STRATEGIC PLAN

Adopted Fall 2007

Contents

Mission Statement................................................................................................................1

A Vision for St. Pauls School.............................................................................................2

Strategic Planning Committee .............................................................................................3

Strategic Planning Retreat Participants................................................................................4

Introduction..........................................................................................................................5

The Strategic Plan ................................................................................................................7

Strategic Planning Action Steps.........................................................................................14

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Mission Statement

St. Pauls School is a fully residential academic community that pursues the highest

ideals of scholarship. We strive to challenge our students intellectually and morally to

nurture a love for learning and a commitment to engage as servant leaders in a complex

world. Founded in the Episcopal tradition, St. Pauls School models and teaches a

respect for self and others; for ones spiritual, physical, and emotional well-being; for the

natural environment; and for service to a greater good.

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A Vision for St. Pauls School

Grant, O Lord, that in all the joys of life we may never forget to be kind. Help us to be unselfish in friendship, thoughtful of those less happy than ourselves, and eager to bear the burdens of others, through Jesus Christ our Saviour. Amen. The School Prayer

The vision for St. Pauls School is grounded in the School Prayer. While the School embraces a traditional curriculum that supports the intellectual, spiritual, emotional, and physical development of its students, it also strives to prepare them for servant leadership in a shrinking and increasingly fragmented world. The Prayers call for students to look beyond themselves is reinforced in our common life.

The acquisition of knowledge, the practice of critical inquiry, and true empathy are essential in a St. Pauls education, which strives to empower students to serve others. As a community that celebrates the life of the mind while also drawing on its heritage as an Episcopal school, St. Pauls fulfills its mission by providing this most important kind of education.

Life in community in a fully residential setting creates an environment for the exploration of the natural tension between individual freedom and responsibility to others the central challenge of any society. The dynamic relationship between freedom and responsibility, coupled with the ethos of the School Prayer, provides both a context and content for teaching our students not merely to be tolerant global citizens, but also to be active servant leaders in a rapidly changing world.

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Strategic Planning Committee

William R. Matthews, Jr. 61, P86,89, Rector Michelle Chicoine P05, Chief Financial Officer Jeff Crosby, Science Division Head Candice Dale P05, Vice Rector for Faculty Jim Dannis ASP73, P05,08, Trustee Douglas Dickson ASP 76, P04,05,07, Vice Rector for Students Jada Hebra, Director of Admissions Chris Heinz 91, Trustee Mike Hirschfeld 85, Vice Rector for External Affairs, Chair Laura Hrasky, Mathematics Ben Jorgensen, Director of Facilities Operations and Engineering William Kissick, Chief Development Officer Michael Matros, Director of Communications Scott Morin, Director of Information Technology Sarah Newton 79, Trustee Hilary Parkhurst 80, P07, Trustee Sharon Randolph, Director of Dance Bob Rettew 69, Academic Dean Jim Robbins 60, President of the Board of Trustees Barbara Talcott 79, P06,10, Humanities

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Strategic Planning Retreat Participants June 15-16, 2006

FACULTY Bill Matthews 61, Rector Doug Dickson, Vice Rector for Students Candy Dale, Vice Rector for Faculty Bob Hill, Academic Dean Mike Hirschfeld 85, Vice Rector for Enrollment and Communications Michelle Chicoine, Chief Financial Officer Dave McCusker 84, Director of Development Matt Soule 77, Executive Director of the Alumni Association Jada Hebra, Associate Dean of Students Jane Brandt, Math Division Head Jeff Crosby, Science Division Head Scott Erickson, Humanities Division Head Ian Torney, Arts Division Head Jennifer Hornor, Languages Division Head Richard Greenleaf, Dean of Chapel Mike Ricard 89, Associate Athletic Director Tom Bazos, Director of the Advanced Studies Program Bob Rettew 69, Librarian and member of the Faculty Liaison Committee Patrick Carroll, Medical Director Barbara Talcott 79, Humanities Sharon Randolph, Director of Dance Ken Casazza, Math Jorge Pardo, Languages Laurent Patenotte, Languages

