Strategic Plan

University School has established itself as a thriving and vibrant campus-based, co-educational independent school. Constituents of University School are proud to be part of the Nova Southeastern University campus, operations and family. As one among multiple university-based academic centers, University School contributes to and shares the resources and assets of the university and works collaboratively with such centers as the Farquhar College of Arts and Sciences, the Fischler Graduate School of Education, the Law and Business Schools, and the Medical School. University School has grown in the past 35 years and currently more than 1900 students enjoy an academic program of broad choices, a strong fine arts program along with a robust athletic program. Facilities expansion plans over the past few years have provided students with an environment in which they can flourish and, as the school motto says, "Find the Best in U."

University School provides a unique learning experience for its pre-kindergarten through twelfth grade students. The school is committed to its philosophical beliefs as it prepares students for college and effective citizenship beyond the college years.

University School accepts the premise that each child is unique in ability, talent and learning style. The school recognizes its responsibility in creating an appropriate and caring learning environment for each student—one that is marked by high expectation—where students master skills and knowledge, improve their ability to think critically, and develop a sense of civic responsibility (excerpt from University School philosophy).

Through an ongoing process of evaluation and planning, University School implements select changes and modifications that enhance levels of effectiveness. These plans are articulated in the University School Strategic Plan. The components of the planning process are systematically inter-related and allow for continuity, coherence and cohesiveness among the various grade levels and divisional programs within University School. The planning process is linear and driven by the ideals the school establishes as its central purpose. Decisions are made on the basis of careful analysis and evaluation, and planning processes are further refined in order to maintain quality. This activity is an ongoing and cyclical endeavor in which all constituents are represented and involved.

The University School’s 3-year Strategic Plan reflects its active process of evaluating what University School is, what it aims to be, and how best to meet those goals. The University School Strategic Plan 2009-2012 captures the nature of new, developmental goals as well as current issues in an effort to further organizational excellence. The process of review and refinement that culminated in the production of this document was participatory. The Headmaster and Associate Head for Academic Affairs initiated the structure and design, but substantial input was received from other school administrators, faculty, staff, students and parents.

Planning Process

University School began the planning process by agreeing on a series of tasks as listed below.

Agreed on a strategic planning model or approach (Goals Oriented).
Carried out an environmental scan. This helped provide an understanding of how the school relates to its external environment. The scan included an external component that identified and assessed opportunities and threats in the external environment, and an internal component that assessed organizational strengths and weaknesses. This process is often referred to as "SWOT": strengths, weaknesses, opportunities, and threats.
- The external component of the environmental scan included a review of the target or service community and the broader environment in which the school operates, to identify the opportunities and threats;
- The internal component of the environmental scan included an assessment of the school's strengths and weaknesses.
Identified and prioritized key focal points, questions, and choices to be addressed as part of the strategic planning effort.
Defined and reviewed the organization's values, vision, and mission; ensured there was consensus and agreement among all constituents on the following:
- Organizational core values or operating principles – those beliefs or principles that guide the school and that are shared by parents, students, administration, faculty and staff; strongly held, and not easily changed.
- Vision – target for the school’s continued success 3 to 5 years from now – what the school should be.
- Mission – the stated purpose and public statement of the contribution University School promises to make to help accomplish the vision.
Developed a shared vision for the organization.
Developed a series of goals or organizational initiatives to be achieved by University School in 3 to 5 years and that transforms the vision into a series of action plans.
Agreed upon key strategies to reach the goals and that address key issues identified through the environmental scan. Major emphases were placed on broad strategies, including current and new program development, growth factors and new ventures for revenue and client services with identifying action plans to get there
Developed action plans to achieve goals and specified objectives and work plans.
Finalized and iterated a written strategic plan that summarized the results and decisions of the strategic planning process. Plan includes procedures for monitoring, and for modifying strategies based on changes in the external environment or the organization.

Planning Considerations

There are multiple models for long-range strategic planning, among them, the Goals Oriented Model. Use of a goals-based model enabled University School to consider its mission/vision and values/goals to develop strategies to accomplish those ideals. The process was one of action planning whereby University School could most effectively and most efficiently work toward attainment of the identified goals.

