Strategic Plan 2020: Strategic Initiatives
I. Enhance the Academic and Co-Curricular Program.
A. Promote programming in all areas, greatly enhancing our marketing and communications efforts.
B. Create a process for the continuity of the curriculum from Early Childhood, Lower School, and Middle School.
C. Utilize our academic and athletic facilities more effectively and efficiently to leverage our programs and brand.
D. Create clarity and strength in the Middle School Arts program to align with the school mission.
II. Enhance Institutional Positioning, Advancement, and Enrollment Management.
A. Establish and support Woodland’s brand position, define metrics of success, and communicate our unique and differentiating qualities while building brand awareness.
B. Evaluate complementary programs and school events that reinforce our brand and market position.
C. Enhance our advancement efforts through setting and achieving fundraising goal to provide the additional resources required to execute Woodland’s mission.
D. Communicate with clarity our philosophy of fundraising with our various school stakeholders.
E. Cultivate stronger relationships and sense of communities with families, alumni, and grandparents, and our extended community.
F. Enhance our enrollment management through the implementation of best practices systems and the achievement of recruitment and retention goals.
G. Create clarity around admission requirements and the best-fit criteria for prospective Woodland students.
H. Enhance our admission touch points by including students, parents, faculty, and staff in the admission process.
III. Optimize Our Physical Plant and Assets.
A. Upgrade our ongoing maintenance fund for ongoing capital expenses for the enhancement of our physical plant and technology.
B. Create an ongoing process to monitor strategic alternative real estate opportunities for the school.
C. Ensure access to growing the fine arts and athletic programs to include but not limited to music, drama, physical, digital, extra and co-curricular fine arts and athletics opportunities.
IV. Expand Our Long-Term Sustainability
A. Ensure faculty and staff have access to best-in-class professional development programs available within budget.
B. Establish a reserve fund of six months operating expense for the long-term health of the school.
C. Maximize the non-tuition income of the school by leveraging our facilities and programs to appropriate audiences.
D. Develop and implement a clear philosophy and policy for awarding financial aid.
E. Control operating expenses and maximize organizational efficiencies.
F. Maximize enrollment and net tuition revenue.