Strategic Plan 03.06.04

Strategic Plan 2004 - 2006
… Mapping Our Future

STRATEGIC PLAN
Table of Contents
Strategic plan................................................................................................................................................................2
STRATEGIC PLANNING PROCESS.........................................................................................................4
Strategic plan................................................................................................................................................................4
Strategic plan................................................................................................................................................................8
MISSION AND PHILOSOPHY....................................................................................................................9
Strategic plan................................................................................................................................................................9
TOP TWENTY-ONE STRATEGIC PLANNING GOALS...........................................................................10
MARKETING & PUBLIC RELATIONS......................................................................................................11
Strategic plan..............................................................................................................................................................10
Background..................................................................................................................................................................11
Overview......................................................................................................................................................................11
Strategic plan..............................................................................................................................................................13
EDUCATION.............................................................................................................................................33
Vision............................................................................................................................................................................33
Background..................................................................................................................................................................33
Strategic plan..............................................................................................................................................................36
Strategic plan..............................................................................................................................................................65
Strategic plan..............................................................................................................................................................67
GOVERNANCE & LEADERSHIP..............................................................................................................68
Background..................................................................................................................................................................68
Strategic plan..............................................................................................................................................................73
Appendix to Governance & Leadership...................................................................................................................91
Strategic plan..............................................................................................................................................................92
Strategic plan..............................................................................................................................................................94
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FACILITIES...............................................................................................................................................95
Background..................................................................................................................................................................95
Strategic plan..............................................................................................................................................................99
Appendix - Facilities Wish List................................................................................................................................107
DEVELOPMENT......................................................................................................................................108
Background................................................................................................................................................................108
Strategic plan............................................................................................................................................................113
Appendix to Development........................................................................................................................................117
FINANCE.................................................................................................................................................119
Strategic plan.............................................................................................................................................................124
Background ...............................................................................................................................................................119
Appendix to Finance.................................................................................................................................................132
SOURCES...............................................................................................................................................134
Strategic plan.............................................................................................................................................................136
APPENDIX 1 – STRATEGY LIST BY RESPONSIBLE PARTY..............................................................136
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Strategic Planning Process
BACKGROUND
History
South Shore Charter School (SSCS) was founded in 1995 by a group of
parents and teachers in Hull who wanted something more than an
“institutional” education for children. A kindergarten through high school
charter school was created to foster a rigorous and innovative curriculum
with hands-on learning experiences for a comprehensive and lasting
education.
Teachers work closely with students to nurture self-expression while

helping them to achieve their full academic potential. With multi-age
classrooms, younger students are exposed to the work of older students,
allowing a deeper level of understanding to take place. This model also gives
older students the opportunity to reinforce previously learned concepts. The
founders of South Shore Charter School wanted students to be well-
educated, self-assured, inquisitive, and articulate citizens of the world.
Today SSCS enrolls about 370 students from 20 different communities.

On the horizon is a new campus located in Norwell that will replace the three
separate buildings in Hull, which currently house the school.
Incentives for a Strategic Plan

With the impending loss of two of the three leased buildings and the need
for expanded facilities, the Board of Trustees decided to focus their attention
on finding a single campus. In addition, they realized the importance of
crafting a comprehensive strategic plan to guide the school with action-
oriented recommendations for its growth over the next three years.
The major concerns leading to the development of a Strategic Plan

included:
• Rising enrollment at the Hull facilities has created overcrowding

at the lower levels. Lack of facilities at the upper level has
caused withdrawals and limited new enrollment. A framework is
needed to provide a physical plant that supports the school’s
programs and reinforces the SSCS mission and philosophy.
• Too much dependence on public funding prohibits institutional

growth and jeopardizes the quality of SSCS’s educational
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programs. An expanded capacity to raise private funds is critical

to the long-term success of the school.
• A gap between the innovative curriculum called for by the

founders and what is happening daily in the classroom is
apparent at the high school level. Course offerings and
extracurricular activities must be expanded and the culture of
SSCS must be preserved as the school relocates and grows.
• Too few beyond the immediate SSCS community know about or

appreciate the extraordinary level of education being carried out
daily in the school. Stronger marketing and public relations
initiatives are needed to promote the school’s numerous
strengths.
• Parents, faculty, administrators, and board members have been

questioning the school’s governance structure. There is a need
for a re-examination of basic governance policies. The roles and
responsibilities of various parties need to be clarified.
• Clear guidelines for sound fiscal practices have enabled the

school to purchase a campus. Financial goals and policies must
continue to be monitored and realigned to meet the needs of the
growing school.
OVERVIEW
2002 Survey
The Governance Committee of the Board of Trustees conducted a detailed
survey of Trustees and Faculty in the fall of 2002 seeking to identify and
prioritize issues and needs of the school community. The results of the
survey showed the following as primary concerns in order of priority:
Facilities, Marketing & Public Relations, Development & Fundraising,
Finances, Governance & Leadership, and Education.
Outside Counsel
During the 2002/2003 school years, SSCS was chosen to receive a
portion of a board leadership grant, which had been awarded by the State’s
Department of Education to Rising Tide Charter School. This grant money
enabled SSCS to begin the process of developing a strategic plan that would
act as a model for other charter schools. The Board of Trustees voted to hire
Case & Mann, consultants for non-profit organizations, to assist a Strategic
Planning Committee in launching the Strategic Planning Initiative 2004-2006.
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Formation of the Strategic Planning Committee

Pursuant to the advice provided by Case & Mann, a Strategic Planning
Committee comprised of Committee Co-Chairs Kate Brigham and Sarah
O’Loughlin and two “champions” for each of six planning areas was
established and approved by the Board of Trustees. The Strategic Planning
Committee was comprised of:
Co-Chairs  Kate Brigham  Sarah O’Loughlin
Marketing and Public  Debbie Aiken  Malee Nuesse
Relations
Education  Susan  Barbara Fournier
Cunningham
Governance/Leadershi  Critt Jarvis  Frank White
p
Facilities  Alan Bruce /Gary  Kate Smith
Glines*
Development  Daniel Matthews  Patty Mullen* /Susan
Taggart
Finance  Miriam Brownewall  John Buckley
Research Assistant  Nancy Thomas
Secretary  Amy Jarvis
SSCS Executive  Mike Munhall (ex
Director officio)
Chair, SSCS Board of  Kathy Arthur-Tyler (ex-officio)
Trustees
*Joined the Committee partway through the planning process.
Development of the Strategic Plan

The Strategic Planning Committee met for the first time on April 30, 2003.
The research phase of the planning process began shortly thereafter.
Faculty members, administrators, current and former board members,

parents, students, personnel from other charter schools, and representatives
of the State’s Department of Education were interviewed. Opinion surveys
were developed, distributed, and interpreted. SSCS Bylaws, policy
statements, handbooks, school evaluations and annual reports were
reviewed. Strategic plans generated by other charter schools and non-profit
organizations were reviewed as were relevant guidebooks published by the
National Association of Independent Schools.
The Content and Structure of the Strategic Plan

The core of the Strategic Planning Initiative 2004-2006 focuses on six
sections devoted to Marketing & Public Relations, Education,
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Governance/Leadership, Facilities, Development, and Finance. Each section

includes an introduction and a listing of goals with strategies to achieve the
goal. Each strategy identifies the person responsible for its execution, a date
for its completion, and a completion assessment.
A listing of the Top Twenty-one Strategic Planning Goals is included in the

document. These are the goals that the Strategic Planning Committee deems
to be SSCS’s most important goals in each of the six sections over the next
three years.
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CONCLUSION
The Strategic Planning Committee respectfully submits this report and
strongly urges the Board of Trustees to adopt its recommendations.
The Committee believes that the report’s recommendations have evolved

from a sound research process that included thoughtful contributions from a
broad spectrum of the SSCS community, as well as the insights of those
outside the school who, through training and experience, have much to
share. In addition, the Committee believes the report’s recommendations are
broad in scope, realistic and achievable.
Most importantly, adoption of the report is critical to successfully meeting

the two most difficult challenges South Shore Charter School faces: 1) the
protection and transfer of the SSCS culture and educational experience so
highly valued by the school community to the new campus in Norwell, and 2)
the simultaneous expansion into new educational areas required to meet the
needs of a broader, increasingly diversified student population.
Adherence to the Strategic Plan will produce an effective public relations

and marketing program, a strong fundraising and development capability,
sound policies and procedures for financial stability, an efficient, trusted
governance structure, a comprehensive facilities program, and a powerful
educational program, all of which are essential for the school to achieve its
stated mission and philosophy.
The Strategic Planning Committee urges the Board of Trustees to accept

and ratify the Strategic Planning Initiative 2004-2006.
Respectfully Submitted By:
Kate Brigham and Sarah O’Loughlin, Co-Chairs

and the members of the SSCS Strategic Planning Committee
December 17, 2003
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Mission and Philosophy
Mission and Philosophy
OUR MISSION
South Shore Charter School inspires students to achieve their potential in

academics, career and life. This is accomplished with an innovative
curriculum that addresses the learning styles of the individual student,
complemented by a real-life experiential learning program, within a
community that encourages service, leadership and respect.
OUR PHILOSOPHY
 Promote life skills for individual achievement in education, career,

community and life;
 Foster relationships between students, staff, and parents that are
respectful and caring;
 Nurture the development of a civil community and supportive and
safe learning environment through small multi-grade classrooms;
 Maintain low student/teacher ratios by hiring dedicated, talented
teachers who provide opportunities for individualized guidance and
instruction;
 Cultivate in students the ability to become independent learners, to
take risks, and to apply academics to their life experiences;
 Produce active, engaged thinkers and communicators who value
teamwork and leadership through cooperative and collaborative
learning and teaching;
 Support multiple-intelligence learning through project-based and
performance-based assessment;
 Encourage parents, students and teachers to serve the school
community and beyond;
 Ask students to explore and develop talents and interests outside
the classroom;
 Create an environment in which the best education occurs through
administrators, parents, staff, teachers and trustees working
together to pursue common goals.
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Top Twenty-one Strategic Planning Goals
Marketing and Public Relations

 Address immediate outreach & marketing needs to maintain and increase
 enrollment
Nurture relationships with new and returning parents to increase enrollment,
limit withdrawals, and encourage gift giving
 Increase visibility and community goodwill by nurturing relationship with
media
Education
 Strengthen Secondary School curriculum, programs, and supports for
students
 Refine the structure and outreach of projects
 Promote K-12 culture and unity
 Increase support for Faculty, Staff, and Administration

Governance/Leadership
 Strengthen the effectiveness of the Board of Trustees
 Improve communication within SSCS governance structure
 Clarify and revise policies regarding SSCS governance roles of the BOT, the
Executive Director, the faculty, the parents, and the students
 File SSCS’s application for renewal of a public school charter
Facilities
 Establish a capital plan for renovations to facilities and purchase of
equipment
 Develop a comprehensive student transportation plan to maintain
enrollment, limit withdrawal and facilitate students’ off campus experiences
 Investigate potential after-school hour uses for earned income opportunities
 Establish athletic program facilities
Development
 Develop new fundraising initiatives
 Establish and execute multiyear development plan
 Inventory and motivate current development resources
Finance
 Maintain policy and practice of balanced budgets in all fiscal years
 Increase income from non-tuition (grants and donors) sources as well as
income earned from tuition sources from present level
 Increase faculty/staff benefits and salaries
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Marketing & Public Relations
BACKGROUND
Historically, marketing and public relation efforts were implemented
sporadically for the sole purpose of increasing enrollment. Staff and faculty
were responsible for developing marketing initiatives with no annual or
strategic plan in place. A marketing and PR position, on a paid or voluntary
basis, does not currently exist. With our impending move to a larger facility
in a neighboring town, and our plans to increase enrollment on the
secondary level, a well-conceived and executed plan is critical to the
continued viability and growth of our school.
OVERVIEW
SSCS recognizes that effective communications and a solid marketing
effort are fundamental to a charter school’s long-term success.
Communications is at the heart of SSCS’s goal to grow and prosper and is
consistent with the school’s vision of establishing an educational
environment that integrates community input, involvement and initiatives. A
comprehensive marketing and PR plan will embrace internal and external
communications with all members of the SSCS community. It will…
(1) Increase awareness about who we are and why we are different
(2) Strengthen communication with faculty, staff, parents, and alumni
for a more cohesive, empowered, and vibrant community
(3) Expand the role of SSCS by reinforcing the educational nature of the
school to the community-at-large.
Articulating and delivering our message clearly and deliberately is vital to
enrollment growth as well as to our development/fundraising programs.
GOAL # 1
Address Immediate Outreach & Marketing Needs to Maintain and
Increase Enrollment
Strategies:
A. Develop Community Relations, Admissions & Marketing Committee
(CRAM).
The goals of this committee will be to:
 Establish Transition Oversight Team
 Nurture relationships with new and returning parents
 Implement strategy to increase and manage enrollment efforts
 Develop and implement PR & Marketing/Outreach strategy
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Responsibility: Executive Director

Timing: February 2004
Assessment: Committee in place and priorities made at first
meeting
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GOAL # 1 Strategies, continued

Address Immediate Outreach & Marketing Needs to Maintain and
Increase Enrollment
B. Consider hiring Director of Outreach & Marketing. (see Gov. 5A)
The Director of Outreach & Marketing will be responsible for, but not
limited to, the following:
 Implement strategy to increase and manage enrollment efforts
 Develop and cultivate network of internal and external
community contacts (in tandem with Director of Development
and Executive Director)
 Develop and implement PR & Marketing/Outreach strategy
 Serve as administrative liaison to the All Parents Group
 Manage volunteer coordinators (including CRAM chairperson)
 Establish benchmarks to measure success
Timing: Feb 2004, Nov 2004, May 2005, Nov 2005, May 2006,
Nov 2006
Assessment: Position is filled
GOAL #2
Nurture Relationships with New and Returning Parents to
Increase Enrollment, Limit Withdrawals, and Encourage Gift
Giving
Strategies:
A. Reorganize the All Parents Group and create a new Parent
Association (see Gov 4A)
Responsibility: Executive Director w/assist from All Parents Group
Chair
Timing: January 2004
Assessment: Increase in Parent Volunteers, more cohesive and
productive group
B. Establish an Ambassador Program to welcome new parents.