Several planning conditions were reviewed and considered in order to initiate the three-year planned change at University School. These conditions prompt University School to create or initiate, improve/increase, focus or emphasize critical areas of school operations. The conditions may be either enabling factors (promote growth, development and effectiveness) or constraining factors (limit, hinder or restrict growth, development and effectiveness) as related to the acquisition of school goals.

Enabling Factors

University Connection/Setting: University School continues to benefit from its belonging to the larger entity of Nova Southeastern University. Implementation of projects and activities in collaboration with other NSU programs will increase the school’s levels of effectiveness and will continue to enrich the teaching/learning process for its students, faculty, administration and parents. The organizational structure of the school and the university are compatible, leading toward efficient management.
Stable Enrollments: Despite difficult economic conditions, enrollment school-wide, PK – 12th grade continues to increase, as well as better match the mission of the school in terms of its purpose.
Reputation: University School enjoys a renowned local, regional and national level of acclaim. The success of the school is marked by its recognition as one of the finest independent schools in the state. Its unique mission, distinctive approach to education, and market niche enable University School to provide programs of quality unlike other independent or public schools.
Multi-talented, Skilled, Well-educated, and Certified Faculty and Administration and Staff: Teachers and administrators at University School are certified in field and many hold dual/multiple certifications and advanced degrees. In addition to its mission as a college preparatory school, University School continues to serve as a teacher training site and as a laboratory school through its collaboration with the undergraduate and graduate schools of education. The school shares its models of teaching/learning excellence with other public and private institutions. Paraprofessionals, office and clerical personnel at University School are considered integral members of the University.
Well-rounded Program: University School presents a broad range of arts, athletics, activities and community service opportunities “beyond the classroom” to develop well-rounded, public spirited students.
Facilities: Completing the first phase of a multi-million dollar construction process that includes a new aquatic center, lower school, performing arts center and plans for growth to the existing upper school, along with plans for an additional gym, University School is in an extremely positive position to provide services across the academics, arts and athletics.

Constraining Factors:

Competition: Other private/independent school growth and development is expected and the increase of newly created charter schools, and business-driven schools will impact the fiscal stability of University School. Additionally, school improvement and school reform movements undertaken by public schools could impact potential enrollment.
Ability to Attract and Retain Quality Faculty and Staff: As other private/independent and public schools continue to increase and improve salary levels and benefits packages, it will be more and more difficult for University School to remain competitive with respect to its human resources.
Economics: The school’s dependence on tuition for most, if not nearly all, of its fiscal operations will likely continue. Because there is not an established culture of philanthropy and University School it is considered by its population as “part of the university”, promoting donations and fundraising will continue to be a challenge.
Geographic Locality and Traffic Access: Traffic and accessibility is impacted by the compact position of the campus and multiple nearby schools and colleges. The flow of traffic is problematic due to narrow streets and the volume of vehicles traveling at particular times.
Demographic Trends: Research via the National Association of Independent Schools (NAIS) on the nature of current populations in combination with local statistics suggests a changing population for private schooling commensurate with local, community diversity. University School will need to remain attentive to its audience and create and provide programs sensitive to changing residential patterns.

University School Strategic Planning Process

Foundations For Planning

Mission, Vision, Beliefs, School Philosophy, Goals

MISSION: The mission statement projects the range of educational opportunities at University School, giving particular attention and focus to the school’s commitment to high standards and classroom atmosphere. The mission additionally emphasizes the defining model of a University School education in addressing the personal needs of learners as they are prepared for post secondary education.

The University School of Nova Southeastern University is a pre-kindergarten through twelfth grade, independent college preparatory school that provides a challenging and personalized education within a supportive environment for students of average to gifted abilities. Our students are prepared for productive lives and leadership roles through a program that focuses on academic excellence, extracurricular participation, and service to others.

VISION: The vision statement, initiated by the Headmaster, provides a framework for future directions and helps to further define the character and traits of University School.

…To be a renowned university-based independent college preparatory school recognized locally and nationally for innovation and excellence in academics, the arts and athletics.

