2012 Meadowbrook School Strategic Plan

Our School, Our Future

The Strategic Plan For The Meadowbrook School2012 - 2017

Dear Friends,

The Meadowbrook School Board of Trustees has been actively working on a Strategic Plan for the past year to help define the direction and growth of our school and to articulate goals over the next five years in several areas.

In January 2011, the Strategic Plan Steering Committee formed subcommittees consisting of board members, faculty, and parents to conduct a comprehensive study of six key areas: Academic Excellence, Buildings & Grounds, Access & Affordability, Community Relations, Student Life & Wellness, and Development. Over the course of three months, the groups identified critical issues and developed questions to facilitate further discussion.

In May and June 2011, two focus group meetings were held to provide an opportunity for the entire school community, and key figures from outside the school, to learn what the subcommittees had been working on, and to share individual insight and honest opinions. These meetings provided participants with the opportunity to provide valuable feedback to the subcommittees.

During the summer months of 2011, using the data collected from the focus groups and subcommittees, the Steering Committee developed an online survey that contained questions identified by the subcommitees. This survey was sent to all Meadowbrook constituencies, with over 70% of the current parents responding. The data from the survey was incorporated into the final reports that each subcommittee prepared.

This Strategic Plan represents a condensed version of the subcommittee reports, and reflects over a year’s worth of work by numerous members of the Meadowbrook community. We present this Plan in a format that we hope clearly explains the priorities of the six subcommittees. Our intention is to use this plan for the next five to seven years as we head toward the school’s centennial year in 2019.

Sincerely,

The Strategic Planning Steering Committee

The Meadowbrook School

The mission of the Meadowbrook School is to offer an unwavering commitment to academic excellence for a diverse population of elementary school children. The school believes

education includes learning to appreciate the value of hard work, expanding a sense of integrity, and practicing humanity

towards others while inspiring students to make a positive difference. We strive to have our students well-prepared and

eager to take on future challenges.

Mission

The Reverend John White Walker served as the first headmaster for more than 20 years. (Incidentally, he retired in 1941 when he found, for the first time, that the students could outrun him on the track.) Eleven students were enrolled in that first year. Just like today’s students, they attended classes in a three-story building surrounded by more than 18 acres of fields and woods.

By the 1920s, Meadowbrook had become a thriving school for the sons of many prominent families in the area, whose names now adorn the mastheads of Philadelphia businesses and law firms: Lippincott, Drinker, Hallowell, Ewing, and Sinkler were among the surnames of the early graduates. Local philanthropist Eugene “Fitz” Dixon was commended for bringing in “good movies for rainy days” in 1933.

In 1940, the upper school boys’ orchestra was directed by a young student from the Curtis Institute – one Leonard Bernstein, who later wrote a letter to Meadowbrook saying he well remembered his experience there: he was pelted with chalk when he tried to conduct his musicians in a composition by Rimsky-Korsakow. Meadowbrook continues to boast many more recent notable alumni, including Broadway actor Jarod Spector and Hollywood producer J.C. Spink.

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History

The Meadowbrook School was founded in 1919 as an independent, non-sectarian country day school for boys from kindergarten through eighth grade. Advertisements published by the founders, a group of families whose names included local luminaries such as Robert Sewell and J. Herkness, said the school “would combine the latest and most improved methods of instruction, together with the opportunity of country life.”

Although it started as an all-boys school, Meadowbrook began admitting girls in 1972 and eliminated the seventh and eighth grades in 1978. With the help of its founders and parents, the Meadowbrook School has survived for more than 91 years, weathering the Depression, World War II, the tumultuous Sixties, and the various economic cycles of the last forty years. The school continues to maintain its commitment to diversity, with almost 33% of the student population coming from minority groups. Every child is given opportunities to develop leadership abilities, from running assemblies to publishing the school’s literary magazine. Social responsibility is an important part of the Meadowbrook experience: every child in every grade performs community service – visiting nursing homes, donating food to a local food bank, helping with the Church of the Advocate Soup Kitchen, contributing to clothing drives, and participating in campus clean-up days, to name just a few.

Through the years, Meadowbrook has remained a small school that lives up to its motto, “Excellence in Elementary Education.” Today Meadowbrook educates students from preschool through sixth grade in a nurturing environment with high expectations for all. Our graduates leave Meadowbrook ready to succeed at the finest independent schools in the greater Philadelphia area.


5 4Meadowbrook School Hobby Show - 1933

Development

The Meadowbrook School seeks to foster a strong, vibrant, and inclusive environment by establishing a sustainable fundraising and development framework that advances full community support for the school’s programmatic, endowment and facilities needs.

Student Life and Wellness

The Meadowbrook School seeks to ensure that our children achieve their highest potential as healthy, self-confident, academically successful, compassionate, and responsible citizens, as well as to develop lifelong healthy habits in each child.

