Strategic Priorities

Thoughtful expansion of program capacity, enrichment opportunities, and use of natural areas.

Rationale & Tasks: 

The area surrounding St. Croix Montessori School is experiencing residential growth resulting in interest in the toddler environment exceeding SCMS’s capacity to enroll new families.  Additionally, the community values the unique school property and expresses interest in creating additional programming options for students, including a junior high.  To enhance program offerings, SCMS will:

• Determine the ideal number of programs at each Montessori level to meet the community’s needs while maintaining the school’s financial stability with optimum timing for growth at each level.
• Analyze the existing indoor and outdoor environments to determine how to accommodate any new programs.
• Prioritize program and environmental enhancement opportunities based on interest and financial means with phased implementation commencing in 2022/23.

Expand and strengthen the school community through engagement, volunteerism, Montessori education, and marketing.

Rationale & Tasks: 

The culture and engagement of the school community – inclusive of parents, staff, extended family, and school alumni – has long been a strength and differentiator of SCMS. Parent awareness of Montessori methods and principles, as well as meaningful connections between parents and staff, contribute to community loyalty and a more effective and positive experience for parents and students. Encouraging the active engagement of the community as well as a strong understanding of the unique Montessori method and its benefit to students will enable retention. 

• Provide a variety of opportunities for Montessori education to improve community members’ awareness of the unique benefits offered by each stage of an accredited Montessori education.
• Create opportunities for social connectedness between community members to encourage a sense of belonging and ownership.
• Evaluate the initiation of a parent association to encourage family engagement and volunteerism and provide support to the school community.

Ensure the resources, training, and development needed by staff to enable school growth and stability.

Rationale & Tasks: 

A highly qualified staff is the foundation of a sustainable AMI Montessori school.  In addition to the expertise of caring and specialized Guides and Assistants, Montessori children uniquely benefit from prepared environments, intentionally developed materials, and customized attention delivered through ongoing interaction and observation.  As SCMS expands its programming options, it will create a comprehensive staffing plan inclusive of retention and development for existing staff members, recruitment of new staff members, and optimization of benefit offerings to support those staff members as SCMS embraces the longer-term effects of the pandemic on the community.

• Ensure that all staff members have opportunities for advancement via professional development, including SCMS sponsorship for enrollment in additional training to maintain and grow the skillset to support current and future SCMS programs.
• Evaluate needs for additional administrative and teaching resources to support growth; develop long-term staffing and resource plan.
• Ensure the school proactively maximizes awareness, consideration, and enrollment by implementing a staffed marketing function at SCMS. 

Ensure the sustainable use of the school's financial, environmental, and community resources through the execution of the strategic plan.

Rationale & Tasks: 

To achieve its strategic plan vision, SCMS will remain focused on the foundational building blocks that support a strong future for the school. A long-term financial and governance plan will support a diverse, equitable, and inclusive environment, enable SCMS to meet the local demand for high-quality Montessori education, and maintain the unique opportunity for its students to engage with and care for the environment.  

• Create a financial plan to support the long-term stability of SCMS.  
• Take steps to educate the Board and Administration on opportunities to promote and support a more diverse, equitable, and inclusive community.  
• Ensure optimal governance and HOS support by developing a recruiting, development, and succession plan for the SCMS Board of Trustees
• Promote environmental sustainability practices and how they are incorporated into the SCMS experience as a differentiator from schools in the surrounding community.