STAFF Deb Brann, Controller Scott Morin, Director of ITG Steve Smith, Director of Human Resources Kurt Ellison, Director of Food Services Stephanie Smith, Staff Liaison Committee

TRUSTEES Jim Robbins 60 Doug Schloss 77 Bob Stockman 72 Andy McLane Chris Heinz 91

ALUMNI Laurel Abbruzzese 86 Peter Ames 63 Carl Estabrook 76 Vic Young 74

PARENTS Paul Beisswenger Allyson Laackman Emily Bogle Dr. Ira Wilson

STUDENTS John Coit 06 Brianna Brown 07 Evan Seely 06 Xavier Williams 08

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Introduction

Shortly following his appointment as the twelfth rector of St. Pauls School in January 2006, Bill Matthews initiated a strategic planning process a process inspired by his desire to position the School as a global leader in secondary school education. The planning process has involved all School constituencies and continues to solicit their input. In June 2006, a two-day strategic planning retreat, composed of faculty, alumni/ae, staff, students, trustees and parents, convened at St. Pauls to broadly consider the Schools strengths and challenges. Following the retreat, the Strategic Planning Committee met throughout the summer, fall and early winter months, working to distill, synthesize and prioritize the issues that emerged as strategically critical for the School. At its May 2007 meeting, the Board of Trustees endorsed the five priorities identified by the Strategic Planning Committee: Academic Excellence, Living in Community, Embracing Diversity and Global Perspective, Environmental Responsibility, and Service to Others and the Greater Good. Prompted by the Boards endorsement of the strategic priorities and a subsequent day-long faculty retreat devoted to discussion of them, a subset of the Strategic Planning Committee worked over the summer to formulate specific initiatives and action steps to address these strategic issues. The following document is the aggregate of this 14-month process. A Strategic Plan for St. Pauls School 2007 was adopted by the Board of Trustees at its September 2007 meeting. The strategic planning process has benefited from the confluence of a change in School leadership and the Schools self-evaluation required for decennial re-accreditation through the New England Association of Schools and Colleges (NEASC). The examination of the School, engendered by the appointment of a new Rector and the comprehensive work of faculty and staff on the NEASC study, not only revealed the machinery of a complex organization but also provoked fundamental questions about the Schools mission: What do we strive to achieve as an institution? Why do our faculty, staff and alumni/ae commit themselves so completely to our mutual purpose? These questions led us to revise our Mission and Vision Statements, which are included in this document. Teaching students to be intellectually and morally discerning in order to become leaders in tomorrows world is at the core of our mission. This goal, established at our founding in 1856, serves as the basis for A Strategic Plan for St. Pauls School 2007. While the strategic planning process has been mission-affirming, it does not attempt to include all that we strive to do as a School. For example, the Plan does not specifically address the athletic program, but that fact does not diminish the importance sports play in our holistic curriculum. Physical health, team collaboration, competition, and the rich context athletics provide for fostering mentoring relationships are critically important for us, but do not require new strategic focus for us at this juncture in our history. The same observation can be made regarding many other key components of our program and common life. In a word, the Strategic Plan identifies only the select, critical areas for strategic focus in the next five years.

