Charlotte Latin Strategic Plan 2010

Charlotte Latin School Strategic Plan 2010-2015

SEPTEM VIAE FUTURA SECANTES Seven Roads Intersecting the Future

CHARLOTTE LATIN SCHOOL MISSION STATEMENT Our mission is to encourage

individual development and civility in our students by inspiring them to learn,

by encouraging them to serve others, and by offering them

many growth-promoting opportunities.

TABLE OF CONTENTS Letter from Board Chair and Headmaster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Vision and Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Goals and Supporting Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Strategic Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Curriculum Development Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 Environmental Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 2004-09 Great Expectations Strategic Plan Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 Charlotte Latin in 2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Implementation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

CORE VALUES “Honor Above All”

Charlotte Latin embraces the development of personal honor as a lifelong pursuit in the building of character.What is right and honorable is valued above all else. Adherence to the Honor Code is required from all members of the School community. We honor one another and our personal gifts and accomplishments.

Commitment to Excellence

The quest for excellence that has characterized Charlotte Latin since its founding extends to all aspects of School life, and is viewed as the effort to do one’s best and to seek to continually improve. This quest embodies the boundless spirit that characterizes our School community, and it is grounded in our commitment to create an exceptional environment for teaching and learning.

Leadership

Charlotte Latin encourages the development of leadership as a lifelong characteristic of our students and adheres to the concept of service to others (servant leadership) as the ideal model that best meets the needs of our School community, our nation, and the world.

Respect for Oneself and Others

Charlotte Latin holds that mutual respect is the foundation of our School community, and that our respect for others leads us to serve them and to embrace diverse peoples and cultures.

Personal Responsibility

Charlotte Latin requires each person to be accountable for his or her actions. We all share responsibility for the welfare of the greater School community.

Moral Courage

Charlotte Latin leads by example and our members are willing to do what is right and true through the courage of their convictions in spite of possible consequences or the opinions of others. Morally courageous people are willing to admit their mistakes, to address injustice, and to uphold the principle of “Honor Above All.”

LETTER FROM BOARD CHAIR AND HEADMASTER May 2010

Dear Charlotte Latin Community,

More than a year ago, Charlotte Latin embarked upon the development of a new strategic plan. Over the ensuing months, every member of our School

community was invited to engage in the process by participating in online surveys, focus group discussions, and/or workshops. Hundreds responded, sharing

their views and aspirations for Latin’s future.

Approved unanimously by the Board of Trustees, the CLS Strategic Plan reflects the priorities and ideas that Latin’s stakeholders expressed. Most profound

has been our constituents’ affirmation of Latin’s mission and core values, their confidence in the School’s ability to prepare students for their futures, and their

pride in our shared sense of community.

The seven goals that are included in the new strategic plan will guide Latin for the next five years, as it continues the momentum that resulted from the 2004-

2009 Great Expectations CLS Strategic Plan. This plan, which reflects the work of hundreds of members of our School community, resulted in substantial progress for Latin. From the adoption of a master facilities plan to the identification of our core values to a renewed commitment to the need for balance

in students’ lives, the initiatives detailed in the Great Expectations Plan touch the life of our School community on a daily basis.

The strategic planning process was an initiative of the CLS Board of Trustees, and it was led by the Board’s Strategic Planning Committee. We extend our

thanks to Committee Chair Dr. James McDeavitt and the committee members, who represent our parent body, the faculty, and staff. We are especially impressed by the students who participated in the process. Their commitment to progress and a better future serves as an inspiration for all of us.

Sincerely,

Arch N. McIntosh, Jr. Headmaster

Ernest W. Reigel Chairman, CLS Board of Trustees

Charlotte Latin School Strategic Plan 2010-2015

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CLS STRATEGIC PLAN EXECUTIVE SUMMARY INTRODUCTION

The development of the CLS 2010-2015 Strategic Plan began with the working premise that Charlotte Latin would focus on preparing students

for their futures. Beyond the obvious point that this objective underlies the mission of every school was the knowledge that today’s students

would experience futures that are very different in fundamental ways from the lives of many of today’s adults. The effects of globalization, changing local and national demographics, growing awareness of sustainability issues including environmental stewardship, and a host of other

social, economic, and workplace factors clearly indicated that as adults, Latin’s students would need a toolbox of practical and intellectual skills

to navigate a dynamic and increasingly diverse world.

Beyond these trends, the CLS 2010-2015 Strategic Plan was developed against the turbulent backdrop of the “Great Recession,” during which

financial markets froze, the collapse of the United States’ and perhaps the world’s banking system was contemplated, and global economic growth

declined, resulting in the highest U.S. unemployment rates since the end of World War II. Locally, the position of Charlotte as the nation’s second

largest banking center was eroded with the sale of Wachovia Corporation and subsequent loss of the company’s headquarters to San Franciscobased Wells Fargo.

