Head of School's Message
Following my arrival at SJR in July 2014, one of my first opportunities was to develop a new strategic plan for the School that will guide us in the years ahead. Working with the Board of Governors, we set out to create a plan that outlined our broad goals for the next phase of the School’s development along with an annual tactical plan so that we can measure our progress over the years. With the Build our Tomorrow campaign having recently closed and the new Richardson Senior School and the Riley Fitness Centre opening back in October 2014, it was important for the School to look at its guiding principles and the objectives that we are looking to achieve in the future. We have completed the Strategic Plan and are now able to share it with the SJR community.
The new plan should not be seen as a revolution but rather an evolution. It builds on the tremendous work undertaken in the last blueprint, but one of the core aims of the new plan is to articulate very intentionally the proposed development of our educational environment.
The process started with the reaffirmation of the School’s vision and the School’s values, which are the fundamental beliefs that drive our behaviour. There was, however, a small but important change to the statement about who we are as a school. This change acknowledges the fact that we must be more than just a university preparatory school and that we have an important role to play in preparing our students for the challenges of the world beyond.
The process would not have been possible without the input of members of the different constituents within the SJR community; the Board, the Head’s Advisory Council, the SAT, faculty, students, parents and alumni. I am particularly grateful to those members of the School community who shared their personal views with me and all those of you who completed detailed questionnaires about the School. After many rounds of thoughtful and measured discussion we now have a clear roadmap for the future that will help solidify SJR’s position as one of Canada’s leading independent schools.
It is with great pleasure that we share SJR’s Strategic Plan 2015-2020.
Jim Keefe, Head of School
Our Vision, Mission and Values
Who We Are
St. John’s-Ravenscourt School is an independent co-educational Kindergarten to Grade 12 day and boarding school that prepares students for university and the challenges of the world beyond.
Our Leadership and Governance
Strategic Priority 1: We must agree with, understand, communicate, and live our mission statement and values.
- ensure that all SJR stakeholders understand our mission, statement and values
- continually reflect upon our mission, statement and values
- create a ‘Portrait of an SJR learner’ that embodies our vision, mission and values
- use all appropriate opportunities to educate prospective parents, parents and the wider community about SJR and our vision, mission and values
- ensure all decisions and strategic initiatives are examined through the vision, mission and values lens
- make sure that all divisional and faculty objectives align with our strategic plan
Strategic Priority 2: We must devote time, energy, and resources to provide effective leadership around a clear accountability framework.
- develop greater leadership capacity across the whole School
- clearly identify areas where increased leadership capacity is required to support improvements in teaching and learning
- strive to improve accountability structures and measures throughout the whole School
- enhance the methodology used to measure the success of the School
- create a reporting structure for each division on the achievement of strategic goals relating to the learning environment
Our Learning Environment
Strategic Priority 3: We must develop a 21st century teaching and learning environment across the whole School.
- outline the core knowledge and skills needed to develop the whole child for post-secondary studies and beyond, and make recommendations for program and policy revisions
- refine the teaching and learning environment to better enhance the acquisition of the core knowledge and skills articulated in the Portrait of an SJR Learner
- increase opportunities for students to experience a technology rich and academically rigorous environment
- provide increased opportunities for students to experience intentional leadership and character programs across the whole School, and to be informed about global issues
- review current timetable models in each division and determine the best model(s) to better meet the needs for today’s students
- conduct an assessment of current facilities and develop plans, where necessary, to improve the learning environment
- review the School’s student support services program (including counselling, learning support and academic and university guidance)
Strategic Priority 4: We must attract, retain and develop excellent faculty and staff.
- review the current faculty evaluation and professional development models
- develop the roles and responsibilities of middle leadership positions within the School
- examine our current approach to recruitment, orientation and retention of faculty and staff
- develop a strategy for future recruitment and succession planning
Our Business Model
Strategic Priority 5: We must agree the school’s enrolment profile, and develop a robust plan for Admissions and Marketing that ensures SJR’s operational sustainability.
- develop a comprehensive multi-year financial plan based on a strategic enrolment profile
- undertake research to better understand our prospective families.
- articulate the key differentiators that SJR has to offer its students and families
- embark upon a comprehensive campus assessment and develop a plan for continuous facility renewal
- ensure plans are in place that support the long-term financial sustainability of SJR
Strategic Priority 6: We must continue to develop support and engagement amongst all SJR stakeholders.
- further develop our parental and alumni engagement program
- determine how the School will celebrate and commemorate its 200th anniversary in 2020
- explore alternative ways in which the School can engage with the broader Winnipeg community
- create a culture of philanthropy that increases participation and giving levels to the School through the new Head’s Appeal and other giving programs