Parent hosts have frequent contact with new family for first several
months beginning prior to start of school
Responsibility: Director of Outreach & Marketing
Timing: May 2004, May 2005, May 2006
Assessment: Decrease in withdrawals and or increase in referrals
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GOAL #2 Strategies, continued

Nurture Relationships with New and Returning Parents to Increase
Enrollment, Limit Withdrawals, and Encourage Gift Giving
C. Develop a welcome packet and a welcome-back packet.
Welcome packet includes:
Welcome Brochure
 Parent questionnaire (work background ~gift giving, skills
~volunteer opportunity, etc)
 SSCS Directory (highlight new families with an *)
 Returning and new parent reception invitation
 Child-specific needs for start of school year (supplies, forms etc)
Responsibility: Principal of Primary for K-8, and Principal of
Secondary for 9-12
Timing: July 2004, July 2005, and July 2006
Assessment: Decrease in withdrawals, increase in enthusiasm of
parents, increase in referrals
D. Develop a calendar of events incorporating:

 Open houses
 Fundraising activities
 School-wide events and meetings
 Periods of testing, etc.
Responsibility: Executive Director w/ assist from All Parents Chair
Timing: August 2004, August 2005, August 2006
Assessment: Families will receive calendar in August mailing
E. Develop, print & distribute a SSCS Directory to include:

 Calendar of events
 Parent contact info
 Classroom rosters
 Committee/volunteer info and opportunities, etc.
Responsibility: Executive Director w/input from CRAM
Timing: October 2004, October 2005, and October 2006
Assessment: All families will have a directory
F. Coordinate the hosting of town-specific Open Houses in family

homes
Target towns surrounding the new facility (Rockland, Hanover,
Hingham Weymouth, etc.) Parents host and faculty member and/or or
Executive Director attends, in addition to other SSCS parents
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Responsibility: Executive Director with assist from Transition

Oversight Team
Timing: March 2004, March 2005, March 2006
Assessment: Increase referrals/applications
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Nurture Relationships with New and Returning Parents to Increase
Enrollment, Limit Withdrawals, and Encourage Gift Giving
G. Plan a new parent & returning parent reception

Responsibility: Executive Director with assist from CRAM
Timing: Aug 2004, Aug 2005, Aug 2006
Assessment: Details of the event are in place
H. Host a new parent and returning parent reception

Timing: September 2004, Sept 2005, Sept 2006
Assessment: At least ¼ of the parents attend the event
GOAL # 3
Establish Transition Oversight Team
Strategies:
A. Establish Transition Oversight Team
Transition Team may be a task force under CRAM
Assessment: Decrease in withdrawals and/or increase in re-
enrollment
B. Contact all families from Coastal Towns to identify potential

withdrawals
Telemarket 140+ SSCS families in coastal towns that may feel
adversely affected by move to new campus; discuss advantages
Responsibility: Chair of Transition Oversight Team
Timing: Feb 2004 – June 2004
Assessment: School will be aware of all potential withdrawing
families from Hull
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GOAL #3 STRATEGIES, CONTINUED

C. Investigate problem-solving strategies for all withdrawing families
Timing: June 2004 – August 2004
Assessment: Maximum retention of Hull families; all Hull families
will report that problem-solving strategies were
investigated on their behalf during exit interviews
D. Telemarket families who previously left SSCS due to geographic

issues
enrollment
E. Develop exit and entrance strategies from Hull to Norwell

This would include expressing appreciation for support to local
businesses, Hull Public Schools, local government (HRA), Fire and
Police etc as well as making plans to establish relationships with
similar groups in Norwell
Responsibility: Executive Director with assist from Chair of
Transition Oversight Team
Timing: March 2004
enrollment
F. Schedule group teas/meetings in SSCS family homes

Timing: March 2004,Nov 2005, March 2005, Nov 2006, March
2006
Assessment: Decrease in withdrawals and/or increase in
enrollment
G. Explore car pooling and bus options

Timing: Feb 2004
Assessment: Viable options are available
H. Send a direct-mail campaign to target families
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Timing: March 2004
Assessment: Enrollment increases as result of this event
I. Develop schedule for bus and/or carpooling

Timing: April 2004
Assessment: Re-enrollment for 2004-2005 year is 80% or better

J. Plan and advertise a community wide open house at new facility
which will be marketed to SSCS communities
Oversight Team
Timing: Feb 2004
Assessment: Plans are in place for the event; advertising is
widespread
K. Host community-wide information sessions at new facility

Oversight Team
Timing: April 2004
Assessment: Enrollment increases as result of this event
GOAL # 4
Increase Enrollment through Marketing Initiatives (see Ed 2D,
Finance 4A)
Strategies:
A. Establish procedure for handling after hour inquiries and tour
requests
This will include creation of new phone message system
Responsibility: Director of Outreach and Marketing
Assessment: Increase in the number of inquiries, enrollment
B. Advertise in regional media outlets

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Timing: January 2004, Nov 2004, Jan 2005, Nov 2005, Jan 2006,
Nov 2006
L. Attend regional school recruitment days

Professional booth; Newsletter; Recruiting materials (brochures,
folder); Testimonials
Timing: October 2004, 2005, 2006
M. Develop recruiting collateral

Timing: Feb 2005, Feb 2006

Increase Enrollment through Marketing Initiatives
N. Distribute recruiting collateral
Materials could be taken to relocation companies, real estate offices,
chambers of commerce, dentists’ & doctors’ offices, etc. throughout
the South Shore
Timing: March 2005, 2006
O. Provide recruiting materials to pre-schools

Timing: April 2005, 2006
P. Host an evening event for directors of pre-schools and parents of

pre-school age children on the South Shore
Timing: November 2004, 2005,2006
Assessment: Increase number of referrals to SSCS, inquires
Q. Develop Alumni correspondence & events

Reunions; Newsletter; Sports Schedule; Arts Schedule; News about
alum; Graduation
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Responsibility: Director of Development with assist from CRAM

Assessment: Increased alumni giving
R. Distribute Alumni Correspondence through e-mail, Web site, and

mail
Timing: April 2004, April 2005, April 2006
Assessment: Increased alumni giving
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GOAL #5
Increase Visibility and Community Goodwill by Nurturing
Relationship with Media
Strategies:
A. Create a comprehensive media contact list
 Print
 Radio
 Web site
 TV / local cable contacts
 Town and local officials
 Trade publications
 Organizations
 Philanthropic organizations and partners
Timing: February 2004, August 2005, August 2006
Assessment: List is up-to date and available in a workable
spreadsheet format
B. Develop press kit and mail to all media contacts

Press kit should include:
 Key contacts and bios
 One-page round up of achievements and unique features to
SSCS
 Previous Press Releases
 Calendar of events
 Highlight international trips
 Community service
 Academic events
 Awards and special recognition (school and students)
 Annual Report
 Parent and student testimonials
 MCAS/Terra Nova and other test results
 Graduation and college acceptances
Responsibility: Director of Development
Timing: Feb 2004, August 2004,August 2005, August 2006
Assessment: Press clippings show coverage in media outlets
C. Develop a strategy to promote the school’s new facility

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Assessment: Increase in inquiries and enrollment
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Increase Visibility and Community Goodwill by Nurturing Relationship
with Media
D. Determine who is authorized to speak to press on SSCS behalf with
emergency backup plan
Timing: Feb 2004, August 2004, August 2005
Assessment: Memorandum is distributed to faculty and staff with
procedure
S. Develop and implement a strategy to immediately counter negative

press
Timing: Feb 2004
Assessment: Decrease in negative letters to editors, decrease in
negative press, and increase in inquires
T. Increase PR and outreach, with special attention to the Secondary

School population
Timing: April 2004
U. Create a SSCS-wide schedule for press releases

Send releases for:
 School hires w/ bios
 Relocation of school
 Achievements and awards
 Honor roll
 College credit programs and participating colleges
 Graduation and college acceptance
 School events
 Class projects
 Individual efforts
 Community service
 Class travels
 Exhibition of mastery and science projects for all levels
 School events and fundraisers
 Guest speakers
 Open Houses
 Academic forums
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 Special programs
Timing: April 2004, September 2004, Sept 2005, Sept 2006
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Increase Visibility and Community Goodwill by Nurturing Relationship
with Media
V. Plan for a meeting with faculty to discuss PR & Marketing on a
quarterly basis (see Dev 1F)
Timing: September 2004, September 2005, September 2006
Assessment: Person is chosen and is ready with issues to bring to
faculty
W. Meet with faculty & discuss PR & Marketing (see Ed 11D, Dev 1G)
Timing: Oct 2004, Oct 2005, Oct 2006
Assessment: Faculty is forthcoming and enthusiastic, media
coverage/interest, increase in enrollment
X. Plan the promotion of class projects to the media

Timing: October 2004, 2005, 2006
Y. Film school projects and events and showcase on local cable

stations (see Ed 7E)
Events may include:
 Solstice concert
 Talent Show
 Classical Guitar & String projects
 Chorus
 Student world events discussions directed and videotaped by
students
Responsibility: Principal of Primary for K-8, Principal of Secondary for
9-12
Timing: Feb 2004, Feb 2005, Feb 2006
Assessment: Increase in inquiries
Z. Plan SSCS 10th Anniversary event for 2004-5 school year (see Finance
8C)
Plan should include media campaign & at least one major
event as well as an open house
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Timing: July 2004

Assessment: Plan is in place, ready to execute
AA. Celebrate SSCS 10th Anniversary 2004-2005 (see Finance 8C)

Timing: Sept 2004
Assessment: Attendance, increase in press releases run in paper
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GOAL #6
Increase Visibility and Community Goodwill by Expanding SSCS’s
Role in the Community
Strategies:
A. Plan the promotion of the talents and diversity of skills of students &
faculty through multi-town events (see Ed11C,7D)
 Faculty art show
 Concerts
 Lectures
 Participate in multi-community events (Hingham Fourth of July
Parade, Marshfield Fair, Norwell Fair, Scituate Heritage Days
etc…)
 Concerts at various houses of worship, nursing homes,
Children’s museums (Our World in Cohasset), Holiday fairs,
Fundraising events, and more
Responsibility: Director of Outreach and Marketing with assist from
CRAM
Timing: July 2005, July 2006
Assessment: High attendance, media coverage/interest, children’s
enthusiasm
B. Research alternatives and establish comprehensive agenda of after-

school programs with a special emphasis on those geared to the
Secondary School (see Ed 4E, Facilities 3A and Finance 2E)
Timing: August 2004, 2005, 2006
Assessment: Assessed quarterly for effectiveness. Viable
programs will expand school’s visibility in community and
will result in increased enrollment
BB. Develop high-visibility Community Service Events for entire

South Shore
 Partner with non-profits
 Development opportunities with Philanthropic stakeholders
 Fund raisers …Walk-a-thon
Timing: November 2004, 2005, 2006
Assessment: Increased visibility for school resulting in increased
enrollment and contributions
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CC. Develop enrichment programs open to all communities (for a

fee)
 Evening programs for adults…chorus, art, bridge, cooking, yoga,
etc.
 After school programs for children…chorus, art, orchestra/band,
etc.
 College extension courses w/ BU, Northeastern, etc.
Timing: February 2005 to assess interest
Assessment: Research shows interest in particular programs

Increase Visibility and Community Goodwill by Expanding SSCS’s Role
in the Community
DD. Advertise and enroll enrichment programs open to all
communities (for a fee)
Timing: Sept 2005
Assessment: Steady or increase in participation
EE. Develop brochure outlining the numerous topics available for

luncheon and dinner speaking engagements
CRAM
Assessment: High attendance, media coverage/interest
FF.Promote faculty speaking opportunities to clubs, associations, and

organizations
CRAM
Timing: March 2006
GG. Plan academic forums for SSCS and outside community

Lectures from visiting professors, professionals, etc…Workshops on
parenting, college prep, etc.
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CRAM
Timing: September 2006
HH. Assess the need of summer camp programs open to all

communities (see Dev 2D,Finance 2B)
Pre-school/ grade school (help with increasing enrollment) Middle/High
school levels; could be all summer or just a three-week program
CRAM
Timing: May 2004, Nov 2005, Nov 2006
Assessment: A decision about summer camp programs will be
made
II. Attend summer camp open house at Derby Academy