Yet amid the disturbing global, national and local economic news, Charlotte Latin realized the highest enrollment in its 40-year history, beginning

the 2009-2010 school year with a record 1400 students. An old truism was confirmed: An excellent education is the best preparation for life.

Charlotte Latin’s parents validated their faith in the School by placing the education of their children at the top of their families’ priorities.

Constituent research demonstrated that this faith results in large measure from Latin’s commitment to academic rigor and its emphasis on nurturing young people with a sense of values and a commitment to the greater good.

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Charlotte Latin School Strategic Plan 2010-2015

Rather than signaling a retreat from current realities, Charlotte Latin’s strategic plan reflects the School community’s enduring

commitment to prepare our students for promising futures. The

plan faces the uncertainties of the 21st Century by focusing on the essential skills, broad perspectives, and moral compass that students

will need as adults to create opportunities from challenges. The

EXHIBIT 1: ALL-CONSTITUENT SURVEY RESULTS COMPARISON

Approval rates by constituent group on a 10-point scale

FULFILLMENT OF MISSION All Constituents Parents

Alumni

Faculty

Trustees US Students

plan strives to balance the value of Latin’s strong, traditional

Individual Development

8.22

8.1

8.4

8.4

8.9

7.91

required to navigate dynamic environments, and it reaffirms the

Promote Civility

8.3

8.4

8.3

8.0

9.0

7.98

Inspiring Learning

8.5

8.6

8.5

8.8

8.7

7.78

Service

8.3

8.3

8.3

8.6

8.6

7.91

Growth Promoting Activities

8.5

8.5

8.5

8.9

9.1

8.07

Alumni

Faculty

Trustees

Students

academic foundation with the critical thinking and innovation

Latin community’s dedication to service, leadership and citizenship.

Above all else, the CLS 2010-2015 Strategic Plan embraces

Charlotte Latin’s exceptional sense of community and commitment

to strive to progress continually for the benefit of our students.

FULFILLMENT OF CORE VALUES All Constituents Parents Honor

8.6

8.86

8.64

8.45

9.5

8.33

Excellence

8.6

8.67

8.75

8.82

9.0

8.48

Leadership

8.2

8.25

8.30

8.37

8.8

7.89

Respect

8.0

8.21

8.0

8.0

8.5

7.73

Personal Responsibility

8.2

8.49

8.23

7.83

8.6

7.89

Moral Courage

7.8

8.0

7.86

7.71

8.7

7.33

Charlotte Latin School Strategic Plan 2010-2015

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THE GOALS

Seven goals are identified in the strategic plan. They represent the counsel and wisdom of literally hundreds of Latin constituents,

who shared their views through surveys, focus groups, and workshops. Students, alumni, parents, teachers, administrators, and

members of the Board of Trustees and Board of Visitors provided their insights into Latin’s current performance and offered

their suggestions for continued progress. It is significant to note that no major deficiencies were indentified in the research, and constituents overwhelmingly endorse the School’s mission and core values (Exhibit 1, page 3).

Constituents expressed their faith in the effectiveness and value of the student-teacher relationship at Latin and viewed this

2010-2015 VISION STATEMENT Charlotte Latin will build

bond as a differentiating characteristic of the School. Combined with Latin’s emphasis on core values, strong sense of community, and the partnership between school and home, constituents conveyed their confidence in Charlotte Latin to help prepare today’s students for their futures.

This confidence, however, was accompanied by a degree of uneasiness about the School’s ability to integrate hands-on,

experiential learning opportunities into its traditional curriculum. Latin has long stated that its curriculum is “traditional by design and innovative in implementation.” Through the plan’s goals, in particular Goal #2, the School is renewing its focus

upon its strong foundation

on providing students with opportunities to learn by exploring a wide array of subjects and intellectual thought, solving

academic excellence and a

through ongoing curriculum development that will result in teaching and learning that is infused with energy and enthusiasm.

environment while preparing

The strategic plan also embraces constituents’ views that mastery of basic skills is essential to students’ preparation for life.

contribute to a rapidly

clearly and effectively, to listen, to engage in civil discourse, to develop proficiency in foreign languages, and to appreciate

and commitment to balanced learning

each student to lead and changing, diverse world.

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Charlotte Latin School Strategic Plan 2010-2015

problems, and developing their critical thinking skills.The strategic plan is premised upon a careful evaluation of best practices

In particular, the broadest definition of communication skills was identified as a priority, including the ability to write and speak

the importance of manners and other non-verbal communications in effective interpersonal relationships.The fine arts, too, are noted in the plan for their importance in teaching students to express themselves.

Effective two-way communication between school and home that

recognizes and supports the development of each student also is

addressed in the strategic plan. Practices that support teaching and learning

TO IMPLEMENT ITS 2010-2015 STRATEGIC PLAN, CHARLOTTE LATIN SCHOOL WILL: GOAL 1

Elevate the stature of language as an academic discipline and enhance communications instruction to improve students’ mastery of written, oral, and listening skills and their ability to engage in civil discourse.

