2019-2025 Strategic Plan Overview

The major strategic goals and priorities for St. Timothy's School through 2025 include:

Supporting Teaching Excellence

  • Continue to set tuition and develop annual budgets that allow St. Timothy’s School to offer the salaries and benefits necessary to recruit and retain the most outstanding teachers in their field.
  • Continue to prioritize investment in professional support and development for faculty and administration to enhance student learning, innovation, and teacher retention.
  • Designate a “School Culture Team” of teacher-leaders committed to serving, leading, maintaining, and strengthening both student and faculty wellbeing.

Seeking Curricular Excellence and Innovation

  • Establish annual goals to create new academic enrichment opportunities (academic teams, math teams, robotics, clubs, etc.), signature cross-disciplinary lessons, service projects, community-building opportunities, and extended social-emotional learning work from PK to Grade 8.
  • Design and implement a comprehensive information literacy curriculum that incorporates media literacy, digital literacy, and critical analysis skills.
  • Research best-practice innovations in programs and scheduling to allow greater flexibility in student schedules, opportunities for expanded interdisciplinary work, academic “deep dives,” additional teacher collaboration and planning opportunities, a possible “J-term” or equivalent, and more, while fully maintaining our commitment to the strongest preparatory academic foundations for every student.

Building a More Diverse and Inclusive School Community

  • Ensure that students, parents, faculty, staff, and school leaders understand the value of being a diverse and inclusive community as an extension of the St. Timothy’s School mission.
  • Research and develop a comprehensive plan to increase racial and socio-economic diversity in the St. Timothy’s School community.
  • Take the steps necessary—in recruitment, marketing, communication, enrollment, hiring, curriculum, programs, and elsewhere—to permanently strengthen diversity and to ensure that diverse families and colleagues feel equally welcomed, engaged, and included in all aspects of school life.

Articulating Our Episcopal Identity and Strengthening Church and School Connections

  • Articulate and emphasize our unique Episcopal Identity at St. Timothy’s School—as a place committed to both faith and reason, and a community that instills an understanding of basic Christian teachings and traditions while welcoming, respecting, and including all families of any faith and others with no faith tradition.
  • Connect and share strategies, programs, and approaches with other Episcopal schools, both regionally and nationally.
  • Strengthen partnership and engagement between St. Timothy’s Church and School—expanding opportunities for collaboration and fellowship, service, communication, use of our shared campus, and increasing parishioners’ awareness of the school and school families’ awareness of church ministries.

Benchmarking St. Timothy’s School Using Key ISM Metrics

  • Utilize ISM’s Faculty Culture Profile, Student Experience Profile, and Strategic Board Assessment annually to measure performance on key national independent school benchmarks.
  • Survey parents annually, comparing year-over-year data, and using the results to inform key priorities and goals each year.
  • Take appropriate steps so that St. Timothy’s School continues to consistently place in ISM’s top, “Optimal Performance” category for independent schools, reflecting that both faculty and students believe the overall school climate offers high levels of support and predictability.

Ensuring Long-Term Sustainability and a Strong Future

  • Expand non-tuition income opportunities, such as expanding the Titan Spirit Store, exploring additional after school and summer programs opportunities, and expanded gym and facility rental opportunities.
  • Build a culture of philanthropy throughout the school community, substantially increasing annual giving and preparing for future building and capital campaigns.
  • Develop and implement methods to effectively measure alumni preparedness, both academically and in embodying the values of the Portrait of a Graduate; extend and vitalize alumni connections and engagement to strengthen the school and to promote future enrollment and giving opportunities.
  • Continue to implement best practice recommendations for effective school governance, including refining the Board profile, succession planning, and all-cause emergency response preparedness.
  • Undertake physical plant/facilities and technology/infrastructure inventories to include life-cycle costs forecasts and replacement cycle planning.
  • Begin exploring land-acquisition and/or further land-usage planning to accommodate enrollment demand, programmatic needs for new space and facilities, and the feasibility of additional grade levels if needed.
Those with questions or seeking further information are invited to contact Head of School Tim Tinnesz ([email protected]).