CRAM
Timing: February 2005, February 2006
Assessment: Attendance drives increased enrollment at SSCS
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GOALS #7
Help Increase Philanthropic and Corporate Gift Giving.
Strategies:
A. Prepare materials for Development initiative:
 Story board/Presentation
 Comprehensive brochure or booklet
 Power point presentation
 Stationary, letterhead, business cards, thank you notes
 Assist in the creation of a development/Education survey
Timing: Feb 2003, November 2004, November 2005, Nov 2006
Assessment: Increase visibility promotes greater giving
GOAL # 8
Utilize Brand that encompasses SSCS values, strengths, and
goals
Strategies:
A. Establish marketing guidelines for all SSCS communications
Marketing guidelines may include but are not limited to volunteer
efforts, development, and all committees
Responsibility: Director of Outreach & Marketing supported by CRAM
Timing: May 2004
Assessment: Consistency in brand
B. Update Web Site features frequently

Including, but not limited to:
 Testimonials from parents and students
 Links to Calendar of Events in South Shore towns
 Government issues that affect SSCS
 Town Web Sites
 Other Children Interest Sites
 Outreach content…How to talk to your children about…
 Press Releases
 Faculty/Staff Appreciation Events and Awards
 College course program details
 Videos
 Community Service Deeds
 PowerPoint Presentation on the School as a whole
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STRATEGIC PLAN
Responsibility: Executive Director w/assist from CRAM or Director of

Outreach & Marketing
Timing: Feb 2004,Feb 2005, Feb 2006
Assessment: Measure clicks on Web site / Web awards
Utilize Brand that encompasses SSCS values, strengths, and goals
C. Hold focus group sessions with faculty, staff, parents, and students
to develop brand.
Consider program branding, i.e., experiential learning
Timing: March 2005
Assessment: Deliverables met according to plan schedule
D. Develop tagline using information gathered at focus group

Timing: April 2005
Assessment: Test through survey in 2nd Quarter 2004
E. Consider redesign of logo by incorporating common values,

strengths, and goals realized in focus group
Timing: April 2005
F. Develop and distribute Parent Survey to test tagline and logo

Timing: May 2005
G. Implement new logo and tagline in all mediums and add to all
correspondence:
 Web Site
 Traveling booth,
 Banners
 Off-site signage (along Rt. 3 and 3A exits)
 On site signage
Responsibility: Business Manager
Timing: July 2005
Assessment: Increased brand awareness
32
STRATEGIC PLAN
Education
Education
VISION
1. K– 12 School: The Board has reaffirmed our commitment to SSCS as
one school. This unity needs to be improved.
2. SSCS is a culture of respect, which encourages family partnerships and
active participation from all members of our community. We foster
democratic values. This culture needs to be reinforced as new members join
us.
3. Permeable boundaries: Our mission dedicates us to real-life
experiential learning which includes entrepreneurial projects, community-
based partnerships, service-learning, internships, leadership opportunities,
communication of best practices and intercultural perspectives. The school
needs to open its doors and ensure that the larger world is a part of our
educational experience.
4. Excellence in education: Our mission is to inspire students to achieve
their potential while addressing their individual learning styles. We seek to
develop competence in literacy, math, oral communication skills and
technology. We engage our students in critical thinking, the arts, and
interdisciplinary approaches to real world problems. We encourage students
to demonstrate their initiative in and out of the classroom. We value small
classes taught by skilled, scholarly and committed faculty.
BACKGROUND
Over the next three years, SSCS is facing a major move to one facility.
Ensuring that this move is positive will require the energy of the entire
community. Therefore, the educational component of the strategic plan
should focus on four major concerns:
1. The high school needs to be strengthened and enlarged. This should
be our number one priority over the next three years if we wish the
high school to remain viable.
2. Project-based learning needs to be renamed and invigorated,
especially at the high school. Projects are the hallmark of the SSCS
education and surveys have emphasized their importance to all
members of our community. Let’s improve and expand them.
3. The unity of one school needs to be established and celebrated. The
lower grades have had stable leadership and have developed well
and now need to be coordinated with each other and with the high
school. The SSCS culture needs to be reinforced as new members
join us.
33
STRATEGIC PLAN
Education
4. Our faculty and administration need to be supported, evaluated and

nurtured. We must ensure that we continue to keep and attract
skilled, scholarly and committed professionals who will bring out the
best in our students and each other.
34
STRATEGIC PLAN
Education
GOAL #1
Maintain Small Class Sizes while Increasing Enrollment in
Secondary School
Strategies:
A. Review class lists twice per year to assess all class sizes
Timing: January 2004, Aug 2004, Jan 2005, Aug 2005, Jan 2006,
Aug 2006
Assessment: Review completed as scheduled
B. Adjust class size as necessary by adding classes or starting waiting

lists
Timing: Feb 2004, Aug 2004, Feb 2005, Aug 2005, Feb 2006, Aug
2006
Assessment: All classes, except those designated, will have
maximum of 18 students
C. Design plan to increase enrollment at Secondary School (see

Marketing 4, Finance 3A)
Responsibility: Principal of Secondary
Assessment: Plan established and approved by Executive Director
D. Implement plan to increase enrollment at Secondary School (see

Marketing 4)
Assessment: 140 students enrolled in 2004-’05, 150 students
enrolled in 2005-’06
E. Develop plan for maintaining enrollment at Primary School (see

Marketing 4)
Responsibility: Principal of Primary
Timing: Feb 2004
Assessment: 328 students enrolled in 2004-’05, 318 students in
2005-’06
F. Implement enrollment plan in Primary School

Responsibility: Principal of Primary
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STRATEGIC PLAN
Education
Assessment: Enrollment maintained in Primary School
36
STRATEGIC PLAN
Education
GOAL # 2
Reduce Withdrawal Rate/Improve Retention
Withdrawal rate in 2003: 14% (49/335); more than half (27) occurred in
grades 8-12
Strategies:
A. Develop plan for reducing withdrawal rates
Assessment: Recommendation presented at May Board meeting
B. Implement plan for reducing withdrawal rates

Timing: March 2004 (and ongoing as specified in plan)
Assessment: Overall withdrawal rate is below 10% by August
2004. Rate for Levels IV - VI is below 15% by August
2005 and below 10% by August 2005
C. Adjust plan as necessary to maintain and further decrease

withdrawal rates
Timing: August 2004, Aug 2005, Aug 2006
Assessment: Overall withdrawal rate remains below 10%
D. Schedule bonding experiences for students, starting at Secondary

School
Responsibility: Principal of Secondary School
Assessment: Bonding experiences will occur at the beginning of
each year
E. Schedule bonding experiences for Primary School students

Responsibility: Principal of Primary School
Assessment: Bonding experiences will occur at the beginning of
each year
F. Design a standard exit interview form and protocol

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STRATEGIC PLAN
Education
Assessment: Forms distributed to Principal of Primary and

Principal of Secondary
G. Conduct exit interviews with all parents and students leaving school
Responsibility: Principal of Primary for K-8 and Principal of
Secondary for 9-12
Timing: June 2004, June 2005, June 2006
Assessment: Interview information is received by Executive
Director

Reduce Withdrawal Rate/Improve Retention
H. Ensure that continued Exit Interview process solicits useful
information
Timing: March 2004, June 2004, Sept 2004, Dec 2004, March
2005, June 2005, Sept 2005, Dec 2005 March 2006, June
2006, Sept 2006, Dec 2006
Assessment: Interview information is reviewed by Executive
Director
GOAL #3
Strengthen Secondary School Curriculum
Strategies:
A. Develop plan to increase course and project offerings at Secondary
School
Plan includes seminars and courses with interdisciplinary themes. Plan
indicates increases in offerings of at least two per semester
Timing: May 2004
Assessment: Plan is shared with Executive Director and Education
Committee
B. Implement plan for increasing offerings at Secondary

Timing: June 2004
Assessment: Increased offerings
C. Revise plan for increasing offerings based on enrollment
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STRATEGIC PLAN
Education

Assessment: Continued appropriate increases in offerings
D. Ensure that each course has written plan for more than two
activities outside classroom and at least one visitor
Assessment: More then two activities outside the classroom and at
least one visitor in all courses
E. Conduct needs assessment for math, Grades 8 - 12

Responsibility: Principal of Secondary with assist from Principal of
Primary
Assessment: Analysis of results
F. Create a plan to improve math curriculum
Responsibility: Principal of Secondary with assist from Principal of
Primary
Timing: May 2004
Assessment: Plan is ready to take to BOT
G. Share plan for improving math curriculum with BOT

Timing: June 2004
Assessment: Plan is presented to BOT in October 2004
H. Implement plan to improve math curriculum

Timing: August 2004
Assessment: Increased passing rates for students in math courses
and on MCAS
I. Evaluate improved math curriculum

Assessment: Increased passing rates for students in math courses
and on MCAS; improved scores on Terra Nova tests
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STRATEGIC PLAN
Education
J. Re-evaluate grade scale, especially the missing ‘D’ grade

Assessment: Any changes published
K. Ensure there is a sequential and complete curriculum in each

discipline including Spanish
Timing: May 2004
Assessment: Curriculum map will be in place
L. Redesign Secondary School report card and grade warning system

Both should be more responsive, user friendly and informative. Forms
should include a brief synopsis of material covered and personal
comments by faculty
Timing: Sept 2004
Assessment: Earlier parental alert for problems; increased
satisfaction on parent surveys; improved student
performance
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STRATEGIC PLAN
Education

M. Create a comprehensive arts curriculum (see Ed 8H)
Responsibility: Chair of Education Committee
Timing: April 2004
Assessment: Submit plan to Executive Director
GOAL # 4
Strengthen Secondary School Programs
Strategies:
A. Investigate possibility of Secondary joining Coalition of Essential
Schools or alternative group
Timing: April 2004
Assessment: Draft of plan is presented and approved by Executive
Director
B. Vote on Executive Director’s recommendation

Responsibility: Chair of Board of Trustees
Timing: July 2004
Assessment: An actionable decision
C. Increase number of agreements with colleges available for courses

and post visibly (see Finance 8C)
Timing: March 2004
Assessment: Three or more additional colleges will be available
and options visibly posted
D. Establish well-publicized college voucher system

Timing: March 2004
Assessment: Principal of Secondary with assist from Principal of
Primary Plan in place
E. Create a plan to add athletic and non-athletic after-school programs

lead by volunteers or paid personnel (see Facilities 7B, Marketing 6B)
41
STRATEGIC PLAN
Education

Assessment: Plan is presented to Finance Committee for funding
needs
42
STRATEGIC PLAN
Education

Strengthen Secondary School Programs
F. Establish athletic and non-athletic after-school programs
Assessment: Viable offerings with sufficient self-sustaining
enrollment by May 2005
G. Evaluate and make additions as possible to all after-school

programs
Timing: January 2004, January 2005, January 2006
Assessment: Increased participation in after school programs;
increased enrollment
GOAL # 5
Increase Supports for Students at Secondary School
Strategies:
A. Establish academic support services for all students experiencing
difficulty in courses
Responsibility: Director of Learning Services
Timing: March 2004
Assessment: Students identified and services in place
B. Evaluate and remedy academic support services

Timing: July 2004, July 2005, July 2006
Assessment: Increased percentage of students will pass their
courses without modification of standards; 90% by 2005
C. Establish MCAS tutorials for all 8th graders and above who score
Needs Improvement or below on MCAS
Timing: March 2004
Assessment: Students identified and services in place
D. Evaluate and remedy MCAS tutorials

43
STRATEGIC PLAN
Education
Timing: October 2004, October 2005, October 2006

Assessment: All students will pass MCAS for graduation
44
STRATEGIC PLAN
Education

E. Require all students grades 10 and 11 to take PSAT’s on school
grounds
Responsibility: Principal of Secondary School
Assessment: All students will receive PSAT scores in 10th and 11th
grade
F. Provide SAT support for students on a paid and voluntary basis

Timing: March 2004
Assessment: Students and families notified and services in place
G. Evaluate and remedy SAT support system

Assessment: Student SAT scores will show improvement
H. Pair each student with an advisor for course scheduling, college

application, career investigation process
Assessment: Each student will be paired with an effective advisor
I. Ensure that each student has a student success plan

This plan is produced by the student and advisor and maps goals,
strengths and weaknesses, and is used to guide the student
Timing: October 2004, October 2005, October 2006
Assessment: Each student will have a plan in folder; survey will
indicate student satisfaction with advisor process
J. Increase opportunities and requirements for student participation,

leadership, and demonstration of initiative
Timing: February 2004, February 2005, February 2006
Assessment: On survey, 85% of parents and students will agree
SSCS provides opportunities for leadership and initiative
45
STRATEGIC PLAN
Education
46
STRATEGIC PLAN
Education

K. Increase number of volunteers/mentors involved with tutoring,
projects and after-school programs ( see Gov 5B)
Assessment: Increase in number of volunteers involved with
students
GOAL # 6
Improve Structure of Projects
Strategies:
A. Devise a new term to better describe SSCS projects
Timing: May 2004
Assessment: Report to staff, students and parents for discussion in
May; bring to BOT for a vote in June
B. Utilize new term for projects in SSCS marketing and publications

Timing: June 2004
Assessment: New term will be visible throughout school in printed
and oral communication
C. Discuss and present to BOT a revision, reaffirmation or elimination

of K-12 project themes
Timing: May 2004
Assessment: Report to staff, students and parents for discussion in
May; bring to BOT for a vote in June
D. Include projects in curriculum mapping

Timing: May 2004
Assessment: Curriculum maps will include projects
E. Design a project form to ensure that each project is aligned with

student competencies and is connected to an outside partner
47
STRATEGIC PLAN
Education

