Strategic Plan
The Bryn Athyn Church School seeks to provide children with an education with a spiritual foundation, based on the teachings of the New Church, to prepare them to become confident, caring, and useful citizens of this world, and of the Lord’s heavenly kingdom.
BACS Strategic Plan 2012 – PDF
Affirmed by BA Church Board of Trustees on March 19, 2012
Objective 1: 21st Century New Church Education
Carry forward the timeless elements of New Church Education and incorporate the core knowledge, skills and learning environments identified as necessary for students in this new century.Initiative 1.1 – Design and implement 21st Century New Church Curriculum through development of a framework for evaluating existing curriculum and development of new learning experiences.
Action 1.1.1 – Develop guiding principles for curriculum design and key student outcomes
Action 1.1.2 – Design and implement 21st century learning (communication, collaboration, creativity and innovation) goals and assessments
Action 1.1.3 – Design and implement new curriculum schedule
Initiative 1.2 – Training and Professional Development
Action 1.2.1 – Develop school-wide professional development plan
Action 1.2.2 – Interact more with other NC schools and other local schools
Action 1.2.3 – Develop in-service workshops that inspire and instruct
Action 1.2.4 – Develop a more comprehensive induction (orientation and mentoring) process for new teachers (1-2 years long)
Initiative 1.3 – Foster spiritual and moral development of children
Action 1.3.1 – Articulate and communicate our school’s religious identity
Action 1.3.2 – Become a leader in moral/character education
Action 1.3.3 – Teach cultural competence and diversity awareness
Action 1.3.4 – Become a leader in school/family connections that serve child development
Action 1.3.5 – Expand service learning opportunities that promote love for the neighbor
Objective 2: Organizational Health (People)
Promote a spirit of charity through healthy relationships and collaborative involvement.
EXTERNAL RELATIONSHIPS
Initiative 2.1 – Increase engagement, excitement and pride for NC education and BACS
Action 2.1.1 – Identify the value of BACS education and communicate to all groups
Action 2.1.2 – Establish school spirit activities throughout the year for students
Action 2.1.3 – Create family events that promote a sense of community
Action 2.1.4 – Find ways for teachers to show and share their passion for teaching to the community
Initiative 2.2 – Strengthen connections between BACS, home, and community
Action 2.2.1 – Establish and promote opportunities for parents to provide input and engage in discussion, and to participate in the life of the school
Action 2.2.2 – Review and further develop communications between BACS and home
Action 2.2.3 – Promote participation from home and community in life of school
Action 2.2.4 – Identify ways the school can serve the community
Action 2.2.5 – Improve welcoming of new students and families
INTERNAL RELATIONSHIPS
Initiative 2.3 – Create a clear governance structure with defined roles and responsibilities, including administration, board, board committees, etc.
Action 2.3.1 – Create a concise organizational chart
Action 2.3.2 – Develop descriptions of roles and responsibilities, and communicate easily identifiable contact points for areas of frequent need
Action 2.3.3 – Establish and follow succession planning
Initiative 2.4 – Create clear decision making processes and communication that embody our identity as a New Church School
Action 2.4.1 – Develop philosophy of and general procedures for clear communication and transparency about policy and decision making
Action 2.4.2 – Identify/develop appropriate avenues and opportunities for collaborative decision making
Initiative 2.5 – Strengthen relationships between and among administration, faculty, staff and board (including Trustee’s School Committee)
Action 2.5.1 – Create opportunities that foster camaraderie and common purpose
Action 2.5.2 – Increase discussion opportunities (on developing shared vision, generative/big idea conversations, etc.)
Objective 3: Develop and Implement Sustainable Operational Practices
Incorporate sound operational practices to ensure long-term sustainability of BACS.
