2019-2021 Strategic Plan
In 2019, the Board of Directors of the Cornerstone Center for Early Learning approved a Strategic Plan for 2019-2021. There are many goals that need to be met in this three year term. Moreover, there are many strategies and actions which need to be taken in order to meet these goals. However, the Board of Directors has highlighted four defining objectives of the plan.
Develop and implement methods to improve teacher pay so that it is more attractive to potential teachers and more likely to retain existing quality teachers.
- Compare current pay scale with scales at similar non-profits as well as public schools
- Examine budgeted agency expenses. Explore if any changes can/should be made to better support teacher salaries.
- Examine fundraising strategies aimed at supporting increased teacher salaries.
- Develop and implement a plan for existing and future donations designed to supplement teacher salaries.
Hire the full-time position of Program Manager, under the supervision of the Center Director, to assist the Center Director with providing more effective outreach to prospective teachers and greater observation, supervision, training, support, and mentoring of teachers on staff.
- Budget for 2019; hire in the first half of 2019.
- Attract and maintain funds to maintain this position.
- Provide the necessary support and resources for this individual to succeed.
Examine other methods of structural and operational support.
- Enlist the feedback of existing teachers and members of the Arts & Education Committee.
- Research methods employed at other early childhood and non-early childhood
- Enlist the assistance of other experts as appropriate to develop and implement a well-rounded approach.
Improve the infrastructure of Cornerstone’s Development apparatus, including personnel, space, materials, and/or computer and software needs, as appropriate.
Build a stronger culture of development and philanthropy to strengthen relationships with current donors and attract new donors with larger giving potential.
- Foster additional opportunities for interaction with current and prospective donors, including offering donor gatherings and additional facility tours and communicating Cornerstone activities and milestones.
- Develop relationships with service organizations, development professionals from the academic sector, and current and former Cornerstone families for their networking potential and expertise.
- Pursue incentive strategies for philanthropic donations, including memorial and tribute contributions and offering donors Missouri Economic Development tax credits.
- Pursue targeted approaches to large dollar donations, including leveraging current large dollar donors to attract like donors.
- Educate internal stakeholders (Board of Directors, staff, families, volunteers) on fundraising and development to seek the appropriate accountability and achieve broad alignment with organizational fundraising goals.
Examine return on investment of revenue producing special events (current and potential), and align resources accordingly. Increase and maximize revenue potential of selected revenue producing events and activities.
Assess other traditional revenue sources.
- Examine tuition on an annual basis; increase if appropriate and necessary.
- Maximize other potential funding sources, when appropriate.
- Diversify funding sources, when appropriate.
Continue the process of identifying Cornerstone’s present and future facility needs and of defining the categories into which these needs fall.
- Enlist feedback from a variety of constituents including staff, Board of Directors, parents, volunteers, and Shaw-area families.
Complete the process of determining the proper actions that will help alleviate Cornerstone’s need for additional and more efficient space.
- Once actions are determined, develop plan (including financial plan) and timeline for implementing that plan.
- Secure stakeholder and community buy-in for the plan to facilitate decisive decision making through implementation.
Proactively maintain and, when deemed necessary, improve current physical structures and facilities.
- Develop a maintenance schedule for all major systems.
- Ensure that financial resources are allocated for maintenance tasks.
- Enlist outside assistance/volunteers in identifying and completing tasks.
Regardless of Cornerstone’s current ability to financially afford to lower the current % of families mandated to receive state assistance (greater than 50%), determine the lowest percentage that would be acceptable for Cornerstone to remain an “agency of racial and economic diversity.”
- Develop plan of determination with Executive Committee and Board of Directors.
Organize more opportunities for Cornerstone families to socialize and get to know one another.
- Key administrative staff to develop all-agency opportunities.
- Program administrative staff to work with teachers to develop classroom
Ensure that the lessons of diversity, understanding, and acceptance are being conveyed in conjunction with the current curriculum.
- Center Director and Program Manager to “inventory” each classroom; that is, to see what currently is being done to achieve this strategy.
- Speak with United 4 Children (as well as other agencies) regarding information and training they provide for teachers to achieve this strategy.
In order to learn more about the plan, contact Karen Lucy, Executive Director,
at email@example.com or 314-865-5244, ext. 311.
Would you like to learn more about how you can help Cornerstone Center for Early Learning achieve these goals? If so, visit our How to Help section and check out our donation and volunteer opportunities.