Strategic Plan

Overview

This Strategic Plan was conceived by the Soundview School Board of Trustees over the course of five strategy sessions. The first session was facilitated by NWAIS Executive Director Mark Crotty in June of 2022. The following four sessions were facilitated by consultants Dr. Heather Clark and Brenda Stonecipher during the winter of 2023 and involved more than twenty parent participants. The previous strategic plan was established in 2018 and modified during the COVID crisis of 2020-2022. The original strategic priorities (including tuition reset) coupled with the school’s successful management of COVID resulted in fulfillment of all enrollment and development goals.

The Board has established the 2023-2028 plan in the context of several current factors, including: 

  • Recent benchmarking of key performance indicators against national and local comparative markets by consultant Brenda Stonecipher.

  • The school surpassed enrollment targets and enjoys operating at more than 90% of physical capacity or 170 students.

  • The school’s positive culture, and its stated and longstanding commitment to DEIB are strengths. The school wants to prioritize its commitment and use it to define the school’s future. 

  • The school has doubled in size, yet the board and administrative structures have remained the same size. The school recognized the need for additional capacity and development of the board and administration for the next phases of the school’s growth.

  • The school’s aging campus and lack of space for growth are opportunities. 

This strategic plan’s intention is to position the school to move fully out of its startup phase and into its next chapter, by achieving these specific goals:

  • Deepen the school’s commitment to DEIB and strengthen the school’s culture through work with all constituents: students, families, faculty/staff, and board.

  • Make a feasible plan that addresses all of the issues with the school’s campus.

Item 1 of 7

*A framework for prioritization over 3-5 years:

One.

Articulate current strengths in these areas and reinforce.

Two.

Identify highest leverage areas for improvement. Commit adequate resources to meet expectations.

Three.

Consider “adding” new programs or features.

Strategic Priorities and Initiatives

    • Articulate, communicate, and engage constituents in the current DEI work.

    • Build a DEIB scope and sequence of skills and concepts into the Primary Years Program of Inquiry and Middle Years Program of Study.

    • Leverage existing programs (like learning buddies) to provide more opportunities for older and younger students to learn and practice skills.

    • Include explicit DEIB messaging in all school communication channels.

    • Create educational opportunities for the parent community.

    • Add a DEIB committee element to the parent/guardian association.

    • Review and revise administrative processes for DEIB best practices, especially in hiring.

    • Create a DEI ambassador or ombudsman group.

    • Continue to prioritize DEIB professional development for faculty/staff.

    • Ensure all board members understand and can talk about the school’s commitment to DEIB. 

    • Ensure an effective feedback system for all DEIB work.

    • Complete an architectural program design for school growth to 250 and 350 student enrollments.

    • Complete a strategic financial plan and 7-year forecast that incorporates strategic goals and growth scenarios.

    • Ensure the financial plan addresses relevant areas: reserves, campus, compensation.

    • Achieve NWAIS accreditation.