students.\u00a0<\/li>\n<\/ol>\n

                                    Goal 5: Evaluate our admissions and financial aid processes through a racial equity lens.<\/strong><\/p>\n

                                      \n
                                    1. Remove language or cultural barriers in the application processes.<\/li>\n
                                    2. Assure equitable access to funds for people of color and those from a variety of cultural backgrounds<\/li>\n<\/ol>\n

                                       <\/p>\n\n","protected":false},"excerpt":{"rendered":"

                                      Strategic Plan Summary 2019-2022 TODAY magazine issue on EMS Strategic Plan Note: EMS underwent an accreditation visit and review in the 2022-23 school year through the Virginia Association of Independent Schools. A new plan emerged from that process. View the current dynamic strategic plan.\u00a0 Strategic Pathway 1:\u00a0To strengthen school culture Goal 1: To deepen understanding…<\/p>","protected":false},"author":4,"featured_media":0,"parent":10039,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"footnotes":""},"class_list":["post-27020","page","type-page","status-publish","hentry"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.easternmennonite.org\/es\/wp-json\/wp\/v2\/pages\/27020","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.easternmennonite.org\/es\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.easternmennonite.org\/es\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.easternmennonite.org\/es\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/www.easternmennonite.org\/es\/wp-json\/wp\/v2\/comments?post=27020"}],"version-history":[{"count":1,"href":"https:\/\/www.easternmennonite.org\/es\/wp-json\/wp\/v2\/pages\/27020\/revisions"}],"predecessor-version":[{"id":78498,"href":"https:\/\/www.easternmennonite.org\/es\/wp-json\/wp\/v2\/pages\/27020\/revisions\/78498"}],"up":[{"embeddable":true,"href":"https:\/\/www.easternmennonite.org\/es\/wp-json\/wp\/v2\/pages\/10039"}],"wp:attachment":[{"href":"https:\/\/www.easternmennonite.org\/es\/wp-json\/wp\/v2\/media?parent=27020"}],"curies":[{"name":"gracias","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}