Topic

Page(s)

Our Mission, Vision, Educational Philosophy, and Beliefs

2

Reasons for Strategic Plan, Main Data Sources

3

Areas of Focus & Specific Goals Related to Each Focus Area

4

Academic Excellence

5

Stakeholder Communication

7

Professional Dev. & Staff Evaluation

8

Recruitment & Retention

10

School Operations

12

Student Enrollment

13

SWOT Analysis (updated)

15

Objective 1

Improve Curriculum Framework

Strategies

1.1.1

Under the leadership of the school principal, a team of teachers will be formed, and they will be responsible for reviewing the curriculum framework including pacing guides, learning objectives, content,

resources, etc.

1.1.2

Create a schedule for academic planning and review meetings. It is vital that the academic team meet regularly with a clear detailed agenda for

academic improvement and development.

1.1.3

In addition to reviewing the current content, the team will also suggest

modification to content and additional resources.

1.1.4

Individual improvement and development plans will be created for all

subjects offered at EDIA.

1.1.5

At the end of the academic year, the team will present a report and conduct a meeting with the directors with their tasks and suggestions

in preparation for the following academic year.

Objective 2

Improve student performance on assessments

Strategies

1.2.1

Teachers, students, and parents will be orientated on the importance of accurate assessment and how EDIA uses performance results for

academic improvement and planning.

1.2.2

School-wide awareness and goal setting will be established in order to

encourage better performance in assessment.

1.2.3

Data will be gathered and analyzed from formative and summative

assessment and results will be compared during the academic year.

1.2.4

EDIA will select a standardized test for our students to conduct a minimum of twice per year, and possibly 3 times (fall, winter, and

spring)

1.2.5

Standardized test results will be compared to EDIA internal assessments, and these results will be reviewed by teachers and

directors for the purpose of creating action plans.

Objective 3

Creating a culture of academic excellence, high standards, exemplary

character, and educational seriousness among students

Strategies

1.3.1

At the beginning of each academic term EDIA will conduct parent/student orientations in order to build awareness among parents and students about EDIA’s high expectations and commitment to

quality education.

1.3.2

EDIA will conduct PD sessions with our instructors and provide them with strategies to assist them in creating a culture of academic

excellence among students.

1.3.3

School-wide exemplary character rubrics will be communicated to

parents and students.

1.3.4

Project based learning will be implemented and students will be required to complete a minimum of 2 projects in various subjects per

term.

1.3.5

More focus will be provided to Arabic, Quran, and Islamic Education by way of increased PD session, department monitoring, and close teacher

evaluation.

English, Math, Science and Arabic departments must review and update departmental folders by the end of the first term with complete detailed information on:

• Pacing guides per term (English & Math based on CCSS, Science based on NGSS

• PD sessions, schedules, and topics per academic year (before, during, after)

• Data analysis processes and schedules

• RTI (Response to Intervention- remedial) materials specific for both terms of the academic year

• Department substitute materials for each individual week both academic terms

• Computer Studies, Social Studies, Arabic, Islamic Ed, and PE complete their departmental folders

Objective –

Task

Timeframe

Responsible Person (s)

1

by 3rd week of 1st term

Principal, lead teachers

2

Ongoing

Principal, all teachers

3

Ongoing

Principal, all teachers

Objective 1

Develop stronger, more consistent means of communication with

parents

Strategies

2.1.1

During our yearly orientation sessions with parents and student, EDIA

will inform of our various means of communication.

2.1.2

EDIA’s principal is required to send regular emails to parents reminding them of the channels of communication and requesting them to

contact the principal, or IT support if they experience any difficulties.

2.1.3

Regular weekly spot checks on Thinkwave to ensure that teachers are

responding to parent inquiries on a daily and weekly basis.

2.1.4

Greater measures of accountability are enforced when it is discovered

that teachers and admin aren’t regularly communicating with parents.

Objective 2

Parents are provided greater access to decision making at EDIA

Strategies

2.2.1

At the beginning of each academic year, parents are invited to an orientation where we discuss EDIA’s preparation and plans for the year. During these meetings parents can voice their concerns and

provide suggestions which will be considered by school leadership.

2.2.2

Parent Advisory Groups (PAC) are established each year in order to gain feedback from parents and involve them in school discussions. These groups will meet once a month with clear agendas and matters of

discussion created by participants.

2.2.3

Parents are invited to attend regular meetings with school leaders to voice concerns, discuss plans, and gather suggestions for the coming

academic year.

Objective 3

Encourage parental involvement in various school events

Strategies

2.3.1

At the beginning of the academic year parents are provided with a list

of educational events and they are encouraged to participate.

