Strategic Plan

The Keys School Board of Trustees reviewed and revised the Keys mission and adopted a strategic plan in November 2002 to guide the school and support the mission during the upcoming three to five years. Completed after community wide surveys, focus groups, and planning ses-sions, the strategic plan has provided guidance to the school’s endeavors for the past two years. The plan established five goal areas and delineated specific actions within each area. The strate-gic plan serves as a framework for the plans that the Board of Trustees and administration im-plement each year.

Goals & Actions

1. Offer a strong and broad program that addresses cognitive, social, and emotional development in a safe environment where children learn best.
1. Broaden integrated curriculum throughout the school.
1. Integrated experiences occur in middle school units on Bridges and the Renaissance.
2. Integrated themes combine activities from paired subjects like art and music, math and art, Spanish and physical education, and others.
3. Interdisciplinary activities and units are taught in each grade level.
2. Continue scope and sequence review to enhance curricula.
1. A different curriculum area receives a thorough review each year. Areas evaluated in the past three years include reading, social studies, and math.
2. The faculty is tracking school-wide curriculum through a computer mapping software program.
3. Strengthen and develop an ongoing program of parent education and broaden un-derstanding of Keys’ curriculum, philosophy, and the development of the child.
1. A curriculum guide was created and is distributed to all present and prospective families. The guide is also available online at the school’s website.
2. Presentations at KSA meetings explain both curricular areas and the social/emotional development of children.
3. The school counselor facilitates monthly meetings with the parents of each grade level to discuss child development.
4. The school counselor distributes written columns for parents on child growth and parent education articles appear in the parent binder.
5. A number of curriculum areas are highlighted in meetings for parents.
4. Support faculty and curricular development that meets the needs of individual learners and promotes experiential learning.
1. School-wide professional development activities center on the study of multi-ple intelligences and learning styles.
2. Individual professional development activities emphasize differentiating in-struction and active learning.
5. Investigate creative methods to integrate technology into the classroom.
1. Technology staff researched software and hardware options to enhance class-room learning.
2. All faculty received new software and training to help them incorporate technology into their curriculum.
2. Attract, support, develop and retain a strong and diverse faculty and staff with a broad set of skills, and experiences, helping them to continue to be and model life-time learners.
1. Examine the benefits package offered to Keys faculty and staff.
1. The benefits package was studied by the Finance Committee in 2003-04; this process included gathering data from the California Association of Independ-ent Schools (CAIS), faculty and staff.
2. The benefits package was modified to meet constituent needs. The health plan was altered to increase options, mitigate health cost increases and shorten retirement vesting.
2. Maintain faculty salaries at or above the median for Bay Area independent schools.
1. Salaries are annually compared to CAIS schools and Bay Area independent schools.
2. Based upon the research and school resources, salaries are modified annually as appropriate.
3. Present salaries are above the Bay Area independent school median.
3. Expand and strengthen the professional development program and time allotted for new and experienced teachers
1. Ten full days and six additional early dismissal half days are allocated for teacher professional development each school year.
2. The budget for teacher professional development recently increased each year.
3. Teachers attend workshops off campus and share information with Keys teachers.
4. Each teacher has an individual professional development plan, with goals that are created with the assistant head.
5. The school focuses on a particular instructional goal each year. Past goals in-clude multiple intelligences and differentiating instruction techniques.
6. A mentor program guides teachers new to Keys in their acclimation to a new school environment.
3. Improve the awareness and understanding of Keys and its program in the communities we serve.
1. Define the Keys brand within the context of its mission.
1. A Marketing task force was initiated.
2. A task force created a Keys School brand strategy.
2. In support of that brand, create and implement an internal and external marketing program.
1. The marketing committee designed a program that includes internal marketing of the school and external constituents.
2. Admission materials, annual report, curriculum guide and website were revised to meet the school’s brand strategy and mission.
3. The brand strategy is consistently used to plan open houses, admission events, and new student transition activities.