CORE BELIEFS: The Headmaster, administration, faculty and Headmaster’s Board of Advisors have identified the following core beliefs that support and give impetus to the current and future direction of University School. They further describe its character and provide guidance for planning and decision making:

Belief 1: We view our students as individuals who have varied interests, abilities, and ways of learning

Belief 2: We equip our students to be independent learners by focusing on the tools of research, technology, and meta-cognition

Belief 3: We provide an academic program built on high standards with an emphasis on critical thinking and creative problem-solving

Belief 4: We help students make the connections among disciplines and subjects through thematic and interdisciplinary learning experiences

Belief 5: We present a broad range of arts, athletics, activities, and community service to develop well-rounded students who are able to find a niche in which they may excel

Belief 6: We educate the heart as well as the mind

PHILOSOPHY: The philosophy of University School reflects its belief systems about who “it” is and what “it” does. The philosophy translates beliefs and values into operational procedures to further refine the school culture and climate.

University School offers programs of study designed to prepare students for college and for effective citizenship beyond the college years. Within a caring environment marked by high expectations, students master skills and knowledge, improve their ability to think critically, and develop a sense of civic responsibility.

University School accepts the premise that each child is unique in ability, talent and learning style. In accepting that premise, the school recognizes its responsibility in creating an appropriate learning environment for each student.

To facilitate educational programs that complement and are in harmony with each child’s individual needs and interests, we have developed a curriculum where the average, above average, or gifted student is able to work toward his or her potential. We provide opportunities in small group settings for each child to grow academically at his or her own rate.

As a consequence of our belief in the value or each individual, students are treated in a positive and supportive manner. In an atmosphere of mutual trust and respect, University School students increase self-awareness, develop independence, and accept responsibility for their own actions in cooperation with the school staff, administration, family, and peers.

SCHOOL GOALS: University School’s goals extend and support its Mission, Vision, Values and Philosophy. They are responsive to the contexts in which long-range planning occurs. Together, they enable conditions that support excellence in academic programs, administration and operations.

Goal 1: Enhance the quality of teaching and learning through faculty induction and mentorship programs

Goal 2: Build the athletic program to balance the strength of our academic, arts, and service programs

Goal 3: Better utilize Nova Southeastern University resources and facilities to benefit our students and faculty and enhance collaborative projects with other NSU centers

Goal 4: Advance the Capital Campaign through greater constituent ownership and participation

Goal 5: Increase and improve staff development opportunities

Goal 6: Form strategic partnerships with other like-minded institutions known for excellence and innovation

Goal 7: Involve all stakeholders in developing a comprehensive 3-year Strategic Plan to achieve the vision of national recognition for excellence and innovation

Goal 18: Communicate University School’s competitive advantages to both internal and external audiences

GOALS/INITIATIVES

University School identifies the following initiatives to further its future strength and stability. Areas of focus include endeavors to improve and enhance existing conditions, or to advance and develop new conditions. They have been identified through the process of considering and analyzing the aforementioned enabling and constraining factors, as well as the results of an evaluation of the overall success of the implementation of the previous strategic plan. The identified set of objectives reflects initiatives to which the school must devote its attention.

BROAD GOALS and ACTION PLANS

Goal 1: Goal Linkages: Goals # 3, 6, 7, 8: Foster the NSU Connection to better collaborate and utilize internal NSU strengths and resources. This initiative is concerned with promoting active vertical integration and interaction with NSU at large. Because of its strategic location on the main campus of Nova Southeastern University, University School will benefit from heightened, mutually beneficial interface and use of NSU resources that can further its marketability and competitive niche, as well as its functionality on a collegiate campus.

Action Plan A: Utilize/bring to University School, NSU experts as members of task forces, committees and project-based endeavors and incorporate expert-level input and to strengthen the transactional relationship among persons and centers within the NSU community

Action Plan B: Coordinate with other centers to plan, implement and assess effectiveness of “added value” joint ventures that provide opportunities to benefit University School constituents that might include, but not be limited to:

Dual enrollment options
Fast-track matriculation from USchool to NSU undergraduate to NSU graduate programs (health professions, law, business)
Concentrated two year independent research study practicum for academically talented (gifted) students
Two-year blended study program that leads to HS diploma and AA degree
Incorporation of NSU personnel resources into science and mathematics courses grades 6-12 (adjunct)
Provision of professional development, training programs, in-service and pre-service courses and certificate-based educational experiences using NSU as a partner for such options as Crisis Management, CRISS, etc.
Host education students from Farquhar College of Arts and Sciences and Fischler School of Education and Human Services. Place students from Shepard Broad Law Center at University School to foster collaboration on President Grant award projects.

