Strategic Plan
E
very few years, the board of an organization must put aside their day-to-day work and look to the future. The EPS Board of Trustees is no exception and this year the trustees took on the task of planning for Eastside Prep 2020. The goal behind a Strategic Plan is to confirm the existing mission and
values of the organization, consider the future needs and goals and then outline the steps to achieve those goals. Below is the basic outline of the recently adopted Strategic Plan for Eastside Prep. The Board, faculty and staff of EPS will now begin the work of implementing the steps to make these goals a reality.
EASTSIDE PREPARATORY SCHOOL 2013 - 2020 Vision
Inspire students to create a better world
Mission
Guide students to think critically, act responsibly, lead compassionately, and innovate wisely
Values
Resilience
Capacity to manage ambiguity, and to respond constructively to failure
Achievement
Support the development of rational and creative thinking in pursuit of personal accomplishment and capacity for competitiveness on an international level
Empathy
Respect and identify with and feel supportively responsive to others and to their situations
Collaboration
Interest in and respect for the contributions of others in relation to one’s own
Self-Knowledge
Analytical awareness of one’s strengths, weaknesses and inclinations
Culture Community
1.0 Support and strengthen the culture of achievement and accomplishment within a culture of mutual respect and personal regard by enrolling no more students than can be supported and encouraged as directed by the EPS mission 2.0 Attract, retain and professionally develop faculty and staff who embrace EPS values, comprehend and support the EPS mission, and who have potential and desire to further the school’s mission 3.0 Develop a Teacher Intern Program to build teaching capacity for new teachers, to provide leadership opportunities for veteran teachers, and to contribute to the advancement of the prevention 4.0 Recruit, admit, and retain students who are able to participate, fully, in EPS programs, and whose families are willing to contribute to the continuing growth and development of the school 5.0 Establish financial equilibrium with an enrollment of 300 students and 75 employees up to 400 - 450 students and 85 - 90 employees
Curriculum
6.0 Investigate uses of time and space that transcend the traditional concept of “the American classroom;” develop schedules and uses of existing facilities that enable each divisional student experience to meet— as closely as possible—individual learning needs as well as those of each division 7.0 Develop a Tech-Ed Think Tank to investigate, nationally and regionally, the ways in which new technologies can improve instruction and learning for secondary-school-aged students 8.0 Develop EPS metrics on the basis of which student success can be documented, to enhance student learning, and to prepare for the PNAIS self-study to be undertaken in 2016-2017
Campus
9.0 Develop a campus master plan within the context of current codes, financial opportunities, and the requirements of a school the size of EPS
Capital
10.0 Conduct a capital campaign leading to the ownership of the campus and enabling the construction of the campus based on the master plan
INSPIRE Spring 2013
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