Strategic Plan

■ Establish and integrate aspects of diversity, equity, and inclusion into our curriculum across all grade levels to ensure all individuals feel valued, represented and reflected.

■ Promote an environment of lifelong learning for faculty and staff with the aim of recruiting, developing and retaining top-tier faculty and staff.

■ Develop a limited number of signature programs in key and leading academic areas that will drive our academic program and reputation, building upon existing strengths.

■ Prioritize the development of social emotional skills in effort to improve student well-being.

■ Develop a plan to establish ourselves as a community with a commitment to diversity and inclusion that fosters an equitable environment.

■ Enhance our school-wide commitment to volunteer service.

■ Embed and integrate sustainability and environmentalism into our school community, aligning curriculum and community service to ensure students are environmentally conscious global citizens.

■ Build strategic partnerships with colleges and universities to provide a steady pool of teachers for consideration and opportunities for experienced faculty to lead and mentor.

■ Add or expand classrooms to facilitate growth, accommodate desired programming and achieve optimal capacity.

■ Create distinct facilities for arts and athletics, creating additional space for electives and exploring outside revenue drivers.

■ Explore adding a dining option to improve value and convenience for families and staff, increase revenue and enhance the curriculum.

■ View all future campus development through the lens of environmental sustainability and seek opportunities to demonstrate the school’s commitment to sustainability.

■ Ensure accessibility to all spaces on campus for students and faculty of different abilities.

■ Maintain our current infrastructure as we address our deferred maintenance and preserve the historic character of buildings and grounds.

■ Strengthen and enhance our athletics program and offerings.

■ Examine the feasibility of adding students and grades.

■ Examine the feasibility of implementing a more extensive transportation system or network to better connect with the region and explore new enrollment markets.

■ Explore the feasibility and potentially design online or digital offerings that provide new access points, expand our footprint, and enhance our revenue.

■ Grow the endowment through executing a meaningful, multi-faceted and creative capital campaign.

■ Deepen the leadership function at the governance and management team of the institution, cultivating greater capacity to guide the organization and implement this long-range plan.

■ Serve and partner more systematically and deliberately with our community.

■ Market better to our stakeholders, delivering a clear message that differentiates St. Michael’s from our competition that demonstrates our distinctiveness.

■ Improve faculty and staff compensation and benefits offerings so we are competitive with similar independent schools in our region in order to attract and hire a diverse and talented faculty and staff.

■ Expand our access and diversity through exploring alternative sources of delivery of our programs.

■ Establish a strategic enrollment management policy that prioritizes optimum fulltime enrollment, goals for alternative delivery, and compositional goals for our student body.