Community Relations

The Meadowbrook School seeks to enhance community relations among all constituents including interactions between faculty, students, parents, grandparents, alumni, and members of the surrounding community.

Academic Excellence

The Meadowbrook School seeks to plan, implement, and support educational strategies that ensure personal growth and academic achievement for each student by implementing innovative instructional strategies based in sound, research-based curriculum, and by supporting professional development opportunities that foster engaging, 21st- century classrooms.

Buildings and Grounds

The Meadowbrook School seeks to identify and plan for the school’s physical needs in a way that will allow for the optimal use of the buildings and grounds while providing a fiscally sustainable environment for fulfilling the school’s mission.

Access and Affordability

The Meadowbrook School seeks to enhance its access and affordability by identifying strategies and techniques to increase the visibility of the school in the community and to broaden the socio-economic diversity of the Meadowbrook family.

The Meadowbrook School

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Strategic Planning Goals


Academic Excellence

Academic Excellence

1Incorporate innovative and research-based instructional techniques into classrooms.

Strategies

• Identify and examine issues that pertain to effective teaching and learning, distance learning, and technology in education as they relate to Meadowbrook students, faculty, programs, and curricula

• Partner with universities to explore forward-thinking ideas and practices in traditional, hybrid, blended, and experiential learning environments

• Develop criteria for evaluating data, software, Internet, and mobile resources

Resources: Administration, Faculty, ADVIS, PAIS

Time Frame: Immediate and ongoing

Monitoring: Headmaster, Board, Education Committee Chair

2Evaluate the school’s assessment strategies and tools for reporting student progress.

• Evaluate tools used to communicate student progress to students, parents, teachers, and admission directors at secondary schools

• Redesign the school report card to reflect research-based assessment strategies

• Develop a report card that represents academically appropriate milestones at each grade-level

• Create a conference system that reflects a partnership approach to a student’s education




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Academic Excellence

3 4Develop curriculum, instructional strategies, study benchmarks and assessments to ensure alignment with state and national standards.

Design a faculty development program to serve as a resource for professional growth.

Resources: Administration, Faculty, ADVIS, PAIS, Education Committee



Resources: Administration, Faculty, ADVIS, PAIS, Education Committee



• Map the school’s curriculum to insure a proper progression of skill sets at each grade-level

• Develop enrichment and remediation strategies at each grade level

• Develop a comprehensive system for faculty evaluation and development that is fair, useful for personnel decisions, and promotes improvement in quality of teaching, scholarly activity, and Meadowbrook service

• Provide continuous professional development and training to maintain a highly qualified faculty and staff who are committed to serving the educational needs of students

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Strategies

Strategies

5Ensure that the school provides opportunities that help students pursue their passions and develop character, leadership skills, and self-awareness in an environment that encourages balance in their lives.

• Evaluate the school’s homework policy• Develop a publication entitled “Core Values of a

Meadowbrook Student”• Create support programs that emphasize and highlight the

core values of a Meadowbrook student • Develop Meadowbrook’s “Portrait of a Graduate”




Academic Excellence

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Buildings And Grounds


1Ensure the school’s buildings and grounds are properly equipped to provide a safe and secure environment for students, staff, parents and visitors.

Strategies

• A monitoring system and/or pass-code system should be implemented to ensure access to the school buildings is secure

• Emergency equipment and procedures for use should be reviewed and updated for consistency with current technology

• Existing facilities should be reviewed to ensure appropriate accessibility is available

Resources: Buildings and Grounds Committee, Security Specialist


Monitoring: Headmaster, Board, Building and Grounds Chair

2Create a comprehensive and detailed management plan for maintaining and enhancing the school’s buildings.

Strategies

• Plan for and document routine and diligent maintenance of the school buildings

• Ensure all systems are in proper working order and allow for efficient budgeting

• Explore improvements and upgrades in detail where appropriate

Resources: Buildings and Grounds Committee, Maintenance Staff


Monitoring: Headmaster, Board, Building and Grounds Chair, Maintenance Staff

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Buildings and GroundsStrategies

3 4Develop a plan for incorporating energy efficiency and environmental awareness into Meadowbrook’s programs and operations.

Create a comprehensive and detailed management plan for maintaining and enhancing the school’s grounds.

Strategies

• Explore options to be a “green” school and provide for a healthy learning environment

• Explore ways to enhance and improve energy conservation

• Explore options that will increase recycling efforts

• Plan for and document routine and diligent maintenance of the school grounds

• Provide quality opportunities for outdoor learning, athletic experiences and community visibility

• Explore improvements and upgrades in detail where appropriate including playground areas and equipment, athletic fields and courts, woodlands, and parking areas

Resources: Buildings and Grounds Committee,Maintenance Staff

Time Frame: Fall 2012 and ongoing

Monitoring: Headmaster, Board, Building and Grounds Chair, Maintenance Staff

Resources: Building and Grounds Committee, Industry Experts


Monitoring: Headmaster, Building and Grounds Chair

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Strategies5

Explore and plan for future upgrades and additions to improve and enhance the school’s ability to fulfill its mission.