Timing: June 2004
Assessment: All projects have a form detailing the skills upon
which they are built and designates an outside partner
Improve Structure of Projects
F. Evaluate projects to ensure that they are increasingly student-
driven, especially at Secondary
Responsibility: Principal of Primary for K-8 Principal of Secondary for
9-12
Assessment: So indicated on student evaluations of projects
G. Evaluate projects to ensure that they reflect desired skills

Skills include entrepreneurship, teamwork, oral communication skills,
technology, community service, critical thinking, and initiative. Add
other skills if desired, including a mandatory travel component when
possible and educationally sound
Responsibility: Principal of Primary for K-8 Principal of Secondary for
9-12
Assessment: Noted in curriculum maps
H. Complete a project manual

Manual should include project details & forms for use in training,
marketing and project assessments. It should also include a drop-add
policy
Timing: June 2004
Assessment: A manual will be completed and distributed
I. Provide faculty support for projects by establishing mentors for new

faculty
Timing: June 2004
Assessment: New faculty is paired with experienced faculty as
they design projects
J. Establish dedicated budget to support projects (see Finance 8C, Dev 6E)
48
STRATEGIC PLAN
Education
Assessment: Budget for upcoming year has a line item for

financial support of projects
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STRATEGIC PLAN
Education
GOAL # 7
Expand Outreach of Projects
Strategies:
A. Increase number of partners for projects, internships, mentors and
other programs
Assessment: At least three new partners will be added each year
B. Seek funding of projects through foundation grants and corporate

sponsorships (see Dev 6E)
Timing: Feb 2004
Assessment: Progressively increasing outside income
C. Involve students in the fundraising/grant writing aspect of projects

(see Dev 6E)
Timing: Sept 2004
Assessment: Progressively increasing grant applications
D. Investigate multi-community events for project participation (see

Marketing 6A)
(e.g. Hingham July 4th Parade, Marshfield Fair, Norwell Fair, Scituate
Heritage Days)
Timing: Feb 2004, June 2004, Feb 2005, June 2005, Feb 2006,
June 2006
Assessment: SSCS students participate in at least 3 events per
year
E. Videotape school events/Projects (see Marketing 5K)

(e.g. Solstice concert, Graduation, Talent Show, Classical Guitar, String
Project, Chorus, Exhibition of Mastery Night, Projects involving travel or
community service)
9-12
Timing: Oct 2004, March 2005, Oct 2005, March 2006, Oct 2006
Assessment: Videos are given to CRAM for distribution to local
cable shows
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STRATEGIC PLAN
Education
F. Schedule student concerts and performances (see Marketing 5K)

(e.g. at nursing homes, schools, churches, museums, fundraising
events)
9-12
Timing: May 2005, May 2006
Assessment: Events will occur throughout the academic year
51
STRATEGIC PLAN
Education

Expand Outreach of Projects
G. Explore opportunities for international student exchange programs
and establish a plan
Assessment: Plan for exchange exists
GOAL # 8
Revitalize and Sustain Core Values of an SSCS Education
Strategies:
A. Create a plan for orientation of new students and faculty
Assessment: Plan will be in place and implemented
B. Organize annual orientation with information packets for new

students and faculty. Incorporate a buddy system and provide
informational packets (see Marketing 2C)
Assessment: Orientation meetings scheduled every September
C. Establish ongoing orientation protocol for students who enter at any

time during school year
Responsibility: Principal of Primary School and Principal of
Secondary School
Assessment: Packets and designated protocols, including buddy
list, on file with each Principal to be distributed to new
students as they enter
D. Update parent/student expectation forms to include new mission

and philosophy
Timing: July 2004
Assessment: New expectation sheet will go out in August school
mailing
52
STRATEGIC PLAN
Education
E. Ensure that Parent/Student expectation forms are signed each year

Secondary students review this form at first meeting with Advisor
9-12
Timing: Sept 2004, Sept 2005, Sept 2006
Assessment: Signed expectations form yearly in every student file
53
STRATEGIC PLAN
Education
GOAL# 8 Strategies, continued

F. Include mission/philosophy statement in all relevant community
wide handouts
This will help to promote the philosophy of the school; should be
included at parents nights, Annual Meeting, etc.
Timing: Feb 2004
Assessment: Executive Director has reviewed all materials and
included these where possible
G. Increase use of technology (see Facilities 8A)

Responsibility: Director of Technology
Assessment: Increase from 75% to 85% the number of parents
who agree that technology use is supporting student
achievement
H. Increase emphasis on the arts in the curriculum (see Ed 3M)

Assessment: At least 2 art strands will be scheduled per level,
including visual, musical, and dramatic and graphic arts
I. Increase emphasis on the arts through field trips and by inviting

speakers/performers
Assessment: All levels will have increases arts related field trips
and arts performers invited to their level as funding
permits
J. Provide after-school arts programs, lessons, and clubs (see Finance 8C

and Facilities 3, Ed 5E, 5F and 5G)
Assessment: As funding permits
K. Plan academic and art forums for SSCS and community (see Marketing
6A,6H )
54
STRATEGIC PLAN
Education
Examples include: workshops for parents & teachers, lectures,

independent films
Timing: December 2005
Assessment: Bring costs to Finance Committee for inclusion in
budget
55
STRATEGIC PLAN
Education

L. Schedule academic & art forums for SSCS & community (see
Marketing 6H)
Timing: March 2006
Assessment: SSCS hosts academic or art forums as funding
permits each year
M. Increase intercultural study in courses

Timing: April 2004, April 2005, April 2006
Assessment: All course syllabi will include intercultural strands
N. Increase number of projects with a travel component at Secondary

School
Assessment: There will be an increase of projects with a travel
component until all have a travel component
O. Add languages to curriculum as budget allows (See Finance 8C)

Timing: November 2004, November 2005, November 2006
Assessment: Finance Com will approve at least one addition
P. Ensure public speaking opportunities in all courses and projects

9-12
Timing: August 2004, January 2005, Aug 2005, Jan 2006, Aug
2006
Assessment: Increased use of oral assessment
GOAL # 9
Promote K-12 Unity
Strategies:
A. Develop plan for increasing sense of community among students
and families across all levels
56
STRATEGIC PLAN
Education

Timing: July 2004
Assessment: Plan in place
57
STRATEGIC PLAN
Education

Promote K-12 Unity
B. Implement plan for increasing sense of community
Timing: August 2004
Assessment: Plan put into action
C. Evaluate effectiveness of level configurations

Assessment: Student performance will improve on standardized
measure; increased student and faculty satisfaction
D. Discuss and decide on possible changes to the naming of the

Primary and Secondary Schools
Assessment: Name changes, if any will be implemented
E. Arrange faculty/student across-level lunches or other recreational

activities
Timing: January 2005, Sept 2005, Jan 2006, Sept 2006
Assessment: Students and faculty at different levels will have a
scheduled interaction at least once per month
F. Arrange interactions between faculty at different levels for

mentoring, team teaching and collaborative opportunities
Timing: September 2004, January 2005, Sept 2005, Jan 2006,
Sept 2006
Assessment: Faculty will report increased interaction with faculty
from other levels
G. Ensure that courses include participation of faculty from other levels

9-12
Assessment: Collaboration is evident in course syllabi
58
STRATEGIC PLAN
Education
H. Draft one school-wide student handbook

Timing: April 2004
Assessment: BOT will vote on and adopt the handbook

Promote K-12 Unity
I. Revise Code of Conduct
Responsibility: Chair Governance Committee
Assessment: BOT will vote on and adopt the revised Code of
Conduct
J. Evaluate and remedy Primary and Secondary programs aimed at

fostering a culture of respect
Assessment: Monitor disciplinary and safety issues
K. Evaluate Primary and Secondary programs aimed at ensuring a safe

environment
Assessment: Monitor disciplinary and safety issues
L. Appoint full time Guidance Counselor

Timing: Nov 2004
Assessment: Decreased disciplinary and safety concerns; increase
in positive climate as indicated on surveys
M. Plan & Schedule Project Night (K-12) to highlight Primary &

Secondary projects (see Marketing 5K) (e.g. student presentations,
videos, demonstrations)
Timing: Jan 2005, Jan 2006
Assessment: At least one project per Level will be highlighted at
each Project Night
59
STRATEGIC PLAN
Education
GOAL # 10
Increase Support for Faculty, Staff and Administration
Strategies:
A. Increase number of aides in classrooms
Assessment: Increased faculty satisfaction
60
STRATEGIC PLAN
Education

Increase Support for Faculty, Staff and Administration
B. Develop connections to area colleges and universities
Especially to attract student teacher aides and guest speakers
9-12
Assessment: Each level has had at least one student teacher or
guest speaker per year
C. Increase planning time for faculty

9-12
Assessment: Faculty has more time during the day for planning
D. Raise money earmarked for faculty grants (see Dev 2C, Gov 6C)
Responsibility: Chair of Development Com
Timing: May 2004
Assessment: Goals attained consistent with multiyear
development plan
E. Consider increase in staff benefits and salaries, as budget will allow

(see Finance 10A)
Responsibility: Chair of Finance Com
Timing: Nov 2004, Nov 2005, Nov 2006
Assessment: Faculty benefits & salaries are higher than
surrounding public schools
F. Establish faculty/staff appreciation events

Assessment: Events are planned throughout the year
GOAL # 11
Promote Faculty, Staff and Administrative Development
Strategies:
A. Develop a comprehensive faculty development plan
61
STRATEGIC PLAN
Education
Plan includes: mentorship system, orientation plan, education

reimbursement, training opportunities, stipends, summer travel, &
sabbaticals (see Gov 6C)
Timing: Sept 2004
Assessment: Plan completed and accepted by BOT
62
STRATEGIC PLAN
Education

B. Establish orientation and mentorship system for new faculty, as
detailed in faculty development plan
Timing: Oct 2004, Aug 2005, Aug 2006
Assessment: Increased faculty satisfaction
C. Promote the talents & diversity of skills of faculty through

community events (see Marketing 6A)
(e.g. through art shows, concerts, lectures)
Assessment: Plan is in place and faculty is in agreement with it
D. Enlist faculty in fundraising and Marketing as passionate, articulate

supporters of SSCS (see Dev 1F, Dev 1E, Marketing 5I)
Timing: Sept 2005, Sept 2006
Assessment: Plan is in place and faculty is in agreement with it
GOAL # 12
Improve Whole School Evaluation Process
Strategies:
A. Develop a plan to evaluate Executive Director including input from
faculty and staff, BOT, and possibly students & parents (see Gov 6J)
Responsibility: Chair of Personnel Committee
Timing: April 2004
Assessment: Plan is completed and accepted by BOT
B. Implement plan for evaluation of Executive Director (See Gov 6J)

Timing: August 2004
Assessment: Evaluation is conducted according to plan and input
is presented to BOT
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STRATEGIC PLAN

C. Develop evaluation forms for use by faculty to assess the
performance of their supervisors and the BOT
The form should solicit input regarding satisfaction and suggested
improvements
Responsibility: Executive Director, with faculty input
Timing: May 2005
Assessment: Forms will be ready for distribution in June 2005
D. Establish a system to effectively share faculty evaluations of

supervisors and BOT
Timing: May 2005
Assessment: Evaluations will be shared according to plan in June
2005
E. Conduct annual evaluations of Level Coordinators, Heads of

Schools, Executive Director, and BOT by faculty
Timing: June 2005, June 2006
Assessment: Forms will be filled out by a large percentage of the
faculty
F. Develop evaluation forms for use by Level III students and older to
assess courses and projects
The form should solicit input regarding satisfaction and suggested
improvements
Timing: May 2005
Assessment: Forms will be ready for distribution in June 2005
G. Establish a system to effectively share student evaluations with

faculty
Information from student evaluations should be shared with faculty for
use in improving courses, projects and mentoring
Timing: May 2005
Assessment: Evaluations will be shared according to plan in June
2005
64
STRATEGIC PLAN
H. Conduct annual evaluations of courses and projects by students,

Level III and older
Assessment: Forms will be filled out by a large percentage of
students
65
STRATEGIC PLAN

I. Develop a staff evaluation policy including forms and plan for
sharing evaluations
Timing: Feb 2005
Assessment: Draft policy is ready to be shared
J. Share staff evaluation policy with faculty, staff and BOT

Timing: March 2005
Assessment: Policy accepted by BOT
K. Conduct annual evaluations of teachers by Coordinators and Heads

of School
Timing: May 2005, May 2006
Assessment: Evaluations are conducted and monitored annually
by Chair of Personnel Committee
L. Monitor the evaluation process of staff, administration, and BOT

Assessment: Summaries are presented to BOT at a summer
meeting
M. Develop plan to conduct exit interviews with staff who are leaving
voluntarily
Timing: April 2004
Assessment: Plan presented to BOT
N. Conduct exit interviews for staff who are leaving voluntarily

Assessment: Data collected and summary data presented to BOT
O. Ensure annual parent surveys are conducted

Surveys should include items from the Strategic Plan
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STRATEGIC PLAN

Assessment: A large percentage of surveys will be collected and
summarized in the Annual Report