GOAL 2

Provide experiential learning opportunities for students that will serve to enhance students’ core academic foundation while developing their critical thinking skills and nurturing their creativity and passion for learning.

GOAL 3

Provide students with opportunities to develop cultural literacy and to engage effectively with diverse peoples.

GOAL 4

Increase opportunities for students to develop their leadership and collaborative skills.

GOAL 5

Enhance student-teacher relationships and the partnership between the school and home to support and recognize the growth and development of each student.

GOAL 6

Implement environmental sustainability as an underlying fundamental principle in all levels of the school community and its activities.

GOAL 7

Build upon Latin’s tradition of sound fiscal management and stewardship to promote educational and institutional progress.

while appropriately engaging parents in their children’s educational journeys

will receive attention, including practical information about college

preparation and placement. Effective communications will support students’

and their families’ appreciation for the value of a Charlotte Latin education.

The emphasis on the individual student in the strategic plan is balanced

with an expectation that students will develop the awareness and

understanding to make significant contributions to a rapidly changing,

diverse world. Students will be encouraged to appreciate their own

heritages as they celebrate other cultures and countries, and partnerships

will be pursued with schools across Charlotte and across continents to

cultivate the desire and develop the tool kit of skills necessary to collaborate and lead for the common good. Service to others, which is a

cornerstone of the CLS mission, will continue to provide opportunities for

Latin’s students to learn about others and the issues confronting our community and the world.

Charlotte Latin School Strategic Plan 2010-2015

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“While physical resources like brick and mortar are impressive on the

surface, I think a strength that is

Evaluated separately, each strategic goal is designed to sustain the School’s progress.The true power of the plan, however,

is based upon the interconnectivity of the goals so that each one reinforces and advances the others. Effective

communication skills and experiential learning will support the critical thinking necessary to navigate a diverse world,

critical to maintain going forward is

and so on.This spiraling approach is intended to help Latin maintain balance by working smarter, not harder, and to create

glance… it’s the people who make

of good stewardship is specifically addressed in Goal #7, which states the necessity of continuing prudent fiscal policies

not just what you see upon first

learning exciting, refreshing and new for the children year after year.”

- CLS Parent

a sustainable model by leveraging existing resources for greater impact in the education of Latin’s students.This spirit

and identifying new revenue sources to ensure the institution’s viability and its ability to make a Latin education affordable for a larger spectrum of students.

EXHIBIT 2: STRATEGIC PLANNING TIMELINE November 2008

January - August 2009

September 12, 2009

October 3, 2009

October 2009

November 7, 2009

November 9, 2009

Strategic Planning Committee Initiates Work

Constituent Research Conducted

Board of Trustees Strategic Workshop

Strategic Planning Symposium

Academic Leadership Online Survey

Goals Reviewed

Identify Emerging Themes

Identify Draft Goals

(all CLS constituents) Review and refine Draft Goals and Draft Vision Statement

CLS Academic Leadership Strategies Workshop

(See Exhibit 4, page 11)

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Charlotte Latin School Strategic Plan 2010-2015

Develop Strategies to Implement Draft Goals

Board of Trustees Meeting Trustees review goals recommended by Strategic Planning Committee based on work from Board’s Strategic Workshop, Symposium, and Academic Leaders Strategies Workshop.

While the strategic plan is designed to identify the School’s improvement plan over the five-year period of 2010-2015,

the plan’s goals are viewed as important steps in Charlotte Latin’s ongoing commitment to excellence and the

preparation of our students for college and life. The School’s admissions viewbook states, “The truest measure of

Charlotte Latin is witnessed in the quality of each alumnus’ life. If Latin helps prepare young people to lead healthy,

productive lives with a sense of personal integrity and compassion for others, then we have fulfilled our mission.” The

seven goals of the strategic plan will advance Charlotte Latin in the fulfillment of this vital mission.

“Latin should encourage growth

through encouraging new

experiences… get students and

teachers outside of their comfort zones.”

- CLS Faculty Member

December 2009 January 2010

January 11, 2010

March 8, 2010

March - April 2010

May 2010

May - September 2010

Strategic Plan Draft Reviewed

Draft Plan Submitted

Final Plan Submitted

Contest to Name Plan

Strategic Plan Published

Re-accreditation Preparation and Visit

Board of Trustees Meeting Strategic Planning Committee submits Strategic Plan to Trustees.

Feedback due by mid-February.

Board of Trustees Meeting Board of Trustees Approves Plan

(All CLS Constituents)

Charlotte Latin School Strategic Plan 2010-2015

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GOALS AND SUPPORTING STRATEGIES GOAL 1: Elevate the stature of language as an academic discipline and enhance communications instruction to improve students’ mastery of written, oral, and listening skills and their ability to engage in civil discourse.