Goal 2: Goal Linkages: Goals # 1, 2, 5, 6, 7: Enhance student learning in response to school mission and commitment to engagement. This goal contains critical initiatives that will enhance students’ academic, affective and physical growth through application of standards of excellence in teaching and learning. This goal attends to programs that are academic, athletic and arts-based. University School commits itself to providing a rigorous, personalized and innovative academic sequence pre-kindergarten through twelfth grade, to provide for the “whole” child. To that end, University School seeks to balance a wide array of academic offerings with a strong palette of athletics and the arts whereby each student can “Find the Best in U”.

Action Plan C:Initiate, implement and monitor a student academic support program by focusing on the academic, social, emotional and physical needs of the targeted population. Increase organizational stability, increase market options and heighten current clients’ levels of satisfaction.

Action Plan D: Fully utilize existing technologies to meet all diverse learning needs in all subjects PK-12.

Action Plan E: Create, implement and assess “campus life/spirit” programs for students and faculty and staff grades PK-12th to promote constituent engagement.

Action Plan F: Maximize acquisition, monitoring/assessment, and application of results of curricular outcomes and provide greater avenues of academic opportunity

Action Plan G: Create and implement a systematic process of measuring the success and summative levels of satisfaction of students in their senior and post-secondary years – goal achievement, value of secondary education, overall pride level;

Action Plan H: Increase continuity and connectivity between academic counseling and college placement counseling.

Goal 3: Goal Linkages: Goals # 1, 2, 4, 7, 8: Create and implement new and innovative funding sources to improve business and finance. This objective considers the school’s physical plant and fiscal viability and stability in a competitive market and within the university community. University School realizes the importance of supplementing tuition dollars with additional revenues in order to meet increasing costs needed for the institution to fulfill its goals and mission. University School, particularly with its newly constructed facilities, will provide internal and external fee-based programs for students, parents/adults, and teachers. University School, particularly with its connection to Nova Southeastern University should take advantage of the strength of this collaboration in designing, enhancing and increasing alternative types of learning options, classes, training seminars, activities, etc. on a fee-for-service structure.

Action Plan I: Develop, implement and measure effectiveness of “institute” models for academics, arts, athletics that address internal and external (new populations) constituents to broaden and deepen the educational services rendered by the school and to enhance alternative funding and acquire additional revenues that include, but are not limited to such opportunities as adult professional development and education; conferences; seminars; summer options (athletics, arts, academics, recreational); develop lease opportunities; virtual school.

Action Plan J:Assess, research and consider the implementation of various alternative academic programs in conjunction with other NSU centers whenever possible to enhance alternative funding and acquire additional revenues.

Action Plan K:Design, implement and measure effectiveness of various summer, weekend and holiday options for children and adults to enhance alternative funding and acquire additional revenues.

Goal 4: Goal Linkages: Goals # 3, 4, 7, 8: Heighten and improve quality and quantity of cooperative communication – both internal and external; Communication can be defined as "the transfer of meanings between persons and groups." The purpose of communication may range from completing a task or mission to creating and maintaining satisfying relationships. This goal seeks to address the need for fluid communication, dialogue and exchange among all constituents ie: how well people work together to achieve individual or collective goals and in conjunction with the University School Gallup Engagement Plans.

Action Plan L: Establish and implement varied, systematic networks or patterns of communication (chain, wheel, star, circle) to improve organizational stability and increase performance accuracy.

Action Plan M: Apply specific measures to enhance effectiveness of interpersonal communication to improve the process and ability of administrators, faculty, and staff to relate to, among and between each of these groups and individuals in written form as well as verbally. Implement cross-divisional teacher visitation and inter-divisional subject matter meetings to articulate curriculum PK - 12.

Action Plan N: Increase quantity and quality of information flow and sharing vertically and horizontally to improve motivation and to promote individual’s sense of satisfaction with work-based, or job-based relationships.

Accreditations and Memberships

University School is accredited by the Southern Association of Colleges and Schools, by the Florida Council of Independent Schools, by the Florida Kindergarten Council, and by the Association of Independent Schools of Florida.

University School is a member of the National Association of Independent Schools, the Educational Records Bureau, The College Entrance Examination Board, the National Association of College Admission Counseling, the National Association of Laboratory Schools and the American Camping Association.