“All Saints Episcopal Day School: Where inspired academics fuel passion, purpose and action to honor the enduring truth that we are all one.”
All Saints Episcopal Day School began its most recent strategic planning process in 2018, when the Board conducted a comprehensive listening campaign, gathering input from faculty, parents and staff.
The work culminated in the formal adoption of a strategic vision statement designed to serve as the school’s north star, which you can see at the top of this page.
The following year, the Board began its work in gathering information to start building a strategic plan, considering some of the key topics that came out of the listening sessions, such as enrollment growth, marketing/communication initiatives and more.
Unfortunately, due to the coronavirus pandemic, some of this work was put on pause, as the Board shifted its focus and turned its attention to guiding the school through the health crisis.
Despite the fact that the steps needed to pursue some of the ideas for a longer-term strategic plan have been put on hold, the school has embarked on various initiatives for bringing its mission to life. These include: a website redesign/rebranding; authorization as an International Baccalaureate Middle Years Programme school and candidacy as an IB Primary Years Programme school; a marketing analysis, looking at additional resources needed to enhance the messaging around the impact of an All Saints’ education.
As the health crisis continues to wane, the Board looks forward to continuing its work in charting a visionary path to lead the school into a bright future.
A listening campaign, gathering input from faculty, parents and staff. The work culminates in the formal adoption of a strategic vision statement designed to serve as the school’s north star.
Task forces are implemented to study the key topics put forth during the meetings with key stakeholders the year prior. The pandemic puts the work of the task forces on hold. The Board shifts focus, turning its attention to guiding the school through the health crisis and its impact on operations, enrollment and finances.
A dual structure is created to guide the work of the Board. This consists of a Short Run Task Force to manage pandemic planning and a Vision Task Force to maintain the discipline of strategic planning for the school’s future.
A working group is formed and tasked with identifying the resources needed to begin planning for future initiatives. After the announcement regarding the planned departure of the Head of School, the Board shifts its priorities to implementing the longstanding HOS succession plan. The Board takes part in a strategic planning session in February, considering opportunities to work with the next Head of School in leading All Saints into the exciting years to come.
Interim Head of School Tom Trigg begins his one-year tenure, and the Board forms a strong partnership with Tom immediately, pushing forward in a number of critical areas. After an extensive search, the Board names Kimberly Beck as the next full-time head of school. The Board takes part in a workshop in April to brainstorm around the school’s future, focusing on the intersection of mission, structure and facilities. Out of this meeting, the Board begins the development of a strategic plan, to be broken down into short- and long-term steps that will be used to help guide All Saints into its next chapter.