4. Administrators attend marketing workshops.
5. Staff and faculty learn about messaging and service delivery.
6. A survey firm conducted a survey of the Keys parents to assess the attitudes and perceptions toward the school.
7. A public relations consultant was hired to advance the school’s communica-tion and newsletter.
8. The marketing committee meets regularly to update the Keys School marketing plan.
3. Ensure that Keys has applicants and wait lists of sufficient depth and quality to ensure full enrollment consistent with its mission.
1. Implementation of a marketing plan has resulted in increased applications and enrollment.
2. An enrollment retention committee targets efforts to reduce student attrition.
4. Strengthen ties to appropriate pre-schools and secondary schools to improve ap-plicant pools and secondary school placements of Keys students.
1. The admission director attends middle school and preschool information nights on the peninsula.
2. The admission director individually visits preschools annually to explain the Keys program.
3. Preschool directors are invited to Keys and visit to learn about the Keys mis-sion and program.
4. The high school placement director meets with independent school secondary school admission directors to explain the Keys program and advocate for graduates.
5. Conduct a communications audit to ensure that school information is received and understood in a timely fashion.
1. Outside consultants completed an assessment of Keys School communications and make recommendations.
2. Keys formed a communication committee to oversee strategic and tactical communications. The committee meets regularly to promote strong communications.
3. The newsletter and weekly email letter were redesigned.
4. Keys website is continually updated.
4. Remain at our present site and develop it to optimally meet our program needs.
1. Finalize long-term lease negotiations with the First Christian Church.
1. A long-term lease was finalized with the First Christian Church.
2. The lease is a rolling nine-year lease that provides for site security.
2. Consistent with program and financial plans, commission a site analysis and expansion plan.
1. An architectural firm developed a program analysis of Keys School with input from all school constituencies and the First Christian Church.
2. School representatives and a consulting attorney discussed facilities options with the City of Palo Alto Planning Department.
3. Due to zoning restrictions, the enrollment expansion and upgrade of Keys School facilities would not be feasible on the present site.
3. Complete negotiations with the church on site improvements.
1. Deferred to a future point based on restrictions of present site.
5. Building on our current position of financial stability, continue to develop, imple-ment and manage the school’s long-term financial strength and viability.
1. Complete a five-year financial plan.
1. The Finance Committee of the Board of Trustees was charged with creating a five-year financial plan.
2. The plan was delivered to the Board of Trustees in 2004-05
2. Develop and support a comprehensive yearly development plan.
1. Keys hired a development director to lead advancement efforts.
2. The development director and the development committee annually create a development plan.
3. The development plan is linked with the school’s annual budget.
3. Develop a capital plan to support site improvement.
1. The Finance Committee of the Board of Trustees completed the financial models for site improvement scenarios.
2. The Finance Committee of the Board of Trustees researched financing options including bonds, loans, and others.
3. A development consultant was engaged to complete a capital campaign feasi-bility study.
4. Set aggressive yet realistic goals for participation in, and amount of, the annual fund
1. The annual fund is part of the yearly development plan.
2. The annual fund campaign continues to meet it monetary goals and participation increases.
5. Communicate to and educate families and staff regarding the school’s financial requirements and economics of the strategic and financial plan.
1. The head of school meets annually with parents in an all school meeting to explain school finances and the budget process.
2. Information on the school’s long term and short-term financial needs are explained through a parent letter from the Board chair, KSA meetings, and the newsletter.
3. The development director educates parents through mailings and meetings on the endowment and targeted development activities to increase the school’s new endowment.
6. Identify and work with major benefactors regarding philanthropy at the school.
1. Current and prospective major benefactors are identified, and a process - supported by the development office and key volunteers - is in place to advance philanthropic support of the school.
7. Develop non-parent sources of revenue.
1. Active outreach to Keys alumni and their families results in increasing philan-thropic support from these constituents.
2. Over 100 local businesses and nonprofit organizations donated items to our auction in the last two years.
3. The development office is identifying prospective grant makers to a capital campaign initiative.