At The Raleigh School we are a cooperative community of children, parents, and teachers that fosters a love of learning in an atmosphere of challenge, inquiry, and respect. This mission provides clear direction and vision, but each year we meet challenges and opportunities by articulating specific goals. For the 2021-2022 year, the Board of Trustees in collaboration with the school community and with the guidance of the Strategic Planning Committee has identified 5 strategic priorities to be targeted and assessed in the next 1-3 years.
OUR PRIORITIES
Dynamic Leadership
Transformative Programs
Strategic Management of Enrollment and Financial Resources
Impactful Auxiliary School Programs
Community Development and Engagement
Priority: Dynamic Leadership
Provide and cultivate thoughtful, successful, and mission-centered leadership.
Current Action Items:
- Optimize parent leadership through cultivation, training, and support of parent committee chairs.
- Conduct a formal review of The Raleigh School's By-Laws in order to determine the need for any revisions/updates.
- Implement a new board meeting structure that allows for increased opportunities for education as well as strategic and generative thinking.
Priority: Transformative Programs
Strengthen and ensure that curriculum across age and grade levels is mission-aligned while developing a common language to educate parents, inform practice, and continue a culture of collegiality.
Current Action Items:
- Provide focused and intensive professional development activities around project and play-based learning.
- Create a list of terms and language used consistently throughout the grades underscoring The Raleigh School Way to be used in communications to help explain and educate parents (current and prospective) as to why we do what we do and to differentiate The Raleigh School from other area schools.
- Develop curriculum descriptions using vignettes to tell the story of how learning and work emerges in a play-based model.
- Create curriculum-connected activities utilizing outdoor play spaces to enhance and extend learning.
Priority: Strategic Management of Enrollment and Financial Resources
Ensure that enrollment policies and practices appropriately support our ability to attract, retain, and optimally serve those children and families deemed to be the best fit with our educational mission and approach to teaching, learning, and community.
Current Action Items:
- Review all admissions and marketing-related materials and procedures to ensure consistent messaging, emphasizing the school’s mission and approach in a clear and compelling manner.
- Support our newly hired Director of Admissions and Marketing.
- Create a financial resource strategy that includes a financial aid strategy/mission statement, a sustainable tuition structure, a financial oversight dashboard, and an endowment draw strategy.
Priority: Impactful Auxiliary Programs
Ensure all current school programs best serve our children and families in a mission-appropriate way, encouraging the development of the whole child.
Current Action Items:
- Determine a slate and schedule of specials classes that most closely aligns with the mission and values of the school and provides positive and meaningful learning experiences for students.
- Articulate clear goals and expected outcomes for each special.
- Determine and outline how specials classes could be structured/ implemented in a way consistent with the school’s approach to teaching and learning.
Priority: Community Development and Engagement
Continue to work to build an active and inclusive community, ensuring strong partnerships between educators, children, and parents.
Current Action Items:
- Develop and support a diverse and inclusive community.
- Support post-pandemic transition for students, families, faculty, and staff.
- Establish and develop relationships to foster and celebrate a culture of philanthropy.
- Review and reimagine opportunities for meaningful parent engagement and community bonding.
To support the work being done to address these strategic priorities, please deeply engage in your parent committee work, community events, and give to the Fund for TRS.