P. Assess viability of Primary and Secondary Schools
Assessment is based on review by Finance and Education Committee
Timing: July 2006
Assessment: Report demonstrating sound program and financial
solvency
67
STRATEGIC PLAN
Governance & Leadership
BACKGROUND
South Shore Charter School, like many other schools and other non-profit
organizations in their early stages of development, depended for its survival
on leaders willing not only to build a vision and determine key policies but
also to provide hands-on help in the daily operation of the school. Of
necessity during this phase, the roles and duties of the SSCS Board of
Directors, administrators, faculty and parents often overlapped.
Prior to the initiation of the strategic planning process in late 2002, it

became clear that SSCS was entering a new stage of development requiring
refinements in its leadership and management structure if the school hoped
to retain its traditional governance values while at the same time being
capable of dealing with the difficult challenges that lay immediately ahead.
These challenges included making the transition to a new campus,
expanding student enrollment, strengthening the quality of education,
increasing in the greater community an awareness of the school’s value, and
broadening the school’s financial base.
The Governance/Leadership goals and strategies that follow are the result
of the Governance/Leadership Team first creating and distributing a series of
questionnaires and then interviewing SSCS faculty, administrators and
current and former board members. The Team’s additional research involved
reviewing SSCS parent and faculty surveys, interview reports from other
members of the Strategic Planning Committee, SSCS Bylaws, Annual
Reports, Faculty Handbook, faculty and executive director evaluation forms,
the Volunteer Program Guidelines manual, and the SSCS Personnel Policy
manual. Also reviewed were strategic plans, bylaws and handbooks from
other charter schools, the bylaws of a number of non-profit organizations,
trustee guides and evaluation handbooks published by the National
Association of Independent Schools, the Massachusetts Department of
Education’s The Charter School Administrative and Governance Guide and
the Pioneer Institute’s Massachusetts Charter Schools Trustees Guide.
During the Team’s research phase it became abundantly clear that South
Shore Charter School has many strengths of which to be proud. Its past
success has resulted in a large part from the active, collaborative
participation in the running of the school of its Board of Trustees,
Administration and Faculty, parents and other community members. In
developing our recommended list of goals and strategies for the next several
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STRATEGIC PLAN
years, preservation of that collaboration remains a high priority as we offer

changes in the governance/leadership structure aimed at increasing chances
that SSCS will continue to succeed in its next stage of development.
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STRATEGIC PLAN
GOAL # 1
Strengthen the Effectiveness of the Board of Trustees
Strategies:
A. Develop and present to Board of Trustees a bylaw amendment
allowing expansion of Board of Trustees to maximum of 24
members
A larger, more diversified Board is needed to handle an anticipated
increased
workload and to provide effective leadership to key areas allied with
SSCS’s growth
Responsibility: Chair of Governance Committee
Timing: June 2004
Assessment: Bylaw amendment approved
B. Enlarge Board of Trustees to minimum of 20 members

Timing: June 2006
Assessment: Board of Trustees comprised of 20 members is in
place
C. Develop and present to Board of Trustees an “SSCS board profile

report” based on review of current Board membership
This report will inventory the various skills, background experiences
and interests as they relate to responsibilities found in effective boards
Assessment: “SSCS board profile report” is completed and
disseminated
D. Develop and present to Board of Trustees an “SSCS board

expansion and diversification plan” (see Dev 2F)
Based on an analysis of the “SSCS board profile report” and the
Strategic Plan 2003, this plan, when fully implemented, will enhance
the Board’s ability to meet its key responsibilities, especially in the
areas of fundraising, public relations and marketing, and
administration of SCSS’s finances
Timing: April 2004
Assessment: “SSCS board expansion and diversification plan” is
completed and disseminated
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E. Implement “SSCS board expansion and diversification plan”

Timing: June 2006 and ongoing as specified in plan
Assessment: “SSCS board expansion and diversification plan” is
monitored annually by Chair of Executive Committee
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F. Develop and present to Board of Trustees an “SSCS board training &
development plan”
This plan will include a projected schedule for annual training sessions,
compilation of a trustee handbook, and a design for annual self-
evaluation and evaluation by the Faculty.
Timing: April 2004
Assessment: The “SSCS board training & development plan” is
completed, reviewed and accepted by Board of Trustees
as school policy
G. Implement “SSCS board training & development plan”

Assessment: Plan is implemented and monitored annually by Chair
of Executive Committee
H. Develop and present to Board of Trustees an “SSCS board officers

& committee chairs succession plan”
This plan when implemented will bring continuity to leadership
positions and better-trained leaders
Timing: April 2004
Assessment: Plan is completed, reviewed and accepted by Board
as school policy
I. Implement “SSCS board officers & committee chairs succession

plan”
Timing: June 2004, June 2005 and June 2006
Assessment: Plan is implemented and monitored annually by Chair
J. Expand role of Executive Committee by instituting schedule of

meetings in which the Executive Committee meets regularly during
the months the Board of Trustees does not meet and at other times
at the discretion of the Committee Chair (see Gov Appendix A)
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Assessment: The frequency and efficacy of the monthly meeting
schedule is monitored and results of monitoring are
reviewed annually
K. Present bylaw amendment to Board defining new role for Executive

Committee (see Gov Appendix A )
Timing: June 2004
Assessment: Bylaw amendment is approved
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L. Increase efficacy of Board of Trustees by instituting schedule of
regular meetings in which the Board meets once every two months
Assessment: New schedule is in place with annual review by
Executive Committee, starting in June 2004, to monitor
frequency & efficacy
M. Assess changes in Board of Trustees meeting schedule as proposed

in J and L immediately above and consider adopting a quarterly
meeting schedule in the future
Assessment: Meeting schedule is amended as necessary
N. Assess on a quarterly basis the implementation of the Strategic

Planning Initiative and report results of the assessment to BOT
The role of this task force would be to assess on a quarterly basis the
implementation of the Strategic Planning Initiative and report the
results of the assessment to the Board of Trustees
Timing: March 2004, June 2004, Sept 2004, Dec 2004, March
2005, June 2005, Sept 2005, Dec 2005 March 2006, June
2006, Sept 2006, Dec 2006
Assessment: Assessment reports filed and approved in accordance
with the above schedule
GOAL #2
Expand the Committee Structure of the Board of Trustees
Strategies:
A. Develop and present to Board a motion to form, on an interim basis
until the next Annual Meeting, a Personnel Committee, which will
become a standing committee of the Board (see Gov Appendix B)
This motion will include a brief description of the Personnel
Committee’s composition and responsibilities based on a report found
in an appendix to this section of the Strategic Plan 2003
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Assessment: Motion is approved
B. Appoint members to Personnel Committee and have Personnel

Committee commence duties
Timing: March 2004
Assessment: Committee has full roster of members and 3-month
work plan is in place
Expand the Committee Structure of the Board of Trustees
C. Develop and present to Board a bylaw amendment establishing a
Personnel Committee with Standing Committee status
Timing: June 2004
Assessment: Resulting bylaw revision is in place
D. Develop and present to Board a plan to consider establishing in two

years an Education Committee with Standing Committee status (see
Gov Appendix C)
This Education Committee, if adopted, would be distinct from the
current “education committee,” which is essentially a staff committee,
which reports to the Executive Director. See report found in appendix
to this section of the Strategic Plan 2003 which proposes the role and
responsibilities to be played by an Education Committee
Timing: March 2005
E. Develop and present to Board of Trustees a plan to consider

establishing each year a “Special Curriculum Oversight Task Force”
The purpose of the Task Force would be to examine and evaluate
during the course of the year one component of the school’s
educational program and report it finding to the Board of Trustees. The
plan should consider the Task Force’s composition and establish
guidelines for assuring the Task Force and the Education Director’s
respective roles remain distinct. See report found in appendix to this
section of the Strategic Plan 2003 which proposes the role and
responsibilities to be played by a Special Curriculum Oversight Task
Force
Responsibility Chair of Governance Committee
Timing: March 2004
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F. Appoint members to Special Curriculum Oversight Task Force and

have Task Force commence duties
Assessment: Task Force has full roster of members and 3-month
work plan is in place
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GOAL #3
Create and maintain an Advisory Council pursuant to Article XIX
of the SSCS Bylaws
Strategies:
A. Develop an “Advisory Council operational plan” that includes
description of the role, composition, organizational & leadership
structure, meeting schedule & method of interfacing with staff
An active Advisory Council will enhance SSCS’s ability to fund raise
and to tap into the community’s wealth of resources
Timing: June 2004
Assessment: “Advisory Council operational plan” is completed,
reviewed and accepted by Board
B. Implement the “Advisory Council operational plan”

Assessment: Plan is implemented and monitored annually
thereafter by Chair of Executive Committee
GOAL #4
Improve Communication within SSCS Governance Structure
Strategies:
A. Form a “Parents Association planning group”
This planning group will be chaired by the Executive Director and
comprised of parents, faculty, and at least one Board member
Timing: Feb 2004
Assessment: Planning group is formed
B. Develop and present to Board for its approval a “plan for a

restructured Parents Association”
The “plan for a restructured Parents Association” will include a
description of a new Parents Association, its schedule of meetings, its
composition, its organizational and leadership structure and its
methods of interfacing with the staff and the Board of Trustees
Timing: March 2004
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C. Implement the “plan for a restructured Parents Association” (See
Marketing 2A)
The restructured Parents Association will assure that parents as a
whole are better informed about school matters and more effectively
represented, that more parents become involved and that their
individual talents, expertise and energy are more focused and hence
of greater utility to the school community
Assessment: Plan is implemented and is monitored annually by
Chair of Executive Committee
D. Develop and present to Board of Trustees a “policy regarding the

timing of the submission of written reports” to the Board for its
consideration
This policy will include the requirement that Standing Committees,
task forces, all other committees and groups intending to file reports
that require board action provide board members with a copy or a
written summary of the report at least three days in advance of the
Board meeting at which the document will be discussed.
Timing: March 2004
Assessment: The policy is reviewed and accepted by Board as
school policy
E. Implement the “policy regarding the timing of the submission of

written reports”
Timing: June 2004 and ongoing as specified in policy statement.
Assessment: Policy is in place and is monitored annually by Chair of
Executive Committee
F. Develop and present to Board of Trustees a “policy regarding

agenda posting”
This policy will include the requirement that agendas for all Board of
Trustee and Executive Committee meetings are posted in ways that
are accessible to all board members, staff and parents, at least three
days in advance of any meeting
Timing: March 2004
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Assessment: Policy is reviewed and accepted by Board as school

policy. Implement “policy regarding agenda posting”
G. Implement “policy regarding agenda posting”

Timing: June 2004 and ongoing as specified in policy statement
Assessment: Policy is in place and is monitored annually by Chair
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H. Develop and present to Board of Trustees a recommendation to
form a “Trustee Handbook Task Force”
This task force will research and coordinate the development of a
three-ringed notebook used to orient and train new board members
and serve as useful resources for other members
Timing: Feb 2004
Assessment: Recommendation is approved
I. Appoint members to Trustee Handbook Task Force and have Task

Force commence duties
Timing: March 2004
Assessment: Task Force has full roster of members and 3-month
work plan in place
J. Develop and present to Board a ”quarterly supplement to SSCS

Trustee Handbook”
This document will include a compilation of policy statements
approved at recent Board of Trustees meetings that either remove,
replace or amend policies in SSCS’s bylaws, the “SSCS Trustee
Handbook,” the “Faculty Handbook” or other documents housing
official SSCS policies
Responsibility: Chair of Trustee Handbook Task Force
Timing: June 2004
Assessment: Board has approved supplement to Trustee
Handbook
K. Disseminate and/or make available to the SSCS community the

approved “quarterly supplement to SSCS Trustee Handbook” to
Board, staff and appropriate parent groups
Responsibility: Chair of Trustee Handbook Task Force
Timing: September 2004 Jan, 2005, April 2005, July 2005, Oct
2005, Jan 2006, April 2006, July 2006, Oct 2006
Assessment: “Quarterly supplement to SSCS Trustee Handbook” is
disseminated and its distribution monitored annually by
Chair of Executive Committee
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L. Review and revise, as necessary, the “SSCS Governance Process”

and “Communication Process” documents
Policies described in most recently published version(see 2001-2002
Annual Report), in some instances, are not entirely consistent with
policies recommended in Strategic Plan 2003
Timing: March 2004
Assessment: Board of Trustees approves revised
Governance/Communication document
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GOAL # 5
Expand and improve SSCS’s relationships within the external
community
Strategies:
A. Consider hiring a Director of Outreach & Marketing (see Marketing 1B)
Timing: February 2004, Nov 2004, May 2005, Nov 2005, May
2006, Nov 2006
Assessment: Position is filled
B. Develop and present to Board of Trustees a “plan for improving

volunteer operations”
This plan will include:
1. A report on current status of volunteerism
2. A recommendation to retain a full or part-time, volunteer or
professional coordinator of volunteer operations
3. A job description
4. A timetable for hiring which takes into consideration school
finances and budget concerns
Assessment: Board of Trustees approves plan
C. Implement the “plan for improving volunteer operations”

Timing: June 2006
Assessment: Coordinator of Volunteers is in place
GOAL # 6
Strategies:
A. Develop and present to Board of Trustees a “plan for senior staff
succession”
This plan when implemented will bring continuity to staff leadership
positions and better-trained staff leaders
Timing: April 2004
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of Trustees as school policy
B. Implement “plan for senior staff succession”