2.3.2

On a monthly basis, parents are invited to participate in online school

events.

Objective - Task

Timeframe

Responsible Person (s)

1

Ongoing

Principal and Administrative Assistant

2

By 2nd week of first term, and

ongoing

Directors & Principal

3

Ongoing

Directors & Principal

Objective 1

Create an effective PD plan at the beginning of each academic term

based on the needs of EDIA administrative staff and teachers

Strategies

3.1.1

EDIA will distribute a PD needs questionnaire which will be distributed

to all staff and teachers seeking feedback for their needs

3.1.2

All teachers should complete a certified teachers training course within

2 years of working for EDIA

3.1.3

All school leaders should complete a minimum of 10 PD training hours

per academic year

3.1.4

All EDIA teachers should complete a minimum of 25 PD training hours

per academic year

3.1.5

The academic committee will prepare a list of PD topics which they feel are priority for all teachers to attend based on feedback received from

teachers and survey responses.

3.1.6

EDIA’s principal will filter the list and assign the specific topics to the teachers who they feel are most in need. They will also decide if the training can be conducted in-house by one of our senior teachers, or by

an external trainer.

3.1.7

School leaders will gather and decide on minimum 1 weekend training event delivered by an expert external trainer. Ideally, the event will be held once a term on a Saturday for a minimum of 5 hours. Teachers will

receive certificates of participation for attendance.

Objective 2

Develop a PD digital library

Strategies

3.2.1

EDIA will develop a digital PD library which contains training videos on various educational and instruction topics. The videos are concluded with a number of questions to test that all trainees have correctly

comprehended the training materials.

3.2.2

Each teacher and support staff member will be required to complete a specific number of digital training hours per academic year in addition

to the live PD sessions mentioned in objective #1.

3.2.3

Academic coordinators and HoDs are required to add 5 PD videos per academic year to the digital library, and completion of the videos is

considered in their yearly evaluation.

Objective 3

Develop a systematic means of post training evaluation

Strategies

3.3.1

EDIA’s Academic Team will create a systematic, comprehensive means for evaluating teachers and support staff in order to assess training

implementation and impact.

3.3.2

EDIA’s Principal and Lead Teachers are responsible for conducting regular classroom observations which are preceded by pre-observation meetings and followed by post-observation meetings. Teachers are

provided clear evaluation reports within 3 working days.

3.3.3

Post training evaluation reports are saved and filed with the school leaders. These reports will be reviewed and contribute to the yearly

teacher evaluation process.

2021-22

• EDIA’s Principal must complete a minimum of 1 lesson

observations for all teachers within the academic year.

• Lead Teachers must complete a minimum of 2 lesson

observations for all teachers within the academic year.

2022-23

• EDIA’s Principal must complete a minimum of 2 lesson

observations for all teachers within the academic year.

• Lead Teachers must complete a minimum of 3 lesson

observations for all teachers within the academic year.

Objective - Task

Timeframe

Responsible Person (s)

1

By 3rd week of 1st term

Directors & Principal

2

Ongoing

Principal & Lead Teachers

3

By Spring 2023

Directors, Principal and Lead

Teachers

Objective 1

Create stronger filtration of candidates before completing hiring

process.

Strategies

4.1.1

Review and develop EDIA’s recruitment policy and procedure clearly defining our criteria for recruitment and strategies for teacher and staff

retention.

4.1.2

Teacher candidates must conduct a 25–40-minute demo lesson before

being offered a position at EDIA.

4.1.3

Requesting written references from previous employers and contacting

employers by phone and email to enquire about candidates.

Objective 2

Review salary scale in order to make it more attractive for qualified

candidates

Strategies

4.2.1

Review salary scale and consider increasing it for highly qualified

experienced teachers based on their qualifications and experience.

4.2.2

Review additional entitlements to decide what can be modified in

order to attract better teachers.

4.2.3

Obtain information from other online schools regarding salary scales and entitlements in order to ensure our packages are attractive and

competitive to what is available in the market.

Objective 3

Establishing a recruitment committee that works under the direction

of the head of the school

Strategies

4.3.1

A recruitment committee of subject and administrative specialists will be formed for the purpose of conducting the interviews, viewing demo

lesson, and finally providing a detailed report to the HR representative.

4.3.2

The recruitment committee should provide candidates with information about the subject he/she will be teaching and an overview

of what is expected from him/her upon joining EDIA.