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The planning process revealed the fundamental strength of the School. Through the love and labor of many, the School enjoys a privileged place among leading secondary schools, with our exceptional faculty and staff, students of the highest caliber, and sound financial health. We owe our current strength to those who stewarded the Schools resources so ably in the past. We do not need to create a community or an excellent academic program from the ground up. We do, however, need to be vigilant about doing the hard work necessary to advance every aspect of our program. More specifically, the strategic planning process revealed the need to buttress mission-critical assets namely financial and human resources. St. Pauls is an expensive school to operate. The scope and quality of our program are unparalleled for an institution of our size. In essence, we are a medium-sized school with a large-school program. Being a fully residential community is also expensive. No doubt, if we admitted day students we could reduce the $68,000 it costs each year to educate each St. Pauls student. To maintain and strengthen our program will require the continued careful stewardship of our financial assets, particularly in light of the unpredictable escalation of costs such as energy and health care. To meet the challenges of tomorrow by advancing our mission, implementing the initiatives proposed in A Strategic Plan for St. Pauls School 2007, and ultimately strengthening our leadership position within secondary school education, it is essential that we deepen our financial resources. Collectively these imperatives present a clear call for the School to embark on an ambitious capital campaign soon. The need to preserve our human resources was also exposed as a critical School issue during the strategic planning process. The process revealed the central nature of workload, schedule, and community life questions for faculty, staff and students. How will we respond to the heightened external expectation for excellence in all areas of our program? In light of this expectation, how will we continue to provide a variety of contexts for the development of mentoring relationships as the triple threat model (teacher, adviser, extracurricular adviser/coach) is challenged? How do faculty, staff and students manage the pace of School life? Fulfilling our strategic objectives while reinforcing the values of healthy faculty-student relationships will depend on a thoughtful evaluation, and possible reallocation, of that most valuable commodity our time. As we adopt this plan we commit to a future for the School grounded in the strength of its past. Success in carrying out this plan will require both human and capital resources from all quarters of the School family and also a great deal of energy and faith in our cause. Finally, the Strategic Plan will remain in many important ways a living document, adapted for future promise and challenge, as St. Pauls School continues to fulfill its rich legacy.

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The Strategic Plan

1. Academic Excellence 2. Living in Community 3. Embracing Diversity and Global Perspective 4. Environmental Responsibility 5. Service to Others and a Greater Good

1. Academic Excellence Goal Provide the best academic education for our students. Rationale Academic excellence is a defining and foundational feature of St. Pauls School to challenge its students intellectually and to kindle in them an excitement for learning. St. Pauls believes that providing an excellent academic program is central to enabling its students to become adaptive and discerning thinkers, and responsible citizens. Objectives

1. Assess and adopt new compensation, professional development and quality-of-life policies to ensure that St. Pauls School maintains its leadership position in recruiting, supporting, and retaining the best teaching faculty. St. Pauls will hire and retain diverse faculty who will demonstrate pedagogical excellence, the highest standards of scholarship, a willingness to participate fully in the lives of our students and the St. Pauls community and an eagerness to model the values expressed in the Schools Mission and Vision statements.

a. Offer compensation, salary and benefits that rank within the top five of the Association of Business Officers of Preparatory Schools rankings.

b. Evaluate, and address as appropriate, workload and quality-of-life issues in the context of the expanding external and internal demands on faculty and staff, implementation of the Strategic Plan and challenges to the triple threat model.

c. Create more professional development opportunities by expanding the sabbatical program.

d. Establish more teaching chairs with an endowed professional development component to meet the goal of 30% of the faculty occupying a chair.

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2. Attract, enroll and support students of the highest quality. St. Pauls will enroll the best students, representing diverse backgrounds, who will both benefit from and contribute to the life of the School.

a. Endow the tuition support program and move toward the adoption of a need-blind admissions policy.

b. Endow five new geographically based scholarships. c. Provide additional academic support for students from increasingly

diverse educational backgrounds.

3. Provide excellence in facilities to strengthen our academic program. St. Pauls will provide the highest quality facilities to support its academic program.

a. Build a new mathematics and science center that gives students and faculty an inspiring environment for teaching and discovery within the many intersections of these disciplines.

b. Assess academic facilities needs and revise the facilities master plan.

4. Strengthen the culture of continuous assessment, innovation, and quality improvement within the academic program. St. Pauls will continually evaluate and test its curriculum and teaching methods, using internal and external measures, and address findings as appropriate to ensure its leadership in secondary school education.

a. To keep pace with the most effective methods of teaching and learning, continue refining the newly established five-year academic division evaluations, standardize the process as appropriate, and ensure that recommendations are implemented.

b. Dedicate increased resources, temporal and financial, for curriculum development.

c. Evaluate student advising, housing and support systems.