• Establish a sub-committee of the Building and Grounds Committee to investigate the potential for larger scale improvements such as the creation of a dedicated performance space and a new library and technology space

• Coordinate closely with Development Committee to ensure feasibility through capital campaigns for identified improvements


Resources: Buildings and Grounds Committee, Faculty


Monitoring: Headmaster, Director of Development, Buildings and Grounds Committee, Development Committee

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1The Meadowbrook School seeks to enhance its access and affordability by identifying strategies and techniques to increase the visibility of the school in the community and to broaden the socio-economic diversity of Meadowbrook.

Strategies

• Establish relationships with local media as well as increase the use of social media

• Deliver a consistent message to a broader audience, using activities at Meadowbrook

• Coordinate Open Houses to be held in conjunction with other Meadowbrook events

• Provide for more student involvement in the external community through volunteer opportunities

• Increase awareness of Meadowbrook’s commitment to community service

Resources: Headmaster, Director of Development, Director of Admissions, Faculty


Monitoring: Headmaster, Board, Development Committee, Marketing Committee

2Increase awareness of ways to afford a Meadowbrook education.

• Publish an affordability pamphlet “How To Afford a Meadowbrook Education”

• Provide information on third-party financing and alternative forms of financial support

• Develop a merit-based Scholarship Award

• Explore financial incentives to enhance affordability

Resources: Headmaster, Director of Development, Director of Admissions, Business Office



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Access and AffordabilityStrategies

3Improve access and marketing initiatives.

Strategies

• Publicize the tuition referral program

• Market specifically to pediatrician and dentist offices, real estate brokers, and corporate relocation offices

• Attend parents’ night at potential feeder schools

Resources: Headmaster, Director of Development, Director of Admissions



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5Development

DevelopmentStrategies

1Expand Development Office efforts.

• Hire a Director of Development with a proven track record of fund raising success

• Upgrade and improve development database

• Improve coordination of all fundraising efforts within the school community

Resources: Director of Development, Board, Development Committee, POM Executive Committee


Monitoring: Headmaster, Board, Development Committee Chair, Director of Development

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2Increase the school’s endowment to $1,000,000.

• Identify potential major donors

• Educate major donors on the purpose and value of giving to the Meadowbrook Endowment Fund

• Establish various giving categories for student scholarships, faculty professional development, and facilities

Resources: Database, Board, Headmaster, Director of Development, Friends of the School

Time Frame: Immediate and ongoing through Centennial year

Monitoring: Headmaster, Board, Director of Development

3Strategies

Develop a clear, simple, and consistent Case for Giving.

• Distribute the Case for Giving to all school constituencies

• Educate all constituencies on the value and importance of contributing to the school

• Maximize the positive effect of the Case for Giving to ensure effective impact whenever development opportunities arise

Resources: Director of Development, Development Committee, NAIS


Monitoring: Headmaster, Board, Director of Development, Development Committee Chair

Development

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4 5Strategies

Increase outreach to and communication with all constituencies

Increase the role of the Board of Trustees in the school’s development efforts.

Development

• Increase alumni participation in school activities to 8-10% of alumni base

• Increase alumni participation in the Annual Fund to 8-10% of alumni base

• Develop an annual school-wide Grandparents Day

• Develop publications specifically focused on each constituency base

• Increase communication through the use of the Internet and social media

• Identify and develop relationships with local businesses

• Create a professional development series on fundraising for the board

• Maximize the personal connections of members of the Board of Trustees

• Involve board members in solicitation efforts where appropriate

Resources: Database, Website, Social Media, Director of Development, Faculty


Monitoring: Director of Development, Headmaster, Development Committee

Resources: Director of Development, ADVIS, PAIS, Development Committee, Board


Monitoring: Director of Development, Headmaster, Development Committee Chair

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6Develop several facilities-specific Capital Campaign opportunities

• Exploreoptionsforadedicatedperformancespace

• Exploreoptionsforanewlibraryandtechnologyspace

Resources: Architects, Board, NAIS, Faculty, Buildings and Grounds Committee

Time Frame: Winter 2012 and Ongoing

Monitoring: Development Director, Headmaster, Development Committee Chair

7Strategies

Provide potential donors with more diverse giving opportunities.