• Encourage careful reading and attentive listening, including requiring students to read aloud at every grade level.

• Articulate grade-level goals for written content and expression (style and mechanics).

• Cultivate oral presentation opportunities for students by teaching teachers how to instruct and assess this skill across all grade levels.

• Foster cultural awareness and an intellectual environment that upholds foreign language proficiency as an essential skill for the well-prepared CLS graduate.

GOAL 2: Provide experiential learning opportunities for students that will serve to enhance students’ core academic foundation while developing their critical thinking skills and nurturing their creativity and passion for learning.

• Implement an Outdoor Initiatives Education Program.

• Facilitate collaborative, hands-on learning, through interdisciplinary opportunities across all grade levels.

• Cultivate opportunities for parents, teachers, and students to support, interact with, and be challenged by those outside the CLS community through service projects, cooperative ventures, and informative pre-

sentations.

GOAL 3: Provide students with opportunities to develop cultural literacy and to engage effectively with diverse peoples.

• Study the traditions of the West and cultivate an understanding of our global interdependence through an interdisciplinary TK-12 curriculum.

• Increase diversity within the faculty and student body.

• Engage additional CLS community resources and support for culturally diverse exchanges and partnerships.

GOAL 4: Increase opportunities for students to develop their leadership and collaborative skills.

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Charlotte Latin School Strategic Plan 2010-2015

• Identify and study peer schools in the United States and abroad that operate outstanding leadership programs.

• Establish a CLS Leadership Institute to foster an attitude and expectation that all students will become effective leaders.

GOAL 5: Enhance student-teacher relationships and the partnership between the school and home to support and recognize the growth and development of each student.

• Recognizing that the relationship between students and faculty is critical to the culture of Charlotte Latin, eval-

uate good advising as a core competency for current teachers and a core component in the hiring process.

• Record each student’s interests and activities throughout his or her educational journey to help know each child and to develop valuable resources for parents, teachers and counselors.

• Communicate the college admissions process in an appropriate manner to students and parents.

• Safeguard teachers’ time to ensure availability for engagement with students, parents, colleagues and staff

GOAL 6: Implement environmental sustainability as an underlying fundamental principle in all levels of the school community and its activities.

outside of class and specify this as a contractual responsibility.

• Develop and integrate, within the current academic program, a sustainability curriculum of environmental stewardship with scope and sequence for TK-12.

• Develop a financially prudent master plan for the school campus that strives for the highest level of sustainability possible including but not limited to facility design, construction and operations.

• Track and reduce the carbon footprint of CLS and reduce use of resources.

GOAL 7: Build upon Latin’s tradition of sound fiscal management and stewardship to promote educational and institutional progress.

• Explore new ways to be a sustainability resource for the community and include it in the School’s outreach.

• Determine which schools represent Charlotte Latin’s peers today and in five years, and the characteristics that define those schools.

• Evaluate independent school fundraising models; implement and communicate a plan that reflects the School’s culture, mission, and values.

• Increase the CLS Endowment.

• Research and implement new revenue resources.

Charlotte Latin School Strategic Plan 2010-2015

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STRATEGIC PLANNING PROCESS The 2010-2015 strategic plan is an initiative of the CLS Board of Trustees, which was guided by the Board’s Strategic Planning Committee under

the leadership of Committee Chair Dr. JamesT. McDeavitt (Acknowledgements, page 27). The plan, which builds upon the accomplishments and

momentum that resulted from implementation of the 2004-2009 Great Expectations Strategic Plan, charts a course for institutional progress and serves as the self study/improvement plan that is required every five years for the School’s reaccreditation. The strategic planning process also

was designed to give members of the CLS community a voice in identifying key focus areas for Latin over the next five years.

The Strategic Planning Committee began its work in November 2008 by reviewing MIT’s “Attributes of the Educated Person in the 21st Century” and reviewing five sustainability issues that were identified as priorities by the National Association of Independent Schools. The committee established a monthly meeting schedule and identified the following goals for the 2008-09 school year: 1. Assess the effectiveness of the 2004-2009 CLS Great Expectations Strategic Plan 2. Identify the broad objectives of the new CLS Strategic Plan

3. Research and review best practices of strategic planning processes, including education and corporate models 4. Determine the process timeline

5. Identify desired characteristics of an external strategic planning facilitator 6. Identify needed research/data resources

An aggressive timeline was adopted (Exhibit 2, pages 6-7) that provided sufficient time for the planning process to evolve in a logical manner

and for the completion of materials required for the site visit in the Fall of 2010 by the accreditation team of the Southern Association of

Independent Schools/Southern Association of Colleges and Schools. After considering several options, the committee engaged Mr. Larry Nabatoff, a CLS parent and professional strategic planning consultant, to facilitate the planning process and implementation/analysis of constituent research.