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2. Living in Community Goal Use our fully residential setting to deepen in our students an understanding of what it means to live in community, so that they may become models of responsible citizenship and leaders in an increasingly fragmented world. Rationale Understanding what it means to live in community is both an intention of the Schools heritage as an Episcopal school and an outgrowth of its distinctive fully residential nature. At its core, the School is a community built on relationships grounded in mutual respect, honesty, openness to others, and love. St. Pauls School strives to counter the polarizing forces of todays world by promoting in its students a lifelong commitment to bringing people together to live in community. In this way, the School seeks to inspire leadership in its students and graduates. The School supports a quality of life for its students and employees that best engenders the development of these relationships. Objectives

1. Strengthen an environment that promotes the teaching of School values through healthy relationships between students and adults. St. Pauls believes that relationships between adults and students provide the most powerful context for the teaching of School values.

a. Evaluate and address student advising, housing and support systems the infrastructure of healthy student life at SPS.

b. Evaluate and address the Residential Life curriculum for its effectiveness, recognition of contemporary issues for adolescents, and appropriateness for each age group.

c. Intentionally teach values that promote living in community and prepare our students for engaged, responsible citizenship at St. Pauls and beyond.

2. Ensure that SPS buildings and grounds reinforce community. St. Pauls will

provide the highest-quality facilities to promote contact and relationship-building between students and adults.

a. Review and revise the facilities master plan to ensure our student and faculty residential houses best serve the goal of developing healthy relationships between adults and students.

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3. Address key quality of life issues for School employees. St. Pauls will commit to making the School community inclusive an environment in which employees are informed of decision-making processes and empowered to participate in decision-making when appropriate. The School will commit to ensuring that the daily schedule and School calendar reflect a quality of life that best supports students and School employees.

a. Improve internal communication among administration, faculty and staff. b. Evaluate staffing levels for appropriateness to School needs and equitable

compensation.

4. Revise the daily schedule and School calendar to best accommodate the Schools programs and strategic initiatives.

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3. Embracing Diversity and Global Perspective Goal Create an environment that values difference in order to challenge assumptions, promote individual growth, assure equitable treatment, and encourage respect for all others in order to strengthen community. Rationale St. Pauls strives to be an inclusive community. Our educational philosophy values difference. True learning occurs when we confront our own beliefs, ideas, and customs and are genuinely open to learning from others. The School recognizes a global perspective as a value of the highest importance and a requirement for engaged citizenship. Objectives

1. Incorporate diversity and a global perspective across the entire curriculum and within the entire community. As with other core School values, embracing diversity and a global perspective should pervade community life at all levels.

a. Develop a plan from the 2007 diversity/equity audit to incorporate different perspectives in the curriculum, as curriculum and difference are most inclusively defined.

b. Create a required diversity/living in community course to set expectations for how we live in community.

2. Recruit, support and retain the best students, faculty, and staff from diverse

backgrounds. Understanding that a rich human diversity is our greatest asset in teaching a respect for self and others, St. Pauls strives to create a community that encourages both individual expression and empathy.

a. Endow the tuition support program to allow for equity of access to all student programs and move toward the adoption of a need-blind admissions policy.

b. Engage alumni/ae in an effort to recruit faculty from diverse backgrounds. c. Intensify diversity education for all community members.

3. Require an off-campus experience for students in the Fifth or Sixth Form. Believing that a change in physical environment necessarily provokes a change in perspective, St. Pauls will form partnerships with cultural, service, and/or academic programs within the United States and internationally.

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4. Environmental Responsibility Goal Practice and teach an ethical relationship between humanity and the rest of the natural world. Rationale Environmental responsibility is an essential value as we cultivate in our students the virtue of serving the greater good. It is the obligation of the School to model responsible use of all resources and to make environmental sustainability a cultural value.