Chair of Executive Committee to assure compliance with
strategy
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C. Develop and present to Board of Trustees a “professional
development plan” (see Education 11A)
This plan will include expanded in-house training and mentoring
opportunities, stipends for faculty involved in summer curriculum
development projects, expanded utilization of outside consultants,
expanded use of stipends to help cover university tuition fees, summer
educational travel programs, and sabbaticals. Plan will conform to
fiscal priorities established by Finance Committee working with
Executive Director
Responsibility: Executive Director working with Chair of Finance
Committee
Assessment: Plan completed, reviewed and accepted by Board of
Trustees
D. Implement “professional development plan” pending financial and

budget considerations
Timing: September 2006 and on going in accordance with plan’s
schedules and priorities
Assessment: Plan is implemented, pending financial and budget
considerations
E. Develop and present to Board of Trustees a “senior administrative

support plan” (see Ed 10 and Finance 8C)
This plan, when implemented, will enable senior administrators to
allocate more time to curriculum development, monitoring of
instruction, staff evaluation, staff training and community liaison
activities; plan will conform to fiscal priorities established by Finance
Committee
of Trustees
F. Implement “senior administrative support plan” pending financial

and budget considerations
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STRATEGIC PLAN
Timing: September 2006 pending financial and budget

considerations
Assessment: Plan is implemented
G. Develop and present to Board of Trustees a “staff benefits plan” (see

Ed 10E and Finance 10B)
This plan will include recommendations for improving SSCS’s benefits
and policies based on data gathered from review of current SSCS staff
benefits and policies and from researching comparable local charter,
public and independent schools; plan will conform to fiscal priorities
established by Executive Director and Finance Committee.
Responsibility: Chair of the Personnel Committee working in
conjunction with the Executive Director
Timing: February 2005 pending financial and budget
considerations
of Trustees
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H. Implement the staff benefits report pending financial and budget
considerations
Timing: June 2006
Assessment: Plan is implemented pending financial and budget
considerations
I. Develop and present to Board a bylaw amendment allowing

Personnel Committee to assume responsibility for the Executive
Director’s annual evaluation
This bylaw will supercede the current bylaw that holds the Chair of the
Board of Trustees responsible for the annual evaluation of the
Executive Director’s performance
Responsibility: Chair of the Governance Committee
Timing: June 2004
Assessment: Board of Trustees approves Bylaw amendment
J. Develop and present to Board of Trustees “plan for the evaluation of

the Executive Director”
This plan will include:
1. Assignment of prime responsibility for conducting the evaluation
process to the Personnel Committee
2. Final decision-making to the full Board
3. Utilization of evaluative data gathered from the Executive
Director, senior administrators, faculty and, at the discretion of
the Personnel Committee, data gathered from students and
parents
4. Final format that utilizes a narrative assessment of the
Executive Director’s performance
Responsibility: Chair of the Personnel Committee
Timing: April 2004
of Trustees
K. Implement “plan for the evaluation of the Executive Director”

Responsibility: Chair of the Personnel Committee
Timing: August 2004
Assessment: Annual evaluation of Executive Director is completed
and accepted by Board of Trustees
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STRATEGIC PLAN
GOAL # 7
Clarify and revise policies regarding SSCS governance roles of
the Board of Trustees, the Executive Director, the Faculty, the
parents and the students
Strategies:
A. Develop and present to Board of Trustees a “plan for clarifying and
revising policies regarding governance roles for Board of Trustees,
the Executive Director, the Faculty, the parents and the students”
This effort to clarify and update policies that determine roles played by
various constituencies in decision-making processes is needed to
reduce current levels of confusion and frustration in the community
and to make the necessary adjustments that will enable SSCS to
function effectively in circumstances quite different than when the
policies were first formulated during the school’s early years. The plan
will include recommendations for building a consensus in the
community that will enhance understanding and acceptance of
forthcoming policies.
Timing: March 2004
of Trustees
B. Implement “plan for clarifying and revising policies regarding

governance roles for Board of Trustees, the Executive Director, the
Faculty, the parents and the students”
Responsibility: Chair of Governance Committee working with
Executive Director and the Principals of Primary School
and Secondary School
Timing: June 2005
Assessment: Recommended Board of Trustees approves policies
and activities in the plan designed to build acceptance in
the community are accomplished
GOAL # 8
File SSCS’s Application for Renewal of a Public School Charter
Strategies:
A. Develop and present to Board of Trustees a plan for accomplishing
the task of filing an “Application for Renewal of the SSCS Charter”
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Plan will include assignment of primary responsibility for the task to an

“application renewal task force” led by the Executive Director and the
Administrative Team. This plan would use the DOE documentation for
this process.
This would include staff hours required to complete five-year Charter
Renewal application
Timing: March 2004
of Trustees
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File SSCS’s Application for Renewal of a Public School Charter
Strategies:
B. Complete and present to Board of Trustees a final draft of the
“Application for Renewal of the SSCS Charter”
Timing: July 2004
Assessment: Application is completed, reviewed and accepted by
Board of Trustees
C. File the “Application for Renewal of the SSCS Charter” with the
Department of Education
Timing: August 2004
Assessment: Application is filed with the Department of Education
D. Prepare for the re-chartering site visit

Timing: August 2004
Assessment: Various documentation and reports are compiled,
schedule arranged for interviews, refreshments
responsibility assigned etc.
E. Host re-chartering visit

Timing: October 2004
Assessment: All preparations are complete and visit is held
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APPENDIX TO GOVERNANCE & LEADERSHIP
Appendix A: Goal # 1, Strategy J (“Expanded role for Executive

Committee”)
The reason for establishing an SSCS executive committee with an

“expanded role” is neither to diminish the leadership role of the full Board of
Trustees nor to undermine the ability of the SSCS “community” to participate
in the school’s established system of governance. Quite the contrary: an
executive committee with an expanded role will increase the quality of the
Board’s leadership and of the community’s participation.
An executive committee with an expanded role does not make final
decisions about policy. It can only recommend policies to the full board
where final decisions are made. The board is the governing body of SSCS,
not the executive committee. The virtue of an active executive committee is
that it increases the chances that policy will be presented to the full board in
a manner that facilitates good decision-making by the board. An executive
committee can increase the probability that policy proposals have been
thoroughly researched before they reach the board. They would ensure that
policy proposals have been discussed by other board committees and task
forces and have involved the input or advice of the larger community or
reliable representations of the larger community when and if that
involvement is appropriate.
An active executive committee is not a threat to the spirit or the letter
of the State’s open meeting laws. Executive Committee meetings will be
open to all elements of the SSCS community. Agendas will be posted in
advance. Minutes will be kept and made available in accordance with SSCS
policy.
To accommodate this recommended strategy, the Governance
Committee will need to propose to the Board of Trustees an amendment to
Article IX, Section 1 of the SSCS Bylaws. It is here recommended that the
Committee in preparing the amended bylaw consider the following points:
The roles and responsibilities of an executive committee will include:

 Coordinating with the Chair of the Board of Trustees, and as
appropriate, the Executive Director, the work of the board. “Work of
the board” can include determining the composition of committees
and task forces, establishing agendas for board meetings,
overseeing the work of board committees, etc.
 Serving with the Chair of the Board of Trustees as sounding board
for the Executive Director
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 Acting in place of the board in the manner prescribed by the bylaws

and as expressly delegated by the full Board of Trustees
 Acting in an oversight capacity for the Strategic Plan
implementation
 Attending all scheduled meetings
 Demonstrating leadership commitment
The Executive Committee is comprised of the four officers of the Board,
the chairs of he Board’s standing committees (i.e. Governance, Finance and
Development) and, at the discretion of the Chair of the Board of Trustees,
other duly elected trustees. The Executive Director is an ex officio member.
The Chair of the Executive Committee is the Chair of the Board of Trustees.
Candidates for the Executive Committee will be proposed by the
Governance Committee and elected by the Trustees to serve for one-year
renewable terms.
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Appendix B: Goal #2, Strategy A (“Establishing a Personnel Committee”)
Since SSCS’s Bylaws dictate that changes in the bylaws can only be
made at the Annual Meeting, it is recommended that a Personnel Committee,
which can legally be established at any time by the Board, be put in place
until that time it can be replaced by a Personnel Committee with standing
committee status. The proposed Committee will be similar in its composition,
roles and responsibilities to the standing Committee that will replace it in the
spring of 2004.
It is recommended the Personnel Committee’scomposition, role and
responsibilities are as follows:
 The Personnel Committee shall be comprised of the Executive
Director, trustees and non-voting, non-trustee community members
as shall be determined by the Board.
 The Chair of the Personnel Committee shall be a member of the
Board of Trustees and be appointed by the Board Chair
 The Personnel Committee shall be charged with:
− Conducting a search for executive director candidates,
screening candidates and preparing recommendations to be
forwarded to the Board of Trustees
− Evaluating annually the Executive Director
− Periodically reviewing and updating personnel policies
− Maintaining and updating the “Personnel Handbook”
− Handling grievances that involve the Executive Director
Appendix C: Goal # 2, Strategy D (“ Establishing an Education Committee

with Standing Committee status”)
Should the Board of Trustees in the future consider forming a board

education committee and endowing it with standing committee status, it
may want to consider the following recommendations about the committee’s
composition, roles and responsibilities:
 The Education Committee shall be comprised of the Executive
Director, trustees and non-voting, non-trustee community members
as shall be determined by the Board.
 The Chair of the Education Committee shall be a member of the
Board of Trustees and be appointed by the Board Chair.
The Education Committee shall be charged with:

− Developing and recommending to the Board of Trustees educational
policies
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− Assessing the overall performance of the school against the

Strategic Plan 2004-2006
− Working with the Executive Director to carry forward the
accreditation process
− Reporting periodically to the Board of Trustees
− Overseeing the work of the current Special Curriculum Oversight
Task Force
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STRATEGIC PLAN
Facilities
Facilities
BACKGROUND
As of January 2004, South Shore Charter School will occupy two buildings
within the town of Hull, MA and it is anticipated that the school will also
occupy one large building in Norwell, MA. Which is to be the future location
of a single campus for the entire school. The school owns a small industrial
building at 4A Street and leases buildings at 2A Street and 120 Nantasket
Ave. in Hull. Both of the leased facilities have limited parking and limited or
no playing fields available.
It is anticipated that grades 9-12 will be relocated to the Norwell facility

by February 2004, grades 7 and 8 will be temporarily relocated to the 120
Nantasket Ave. facility and then grades K-8 will all be relocated to the new
facility by September 2004.
The objective of the following goals is to establish a framework for

providing a physical plant that supports the South Shore Charter School’s
educational programs and reinforces the SSCS mission and philosophy.
.
GOAL # 1
Establish a Capital Plan
Strategies:
A. Assess the condition and needs of the new facility, including items
that are broken, energy inefficient, and violate code for occupancy
Responsibility: Project Manager
Assessment: Written appraisal exists
B. Develop a minimal plan to build out the Norwell facility to

accommodate K-12 by September 2004 for a cost of $950,000
Assessment: Drawings and specs for RFP
C. Develop proposed renovations budget based on facility assessment

Assessment: Budget presented to Board during February 2004
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Facilities

D. Consider and decide if the full build out can happen for September
2004 or if only a portion of students will be able to be moved in due
to funding limitations
Assessment: Notification to school community of change of
moving plans
E. Approve budget for renovations to new facility and allocate funds

Responsibility: Chair of Finance Committee
Timing: March 2004
Assessment: Approved budget presented to Project Manager
F. Develop realistic timeline for proposed renovations, establishing

priorities
Assessment: Timeline has clear, actionable, and achievable steps
and covers all renovations
G. Implement timeline for renovations (see Finance 8C)

Timing: March 2004 and ongoing as specified by timeline
Assessment: Complete renovations as scheduled
H. Develop a scope of work related to future upgrades to the new

facility (see Facilities appendix for list suggestions)
Timing: June 2004
Assessment: Written plan exists with itemized breakdown
including projected expenses
I. Present future work items and purchase items list to Board of

Trustees
Timing: July 2004
Assessment: Proposal for future work/purchases are presented to
Board of Trustees
J. Approval of the future work/purchase items list

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STRATEGIC PLAN
Facilities

Timing: July 2004
Assessment: Approval exists in meeting minutes
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Facilities

K. Monitor Implementation of agreed upon list of future
work/purchases
Timing: July 2004 and ongoing as specified in plan.
Assessment: Plan is implemented and monitored quarterly by
Chair of Finance Committee
L. Establish escrow fund for future capital costs such as heating

system, roof repair/replacement, etc. (see Finance 8B)
Assessment: “Rainy day” fund exists
GOAL # 2
Establish Long-Term Plans for New Facility
Strategies:
A. Establish a Facility Design Task Force comprised of Heads of
Primary and Secondary schools, a volunteer architect, Business
Manager, parent reps and the Executive Director
Responsibility: Chair, Board of Trustees
Assessment: Task force advises Executive Director when working
with architect on matters regarding design of new facility
B. Establish long-term plan for new facility

Responsibility: Facility Design Task Force
Timing: July 2004
Assessment: Plan presented at July 2004 Board meeting
GOAL #3
Investigate Potential After-School Hour Uses for Earned Income
Opportunities
Strategies:
A. Assess space available for after school hour use for students as well
as outside businesses and organizations (see Finance 2B, Marketing 6I,
6J, Ed 4F)
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STRATEGIC PLAN
Facilities

Assessment: Report of findings to Board of Trustees
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Facilities

Investigate Potential After-School Hour Uses for Earned Income
Opportunities
B. Analyze opportunities in light of available space, financial viability,
restrictions due to local regulations and any other factors
Assessment: Report of findings to Board of Trustees
C. Develop Plan for meeting the needs of the after-school programs

recommended (space requirements, equipment etc.)
Timing: Oct 2004
Assessment: Plan is presented to Board of Trustees
D. Decide which opportunities to encourage (see Marketing 6B)