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Charlotte Latin School Strategic Plan 2010-2015

A series of online surveys, focus groups, and workshops was identified (Exhibit 4) to gauge

constituent sentiment regarding the School’s current performance and to invite ideas for

continued progress. Hundreds of CLS constituents, including students, parents, alumni, alumni

parents, teachers, administrators, and members of the Board of Trustees and Board of Visitors

participated in the strategic planning process and shared their suggestions on focus areas over

the next five years, including those aspects of the School that should be preserved and those needing improvement.

Each research tool was designed to test and further refine the results from the preceding

research. “Emerging themes” were identified from the survey and focus group results at key

points in the planning process to provide summaries that facilitated constituents’ feedback and helped identify questions for future research.

The first survey was conducted in March 2009. Some of the essential questions included in

EXHIBIT 4:

STRATEGIC PLANNING CONSTITUENT RESEARCH Board Of Visitors Strategic Discussion All-Constituent Online Survey

Upper School Student Online Survey

Middle School Student Online Survey Grade 5 Student Online Survey Parent Leadership Focus Group Parent Group #1 Focus Group

Parent Group #2 Focus Group

Senior Leadership Class Focus Group

Upper School Student Focus Group

Middle School Student Focus Group Grade 5 Student Focus Group

Alumni Governing Board Focus Group

the All-Constituent Online Survey were identified by members of the Board of Visitors, who

Board of Trustees Focus Group

meeting in January 2009. All CLS constituents were invited to respond to online questions

Faculty/Staff Focus Groups (June 3)

participated in a focus group discussion about the School’s strategic priorities during their regarding Latin’s strengths, weaknesses, opportunities and threats. In addition, respondents

were asked to list those attributes and skills that today’s students would need to succeed in the 21st Century. Six hundred and fifty-seven persons completed the survey.

Ideas from the All-Constituent Online Survey were tested during a series of online surveys that

were targeted to specific constituent groups in March and April 2009. Upper and Middle

School students, as well as fifth grade students, were invited to complete targeted surveys to

Administrative Team Focus Group Faculty/Staff Online Survey

Young Alumni Online Survey (Classes of 2000-2003)

Academic Leadership Online Survey WORKSHOPS

Board of Trustees Strategic Workshop Strategic Planning Symposium

10.3.09

9.12.09

Academic Leadership Strategies Workshop 11.7.09 Charlotte Latin School Strategic Plan 2010-2015

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DEFINING THE CLASSICAL SCHOLAR IN THE 21ST CENTURY

From its inception nearly 40 years ago, Charlotte Latin was

founded as a traditional school. The School’s mission was to provide an excellent academic foundation, a lifelong love of

ensure that students’ perspectives were reflected in the plan and to provide them with an exercise in leadership development. Results of these surveys were further

tested and refined in a series of constituent-specific focus group discussions that

learning, and an appreciation for the best tenets of Western

were conducted in April 2009.The Board of Trustees participated in a focus group

prepare citizens who would contribute to society and provide

focus groups in June 2009. The key points of their focus group discussions served

Civilization. The scholar’s classical education was designed to leadership within their spheres of influence.

As Latin embarked upon the development of a new strategic plan, the opportunity presented itself for the School to consider

the “classical scholar in the 21st Century” with the goal of

defining this keystone concept against the backdrop of a rapidly evolving environment. The pace of globalization, information

technology, cultural literacy, and many other social trends

requires a flexibility of thought that may be unparalleled. Yet

rapid change requires an even more vital call for individuals to possess a strong intellectual foundation, the ability to think

discussion in May 2009, and the faculty and staff participated in a series of concurrent

as the basis of an online survey that was completed by faculty and staff members in

August 2009.

Based upon the emerging themes that were identified and articulated during the

constituent research, a series of “goal-like objects” or GLOS was identified for review

during the Board of Trustees Strategic Workshop, which was held in the Forum on

Saturday, September 12, 2009. Participants received preparation materials prior to

the workshop, including a list of the objectives of the strategic planning process

(Exhibit 5, page 26). Members of the Administrative Team and the College

critically, and a commitment to values.

Counselors also participated in the workshop. The GLOS were discussed and

On June 3, 2008, Mr. Frank Thies, CLS Founding Trustee, educator,

Strategic Planning Committee as its members finalized and approved Draft Strategic

businessman, parent and grandparent, offered a unique

perspective on the definition of the classical scholar as it

pertains to Charlotte Latin School when he addressed the faculty and staff members during their end-of-year, Service

Recognition luncheon. His views are both learned and practical,

and his insights served as an inspiring catalyst for the facultystaff discussions that followed the luncheon, during which

concepts and concerns were identified for further research during the strategic planning process.

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Charlotte Latin School Strategic Plan 2010-2015

refined into a first round of draft goals. Feedback from the workshop guided the Goals during its September meeting.