Objectives

1. Become carbon neutral. In taking a leadership role among boarding schools for environmental responsibility, the School will determine its carbon footprint and develop an aggressive strategy to achieve carbon neutrality. These efforts will include the continued exploration of alternative energy sources, with student involvement where appropriate.

2. Teach and model environmental responsibility, so that it becomes a community

value. St. Pauls will integrate the value of environmental responsibility throughout the School community.

a. Hire an Environmental Stewardship Coordinator to oversee programming and policy development and to work with all members of the SPS community to encourage environmentally responsible actions day to day.

b. Develop an environmental values statement that informs purchasing and other decision-making.

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5. Service to Others and a Greater Good Goal Expand in our students their sense of obligation to serve others and a greater good. Rationale Promoting the ethic of service in our students has been at the core of the Schools mission and a reflection of its Episcopal heritage since its founding. The School believes that an education pursued and attained for individual gain alone is hollow at best, and dangerous at worst. Objectives

1. Incorporate the teaching of service fully into the program. St. Pauls is committed to modeling service in all areas of community life to promote its deep integration into School culture. Expand service-learning within the academic program and more fully integrate community service in residential life and athletic programs.

2. Develop off-campus service opportunities. St. Pauls is committed to offering

service opportunities that extend beyond the traditional school-year to support the idea that service should not only be a School requirement, but also a habit.

a. Create a network of service/not-for-profit internships within the alumni/ae body.

b. Offer service trips during School vacations.

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Strategic Planning Action Steps Legend for Revenue Source Column OB Operating budget CC Capital Campaign CB Capital Budget NC No costs identified CU Costs unknown at this time Underway (20072008) SCHOOL-WIDE ACTIONS YEAR 1 Revenue Responsible Person/Entity

8-1 Incorporate strategic priorities into planning and decision-making NC Rector/All

8-2 Begin the quiet phase of a capital campaign. CC Rector/VR for External Affairs/Chief Development Officer

8-3 Evaluate current staffing levels in all divisions and individual faculty workload assignments. NC VR for Faculty/Chief Financial Officer

8-4 Revise five-year financial plan to account for strategic initiatives NC CFO

8-5 Evaluate progress of strategic initiatives NC Rector

8-6 Communicate progress on strategic initiatives to all School constituents NC Director of Communications

ACADEMIC EXCELLENCE YEAR 1 Revenue Responsible Person/Entity

8-7 Standardize system of curricular and pedagogical evaluation across all academic disciplines

NC Academic Dean/Division Heads

8-8 Survey and evaluate academic experience of recent alumni/ae OB Academic Dean

8-9 Evaluate academic support services NC Academic Dean/ Medical Director/Faculty/Staff Committee

8-10 Plan for construction of a math/science center CB Academic Dean/Math and Science Division Heads

8-11 Evaluate current international programs NC Vice Rector for Faculty/Academic Dean/Directors of International Programs/Faculty/Staff Committee

8-12 Add one geographically based scholarship to tuition support program (1 of 5) OB Rector

LIVING IN COMMUNITY YEAR 1 Revenue Responsible Person/Entity

8-13 Evaluate advising, housing and student support services. NC

VR for Students/Academic Dean/Faculty Committee

8-14 Evaluate current daily schedule and School calendar in the context of expanding workload and strategic initiatives

NC Academic Dean/Faculty/Staff Task Force

8-15 Evaluate Residential Life curriculum and create a diversity/ living in community course NC VR for Students/Director of Multicultural Education/Faculty Committee

8-16 Train teachers of diversity/living in community course OB Director of Multicultural Education/VR for Students/VR for Faculty

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DIVERSITY/GLOBAL YEAR 1 Revenue Responsible Person/Entity 8-17 Hire Director of Multicultural Education OB VR for Faculty

8-18 Develop partnerships with four sister schools/organizations in the US or internationally

NC Rector/Director of Off-Campus Programs

8-19 Evaluate findings from diversity audit and develop a strategic plan for embracing diversity and fostering global perspective

NC Director of Multicultural Education/Academic Dean/Diversity Committee/VR for Faculty

8-20 Write a diversity values statement NC Director of Multicultural Education/Diversity Committee

8-21 Develop a comprehensive plan for training in diversity issues for faculty, staff and students OB VR for Faculty/ HR Director

8-22

Create an alumni/ae diversity task force to help recruit faculty and students from diverse backgrounds and plan events to support those students and alumni

NC Executive Director of Alum. Assn.