• Develop curriculum-specific grant programs

• Establish, publicize, and educate potential donors on planned giving and alternative giving opportunities

• Establish a Major Gifts program

• Educate donors on the EITC program offered by Pennsylvania

Resources: Development Director, ADVIS, PAIS

Time Frame: Winter 2012 and ongoing

Monitoring: Development Director, Headmaster, Development Committee Chair

Development

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Student Life And Wellness

1Develop a high quality, nutritional, cost-effective food service program that supports student learning and enhances awareness of the importance of proper nutrition.

• Conduct a nutritional and operational assessment of the food service program and implement changes as needed

• Improve communication to parents regarding the food service program

• Provide professional development funds for food service personnel

• Increase educational opportunities for students through food and nutrition-based integrated units for all grades

• Establish a tie with Meadowbrook Farms for educational opportunities and support

• Re-establish the Nutrition CommitteeResources: Nutrition Committee, Meadowbrook Farms, Pennypack Farms

Time Frame: Spring 2012 and ongoing

Monitoring: Headmaster, Board, Student Wellness Committee Chair

2Strategies

Ensure a safe and secure educational environment for the faculty, staff, parents, and students.

• Implement a monitoring system and/or pass-code system to ensure access to the school buildings is secure

• Establish a more effective safe-arrival protocol that notifies

parents in a timely manner if students are absent

• Implement an ongoing CPR and First Aid certification training program for faculty and staff

• Obtain a defibrillator for use in case of emergencies

Resources: Administration, American Red Cross, Abington Hospital, Security Consultant

Time Frame: Summer 2012 and ongoing

Monitoring: Headmaster, Board, Student Life and Wellness Committee Chair


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3 4Strategies

Expand and increase the awareness of opportunities for students to participate in extracurricular activities both in and out of school.

Maintain an inclusive educational environment where each student feels respected and valued.


• Develop and distribute a directory of outside organizations that offer lessons, classes, leagues, etc. for our student body

• Continue to offer a variety of after school clubs and activities

• Expand our extracurricular offerings where appropriate

• Increase our character development programs

• Develop an anti-bullying educational program with appropriate policies and communicate them to the entire community

• Develop and distribute a resource guide of external organizations that provide parental education and support regarding life issues

Resources: Faculty, Abington Memorial Hospital, Parent Magazines, Parents

Time Frame: September 2012 and ongoing


Resources: Faculty and Staff, Abington Parenting Center, Abington Memorial Hospital, Parent Magazines, Montgomery County Intermediate Unit



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Community Relations

Community RelationsStrategies

1Increase the visibility of the school in the wider community, focusing on image and name recognition with activities that speak to the school’s mission

• Become more involved in established community events

• Use the Meadowbrook Hawk mascot in the community

• Team up with a local historical society on a Meadowbrook School history project for presentation to local groups and the school community

• Continue to expand and refine opportunities for outside groups to utilize the school’s facilities

Resources: Headmaster, Director of Development, Director of Admissions, Board, Faculty, Local Youth Programs


Monitoring: Headmaster, Board, Marketing Committee

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2Implement more effective methods of communication and interaction within the school community, especially with and among current faculty and staff, parents and grandparents, and school leadership.

• Continue to upgrade and make use of the FYI and the website

• Encourage the posting of school and classroom events on the electronic school calendar so that everyone can be informed of school events

• Demonstrate respect and appreciation for “extra efforts” made on behalf of the school with appropriate acknowledgement

• Continue to promote open communication to generate camaraderie, a sense of belonging and being valued

Resources: Director of Development, Headmaster, Social Media, Website, Faculty, Community Relations Committee

Time Frame: Immediate and ongoing through Centennial

Monitoring: Headmaster, Board, Community Relations Committee Chair

3Strategies

Increase outreach to alumni and engage them as ambassadors of the school.

• Resume publication of the school magazine, “Spirit,” on a semiannual schedule

• Continue efforts to connect with alumni through the school’s website

• Explore the use of social networks in reaching out to the alumni, especially the younger graduates

• Recognizing that the school’s mission and image have changed over the school’s history. Target each alumni group appropriately for the era of their Meadowbrook involvement

• Create events where people of all generations who are connected with Meadowbrook can interact with current students at all grade levels

Resources: Director of Development, Website, Social Media, Faculty, Alumni


Monitoring: Headmaster, Board, Alumni Relations Director

Community Relations

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Our School, Our Plan

Strategic Planning Steering Committee OfThe Meadowbrook School Board of Trustees

Jeffrey Franz

Sheila Hudson

Alexis Isztwan

Dr. David Junkin

Cathy Keim

Neeta McCulloch

Lisa Munn

Jim Pierce

David B. Stephens

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1641 Hampton Road Meadowbrook, Pa 19046 www.themeadowbrookschool.org215-884-3238

2012 Meadowbrook School Strategic Plan

Documents

Transcript of 2012 Meadowbrook School Strategic Plan