The Draft Goals were in turn reviewed during the CLS Strategic Planning

Symposium, which was held in the Forum on Saturday, October 3, 2009.

Approximately 75 members of the CLS community, including students, teachers, alumni, teachers, administrators and trustees, discussed each of the goals in

succession. Each goal was assigned a leader who rotated among six discussion groups.

By the conclusion of the Symposium, each goal leader provided a summary statement for his or her goal based upon the opinions shared by the participants. The summaries were utilized to further refine the draft goals. The

Symposium participants also discussed a draft Vision Statement.

The goals were accepted for recommendation to the Board of Trustees by the Strategic Planning Committee

during its meeting in October 2009.The goals were emailed to trustees the week prior to the Board of Trustees’ meeting on November 9, 2009. During the meeting, Committee Chair Dr. James McDeavitt provided a brief

report on the plan’s status.

Development of strategies that would be implemented to achieve the strategic goals was undertaken during the

Academic Leadership Strategies Workshop, which was conducted in the Forum on Saturday, November 7, 2009.

During this workshop, fifty administrators and faculty leaders analyzed draft strategies that they had submitted via

an online survey, which was conducted in October, as well as strategies that were identified during the prior

workshops. Participants were divided into five discussion groups; each group identified three to five top strategies

“Having lived in other parts of the country, I see the need for CLS to

encourage students to think out of

the box. To be globally competitive,

students will need to have a greater

capacity for creativity. Through

respecting other ways of looking at a single problem and cultivating

creativity, CLS can encourage its

students to think bigger and with more diversity of ideas.”

per goal, which were presented to the entire group of participants. (Goal #7 was subsequently added; it was not

- CLS Parent

addressed during this workshop.)The strategies were reviewed and refined once again by the Headmaster, Division Heads, and Curriculum Coordinator for inclusion in the strategic plan.

Upon the recommendation of the Strategic Planning Committee, the 2010-2015 CLS Strategic Plan was presented

to the Board of Trustees at its meeting in January of 2010. The Board of Trustees approved the plan during its

regular meeting in March 2010. Following the Board’s approval of the strategic plan, a contest was launched in

March to name the plan. Members of the CLS community were invited to submit nominations and the winning

name, submitted by sophomore Peter Bowman, was announced in April. The contest was designed to raise

awareness of the purpose of the plan and its goals.

Charlotte Latin School Strategic Plan 2010-2015

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CURRICULUM DEVELOPMENT INTEGRATION The CLS 2010-2015 Strategic Plan serves as the self-study, improvement plan of the School’s re-accreditation process, which culminates

with a site visit by the Southern Association of Independent Schools (SAIS)/Southern Association of Colleges and Schools (SACS)

Re-accreditation Team during the fall semester of 2010. Charlotte Latin is jointly accredited by SAIS and SACS, and

re-accreditation is required every five years.

From its inception, the strategic plan has been designed to transition seamlessly into the School’s ongoing curriculum development work (Exhibit 6, page 15). Based upon a commitment by Headmaster Arch McIntosh to engage the faculty and administration fully

in the plan’s development, CLS educators were invited to participate in the all-constituent, online survey. All faculty and staff members

“As a college student, I am hands-down far better

prepared than any of my

friends. It is not because I

am smarter, but because I

was challenged more in high school and learned how to effectively study and manage my time.”

- CLS Alumnus

also participated in simultaneous focus group discussions to provide an opportunity for deeper discussions of the main points that

surfaced from the online survey’s results. The results of these discussions and previous surveys were further tested in an online survey that faculty members completed in August 2009.

Fifty-five administrators and faculty leaders also participated in an Academic Leadership Strategies Workshop, which provided the

Headmaster, Division Heads, Curriculum Coordinator, and other members of the Administrative Team the opportunity to work with

department, grade level, and subject team faculty leaders to review and refine the plan’s strategies to ensure that they align, complement,

and advance current curricular goals. Prior to the workshop, participants completed an online strategies survey. The workshop

provided a framework for future implementation of the strategic plan’s goals and supporting strategies, which will largely be addressed through ongoing curriculum development. Each faculty leader was asked to take a broad perspective to review school-wide initiatives as well as consider actions he or she might immediately implement to advance the priorities that emerged from the constituent

research. This approach was adopted to facilitate efficient use of resources and to maintain the School’s commitment to balance by identifying best practices and maximizing the effectiveness of each instructional activity. The Academic Leadership Strategies Workshop also afforded educators with a valuable opportunity to share ideas across the spectrum of grades, divisions, and academic subject areas.

The collegiality of the day will long continue to foster interdisciplinary and school-wide teaching and learning opportunities that will enrich the educational journey of students throughout their years at Charlotte Latin School.

