Strategic Plan

Academic and Co-Curricular Excellence

Dedicate attention to academic and co-curricular excellence and allocate the resources required to improve programmatic engagement, effectiveness, and efficiencies.

1. Identify, design, and map the student skills and outcomes that research shows are most effective for success in school, college, and the workplace.

    • Using Rubicon Atlas, we have begun the process of curriculum mapping in grades K-12.
    • We will continue to closely examine standardized testing to identify areas to strengthen. The timing of the ERBs this year has been altered accordingly.
    • We have formed Kindergarten through grade twelve curriculum committees and have carved out times for these conversations to continue more regularly.
    • Public speaking opportunities have been increased, particularly in Middle School.

2. Align programming across departments and divisions by providing opportunities for faculty to collaborate and communicate more effectively.

    • We have created a full inservice day in the yearly schedule, in addition to the start- and end-of-school inservice days.
    • Additionally, we have set a calendar for cross-divisional meetings for conversations throughout the year.
    • We will continue the survey work that was begun as a result of the Strategic Planning process in order to measure gains (Fall 2019).

3. Define the role of technology and its relationship to great teaching and deep learning, and then continue to implement current and innovative technological practices to enhance classroom instruction.

    • We will utilize several faculty and family surveys to that end (Fall 2019).
    • We also have formed a cross-divisional faculty technology committee to investigate and address relevant issues.
    • TVS will also utilize curriculum mapping and look at ISTE standards when making related decisions.
    • We made K-12 computer science its own department, with Dr. Taylor serving in the role of department chair.
    • We are renovating and enhancing the Lower and Middle School STEM/STEAM teaching spaces, and these advancements will continue.

4. Continue to increase the use of impactful, innovative teaching methods.

    • This will be an important aspect of faculty and staff evaluations, a revamped program in the 2017-2018 school year.
    • We will be overt in our administrative support for teachers to be able to take risks and try new ideas.
    • We continue to have teachers presenting at conferences.
    • We continue to host professional development events as we did several times over the past several months.
    • Professional development remains an important aspect of keeping teachers engaged in new ideas, and we have developed the budget accordingly.

2017-2019 Examples Include:

    • The experiential education theme and focus in the Upper School this year
    • The Trojan Innovation and Entrepreneurship Program
    • The 9th-grade Health and Wellness offering
    • The team-taught Honors Economics course
    • Planned renovations to STEM and STEAM spaces
    • A revised faculty-evaluation system
    • The 7th-grade Mindmakers course
    • 7th-grade Animatronics Project in Humanities
    • Revised Middle School daily schedule

Health and Wellness

Ensure students are provided the resources and support to be mentally and physically healthy while at TVS, and beyond.

1. Intentionally prepare students in the areas of stress management, time management, adaptability, and resiliency when facing difficult situations.

    • We will continue to educate students through the assembly programs in all three divisions.
    • This year featured enhanced programming, to this end.
    • An expanded Freedom from Chemical Dependency program has been implemented.
    • The Upper School advisory program has been enhanced.
    • College 101 has also been expanded, with this end in mind.
    • Upper School counselor, Kellie McLarty, implemented a new program this year with student leadership (Link Crew).

2. Provide opportunities for discussion about healthy life choices and provide resources for faculty, staff and students.

    • In addition to items listed above, professional development time for faculty will continue to focus in these areas.
    • The school was recognized as a Blue Zone workplace last year.
    • The school was engaged last year in a wellness competition among several peer independent schools.
    • The Community Education Series has been expanded and enhanced.
    • The 9th-grade Health and Wellness class was added.

3. Expand the health and wellness program and become conversant with best practices and research on ways to handle challenges for today’s students.

    • TVS will increase resources and professional development for staff to support the variety of learning skills, strategies, and needs.
    • We added a new position - Student Services Coordinator - to better serve students and families.
    • We increased professional development opportunities for faculty in conjunction with counselors and division heads.

4. Increase opportunities for communication relative to process, timelines, and the like, in addition to further expanding college programming into grades prior to junior year.

    • We added both a freshman and a sophomore college counseling parent evening.
    • The college panel has been a significant success and is open to all students.
    • We have used the February survey and the annual end-of-year surveys to inform ways that we can enhance the program.
    • Mrs. Timson is a full-time counselor this year, with specific responsibilities related to 9th and 10th graders.
    • Each year the head of school visits with a number of important universities nationally to solicit feedback, strengthen relationships, and market the school.
    • The college counseling office added the admissions folder evaluation event that was open to the Fort Worth community this year.

Expand Diversity

Invest in and expand diversity in the school.

1. Develop a diversity statement that expands on the school’s mission.

    • A draft has been developed, approved, and communicated to the community.