4.3.3

The interview committee will be responsible for communicating with the principal and lead teachers informing them of the appointment new teachers and suggesting where he/she should be placed based on the interview feedback, cv details, experience, and finally, the demo

lesson perception.

Objective 4

Retain highly qualified, dedicated staff

Strategies

4.4.1

Create a salary increment system which maintains an advantage for

senior staff.

4.4.2

Provide a budget for appreciation of staff and teachers.

4.4.3

Establish a fiscal year bonus system which is attractive and encouraging for teachers and staff. The bonus system should be directly associated with a yearly staff assessment system that monitors their performance and provides with a rating which is then used to determine the bonus

amount.

4.4.4

Consider providing a larger tuition discount for teachers who perform

exceptionally well on their yearly evaluation.

2021-22

EDIA will retain 75% of the current teaching and academic staff.

2022-23

EDIA will retain 85% of the teaching and academic staff.

2023-24

EDIA will retain 95% of the teaching and academic staff and maintain

that percentage thereafter.

Objective - Task

Timeframe

Responsible Person (s)

1

By July 2022

Directors & Principal

2

Same

Directors & Principal

3

Same

Directors & Principal

4

Ongoing

Directors & Principal

Objective 1

Develop a systemic, systematic, and sustainable approach to daily

school operations

Strategies

5.1.1

Create a daily operational manual which contains information for each

department.

5.1.2

Provide orientation and training to teachers, admin, and support staff

informing them of the various operational procedures.

5.1.3

Providing access to digital versions of the operational plan.

5.1.4

Provide administration and support staff with detailed job descriptions so that they are aware of EDIA’s expectations from them. The job descriptions should be signed by the staff member, and he/she will be provided a copy for his/her records. During yearly evaluation, the job

description will be the basis for the evaluation of the employee.

5.1.5

The organizational structure is created and distributed to all staff so

that they are aware of the structure of the school.

5.1.6

Implement spot checks to make sure individuals are adhering to

operational procedures.

5.1.7

Reward individuals who adhere to the operational system and hold

others accountable for lack of adherence.

Objective - Task

Timeframe

Responsible Person (s)

1

Reviewed and

revised yearly

Directors & Principal, Administrative Assistants

Objective 1

Develop a systematic and sustainable approach to student enrollment

and retention.

Strategies

1.

Development and dissemination of outbound marketing materials (i.e. inforgraphics, leaflets, flyers, and videos) for advertising that can be shared on a variety of social media platforms, masjid (mosque),

businesses, and community organizations.

2.

Hosting information sessions and virtual open houses to provide an

overview of the school and answer questions families may have.

3.

Regularly update school website and student gallery to reflect the most

current information representative of the school.

4.

Use of inbound marketing to provide social proof that highlights the efforts of students via social media platforms such as IG, Twitter,

Facebook and Pinterest (i.e. samples of student’s work, projects, things

made in the student clubs, contests entries, school newsletter, quotable stakeholder feedback, videos, facilitation of community

events, engagement, and etc.)

5.

Create a school enrollment campaign that is tied to gaining more digital

traffic on our website its’ SEO as it relates to google and the worldwide

web.

6.

Ensure our school is registered correctly as a business on google

business profile.

7.

Improve online word of mouth marketing by asking parents to write reviews and testimonials that can be posted on the google business profile, Facebook, WhatsApp and telegram groups, great schools, and

niche.

8.

Offer trials for various programs or services.

Objective - Task

Timeframe

Responsible Person (s)

1

July – September

December

Directors & Principal, Administrative

Assistants

Strengths

Weaknesses

• Comfortable, safe, learning and working environment

• Availability of various learning resources and digital content

• Technology support and guidance

• Decent student to teacher ratio

• Transparency of staff roles and responsibilities

• Faith-based learning environment that supports positive Islamic values and principles

• Poor student performance in Arabic, and Math subjects

• Limited ESL and special education support

• Need for improvement of HR, and financial department services

• Currently lack adoption of a standardized tests such as MAP and/or some other external assessment tools

• All teachers aren’t consistently using

digital platforms and resources to

supplement learning

Opportunities

Threats

• Partnering with local and international educational organizations which can assist with student assessments

• Collaborating with other schools for participation in U.S. based and international competitions

• Partnership with College and Universities to create pathways for HS students

• Improvement of the professional development plan for all teachers

• Improving HR, payroll, and accounting services

• Possible teacher turnover due to other schools which offer a more competitive salary and benefits

• Potential student withdrawal due to lack of parent supervision at home and lack of face-to-face social interaction

• Cyber bullying and students being exposed to harmful content online, in addition to spending extended hours in front of a computer screen, or on devices