Strategic Plan 2009
	Program determine optimal staffing to preserve as much program as we deem essential during a period of declining enrollment explore the “21st Century Learning” movement and determine if there are critical components we need to implement continue to implement the recommendations of the technology task force, including a robust program of professional development explore ways to increase the depth, rather than breadth, of the curriculum fully develop, refine, and implement a new faculty evaluation model implement a first phase of the new school-wide project, Helping Others, Helping Ourselves consider creating more opportunities for project-based learning fully meet the requirements spelled out in the AIMS 10 Year Evaluation, in advance of the 5 Year Report, due in 2011 continue efforts to further develop the faculty’s skills with differentiated instruction  Finance create a model of financial sustainability taking into account increased financial aid levels and declining enrollment, giving, and endowment assumptions; rethink “the gap” and strong reliance on voluntary giving continue to have the investment committee meet on a regular basis to closely monitor investments, make prudent changes in the portfolio, and ensure our ability to take a significant endowment draw each year determine a sustainable annual fund goal and create an annual fund action plan that utilizes a greater level of volunteer solicitors and encourages giving for constituents beyond current parents fundraise for endowment fundraise for financial aid; pursue targeted efforts with long-term friends of the school implement the most promising plan(s) to generate alternative revenue sourcing Governance consider amending the by-laws to allow for increased terms for exceptional board members create a profile of Board needs and a trustee identification and recruitment plan to meet them cultivate future Board leadership -- for the Board as a whole as well as for every committee chair retool committees to match strategic planning efforts consider the creation of an emeritus trustee council define what succession planning is necessary and then create the plan Diversity continue on-going work with the faculty raising awareness of diversity issues and their comfort in dealing with them consider best ways to be responsive to the school’s increased socioeconomic diversity continue efforts to recruit a more diverse faculty, staff, student body, and Board help families feel more comfortable in the school and to see themselves as full partners improve the way the school accepts and welcomes diverse populations publicize our diversity and related initiatives fundraise for diversity Marketing & Advocacy create a coordinated internal and external marketing and communication plan to attract new families and students, maximize retention and philanthropic support, and enhance our partnership with the local community consider best means of utilizing new technologies to reach our target audiences focus on additional and on-going means of harnessing the power of positive word-of-mouth from our current parents continue to focus on retention and seek new means to solidify enrollment implement the initiatives spelled out during 2008-09 aimed at the four markers leading to high student retention consider best messaging plans with our current families regarding enrollment and its implications develop new and long-term relationships; move prospects toward greater participation in the school seek additional ways to harness alumni interest, particularly in our 75th anniversary year Physical Plant maintain strong daily and on-going maintenance maintain strong security procedures restart effort to implement incremental parking lot improvements aimed at increased safety and efficiency identify improved storage alternatives consider what aesthetic improvements would be prudent and possible