2011 2016 sfs strategic plan

Seoul Foreign School Strategic Plan 2011 – 2016

Mission Statement
Seoul Foreign School, centered in Christ, inspires educational excellence and promotes
Christian values, personal integrity, and responsible global citizenship through a dynamic
international experience.

Vision Statement
Seoul Foreign School (SFS), the premier choice of the international community in Seoul, is
known for its students and alumni who strive for excellence and maintain an intrinsic love of
learning.

SFS, centered in Christ, is acclaimed for the depth and breadth of its academic and
extracurricular programs that meet the intellectual, social, physical, emotional, and spiritual
needs of its students. Recognizing its unique setting, this school and its staff are committed
to innovative programs that value the growth and talents of each student.

Students are served by a caring, competent, and creative staff. A spirit of true teamwork
and caring exists throughout the school environment and extends to the broader
community.

Graduates are leaders in the global community, experts in their fields, and serve their
communities and nations through meaningful social contributions. They identify and
communicate clearly defined personal values, practicing them in daily decision-making. They
demonstrate a high level of sensitivity to and understanding of a diverse society.

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Developing the Strategic Plan
Strategic planning is a continual process used to improve an organization’s results and
ability to fulfill its mission. The Strategic Plan itself “acts as a bridge between the School’s
mission and its policies (International Trustee Handbook 53).” In November 2009 the Seoul
Foreign School Board initiated a spirited and robust strategic planning process. The
development of the Plan involved many months and man-hours of effort. Throughout the
process multiple stakeholders, i.e., parents, students, faculty, alumni and staff, were
contacted as we assessed our current and future environment. There were eight phases to
the process, shown below:

Receive instructions Conduct interviews with Develop set of possible Conduct detailed data
from constituents to conclusions and gathering (market
administration/board understand business, recommendations analysis) from outside
along with broad environment, issues, October 2010 SFS
objectives risks, opportunities … March 2011
November 2009 August 2010

Test tentative Finalize conclusions and Feedback from Final Board Approval
conclusions and recommendations and management/board October 2011
recommendations propose to and final adjustments to
against data and overall management/board conclusions and
objectives May 2011 recommendations
April 2011 May 2011

The first three phases of or process involved consultant John C. Littleford. Mr. Littleford
facilitated the gathering of information about our environment. Below is an excerpt from
Mr. Littleford’s report to the Board:

This strategic planning process focused on the strategic priorities
identified by the SFS community: Council/Jaidon, Board members,
parents, senior management team, [and] faculty from all Divisions, staff,
alumni and older students over a very concentrated period of time.
[John Littleford] met with a cross-section of these key constituent
groups in focus groups from August 19-21, 2010. In total, [Mr.
Littleford] met with over 70 individuals.

The focus group sessions were followed by a retreat for Board members
and senior administrators on October 1-2, 2010. [Mr. Littleford]

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summarized the input from the focus groups and provided an overview
of the challenges facing all international schools as they attempt to place
their strategic goals in a broader context…A total of about 30
participants in the process (administrators, faculty, staff and Board and
Foundation members) considered important input from a cross-section
of faculty and staff, parents and students and reached consensus
[preliminary goals for the school].

The next three phases of the process focused on gathering market data. SFS contracted
with KPMG to conduct market research. KPMG provided a Demand/Supply Analysis,
Customer Segmentation, Benchmark Data, Regulation Insight and insights on Global Trends
in Education. They provided SFS with suggested Strategic Initiatives, as did Mr. Littleford.

The final recommendations, after more than 18 months of analysis, are contained in this
document. The results of the planning process included minor clarification to the SFS Vision
Statement. The strategies, goals and objectives have been organized to support and
enhance the SFS Mission and Vision. Individuals responsible for the objectives contained in
this document are responsible for creating action plans.

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Strategic Initiatives
Strategic initiatives are broadly stated goals that support SFS’ Mission and Vision Statements.
Below are the Strategic Initiatives for the 2011-2016 Strategic Plan:

1. Ensure Seoul Foreign School delivers educational excellence.

This initiative is directly tied to the fundamental purpose for which the School
exists and that is to provide outstanding education to international students.

2. Enhance Seoul Foreign School’s Asia Pacific leadership position.

Having a leadership position is both a direct measurement of the quality of the
education delivered and an important tool to help perpetuate success. In an
environment of increased competition in Seoul and in the Asia Pacific region, it
is a key factor in continuing to attract the best students, faculty and
administration.

3. Enrich Seoul Foreign School’s fiscal growth and responsibility.

Maintaining a strong financial foundation for our School is one of the most
critical factors to ensure that we are able to both provide the education for
today’s students as well as to ensure a strong school for the future.

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1 Strategic Initiative: Ensure Seoul Foreign School delivers
educational excellence.

1.1 Goal: Provide the highest quality curriculum.

Objectives and Leaders:

1.1.1 100% of SFS curriculum meets international Principals’ Committee
standards based on internationally recognized
benchmarks and commensurate with schools AHoS-Academics
similar to SFS. Maintain full accreditation and/or
authorization with the following organizations:
 WASC/CIS
 Cambridge International Examinations
 IB

1.1.2 Divisional goals are set to show measurable, Principals’ Committee
positive results on standardized tests over 5 years
for: AHoS-Academics
 K-9: CTP4
 British School: SATS and NFER(or other)
 High School: IGCSE, IB, PSAT, SAT

1.1.3 Track and improve the number of SFS students who High School Principal
are applying for and being accepted to the top
universities within given categories. Dashboard
targeted institutions to be created by January 12,
2012.

