Strategic Plan 2022
OUR PLAN
During the school year of 2023-24, Orchard House Middle School (OHMS) celebrates its twenty-fifth anniversary as a middle school for girls. For more than two decades, OHMS has excelled at guiding students, academically, developmentally and emotionally, through adolescence. It is what OHMS does and what OHMS is. Without question, OHMS alumnae are the best measure of our success. Orchard House students come from diverse backgrounds, have varying levels of ability, and graduate from OHMS to attend a wide variety of high schools throughout the region. Yet, as teachers and counselors at other schools regularly attest, OHMS graduates share a remarkable willingness to engage in their learning, take intellectual risks, and make meaningful contributions. By pursuing the strategic priorities listed below, OHMS will hone what we already do well and attain a higher profile for the school’s mission, expertise and student accomplishments in the Richmond community.
STRATEGIC PRIORITY 1 - RAISING OUR PROFILE
OHS wants to make our expertise in educating middle school girls more visible and appreciated in the City of Richmond and surrounding areas from which we can and should be drawing students. The results of over seventy surveys and in-person interviews conducted during the strategic planning process confirm that Orchard House School is, in the words of one survey respondent, “one of Richmond’s hidden treasures.” OHS intends to change the operative word “hidden” to “well-recognized.” The reasoning is fairly straightforward. With increased familiarity, OHS better positions ourselves in the field of education, widens applicant pools for students and faculty, and attracts the attention of financial donors.
STRATEGIC PRIORITY 2 - BOLSTERING DIVERSITY, EQUITY, AND INCLUSION
As an urban school, OHS is committed to creating and sustaining a learning environment that reflects the population of the City of Richmond and surrounding areas. Although OHS has always been committed to and valued diversity and inclusion, OHS will reinvigorate our efforts to reach and attract students, faculty and staff from underrepresented groups in the City of Richmond and the greater community. OHS wants to ensure that everyone in the school community feels welcomed, valued, and respected.
STRATEGIC PRIORITY 3 - CARING FOR OURSELVES
Since the early years of OHS, the number of students reporting mental health issues has increased significantly. Emotionally safe and supportive classrooms have long been a mainstay of the school. But OHS also recognizes the need to amplify our focus on healing and well-being. This includes providing the tools for OHS students, faculty, and staff to keep themselves and each other focused on mental health.
STRATEGIC PRIORITY 4 - SECURING OUR FUTURE
The strategic planning process elicited a consistent theme about Orchard House School’s faculty – that is – they are universally beloved and the faculty is a substantial reason that students enroll, and stay in the school. As OHS approaches our 25th anniversary year, the school is at a pivotal moment in its history; a cohort of faculty and staff will retire over the next few years, fundraising and development efforts are positioned to mature, and long-term plans for building and facilities stewardship are emerging. Developing comprehensive courses of action for all of these areas will ensure continuity in school culture and mission, sound decision making, and a thoughtful approach to new opportunities.