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Charlotte Latin School Strategic Plan 2010-2015

EXHIBIT 6: STRATEGIC PLAN DEVELOPMENT FLOW CHART CLS Constituent Research

Strategic Workshop Board of Trustees, Administrative Team, College Counselors

(See Exhibit 4, page 11)

emerging themes

Symposium All Constituents

draft goals

Strategies Workshop Academic Leadership

refined draft goals

strategies to implement goals

Board Approves Strategic Plan

draft strategic plan

2010-2015 STRATEGIC PLAN Curriculum Development/ Implementation Plan

• Board of Trustees (institutional vision, financial planning) • Administrative Team (organizational strategies)

Self-Improvement Plan for Reaccreditation

• How is Latin working to improve?

• How is Latin monitoring its progress in achieving plan’s goals?

• Academic Leadership/Faculty (curricular strategies) Charlotte Latin School Strategic Plan 2010-2015

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ENVIRONMENTAL ASSESSMENT Charlotte Latin’s strategic planning process was based upon a focus on each child and how best to prepare him or her for the future. The

Strategic Planning Committee began its work by committing to an inclusive and transparent process, and by considering these key questions about

Charlotte Latin:

• Do we live the mission and core values?

• Do we value teaching and celebrate learning?

• Are we preparing children for their futures, not the adults’ past?

• How can we teach a traditional curriculum via an innovative pedagogy?

• How do you define a “classical scholar” in the 21st Century?

These questions were largely internally-focused, and in many ways reflected a natural continuation of the goals adopted in the 2004-2009 CLS

Great Expectations Strategic Plan.After considering the new plan’s implementation, which will be addressed primarily through ongoing curriculum work (please refer to “Curriculum Development Integration”, page 14), the Strategic Planning Committee determined that Latin would focus

on internal and controllable factors in the development of the strategic plan’s goals and supporting strategies.

This approach was deemed as most realistic given the evolving local and national economic and social environment. In particular, forecasts and

statistics that were based upon a robust local economy in Charlotte were no longer reliable. A headline in the Charlotte Observer (Viewpoint, Saturday, April 11, 2009) stated: “Which future awaits region?” The article reported that the 1995 Pierce Report, which was commissioned to

provide an objective perspective of metropolitan areas, including the Charlotte region, was revisited in the 2008 Citistates Report. Jeff Michael, director of UNC-Charlotte’s Urban Institute, noted in the article, “An important and fair question to ask about the 2008 Citistates Report, however, is whether its findings are still relevant after the major shifts in the world’s economy over the past nine months.”

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Charlotte Latin School Strategic Plan 2010-2015

It also was noted that according to the National Association of Independent Schools (Affordability and Demand: Financial Sustainability for

Independent Schools, 2009), key drivers of market demand may be divided into “external and uncontrollable” or “internal and controllable.”

Although demand is only one variable to consider in a strategic planning process, it was determined that an internal focus on controllable

drivers would be most beneficial to Charlotte Latin as it planned for the future.The planning process, therefore, was designed to assess if the

School community was aligned in terms of its mission, core values, and priorities. Far from ignoring external considerations, the strategic plan

was developed with the ultimate goal of providing students with the tools, skills, perspective, and real-world experiences to prepare them for life in college and beyond.

A series of online surveys, focus group discussions, and workshops (please refer to “Strategic Planning Timeline”, Exhibit 2, page 6, and “Strategic

Planning Constituent Research,” Exhibit 4, page 11) was conducted to engage stakeholders, evaluate Latin’s current performance, and gather their

suggestions regarding the School’s progress over the next five-year period in terms of preparing students for their futures. Each step of the research

process was designed to test and refine the previous step. Constituents, including members of the Board ofTrustees and Board ofVisitors, students, parents, alumni, alumni parents, administrators, faculty, and staff members, voiced their opinions about the School’s current performance and offered ideas for improvement.

The research process began with an online survey (that was conducted via SurveyMonkey), which was open to all CLS constituents. Respondents

answered ten “essential questions” to express their views on the School’s strengths, weaknesses, opportunities and threats, in addition to their recommendations for attributes and skills that students would need to succeed in the 21st Century. The essential questions were developed in

part from recommendations made by members of the Board of Visitors during their strategic discussion in January 2009.

The results of the all-school survey, which confirmed the School community’s support for the School’s mission and core values (Exhibit 1, page 3),

were used to develop a specific online survey for Upper School students, Middle School students, and fifth grade students. Each survey was

followed by a focus group representing each of these groups to explore the responses from the online survey. Alumni in the classes of 20002003 also were invited to participate in theYoung Alumni Online Survey, which was designed to assess the satisfaction of Latin graduates with their preparation for college and careers. Among other results, respondents identified key attributes of Charlotte Latin School (Exhibit 7, page 19).

Charlotte Latin School Strategic Plan 2010-2015

17

The Board ofTrustees also participated in a focus group in May 2009. Among the broad priority areas that theTrustees identified were: • Define and communicate with clarity: “What does Charlotte Latin stand for as an educational institution today and in the future?”