1.1.4 Track and improve the total university acceptance High School Principal
rate. Identify and communicate suggested goal(s)
at April 26, 2012 Academic-Personnel Committee
Meeting.

1.1.5 Track and improve the percentage of SFS parents Head of School
and students who recognize SFS as having the
highest quality curriculum. Incorporate question(s)
into May 2012 i-Graduate survey.

1.1.6 Develop and communicate an Educational AHoS-Academics
Technology Plan that supports the curriculum plan
contained in the WASC Continuous Improvement Curriculum
Plan. Identify and communicate the planned Coordinator
completion date at the November 17, 2011
Academic-Personnel Committee Meeting.

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1.2 Goal: Hire and retain highest quality faculty.


1.2.1 Teacher evaluations reflect a positive trend: Head of School
 Parent surveys
Principals’ Committee
 Student surveys
 Principal evaluations

1.2.2 Continue to track faculty turnover and maintain a Head of School
long-term downward trend. Track average length
of stay for faculty.

1.2.3 By 2016, 60% of faculty hold advanced degrees. AHoS-Academics

Curriculum
Coordinator

1.2.4 On an annual basis, 50% of faculty are hired before Principals
January 1.

1.2.5 Evaluate and update current teacher appraisal AHoS-Academics
system. New system is in place for the 2013/2014
academic year.

1.2.6 Evaluate and enhance, if appropriate, faculty AHoS-Academics
professional development program to ensure SFS
remains leader in Asia Pacific region.

1.2.7 Evaluate and enhance, if appropriate, faculty and AHoS-Operations
administration compensation and benefits
necessary to ensure SFS is a leader in Asia Pacific
region.

1.2.8 Evaluate, revise as feasible, existing regulations, Sr. Administration
practices and policies that limit or restrict hiring the Team
best faculty.

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1.3 Goal: Inspire students to be internationally minded while aspiring to
exemplify the SFS Mission Statement and the IB learner profile.


1.3.1 Establish a measurement process identifying Christian Ministries
current levels of student involved service activity
and establish a goal. Process in place by August
2013.

1.3.2 Articulate IB learner profile in Rubicon by August Curriculum
2013. Coordinator

IB Coordinator

1.3.3 Establish an alumni tracking survey to understand if Director of
SFS prepared alumni for life after HS. Include Communications &
questions correlating to the IB learner profile. First Development
survey to be issued by January 2013. Principals

1.3.4 Create a reporting mechanism to measure SFS AHoS-Academics
involvement and awards in global student
competitions/activities (e.g., Model United Nations,
Lego Robotics, American Math Competition,
Forensics/Debate, etc.). First report to be
submitted included in State-of-the-School Report
reflecting 2012/2013 school year (report issued fall
2013).

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2 Strategic Initiative: Enhance our Asia Pacific leadership position
as a school delivering the highest quality education within Seoul.

2.1 Goal: Maximize demand based on visibility and reputation.


2.1.1 Create a repeatable measurement process that can AHoS-Operations
report enrollment demand and trends for Seoul
Foreign School. Report presented to April 30, 2012
Fiscal-Property Committee.

2.1.2 Establish a process by which we can measure SFS’ Admissions
ranking as “school of choice.” Measurement in Department
place by May 2013.
AHoS-Operations

2.1.3 Establish a mechanism to measure SFS’ positive Director of
media exposure. Measurement process in place by Communications &
December 2012. Development

2.1.4 Enhance, monitor and communicate SFS faculty/ AHoS-Academics
staff contributions to publications, conferences,
accreditation teams, etc. Communication methods
(to parents/potential parents, faculty/potential
faculty, etc.) will be in place by October 2014.

2.1.5 Measure and enhance SFS website hits. SFS Web Master
Measurement process defined and commenced by
August 2012.

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2 Strategic Initiative: Enhance our Asia Pacific leadership position
as a school delivering the highest quality education within Seoul.

2.2 Goal: Communicate and clarify Mission and Vision to all SFS
stakeholders.


2.2.1 Conduct annual surveys with students, faculty, and Head of School
parents to determine if we are meeting the mission
and that there is a shared understanding of the
mission. Incorporate question(s) into May 2012 i-
Graduate survey. Include report in fall 2012 State-
of-the-School Report and trends thereafter.

2.2.2 Establish methods to allow faculty and parents to Head of School
actively discuss the mission. Task force created by
March 2012.

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3 Strategic Initiative: Enrich Seoul Foreign School’s fiscal growth
and responsibility.

3.1 Goal: Establish mechanisms for long-range physical, other
infrastructure and financial planning at SFS.


3.1.1 Facilities Master Plan, to be registered at the AHoS-Operations
Seodaemun-gu office, is approved by the Board by
May 2012

3.1.2 Technology Master Plan (which includes Education AHoS-Operations
Technology Plan) is completed and approved by the
Board by May 2013.

3.1.3 Establish and maintain a rolling 5-year Operations AHoS-Operations
Plan to be presented at the April 30, 2012 Fiscal-
Property Committee Meeting.

3.1.4 Establish benchmarks for major line item expenses AHoS-Operations
(e.g., IT, GA, benefits, housing, etc.). Line item
targets established by April 2013 Fiscal-Property Fiscal-Property
Committee Meeting. Committee

3.2 Goal: Explore opportunities for financial and physical growth.


3.2.1 Create a task force to brainstorm and evaluate AHoS-Operations
areas for school growth. Task force is created in the
2011/2012 school year.

3.2.2 5-year fundraising plan is included in the 5-year Director
Operations Plan (5-year Operations Plan to be Communications &
presented at the April 30, 2012 Fiscal-Property Development
Committee Meeting).
Development
Committee

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