Responsibility: Executive Director with Board Direction
Timing: Nov 2004
Assessment: Marketing plan for activities/rentals exists
E. Coordinate the commercial ventures (rental for meetings/adult

education, etc.) with the student extracurricular programs (see Ed 4E,
Finance 2A)
Timing: January 2005, August 2005, August 2006
Assessment: Calendar for space outside of school hours exists
GOAL #4
Develop a Plan of Action to Deal with currently occupied
buildings
Strategies:
A. Develop a plan for either subletting or withdrawing from the lease of
both 2A St. and 120 Nantasket Ave.
Assessment: Written plan is established
B. Develop a plan for either leasing or selling 4A Street property

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Facilities
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STRATEGIC PLAN
Facilities
GOAL #5
Upgrade the standard of the maintenance of the buildings and
grounds
Strategies:
A. Hire for exterior maintenance including lawn and tree service,
landscaping, playing fields and snow removal
Timing: February 2004 snow and April 2004 for all other
B. Hire full time maintenance staff for new building

Timing: July 2004
Assessment: New staff hired
C. Hire janitorial firm to regularly maintain the interior

D. Create a parent grounds committee for ongoing beautification

Responsibility: Chair of All Parents Group
Timing: March 2004
Assessment: Chair and committee will be in place and scheduling
activity
GOAL #6
Develop a Comprehensive Student Transportation Plan to
Maintain Enrollment, Limit Withdrawal and Facilitate Permeable
Boundaries
Strategies:
A. Assure that Parent Partnership Plan for student transportation is
established (see Marketing 3G)
Responsibility: Chair Transition Oversight Team
Assessment: Transportation plan exists
B. Determine needs for student vans for current and future education
programs (projects etc.)
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Facilities

Timing: March 2004
Assessment: Document exists with recommendations
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STRATEGIC PLAN
Facilities

Develop a Comprehensive Student Transportation Plan to Maintain
Enrollment, Limit Withdrawal and Facilitate Permeable Boundaries
C. Investigate options for donations, lease or rental of student vans
Timing: June 2004
Assessment: Report of findings
D. Present van acquisition options to Board of Trustees for

consideration
Timing: July 2004
Assessment: Presentation is made to Board of Trustees
E. Obtain determination by Finance Committee of feasibility of van

rentals/lease (see Finance 8C)
Timing: July 2004
Assessment: Finance Committee makes Decision
GOAL # 7
Establish Athletic Program Facilities
Strategies:
A. Investigate potential of land area at new facility for playing fields
Timing: June 2004
Assessment: Report of findings exists
B. Investigate and develop opportunities for leasing athletic space and

playing fields nearby and establishing a van transportation system
to access these remote facilities (see ED 4E)
Timing: June 2004
Assessment: Playing fields exists for at least one sport
C. Evaluate the options and determine how to meet this goal based on
the associated costs (See Finance 8C)
Timing: July 2004
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STRATEGIC PLAN
Facilities
Assessment: Options for student fees presented to Board along

with other options for funding
105
STRATEGIC PLAN
Facilities
GOAL # 8
Upgrade Technology
Strategies:
A. Develop and present to Board a 3-year plan for continually
upgrading SSCS technology (looking at Smartboards, projectors,
internet conferencing) (see Ed 8C)
Responsibility: Director of Technology
Timing: April 2004
B. Adjust the plan to upgrade technology to come in line with the

established capital budget (see Finance 8C)
Responsibility: Director of Technology with input from Business
Manager/Finance Chair
Director of Technology and Finance Committee Chair
106
STRATEGIC PLAN
Facilities
APPENDIX - FACILITIES WISH LIST
• Technology upgrades, Computers, Art equipment, Audio-visual

equipment, Telephone system, Photocopiers and printers etc.
• Life safety and accessibility upgrades
• Provision for desirable after-hours usage
• Accommodate programs: art, photography, music, performing arts and
viable athletics, etc.
• “Green” playing fields for physical education, recess and after-hours
• All regular classrooms small for 15 to 18 students each
• Supplementary “seminar-like” classrooms with soft seating
• “Great Room” for SSCS Town Meeting and Open Circle, etc.
• Private “teacher planning areas”
• Vans for field trips, clubs and miscellaneous shuttle usage
• Improve furnishings (desks, chairs etc) for new site
107
STRATEGIC PLAN
Development
Development
BACKGROUND
For the first eight years of its existence, South Shore Charter School had
no institutionally sponsored or supported development effort except for a
part-time staff position focused primarily on writing and administering
entitlement grants. Raised funds have consistently constituted between 2
and 2 ½ percent of the annual budget, while in many Massachusetts charter
schools 10% to 33% of the annual operating budget is procured through
fundraising.
Roughly 1% of the budget number has come from a parent-organized
spring auction; an additional ½ to 1% has come from an annual campaign
effort, typically organized by volunteers and executed in the late fall of each
year. An additional half percent of the budget has come from grants and an
occasional foundation or large private gift.
Despite inattention to fundraising, the school has operated in the black
and even managed to generate a surplus due to high per-pupil
reimbursements and low facilities costs. With the acquisition and financing of
a new $7.2 million single campus, it is no longer reasonable to assume that
this approach will be adequate. In addition, the strategic plan has identified
areas such as curriculum, professional development, teaching assistants and
teacher salaries that have remained chronically under funded over the years.
A greatly expanded development effort is integral to the school’s future
success.
The school's first Director of Development was hired Summer 2003 and
this is an important milestone. To take full advantage of this position, it is
critical that the Board of Trustees revitalizes and focuses its development
effort, and specifically its Development Committee. Working with the
Director of Development, the Development Committee should focus on six
major development goals over the next three years:
GOAL # 1
Inventory and Motivate Current Development Resources
Strategies:
A. Develop a plan to provide training in fundraising practices to BOT
Responsibility: Chair of Development Com with support from the
Director of Development
Timing: March 2004
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STRATEGIC PLAN
Development
Assessment: A plan is in place; necessary arrangements for

training are made
B. Provide training in fundraising practices to BOT

Timing: May 2004
Assessment: All Board members have participated in training
109
STRATEGIC PLAN
Development

Inventory and Motivate Current Development Resources
C. Require each Board member to develop 3 potential major
supporters
Responsibility: Chair of Board of Trustees with support by
Development Com
Timing: June 2004
Assessment: Goals reached consistent with multiyear
development plan
D. Develop plan to form active partnership of past and present SSCS

community in development process through surveys by phone and
mail as well as ‘in person’ meetings
Responsibility: Chair of Development Committee with support from
the Director of Development
Timing: March 2004
Assessment: Plan is clear and actionable
E. Implement plan to create active partnership of past and present

SSCS community
Timing: May 2004
Assessment: Number of potential large (over $500) donors
increased by at least 10 times the number of current
large donors
F. Develop plan to involve faculty as resources & guides in

development/fundraising process (see Marketing 5H)
Assessment: Plan is clear and actionable
G. Implement plan to involve faculty as resources and guides (see

above) (see Ed 11D, Marketing 5I)
development plan
110
STRATEGIC PLAN
Development
GOAL # 2
Develop New Fundraising Initiatives
Strategies:
A. Design a Capital Fundraising Campaign (see Finance 8A)
Incorporate such strategies as “Name a Building/Room” and “Buy a
Brick” type activities
Responsibility: Chair of Dev Committee with support from the
Director of Dev
Timing: May 2004
Assessment: Plan clear and actionable
111
STRATEGIC PLAN
Development

Develop New Fundraising Initiatives
B. Launch a Capital Fundraising Campaign (see A above)
Director of Dev
development plan
C. Develop campaigns directed at specific fundraising goals, e.g.

Faculty Grants (see Education 10D)
Director of Dev
Timing: May 2004
development plan
D. Consider summer programs, expansion of after-school programs

and options for leasing space to outside groups for opportunities to
increase outside funding (see Finance 2A,2B,2C, Facilities 3A, Marketing 6I)
Timing: May 2004, Nov 2005, Nov 2006
Assessment: Recommendations clear and actionable
E. Provide recommendations regarding above reviews to Finance

Committee
Assessment: Recommendations clear and actionable
F. Create a Leadership Team, as a subcommittee of Development

Committee, comprised of major stakeholders including Board
members, parents and community members, to solicit contributions
from major donors (see Gov 1D)
Timing: June 2004
Assessment: Leadership Team in place
G. Provide training for Leadership Team
112
STRATEGIC PLAN
Development

Timing: July 2004
Assessment: All members of Leadership Team have participated in
training
H. Ensure Leadership Team has necessary support, including backup

from Development Committee (e.g. to provide background on likely
prospects)
Timing: July 2004
Assessment: Support system in place
GOAL # 3
Establish and Execute Multiyear Development Plan
Strategies:
A. Create multiyear development plan (see “Suggested Elements” in
Development Appendix)
Responsibility: Director of Development (working with Executive
Director, Finance and Development Committees)
Timing: June 2004
Assessment: Clearly outlined multiyear plan of action for
fundraising, presented to and approved by BOT
B. Implement & monitor progress of multiyear development plan

Timing: Sept 2004, Dec 2004, March 2005, June 2005, Sept 2005,
Dec 2005, March 2006, June 2006, Sept 2006, Dec 2006
Assessment: Progress consistent with established goals
GOAL # 4
Establish and Fund Development Office
Strategies:
A. Establish Development Office Budget (see Finance 8C)
Include funds for letterhead, business cards, software, postage, meals,
and creative and printing costs for media kit and other promotional
materials as needed
113
STRATEGIC PLAN
Development

Timing: February 2004, November 2005, November 2006
Assessment: Included in 2004-2005 budgets
B. Fund Development Office budget (see Finance 8C)

Responsibility: Chair of Finance
Assessment: Funded
114
STRATEGIC PLAN
Development
GOAL # 5
Improve Development Infrastructure
Strategies:
A. Establish and maintain Donor Database
Responsibility: Director of Development with help from Director of
Outreach and Marketing
Timing: March 2004
Assessment: Current and complete
B. Outline and disseminate protocol for Data Collection Procedures to

anyone receiving contributions on behalf of the school.
Timing: March 2004
Assessment: Current and complete
C. Establish policy for timely thanking of donors

Timing: March 2004
Assessment: Ongoing adherence to policy
D. Prepare Timesheet to be used by all volunteers

Timing: Feb 2004
Assessment: Drafted and disseminated
E. Develop system of tracking volunteers, using new Timesheet

Timing: Feb 2004
Assessment: System in place and disseminated
F. Prepare materials for Development Initiative, including media kit

and other promotional materials
Responsibility: Director of Development, with help from Director of
Outreach and Marketing, and Development Committee
Timing: March 2004
Assessment: Development materials complete
115
STRATEGIC PLAN
Development
GOAL # 6
Support Established Fundraising Efforts
Strategies:
A. Support Annual Fund
Timing: February 2004, September 2006, September 2006
development plan
B. Support Spring Auction

development plan
C. Schedule all Fundraisers

development plan
D. Conduct Return on Investment study on established fundraising

activities
Timing: January 2005, January 2006
development plan
E. Coordinate and assist with funding of Projects (see Education Goal 6J,
Finance 8C)
Funding should include funds for teacher training, project
development & implementation
Director of Dev
development plan
116
STRATEGIC PLAN
Development
APPENDIX TO DEVELOPMENT
Suggested Elements of Multiyear Plan
 In terms of the big picture, an overall interim goal of 10% of the

operating budget coming from fundraising seems appropriate and
attainable, yet ambitious. Considering that the operating budget
may itself increased by as much as 35% over the next 3 years, this
would imply an annual fundraising goal in excess of $330,000, an
increase of more than 5 times over current fundraising numbers.
 In addition, we will need to launch a post-acquisition capital
campaign to reduce our debt and fund capital improvements. This
needs to be reviewed by the Development Committee in detail, but
could entail an additional $300,000 or more to be raised over the
next three years. A capital improvements budget, separate from our
operational budget, must be developed for tangible investments,
such as facilities enhancements, computers, vans, etc., that will
ensure the long-term health of the organization.
 Establishing an endowment fund needs to be evaluated. Private
schools raise not only enhancements to their facilities, programs
and staffing, but the money to sustain these enhancements well
into the future. Given the need to raise substantial sums for
relatively short-term needs, establishing an endowment fund may
not be possible within a three-year time frame. On the other hand, it
may be easier (for example) to attract substantial funds for an
endowment for Professional Development than it would be to raise
money to pay for this year’s professional development program.
 The multiyear development plan should detail our strategy in each
of the following core fundraising areas, emphasizing the areas in
which we can raise the most money and/or lay the most productive
groundwork over the next three years.
 Grant writing
 Corporations
 Religious Donors
 Individuals
 Website Appeal
 Planned Giving
 Workplace Appeal Organizations
 Civic Organizations and Service Clubs
 Advertising
117
STRATEGIC PLAN
Development
 Fee Generation
118
STRATEGIC PLAN
Finance
Finance
BACKGROUND
The persons responsible for a balanced budget and the finances of the
school, i.e., the Executive Director, the Business Manager, the Finance
Committee, and by extension the full Board of Trustees, have in recent
years established both clear guidelines and goals with guidance from our
auditors.
These guidelines have allowed us to operate in the black and to set aside
a significant surplus. Our success in following the guidelines allowed us to
obtain funding for our new, centrally located campus. We recognize that
there is still room for improvement and believe that SSCS begins a new
phase in all aspects of the school with the implementation of the Strategic
Plan.
The majority of Strategic Planning Goals will impact the budget or vice
versa. The challenge ahead will be to walk the tight rope between full
funding of those goals and continued fiscal frugality.
GOAL # 1
Maintain Policy and Practice of Balanced Budgets in all Fiscal
Years
Strategies:
A. Monitor independent activities (budgets and finances of student
projects) and report quarterly
Business manager is working with our Executive Director and Finance
Committee to assure fiscal responsibility and balanced budget. Refine
budgetary procedures including monitoring independent activities
(such as student project budgets and finances).
Executive Director and Business Manager to meet with Principals,
Director of Development, Facilities Manager, etc.
Timing: Immediate and Ongoing refinement and Quarterly
monitoring/reporting March 2004, June 2004, September
2004, December 2004, March 2005, June 2005,
September 2005, December 2005, March 2005,June
2006,September 2006,December 2006
Assessment: Quarterly Finance Department Reports
119
STRATEGIC PLAN
Finance
B. Tie budgeting process into long range plans to allow the school to
continue to grow
Responsibility: Chair of the Finance Committee
Timing: November 2004, November 2005, November 2006
Assessment: Annual budget reflects school’s long-term needs
120
STRATEGIC PLAN
Finance
GOAL # 2
Increase percent of income that is income earned from non
state-tuition sources/programs from present level of 10.5% of
Annual Revenue by 30% each year to 14% in 04, 18% in 05, 23%
in 06.
Strategies:
A. Review Options for leasing space to outside groups [consider tax
implications] (see Facilities 3E)
Timing: June 2004, December 2004, June 2005, December 2005,
June 2006, December 2006.
Assessment: Finance committee will review results of appropriate
evaluation tools, i.e., surveys, written inquiries etc.
B. Review summer camp program (see Marketing 6I, 6J, Facilities 3A, Dev 2D,
Ed 6I)
C. Review new SSCS sponsored extension courses cosponsored by

