Strategic Objectives

Strategic Objectives

Mission Statement, Desired Student Objectives.. and then the most critical things we need to do over the next eight years to achieve those outcomes. Here are the seven Strategic Objectives we are working on.(Please note that the wording and content is still under discussion.)  Later on I’ll post some more detail about each of these areas, and the ideas for improvement we are garnering through staff workshops and other consultations (including this blog). These will then come together in Action Plans, which we will be writing towards the end of August ready for the Board AGM in September.

1.       Vision and Leadership:  Build the confidence of all Woodstock people – staff, parents, students, alumni, funders and partners – in a clear and compelling vision, and to continue to develop a strong sense of identity among all of us; to ensure excellent governance and leadership from the Board and Administration.

2.       Recruit, develop, motivate and retain high-calibre staff:  Woodstock will ensure that each year the School is fully and appropriately staffed, in accordance with our desired mix of qualifications, experience and national background.

3.   Expand student diversity:  Woodstock School will have a diverse student population in accordance with the Board’s objectives, and taking into account a variety of measures of diversity (e.g., national, geographical, cultural, religious, economic).

4.     Enhance student learning:  Strengthen the academic outcomes of students, and align them with the Desired Student Outcomes.

5.      Enrich student experience:  students graduating from Woodstock School will exhibit in greater measure the qualities historically associated with the school by demonstrating (a) commitment to service and leadership (b) engagement with the Himalayan and Indian environment. Here we will also be looking at a range of activities including music, arts, drama, scientific/social projects.

6.      Build community:  Woodstock will develop as a true learning community, exhibiting strong and supportive interpersonal relationships and evidencing mutual respect across cultures, faiths and economic circumstances. We’ll also seek to build across nations, forging links with schools and institutions worldwide who share our vision.

7.      Cultivate our roots:  Woodstock will strengthen its roots by fully engaging with the vibrant and diverse traditions which have made it so distinctive as a school:

  • We will improve our communication and interaction with alumni worldwide, encouraging them to sustain the school through their counsel, through working or volunteering at the school, by maintaining their strong class links, and by offering financial support.
  • We will honour our historic location in the Indian Himalaya by ensuring that Woodstock continues and develops its links with our host nation, and our commitment to celebrating, enjoying and sustaining our local environment.
  • We will seek to understand our Christian tradition and, in an increasingly fragmented world, use its insights to build bridges and promote human values of respect and individual freedom.

Let us know what you think.

  • James Barton
    Posted at 09:16h, 16 August Reply

    Delighted to see the thorough review being undertaken – would suggest that self-esteem is as impotant or even more important than confidence. One of our son’s has more confidence – but the self-seteem of both of our sons is what enables them to stand for their values in the workplace. Confidence sometimes comes and goes with circumstances. (Just my opinion)The second comment is regarding the qualities for staff – dedication is more important than "high-calibre" if that is measured by academic degrees and previous success!I will be most interested when you come to discuss the curriculum as that was the area whic changed most in my 18 years. Sadly, as I have observed, some of the history of Curriculum development has been neglected. For example, during the 150 year celebrations I found no mention of the achievements under Hugh Bradby’s leadership (as Vice Principal and then Principal) Those were the years when we expanded the AP programme from 3-5 subjects to 15 or more. That was a huge achievement. Jim Lehamn could trace those years as he was Academic Counsellor over that period. Just a thought! Delighted to see two of my former students in your team!!

  • Bandana
    Posted at 11:28h, 16 August Reply

    Thank you for sharing this and providing us with an opportunity to provide our input. I think the strategic are great – but I feel the focus on children is not strong. The school exists to develop students who are well round academically, personally and socially, students who are conscious of their community and their role as contributes in communities to contribute towards a just society. Personally, I would like to see the focus more on ‘children/student’ first, then on parents and teachers (and of course all the rest). The mention of ‘students’ gets left behind in the formulation of sentences of the strategic objectives. The component on ‘respect for cultural and religious diversity’ should be a ‘stand alone’, statement rather then an add on under ‘cultural heritage’

  • T. Z. Chu
    Posted at 19:09h, 20 September Reply

    Only now have I realized that I have been invited to comment on a year-old message. I would like to point our that although there might had been hundreds of Woodstock alumni who had been invited to meet and discuss Vision 2010 then in draft form, I would not characterize it as participation in the planning process. It was an extraordinary step taken by Woodstock, but only because it had not been done in recent years. I may be biased, but I believe years ago there was a great deal more direct interaction between the Woodstock board members and the alumni and missions, and there was a greater common sense of being in same community. I sincerely hope that you will continue the process.

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