ENVIRONMENTAL RESPONSIBILITY YEAR 1 Revenue Responsible Person/Entity

8-23 Determine the Schools carbon footprint and develop plan to be carbon neutral OB Director of Facilities/Environmental Stewardship Committee

8-24 Write an environmental responsibility values statement NC Director of Facilities/Environmental Stewardship Committee

8-25 Replace fleet with hybrid vehicles, as appropriate CB Director of Facilities

8-26 Refit power plant so it can burn natural gas CB Director of Facilities

8-27 Study feasibility of hydroelectric power generation CB Director of Facilities

8-28 Increase community awareness of environmental issues by devoting a day to environmental responsibility (10/11/07)

OB Director of Facilities/Environmental Stewardship Committee/VR for Students

SERVICE YEAR 1 Revenue Responsible Person/Entity

8-29 Form Community Outreach/Service Learning committee (faculty, staff, parents and alumni/ae)

NC Dean of Chapel/Executive Director of AA

8-30 Develop service/not-for-profit internship network among alumni/ae and parents NC Executive Director of Alum. Assn./Dean of Chapel/Director of Annual Giving

8-31 Communicate service project opportunities and successes more intentionally NC Director of Communications/Dean of Chapel

8-32 Develop three spring break service trips for 2009 NC Dean of Chapel/Controller

8-33 Design a service-learning component in at least one course in each academic discipline NC Dean of Chapel/Academic Dean/Division Heads

8-34 Design a service component in each interscholastic sport/team NC Dean of Chapel/Athletic Director

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Year Two (20082009) SCHOOL-WIDE ACTIONS YEAR 2 Revenue Responsible Person/Entity

9-1 Incorporate strategic priorities into all planning and decision-making NC Rector/All

9-2 Continue capital campaign CC Rector/VR for External Affairs/Chief Development Officer

9-3 Develop a facilities master plan/facilities needs assessment CB Director of Facilities/CFO

9-4 Hire Director of Off-Campus Programs OB VR for Faculty/VR for Students 9-5 Evaluate progress of strategic initiatives NC Rector

9-6 Communicate progress on strategic initiatives to all School constituents NC Director of Communications

ACADEMIC EXCELLENCE YEAR 2 Revenue Responsible Person/Entity

9-7 Hire an academic support specialist (contingent upon Year One needs assessment) OB Academic Dean/VR for Faculty

9-8 Further develop Teaching Fellow mentorship program NC VR for Faculty

9-9 Develop Visiting Teacher program (service, global perspective, environment, embracing diversity) NC VR for Faculty/Academic Dean/Director of Multicultural Education/Dean of Chapel

9-10 Plan for summer institute for curriculum development for SPS faculty NC Academic Dean/VR for Faculty

9-11 Add one geographically based scholarship to the tuition support program (2 of 5) OB Rector/VR for External Affairs/CDO

LIVING IN COMMUNITY YEAR 2 Revenue Responsible Person/Entity

9-12 Implement diversity/living in community course NC VR for Students/Academic Dean/Director of Multicultural Education

9-13 Implement recommendations from evaluation of student advising, housing and support systems CU VR for Students/Academic Dean/All

9-14 Begin implementing recommendations from evaluation of daily schedule and School calendar CU Academic Dean/Faculty/Staff Committee

9-15 Build two additional faculty housing units (2 of 2) CB CFO/Director of Facilities

DIVERSITY/GLOBAL YEAR 2 Revenue Responsible Person/Entity 9-16 Implement initiatives from diversity strategic plan CU Director of Multicultural Education

