Future of Daycroft
Introduction
from the Head of School, David Lee
A strategic plan was developed with input from faculty, parents, board members and outside educators who support the mission of Daycroft School and was approved by the Board of Trustees in June 2022. The steering committee coalesced around five goals described below. This strategic plan is not static but is viewed as a living and evolving document as we grow and learn. I am excited by these goals, as they are achievable and align with many of the actions we have already begun to take to help elevate our school. In order for us to achieve these goals over the next three-plus years, it will require the support of our entire community.
The future of Daycroft is bright as we move beyond the pandemic period. As a Montessori early childhood and elementary school, we have demonstrated the positive impact Daycroft has on its students and families for over 54 years. As an independent school, we have also shown the ability to be forward-thinking, nimble, and adept at making decisions that will best support our students and educators. With this strategic plan, we are planning ahead for how we can continually improve and grow as a school.
Thank you for your support.
Moses Lee & Iveta Brigis
Board Co-Chairs
David Lee
Head of School
Mission & Values
Empowering each student with confidence, compassion, and a lifelong love of learning.
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Learning
Our children gain a lifelong, ingrained love of learning.
• They love to achieve and learn from their experiences, both positive and negative.
• They value the ability to grow and develop.
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Self-confidence
We believe in ourselves.
• We can accomplish anything we come up against.
• We nurture our children so they develop healthy self-esteem.
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Work ethic
We work hard, and we work smart to be productive, both individually and as a community.
• We don’t give up; we show perseverance and tenacity.
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Integrity
We value honesty.
• We wrestle with the tough ethical issues to determine the right thing to do, now and in the long term.
• We do the right thing, even when no one is looking.
• We are dedicated and loyal.
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Kindness
We are kind to one another and treat others the way we want to be treated.
• We are compassionate and we respect one another.
• We help those in need.
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Diversity
Our students appreciate one another and value individual differences.
• Students celebrate their diversity.
• We help students to become effective global citizens.
Goal #1
Promote and advance Daycroft’s distinction including our identity, mission, vision, values, program, and desired outcomes
Rationale
Daycroft is entering it’s 54th year and has always believed in the Montessori philosophy of educating children. Daycroft has a unique Montessori culture that needs to be clearly promoted as it differs from traditional Montessori institutions.
Actions
Build a common language that expresses the identity and culture of the school that is understood, accepted, and used by the school community and beyond.
Develop a formal process for researching, evaluating, and adopting changes in or additions to curriculum/programming on an ongoing basis, using the rubric as a basis for evaluation.
Evaluate current and future programming through the lens of our distinct identity and desired outcomes, seeking methods for further integration of curriculum throughout the student and parent experience.
Establish an institutional dashboard of comparative, competitive, and aspirant institutions to provide Daycroft regional and national benchmarking and assessment.
Develop an integrated marketing plan to communicate the Montessori philosophy and practice of our school to the outside community/prospective families.
Goal #2
Strengthen our strategic connections and relationships in the local community and serve as a regional leader in early childhood education
Rationale
We are stronger when partnering with other schools to use our collective resources of teachers and connections to help educate our community. As an independent school seeking diversity, it is imperative that we connect with local community organizations and make Daycroft accessible.
Actions
Establish Daycroft as a professional development center for the Montessori community.
Establish formal and strategic alliances with local early childhood centers and organizations, expanding our potential student diversity by reaching out to families who may not consider an independent school.
Create age-appropriate service learning projects and opportunities.
Host thoughtful events on campus as a method of further integrating and connecting with our
larger community.
Develop an integrated marketing plan to communicate the Montessori philosophy and practice of our school to the outside community/prospective families.
Goal #3
Enhance and invest in our people and community in order to advance our mission and values
Rationale
We know the biggest determinant of academic success is the quality of our teachers. To retain and attract the highest quality teachers from across the country, we need to invest in the salaries and benefits of our teachers and staff who fully believe in the Montessori philosophy of educating children.
Actions
Invest more deliberately in teacher professional development.
Cultivate a culture of diversity, equity inclusion and belonging to ensure Daycroft remains a safe and welcoming learning and working community.
Create a staffing model that gives our teachers time to collaborate.
Ensure pay and benefits are competitive and in line with best practices.
Create a robust hiring and retention pipeline, including a natural system for identifying faculty and administration with diverse backgrounds and experiences.
Goal #4
Develop and leverage our physical assets to strengthen our learning environment
Rationale
Daycroft School is nearing full enrollment and is located on 10 acres, of which half of this land is preserved wetlands. We need to look at how we can utilize our outdoor area as educational space knowing that our ability to expand our physical space is limited.
Actions
Develop a plan to evaluate the utilization and/or expansion of current building space to enhance programming, develop flexible spaces and meet stated enrollment objectives.
Develop outdoor learning spaces that meet curricular goals and leverage underutilized property.
Assess the ongoing needs for co-curricular programs, such as athletics and beyond, based upon physical assets and programmatic needs.
Goal #5
Strengthen our financial future by enhancing systems and processes that sustain us
Rationale
As a non-profit school that relies on tuition to fund Daycroft’s yearly operations, the school relies on additional financial support from fundraising and alums to invest in making Daycroft a leading educational institution for years to come. Through financial stewardship, a Daycroft education can be possible for families with varying economic means.
Actions
Develop a financial plan for long term stability, including establishing cash reserves to protect against market instability and investments for future strategic projects.
Develop a strategic enrollment management plan to determine the optimal configuration, capacity, and compositional characteristics for Daycroft.
Build a development plan for the institution that centers on fundraising, alumni development, donations, investments, and endowments to improve the financial sustainability of Daycroft School.
Expand non-tuition revenue sources in the school through outside programming to Daycroft and non-Daycroft students.
