 | Strategic Thinking: A Five-Year Plan2010-2015
The following is an outline of Dawson’s five-year Strategic Plan, which is the result of contributions from a variety of constituencies. This plan provides a road map for the School’s future.
|
| Strategic Initiative #1: Affordability/Accessibility/Sustainability Goal: To increase revenue by creating new, alternative, long-term revenue streams Strategies may include increasing energy efficiency through solar initiatives, adding additional cell phone facilities, applying for corporate/government grants, creating an Endowment Fund, expanding facility rental opportunities, etc. Desired Outcomes:
- Fully integrated photovoltaic solar system installed
- Tender bids for one new cell tower per year for next three years
- Fully-established Planned Giving and Endowment Fund
|
|
| Strategic Initiative #2: Advocacy & Marketing Goal: To achieve full capacity in five years. Strategies may include increasing advertising efforts, identifying alternative marketing channels, establishing the use of social media outlets, expanding community exposure to student achievements and community events, etc. Desired outcomes:
- Increased media attention and local market visibility
- Full enrollment
|
|
| Strategic Initiative #3: Institutional Excellence & Accountability Goal: To be recognized nationally as the preeminent independent school demonstrating excellence in academics, athletics and the arts. Strategies may include building upon faculty excellence, offering more robust continuing education and professional development opportunities for faculty, ensuring program excellence by examining other schools, yearly analysis of national test scores (ERB) to identify areas of strength and improvement Desired Outcomes:
- 75% of the faculty with advanced degrees
- 100% of the faculty involved in robust continuing education and professional development programs
|
|
| Strategic Initiative #4: Technological Innovation & Change Goal: To further integrate technology into the classroom, with a standard uniformity across grade levels, at a cutting-edge level. Strategies may include expanding the Elmo Cart and Middle School 1:1 Netbook programs, exploring the benefits of a teleconferencing system, developing an online high school, expanding Middle School course offerings, etc. Desired Outcomes:
- Every classroom will have innovative technology
- Every sixth through eighth grader will participate in the 1:1 Netbook Program
- A technology training center for teachers will be established and run by a full-time Technology Educational Integration Specialist
- A more robust S.T.E.M. program in the Middle School
- 21st century library and state-of-the-art performing arts center
|
|
| | Roadmap for the Future: Strategic Plan
Why does an organization need to think strategically about its direction over the next five years? Well, for one, we should know how our school is doing—and not just based upon anecdotes or hunches. Second, we want to move our school from very good to great. Great schools aim higher, planning strategically and positioning themselves to meet the ever-changing needs of a complex, technological world.
|
| |