2. Expand outreach and connections to diverse communities, including leveraging our relationships with our alumni of color.

    • We are looking closely at the demographics in Fort Worth where we are underperforming, and we are planning accordingly.
    • We made even more purposeful connections in the 2018-19 school year with a number of different organizations.
    • We will utilize the 60th anniversary year to bring alumni back as speakers and guests.
    • We will carefully measure the relevant metrics in the school, track the demographics in Fort Worth, and use NAIS resources accordingly.
    • Increasing the number of events that attract folks to campus is an important aspect.
    • We have been thoughtful about diversity when attracting speakers to campus.

3. Increase cross-cultural competency training for all students, faculty, staff, board members, and interested parents, and dedicate resources accordingly.

    • We have changed the name of the Global Initiatives Program to the Global Education Program to indicate the cross-divisional and ongoing nature of that program.
    • Continue the related experiences of cross-cultural exchanges, international fair, speakers and visitors.
    • Last year we hosted Teaching Tolerance, a group from Chicago, that completed a two-day workshop with many of our faculty.
    • We will continue to send faculty and students to the People of Color Conference, hosted by NAIS.
    • We added two out-of-state professional development opportunities for students and faculty.

Financial Stability and Affordability

Develop a plan for long-term financial sustainability and affordability.

1. Seek innovative and non-traditional ways to raise funds for endowment and strategic priorities.

    • We will continue to use alumni giving toward increasing the endowment.
    • We have changed positions in the advancement office to have more distinct Annual Fund leadership.
    • The advancement office continues to look at ways to enhance planned giving. We have added an online planned giving interactive component to go along with our newsletter to various constituents. This program additionally will send email pushes to constituents.

2. Adopt best practices for budget development and resource allocations.

    • Utilizing the data we have in order to look for patterns is an important first step.
    • Make sure we are adhering to our Strategic Plan, try to do more with less, and find new resources.
    • Multi-year planning is an important part of the process.

3. Provide new revenue by widening opportunities to utilize our campus on weekends, holidays, evenings, and summer to non-TVS students.

    • Beginning last year, we partnered with several organizations, and we continue to broaden these conversations as a way to leverage the campus as an investment.
    • We have had a number of outside groups utilize the campus this year, and the new facilities and parking will continue to be helpful in this regard.

Increase Communication and Marketing Reach

Invest in communications and marketing reach, and develop enhanced and innovative strategies for recruitment of mission-appropriate students.

1. Create value by integrating the school’s strengths with those of our families, alumni, local businesses, higher-education institutions, and benefactors, and develop programs that foster partnerships with these institutions.

    • We are leveraging the campus as a place for members of the community to be able to gather and have hosted four community events thus far.
    • We continue to explore additional ways to partner with TCU whether through student-teachers, interns, or sharing best practices.

2. Host events and engagements that draw the members of the larger community to campus.

    • Starting with scheduled events such as performances and speakers, we have opened up the campus to a much wider variety of people from the community.
    • We have leveraged the ropes course as a way to get people on campus who are not traditionally here.
    • Using the new gathering spaces as a way to leverage community participation has been beneficial.

3. Engage alumni living outside of the Fort Worth area.

    • Over the past two years, we have increased alumni events in different cities around the country. We were in Houston and Boston this year.
    • Next year we will expand the program even further to different regional events.
    • We will examine LinkedIn and other technologies to connect alums.

4. Capitalize on the accessibility of TVS in relation to areas of future development along Chisholm Trail Parkway.

    • We continue to examine the best bus routes for our constituencies.
    • We are in conversation with developers and real estate professionals.
    • Examine the demographics for yield and interest from new areas.

5. Define target audiences and the most effective and customized way to reach and recruit students from them.

    • We have added much-needed additional staffing to the Admissions department.
    • Examine best practices and our process to be sure that we are targeting and communicating with audiences appropriately, and the process for prospective families is best in class.

Comprehensive Campus Master Plan

Develop a Comprehensive Campus Master Plan.

1. Create a task force that includes campus-planning professionals to assist in drafting a campus master plan.

    • Will be an initiative led by the Buildings and Grounds Committee of the Board of Trustees, and we have several professionals with whom we have worked who may be appropriate.
    • We are soliciting peer schools for suggestions of professionals who have been successful in helping them in this regard.

2. Utilize focus groups and/or surveys to solicit community viewpoints for priorities.

    • Will be an initiative led by the Buildings and Grounds Committee of the Board of Trustees, especially as we prepare for our accreditation in 2020.

3. Visit peer schools nationally.

    • We increased school visits in 2017-19 and will continue this trend next year and beyond.
    • This year as we enhance our STEM spaces, the technology committee has also visited a number of independent schools with strong programs.

TVS Strategic Plan