2018 19 Heads Goals and Objectives

2018-19 Heads Goals and Objectives Set forth below are the major goals for the Head of School for the year 2018-2019. T...

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2018-19 Heads Goals and Objectives

Set forth below are the major goals for the Head of School for the year 2018-2019. These goals are derived from and anchored in the goals of the 2015 Strategic Plan. The Head will report progress on these goals through periodic committee and task force reports and the Head’s Reports to the Board, and the Head will prepare and provide a Composite Head’s Report for the Board in April before the Board completes the Head Evaluation. In addition to the specific strategic goals outlined below, it is also recognized that the Head will continue to spend a significant amount of time supporting the Board and engaged in the operational duties of a Head of School, including the areas of operations, budget, and personnel. To enhance the Board’s ability to measure and evaluate the Head of School’s efforts and achievements, the Board has identified several critical initiatives or objectives related to each of the goals identified below. The Head will work towards achieving those critical initiatives throughout the year, and will report on them in the April Composite Head’s Report. Note - The Critical Initiatives and Objectives below have been organized in priority order, as opposed to the order in which topics appear in the 2015 Strategic Plan. I. Program Excellence Foster an environment in which children love learning, aim high to reach their potential, and become caring members of their communities. Improve the quality of the education our students receive by ensuring that we have a strong academic program, an outstanding faculty, and a diversity of perspectives and experiences nurtured in the classroom. Examine how we evaluate, assess, and prepare our students. Critical Initiatives or Objectives A. Work with Trustees, Admin Team, and F&S to:



Facilitate the completion of the work of the Task Force on Personnel on review of compensation and benefits for all school personnel



Continue to focus marketing where attrition is concentrated ○ Continue efforts for retaining preschool families ■ Continue developing PS parent ambassadors through the admissions office ■ Target PS families for events, tours and observations highlighting 4s, K and 1st grade ■ Use PS and LE blogs to highlight benefits of these programs



Support the work of the Board and Diversity Statement Revision Task Force to finalize a new statement



Complete LS benchmarking and use school-wide benchmarks more explicitly with parents and students



Support the new Head of The Middle School in her transition to BHMS

II. Sustainable Resources Maintain financial sustainability for the families, staff members, and other important stakeholders in our community. Strengthen the financial position of the school. Critical Initiatives or Objectives A. Market the use of the new Raise the Roof space and properly thank donors ● Support teachers in curricular planning for use of new space ● Support the development and use of schoolwide maker spaces B. Implement the recommended work plan for improvements to the business office ● Remedy audit deficiencies C. Work with advancement team on calendared outreach and cultivation of donors ● Focus on successful BHMF D. Enrollment & Retention ● Continue use of enrollment and retention strategies with support from F&S, admin and parent ambassadors ● Continue development of BHMS Beginnings

E. Collaborate with Board of Trustees to support the new head’s transition F. Maintain visibility and presence on campus

III. Communications Work with the Director of Institutional Advancement, Program Heads, etc. to update the methods and means by which the school communicates with its current community of families, as well as prospective families and peer institutions. To ensure that parents understand the Montessori philosophy and pedagogy, are well ​informed about the specifics of their children’s learning process at BHMS, and find the school responsive to their concerns. Raise BHMS’s profile as the premier preschool through 8th grade. Critical Initiatives or Objectives A. External ● Continue marketing our school-wide program to current and prospective parents ○ Further develop the school website ○ Continue to build on partnerships with other schools and organizations ○ Host events at BHMS which grow our community outreach B. Internal ● Continue improvement of communications tools ○ Promote use of the Golden Document as a road map to school/home partnership ○ Continue to develop use of class blogs as tools for communicating about curriculum ○ Support continued improvement to the weekly newsletter • Partner with the Board to support a thoughtful and positive program of communication around the new head’s transition

IV. Professional Development Work with the Chair of our Board of Trustees to identify areas of focus for professional development using feedback from the annual Head’s Assessment Critical Initiatives or Objectives A. Participate in professional development aimed at building finance skills

V. Self Care Work with the Board to establish practices and supports for self care that will allow HoS to maintain the necessary health and wellness required for continued success in leadership of BHMS Critical Initiatives or Objectives A. Practice basic self care ● Take time for lunch or breaks ● Protect scheduled time for classroom visits ● Schedule regular exercise ● Schedule and protect vacation days