Charting our Future
Strategic Priorities for Saltus Grammar School 2012–16
Strategic Planning Committee
Ted Staunton (Headmaster), Malcolm Durrant (Deputy Head), Claire Charlemagne
(Deputy Head), Jon Beard, Julie Boyd, Trudy Bucher, Nicole Chichon, Heather Couper,
Karen Lusher, Dal Minors, Ann Paynter, Tracy Renaud, Shelly Sayers, Sandy White,
Gil Tucker (Board Chair), Lisa Baumgartner, Graham Collis, William J. Cox, Kelly Francis,
Gayle Gorman, Sheila Lines, Andy Pereira, Dominic Powell, Giorgio Zanol, Jennifer Titterton
Our mission
To inspire a passion for learning and independent thinking
through a commitment to academic excellence, personal
integrity and service to others.
To achieve our mission, Saltus
Grammar School will:
n
Provide a teaching and learning
environment that will ensure excellence
in academics, athletics, the arts and
technology at all levels.
n
Promote the School as the premier
school of choice in Bermuda; increase
the awareness of the value of a Saltus
Grammar School education; publicise
the positive attributes of the School
and celebrate our traditions.
n
Attract and retain a talented,
diverse local and international faculty.
n Provide a welcoming, attractive,
safe and secure environment
designed to inspire and stimulate
learning.
n
Develop and maintain the facilities
needed to support the School’s
mission and programmes.
n
Ensure a School climate of personal
honour, high moral standards, good
citizenship and a commitment to
community service.
n Attract mission-appropriate students
from diverse cultural, racial and
socio-economic backgrounds.
SALTUS GRAMMAR SCHOOL
Canadian Accredited Independent Schools
108 St. John’s Road
Pembroke, Bermuda
www.saltus.bm
The path forward…
In September 2011, the Saltus Grammar School Board of Trustees
and Headmaster decided to undertake a long-range planning
process to chart a path for the School. Saltus hired Independent
School Management (ISM), a US-based, private/independent
school consulting firm, to assist with the development of a strategicplanning document. Charles Snowden, a senior consultant with ISM
was chosen to lead the process.
The first step was the completion of a strategic performance analysis, using ISM’s
stability markers, which generated an in-depth assessment of every facet of the School’s
operations (governance, management, faculty, facilities, curriculum, etc.) A series of
constituent surveys were then conducted—via trustees, faculty and parents. Finally, one
full-day and two evening retreats were held to allow the Board and Senior Management
Team to review the information and identify strategic priorities. This document outlines
the result of that process. Our new Strategic Plan upholds the School’s mission and
values, identifies clear priorities and ways to achieve them, and serves to guide Saltus
through the next four years.
Strategic priorities
1
Provide a teaching and learning
environment to ensure excellence
n
Identify “Centres of Excellence” in
academic and co-curricular areas.
n
Complete comprehensive review of the
curriculum from Foundation Year to Saltus
Graduate Years, ensuring smooth transition
between year levels, and consistency and
continuity in learning experiences.
n Develop further our assessment and
monitoring of student progress, ensuring
that every student is fully supported.
n Ensure investment made in the Primary
and Secondary Curriculums is capitalised
upon through a clearly articulated and
well-structured academic programme at
the Saltus Graduate Years level.
n Launch a Technology Audit to review
Saltus’s laptop programme, determine its
effectiveness and make recommendations
for the future.
n Hire a Director of Educational
Technology to develop and implement
a plan to integrate technology into
instruction at all levels.
n Improve the Secondary Department’s
Advisory Programme to accommodate
the needs and interests of each student.
n
Develop a Saltus “Portrait of a Graduate,”
defining student characteristics that will
be enhanced as a result of a Saltus
education.
2
n
Conduct a Communications Audit of
major School constituencies.
Goals reached
3 Campus Master Plan 2002 reviewed and revised; academic and
3 Saltus Graduate Years Programme reviewed by Task Force;
co-curricular enhancements added.
3 Technology Audit completed.
3 “Portrait of a Graduate” developed, defining Saltus student characteristics.
3 Centres of Excellence identified in academic and co-curricular areas.
3 New faculty induction enhanced and staff-mentoring programme
n
Enhance our internal and external
marketing activities.
n Improve communication of our academic
programme and policies to parents.
recommendations made to Board.
3 Faculty recruitment process enhanced.
3 Faculty evaluation process reviewed and developed.
3 BELCO transformers upgraded to three-phase system to reduce energy costs.
established.
3
n
n Ensure consistent and effective
communication of curricular developments to all stakeholders.
n
Enhance the faculty recruitment process.
Improve the new faculty induction and
mentoring programme to facilitate staff’s
understanding of the School’s mission,
culture and values.
Review and develop the Saltus Faculty
Appraisal Process to ensure that rigour is
maintained.
Increase financial aid by seven percent
per year 2012–17.
n
n
Increase the faculty professional
development budget by $25,000 in each
of the next four years.
Increase security personnel, cameras
and fencing on both campuses.
n
Update Campus Master Plan (CMP).
n
Renovate Secondary science laboratories.
6
n
n
Provide greater opportunities for the
community to experience the School.
n
Review and revise admission policies.
Provide a welcoming, attractive, safe and
secure, student-centered environment
n
n Establish a Saltus “Teachers’ Academy”
to provide additional support to current
and prospective teachers.
n Define and develop “Characteristics
of Professional Excellence.”
Foster relationships with local schools.
5
7
Attract mission-appropriate students from diverse
cultural, racial and socio-economic backgrounds
n
Showcase the success of graduating
students as they pursue academic
careers on the international stage.
Attract and retain a diverse and talented
local and international faculty
n
n
4
Promote Saltus as the school of
choice in Bermuda
n
With the Centres for Excellence
Committee, identify potential academic
and co-curricular CMP enhancements.
n
Reduce the School’s ecological footprint by retrofitting all outdoor lighting.
Ensure sustainability for
future generations
n
Reduce School size to 900 students
and maintain as maximum enrolment.
n
n
Appoint a Committee on Trustees
with the responsibility of identifying and
cultivating prospective Trustees who
have the necessary skills to complete
the Strategic Plan.
Hire a Director of Advancement to
oversee all advancement functions:
fundraising, admissions, marketing
and communications.
n
n Identify potential major donors, steward
current donors, and solicit leadership
gifts for the Saltus Appeal.
n
n
Increase Saltus Appeal by $150,000
in each of the next four years.
n
Appoint Saltus Alumni Association
Class Agents and establish branches in
Bermuda, Canada, the US and UK.
Identify and cultivate donors to the
Educational Support Group (ESG) fund to
achieve a minimum of $250,000 per year.
Develop Leadership Succession plans
for the Board of Directors, Headmaster
and Senior Management Team.
n Implement an annual Board evaluation
and new Board member orientation
process.
Ensure personal honour, high moral standards,
good citizenship and commitment to community
Foster integrity and a strong sense of
character in our students.
n
Provide increased opportunities for
students to engage with the community.
n
Tradition
n
Respect
n
Excellence