9-17 Finalize partnerships with four sister schools/organizations in the US or internationally OB Director of Off-Campus Programs

9-18

Develop required off-campus experience for Fifth and/or Sixth Formers that would promote engagement with a different culture either domestically or internationally

NC Director of Off-Campus Programs/ VR for Students/ Controller/Director of Multicultural Education

9-19 Provide diversity training for faculty, staff and students OB VR for Faculty/HR Director

ENVIRONMENTAL RESPONSIBILITY YEAR 2 Revenue Responsible Person/Entity

9-20 Hire half-time Environmental Stewardship Coordinator OB VR for Faculty/CFO

9-21 Develop plan to integrate Environmental Responsibility into academic program NC Director of Environmental Stewardship/Environmental Stewardship Committee/Academic Dean/Division Heads

9-22 Continue implementation of plan to become carbon neutral CB Director of ES/Director of Facilities

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SERVICE YEAR 2 Revenue Responsible Person/Entity

9-23 Implement courses in all academic disciplines with new service- learning components NC Dean of Chapel/Academic Dean/Division Heads

9-24 Allow for one term of the athletic requirement for returning students to be traded for one term of service

NC Dean of Chapel/Athletic Director

9-25 Implement a service component in each interscholastic sport/team NC Dean of Chapel/Athletic Director

9-26 Implement spring break service trips OB Dean of Chapel

9-27 Continue to develop alumni/ae and parent service/not-for-profit network NC Executive Director of Alum. Assn./Director of Annual Giving/Dean of Chapel

Year Three (20092010) SCHOOL-WIDE ACTIONS YEAR 3 Revenue Responsible Person/Entity

10-1 Incorporate strategic priorities into all planning and decision-making NC Rector/All

10-2 Continue capital campaign CC Rector/VR for External Affairs/Chief Development Officer

10-3 Evaluate progress on strategic initiatives enlisting external expertise CU Rector

10-4 Communicate progress on strategic initiatives to all School constituents NC Director of Communications

ACADEMIC EXCELLENCE YEAR 3 Revenue Responsible Person/Entity 10-5 Hire one additional teaching fellow (1 of 2) OB Academic Dean/VR for Faculty/Division Heads 10-6 Add one additional sabbatical (1 of 2) OB VR for Faculty

10-7 Implement summer institute for curriculum development for SPS faculty OB Academic Dean/VR for Faculty

10-8 Finish fundraising for construction costs and begin building math/science center CB Rector/VR for External Affairs/CDO/CFO/Director of Facilities

10-9 Implement Visiting Teacher program OB Academic Dean/VR for Faculty/Director of COP/Director of Multicultural Education

10-10 Add one geographically based scholarship to the tuition support program (3 of 5) OB Rector/VR for External Affairs/CDO

LIVING IN COMMUNITY YEAR 3 Revenue Responsible Person/Entity

10-11 Continue implementation of recommendations from evaluation of student advising, housing and support systems

CU VR for Students/Academic Dean/All

10-12 Continue implementation of recommendations from evaluation of daily schedule and School calendar

CU Academic Dean/Faculty/Staff Committee

DIVERSITY/GLOBAL YEAR 3 Revenue Responsible Person/Entity

10-13 Continue diversity training for faculty, staff and students OB Director of Multicultural Education/HR Director

10-14 Continue to implement strategic plan for diversity CU Director of Multicultural Education

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ENVIRONMENTAL RESPONSIBILITY YEAR 3 Revenue Responsible Person/Entity

10-15 Complete integration of Environmental Responsibility into academic program. NC Academic Dean/Director of Environmental Stewardship

10-16 Continue implementation of plan to become carbon neutral CU Director of ES/Director of Facilities

10-17 Build hydroelectric generator (contingent upon feasibility study) CB Director of Facilities/Director of ES/CFO

SERVICE YEAR 3 Revenue Responsible Person/Entity

10-18 Implement service/not-for-profit internships among alumni/ae and parents CU Executive Director of Alum. Assn./Director of Annual Giving/Director of COP