Initiative 3.1 – Achieve financial stability
Action 3.1.1 – Balance annual budget
Action 3.1.2 – Develop a process that identifies capital needs and process for funding capital expenses
Action 3.1.3 – Explore alternative revenue sources
Initiative 3.2 – Foster ongoing, vibrant relationships with people who value BACS
Action 3.2.1 – Communicate value and create connections that will result in generous sharing of time, skills and gifts
Initiative 3.3 – Create a cycle of continuous improvement
Action 3.3.1 – Identify the appropriate model for continuous improvement
Initiative 3.4 – Develop facilities plan
Action 3.4.1 – Document short, mid, and long term facilities needs
Initiative 3.5 – Maximize enrollment
Action 3.5.1 – Determine enrollment parameters based on mission, time, space/facilities and student composition
Action 3.5.2 – Create a calendar of events clear structure for admissions and enrollment
Action 3.5.3 – Develop and implement strategies that maximize enrollment of children born to New Church parents
Action 3.5.4 – Collaborate with Bryn Athyn Church and other New Church organizations to reach out to receptive families not currently affiliated with the church
Action 3.5.5 – Explore means of expanding programing that can increase participation in school/church life
Overview
The strategic planning committee, consisting of BACS school administration and representatives from BACS faculty and BAC board, has worked steadily since spring 2011 to identify and communicate the direction for the Bryn Athyn Church School for the next five years. We began our process by employing John Suddes, and our work with him created a valuable foundation in identifying some of the main concerns and values we need to take into consideration. Towards the end of summer 2011 our committee decided that the next steps required an invitation to stakeholder groups to gather input through surveys and conversation about what people value and see that we need to consider. Led by Elementary School Director, Kirsten Cronlund, the group solicited input from parents, teachers, board members, and students. This input was regularly brought to the committee for analysis and refinement of next steps. A concrete plan, with objectives, initiatives, and action items was put together collaboratively by the committee towards the end of fall 2011. The initial plan was presented to the faculty in November in order to gain their feedback. Based on this meeting, the committee worked to clarify areas of confusion and to incorporate ideas provided by the faculty. Then in January objective 2 (Organizational Health) was put forward to the faculty once more, since people expressed a need for further discussion. The committee listened and incorporated the input from faculty on this topic. What follows is the strategic plan, which was collaboratively assembled by the strategic planning committee with significant input from multiple stakeholder groups. An explanation of the different levels and our thinking about the levels will help guide the execution of this plan.
Overall
The strategic plan provides a guide for BACS decision-making for the next 5 years. It should be referred to regularly as a living, breathing document that helps in determining allocation of funding and time resources. The document is intended to be a flexible guide-map – something that is open to reassessment by the committee and administration as time goes on and new information comes to light through the implementation of its instructions. Modifications will be communicated responsibly to committee members, faculty, board, and parents so that everyone is aware of changes in the original document as they arise. Modifications will most likely occur at the level of actions and sub-objectives, since the objectives and initiatives are higher order guiding principles.
Objectives
We have identified three objectives: 1) 21st Century New Church Education; 2) Organizational Health; and 3) Sustainable Operational Practices. These objectives are very much in alignment with the values and long-term goals of BACS, and effectively articulate what we aim for in the next 20-30 years. As a result, our objectives are unlikely to change in the specified 5 year timeframe we have mapped out for this strategic plan. They may require modification, but they should remain largely the same.
Initiatives
The initiatives are the items we have identified as critical to the achievement of the objectives. They are relatively stable over time, so they are likely to outlast the 5 year timeframe of this strategic plan, but they are more malleable than the objectives. We may find that some initiatives become less critical for the achievement of the objectives, and that we need to add other initiatives. Such changes will be brought to the committee and to relevant stakeholder groups so that everyone is informed about modifications.
Actions
The level of actions is where the strategic plan really begins to take root in the specific allocation of funding and time resources. We aim to work carefully at the action level to make progress towards our initiatives and objectives. The actions are areas that can be achieved within a 5 year timeframe, or at least significant progress can be made towards them within that timeframe. Because the actions are more concrete, they are likely more subject to revision as information surfaces in the execution of the plan.
Committee Members:
Erik Buss, Assistant Pastor
Debbie Cook, Teacher
Kirsten Cronlund, Elementary School Director (Chair)
Chuck Lindsay, Board Member, School Committee Chair
Lucas Mergen, Teacher
Carol Nash, Teacher
Reid Prichett, Headmaster
Jennifer Pronesti, Board Member, BAC Strategic Planning Chair
Phil Schnarr, School Pastor