local universities (see Marketing Goal 5D, Facilities 3A)
Timing: February 2005, February 2006.
D. Review new SSCS sponsored adult enrichment/education programs

(see Marketing 6D)
Timing: February 2005, February 2006.
E. Review expansion of after school programs (see Marketing 6B, 6D and

Education 4G)
121
STRATEGIC PLAN
Finance
122
STRATEGIC PLAN
Finance
GOAL # 3
Increase income that is from non-tuition (grants and donors)
sources
Strategies:
A. Increase outside funding from grants and donors (see Dev 3A)
Timing: March 2004, June 2004, September 2004, December
2004, March 2005, June 2005, September 2005,
December 2005, March 2006,June 2006,September
2006,December 2006 Quarterly reports to the BOT
Assessment: Progress consistent with above referenced goals
GOAL # 4
Increase income earned from tuition sources from present level
$2,622,763 (FY03)
Strategies:
A. Increase number of students enrolled in SSCS with overall
enrollment of 468 by March 2004 projected enrollment report (see
Marketing 4, Ed 1C)
Timing: Commonwealth enrollment reports beginning March
2004
Assessment: Higher enrollment rates/higher tuition income
B. Request increase in number of students allowed by our charter to

allow for 550 by September 2005 projected enrollment report
Timing: Submit increased enrollment proposal with charter
renewal if appropriate then reference Commonwealth
enrollment reports beginning March 2006
Assessment: Higher enrollment rates/higher tuition income
GOAL # 5
Develop/Refine Financial Policies Manual
Strategies:
A. Establish task force to refine current fiscal policies manual
123
STRATEGIC PLAN
Finance

Assessment: Task Force is established
124
STRATEGIC PLAN
Finance

Develop/Refine Financial Policies Manual
B. Use Commonwealth issued manual to refine current manual
Include procurement, procedures, signature authorization on
accounts, payment authorization, prudent cash practices, etc.
Timing: March 2004
Assessment: Finance manual exists
C. Submit financial procedure manual to Board of Trustees for

approval
Timing: April 2004 submitted for review and approval by July
2004
Assessment: Finance manual is reviewed and accepted by board
and Auditor
GOAL # 6
Develop Methods to Measure Return on Investment
Strategy:
A. Develop methods to determine if programs run at a loss, run at a
profit covering direct expenses, run at a profit over and above
direct expenses or run at a profit covering share of SSCS general
overhead
Timing: January 2004, January 2005, January 2006
Assessment: Fiscal stability and growth
GOAL # 7
Use Measures of Return on Investment to evaluate programs and
assist in future decision-making
Strategies:
A. Determine costs to set fees for “external “ programs
(e.g. SAT course, driver education, summer camp, lectures etc)
125
STRATEGIC PLAN
Finance
Assessment: Meeting all budget expectations
126
STRATEGIC PLAN
Finance

Use Measures of Return on Investment to evaluate programs and
assist in future decision-making
B. Determine the value of programs which run “at a loss” but which
contribute to the strength, stability or excellence of the school (e.g.
AP courses)
Assessment: Meeting all budget expectations
C. Re-evaluation of new programs 6 months after they commence

Assessment: Schedule of accessing new programs is established
GOAL # 8
Evaluate working capital and other capital needs of the school
and designate the net assets appropriately
Strategies:
A. Determine appropriate level of day-to-day working capital based on
cash flow needs
Timing: April 2004, review April 2005, April 2006
Assessment: Limited use of our line of credit
B. Establish a building replacement reserve and capital budget

reserve for future replacements and capital needs (reference
Facilities 1)
Timing: June 2004, review June 2005, June 2006
Assessment: No budget overrides are required
C. Develop and present to the Board for its approval based on the list
of funding priorities (see Finance Appendix) developed by the
Strategic Planning Committee
Timing: February 2004, February 2005, February 2006 for
inclusion in the subsequent budgets and additional dates
127
STRATEGIC PLAN
Finance
in order to pursue or spend grant/donor monies (i.e.

priority list may be tweaked because of available funding
opportunities)
Assessment: Wish list of programs and projects is fully funded (or
funded in segments) and woven into the actual day-to-
day programs and projects.
128
STRATEGIC PLAN
Finance
GOAL # 9
Establish a money management policy to match the goals and
cash flow needs established in Strategic Plan
Strategies:
A. Based on net asset allocations, develop a policy that would provide
money management options, outline the acceptable level of risk,
the expected rate of return and any restrictions on investments
and submit to BOT for approval
Timing: March 2004
Assessment: New money management policy approved and
implemented
B. New money management policy implemented and evaluated

quarterly.
Timing: March 2004, June 2004, September 2004, December
2004, March 2005, June 2005, September 2005,
December 2005, March 2006,June 2006,September
2006,December 2006 Quarterly reports to the BOT
Assessment: Fiscal stability
GOAL #10
Increase Faculty/Staff benefits and salaries
Strategies:
A. Direct Personnel Committee to improve administrative/staff
compensation and revamp the faculty grid with the goal of full
funding of that grid within 4 years as well as phase out of present
policy of three years external experience equal to one year SSCS
experience. (see Education 10E)
Assessment: With full funding, new Admin/Staff compensation
plan and Faculty salary grid reflects salaries, which are
as high or higher than surrounding public schools
B. Direct Personnel Committee to revamp and increase

Administration, Staff and Faculty benefits, as budget will allow (see
Education 10E)
129
STRATEGIC PLAN
Finance

Assessment: With full funding, Administration, Staff and Faculty
benefits package is as high or higher than surrounding
public schools
130
STRATEGIC PLAN
Finance

Increase Faculty/Staff benefits and salaries
C. Bring a new Administration, Staff and Faculty salary grid and
benefits proposal to Board of Trustees for approval (see Education
10E)
Timing: April 2004
Assessment: BOT approves proposed Administration, Staff and
Faculty/Benefits/salaries proposal
131
STRATEGIC PLAN
Finance
APPENDIX TO FINANCE
The teaching staff at SSCS is our most valuable asset, after the students.
Our ability to maintain the salary grid, to increase staff development, and to
improve salary benefits, depends on a larger student population to fund
these monetary recognitions. Critical steps to obtain the increased student
population include:
1. Sublet, withdraw, or sell current buildings. (F4)
2. Create and fill new position of Director of Outreach Marketing (M1),( G5)
• Job description will include volunteer co-ordination, public
relations, enrollments, and community outreach.
3. Printing of promotional, development materials:

• Press kit, development materials (M4), (M5), (M7), (D4)
• Recruiting materials for distribution (M2), (M4)
• Alumni correspondence/events (M4)
• Project manual for training, marketing, assessment (E6)
• Advertise in regional media outlets (M4)
• BOT and Student Handbooks (G4), (E9)
• Brochures for advertising events (M5), (M6)
4. Dedicated budget to support projects (E6)
5. Improve transportation (lease/purchase shuttle vans) (F8A)
6. Increase number of aides in the classrooms. (E10)
7. Enrich and diversify curriculum

• Arts supplies (E8)
• Improve technology (E8)
• MCAS/SAT prep (E5)
• After school activities (E4)
• Time for teachers to work on project manual (E6)
• Full-time Guidance counselor (E9)
8. Sports programs, emphasis at the Secondary School (E4)
9. Increase permeable boundaries in all courses

• Field trips (E8),(E3)
• Stipends for guest speakers etc (E8), (E3)
• College voucher system (E4)
10. Careful Management of Capital Budget
132
STRATEGIC PLAN
Finance
133
STRATEGIC PLAN
Sources
INTERVIEWS:
 7 Current SSCS Administrators
 1 Former SSCS Administrator
 1 Administrator from another charter school
 8 Current Faculty Members
 2 Current Board Members
 1 Former Board Member
 2 Professional Consultants
 18 returned Parent Opinion Surveys
 13 Parents
WRITTEN MATERIALS:
 Strategic Plan Primary and Secondary Parent Focus Groups
Feedback
 Strategic Plan Student Surveys (205 students responded)
 Strategic Plan Teacher Surveys (16 teachers responded)
 Results of Leadership Questionnaire (Board of Trustees and
Faculty consulted)
 Annual Parent Satisfaction Survey
 SSCS 2002-2003 Annual Report
 SSCS Handbooks
 Internet Sites
 Journal Articles
 Books on Charter Schools
 Strategic Plans from Other Non-Profits
 SSCS Bylaws
134
STRATEGIC PLAN
 National Association of Independent Schools guide books

 Financial audits of similarly sized charter schools- supplied by
the Mass Dept. of Ed
135
STRATEGIC PLAN
Appendix 1 – Strategy List by Responsible Party
This page is placeholder for the Excel

Spreadsheet “Strategy List by Responsible
Party”
136

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Strategic Plan 2004 - 2006

… Mapping Our Future

STRATEGIC PLANNING PROCESS.........................................................................................................4

MISSION AND PHILOSOPHY....................................................................................................................9

TOP TWENTY-ONE STRATEGIC PLANNING GOALS...........................................................................10

MARKETING & PUBLIC RELATIONS......................................................................................................11

GOVERNANCE & LEADERSHIP..............................................................................................................68

Appendix to Governance & Leadership...................................................................................................................91

Appendix - Facilities Wish List................................................................................................................................107

APPENDIX 1 – STRATEGY LIST BY RESPONSIBLE PARTY..............................................................136

Strategic Planning Process

Strategic Planning Process

Teachers work closely with students to nurture self-expression while

Today SSCS enrolls about 370 students from 20 different communities.

Incentives for a Strategic Plan

The major concerns leading to the development of a Strategic Plan

• Rising enrollment at the Hull facilities has created overcrowding

• Too much dependence on public funding prohibits institutional

Strategic Planning Process

programs. An expanded capacity to raise private funds is critical

• A gap between the innovative curriculum called for by the

• Too few beyond the immediate SSCS community know about or

• Parents, faculty, administrators, and board members have been

• Clear guidelines for sound fiscal practices have enabled the

Strategic Planning Process

Formation of the Strategic Planning Committee

Development of the Strategic Plan

Faculty members, administrators, current and former board members,

The Content and Structure of the Strategic Plan

Strategic Planning Process

Governance/Leadership, Facilities, Development, and Finance. Each section

A listing of the Top Twenty-one Strategic Planning Goals is included in the

The Committee believes that the report’s recommendations have evolved

Most importantly, adoption of the report is critical to successfully meeting

Adherence to the Strategic Plan will produce an effective public relations

The Strategic Planning Committee urges the Board of Trustees to accept

Respectfully Submitted By:

Kate Brigham and Sarah O’Loughlin, Co-Chairs

Mission and Philosophy

Mission and Philosophy

South Shore Charter School inspires students to achieve their potential in

 Promote life skills for individual achievement in education, career,

Top Twenty-one Strategic Planning Goals

Top Twenty-one Strategic Planning Goals

Marketing and Public Relations

 Increase support for Faculty, Staff, and Administration

Top Twenty-one Strategic Planning Goals

Marketing & Public Relations

Top Twenty-one Strategic Planning Goals

Responsibility: Executive Director

Marketing and Public Relations

GOAL # 1 Strategies, continued

B. Establish an Ambassador Program to welcome new parents.

Marketing and Public Relations

Marketing and Public Relations

GOAL #2 Strategies, continued

D. Develop a calendar of events incorporating:

E. Develop, print & distribute a SSCS Directory to include:

F. Coordinate the hosting of town-specific Open Houses in family

Marketing and Public Relations

Responsibility: Executive Director with assist from Transition

Marketing and Public Relations

GOAL #2 Strategies, continued

G. Plan a new parent & returning parent reception