Year Four (20102011) SCHOOL-WIDE ACTIONS YEAR 4 Revenue Responsible Person/Entity

11-1 Incorporate Strategic Priorities into all planning and decision-making NC Rector/All

11-2 Continue capital campaign CC Rector/VR for external Affairs/CDO

11-3 Communicate progress on strategic initiatives to all School constituents NC Director of Communications

11-4 Evaluate progress of strategic initiatives NC Rector 11-5 Begin new full strategic planning cycle OB Rector ACADEMIC EXCELLENCE YEAR 4 Revenue Responsible Person/Entity 11-6 Add one additional sabbatical (2 of 2) OB VR for Faculty 11-7 Continue construction of math/science center CB Director of Facilities 11-8 Hire an additional teaching fellow (2 of 2) OB VR for Faculty/Academic Dean/Division Heads

11-9 Add one geographically based scholarship to the tuition support program (4 of 5) OB Rector/VR for External Affairs/CDO

LIVING IN COMMUNITY YEAR 4 Revenue Responsible Person/Entity

11-10 Continue implementation of recommendations from evaluation of student advising, housing and support systems

CU VR for Students/Academic Dean/All

11-11 Continue implementation of recommendations from evaluation of daily schedule and School calendar

CU Academic Dean/Faculty/Staff Committee

DIVERSITY/GLOBAL Y EAR 4 Revenue Responsible Person/Entity

11-12 Implement required off-campus experience for all Fifth and/or Sixth Formers OB Director of Off-Campus Programs

11-13 Continue diversity training for faculty, staff and students OB Director of Multicultural Education/VR for Faculty/HR Director

11-14 Continue implementation of diversity strategic plan CU Director of Multicultural Education

ENVIRONMENTAL RESPONSIBILITY YEAR 4 Revenue Responsible Person/Entity

11-15 Continue implementation of plan to become carbon neutral CU Environmental Stewardship Coordinator

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Year Five (20112012) SCHOOL-WIDE ACTIONS YEAR 5 Revenue Responsible Person/Entity 12-1 Continue capital campaign CC Rector/VR External Affairs/CDO

12-2 Continue effort to endow Off-Campus programs (inclusive of alumni/ae internship program) CC Rector/VR for External Affairs/CDO

12-3 Communicate progress on strategic initiatives to all School constituents NC Director of Communications

ACADEMIC EXCELLENCE YEAR 5 Revenue Responsible Person/Entity 12-4 Complete construction of math/science center CB CFO/Director of Facilities

12-5 Continue effort to endow tuition support program (inclusive of five geographic based scholarships) CC Rector/VR for External Affairs/CDO

12-6 Continue effort to endow faculty/staff support initiatives CC Rector/VR for External Affairs/CDO

12-7 Continue effort to endow additional faculty/ staff positions (environmental stewardship, off-campus programs, academic support, 2 teaching fellows)

CC Rector/VR for External Affairs/CDO

12-8 Continue effort to endow 2 additional sabbaticals CC Rector/VR for External Affairs/CDO

12-9 Continue effort to endow summer institute for curriculum development CC Rector/VR for External Affairs/CDO

12-10 Add one geographically based scholarship to the tuition support program (5 of 5) OB Rector/VR for External Affairs/CDO

LIVING IN COMMUNITY YEAR 5 Revenue Responsible Person/Entity

12-11 Continue to implement recommendations from evaluation of student advising, housing and support systems

CU VR for Students/Academic Dean

DIVERSITY/GLOBAL YEAR 5 Revenue Responsible Person/Entity

12-12 Continue diversity training for faculty, staff and students OB Director of Multicultural Education/CFO/VR for faculty

12-13 Continue implementation of diversity strategic plan CU Director of Multicultural Education

ENVIRONMENTAL RESPONSIBILITY YEAR 5 Revenue Responsible Person/Entity 12-14 Complete funding of neutral carbon footprint CU Rector/VR for External Affairs/CDO