“If you compare and

• Develop and communicate a clear and compelling profile of the Charlotte Latin graduate.

contrast Latin to other schools (in regard to

• Focus the Latin educational experience on developing each student’s potential to prepare him or her for the fu-

gets a 10.”

• Commit Latin to be “best in class” in any program area that the School endeavors to engage in, including academ-

practicing civility), Latin

ture, both in terms of a strong academic foundation and a fulfilling and meaningful life.

- Fifth Grade Student

ics, arts and athletics.

• Develop a financial model that will sustain Latin’s endeavors and support the School’s progress to a higher level as measured against its peer group/competitors.

In view of the faculty’s role in implementing the strategic plan through curriculum work and classroom instruction, all teachers, administrators, and staff members were invited to participate in a series of simultaneous strategic discussions following Service Recognition activities on June 3, 2009.The ideas shared during these discussions were prioritized and used to develop an online survey

for all faculty members. In turn, the responses to this survey were reviewed and prioritized into an online strategies survey that provided

the framework for the Academic Leadership Strategies Workshop on November 7, 2009.

The strategies were designed to support six original goals, which were developed during the Board of Trustees’ Strategic Workshop

on September 12, 2009, and an All-School Strategic Planning Symposium on October 3, 2009, and which were recommended for approval by the Strategic Planning Committee in October 2009.

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Charlotte Latin School Strategic Plan 2010-2015

While the research used to develop the 2010-2015 CLS Strategic Plan was focused on Latin’s internal constituents, the validity of the conclusions represented in the plan’s goals was confirmed in the Fall 2009 issue of The Independent School News. In an article titled,

“Demonstrations of Learning for 21st Century Schools,” NAIS President Patrick F. Bassett

cited “current scholarship on the skills and values that will be necessary for students to

EXHIBIT 7:

KEY ATTRIBUTES OF CHARLOTTE LATIN SCHOOL AS IDENTIFIED IN VERBATIM COMMENTS FROM ONLINE CONSTITUENT SURVEYS:

succeed and prosper in these turbulent and ever-changing times,” which he first outlined in

Academic Rigor

which are echoed by Tony Wagner, co-director of the Change Leadership Group at Harvard

Character development

of the School’s constituents.Those skills and values are:

Excellent, caring faculty

“An Education President for the 21st Century.” The skills and values Mr. Bassett outlines, University, are in perfect alignment with Charlotte Latin’s strategic goals and the best counsel

• Character (self-discipline, empathy, integrity, resilience and courage)

• Creativity and entrepreneurial spirit

• Real-world problem solving (filtering, analysis, and synthesis)

• Public speaking/communications • Teaming

• Leadership Mr. Bassett further states that “this list of skills and values should be what independent schools

guarantee—not for some, but for all students.” In the hands of Charlotte Latin’s educators,

coupled with the commitment of Latin’s students and in partnership with their parents, this promise of future progress is presented and supported in the 2010-2015 CLS Strategic Plan.

Beautiful campus/great facilities Commitment to excellence Honor Code, Core Values, Honor Above All Individual development

Know each child/personal attention/honor each child Learn how to learn

Learning is celebrated

Meritocracy/work ethic One school

The people

Safe, nurturing environment

School-home partnership

Strong sense of community/family atmosphere Student-teacher relationship Teaching is valued

Well-rounded education

Whole child/balanced education Charlotte Latin School Strategic Plan 2010-2015

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CLS 2004-09 GREAT EXPECTATIONS STRATEGIC PLAN 2004-2009 CHARLOTTE LATIN VISION STATEMENT

CLS will unite its legacy of academic excellence with a renewed commitment to the arts, athletics, leadership development, and character

education to create a balanced learning environment that prepares our students to lead meaningful and fulfilling lives as it models educational leadership for other schools.

CHARLOTTE LATIN IN 2009

Once the goals of the 2004-2009 Great Expectations Strategic Plan were fulfilled and the vision was realized, it was stated that members of the

Charlotte Latin community would see the following scenario at the School:

A strong respect for the Honor Code and a commitment to live honorable lives will underscore a renewed commitment to the School’s core

values. Character education will remain a cornerstone of the Latin education, and students from the variety of races, backgrounds, and cultures

represented in the greater Charlotte community will be commonplace on campus as the Charlotte Latin community embraces diversity. Respect for individual talents and accomplishments, for individual strengths and challenges, also will be routine as we celebrate each child’s unique contribution to School life. Students, too, will understand that global issues are crucial to understand, compelling them to broaden their perspectives and appreciate many peoples and cultures.

A sense of balance will underscore a renewed commitment to educating the whole child, and the study of the arts, athletics, and academics will

form the strong foundation of Charlotte Latin’s curriculum. An appreciation for the enjoyment of life, including time for reflection and renewal, will be balanced with the pursuit of academic achievement. Students, parents, and teachers will be joined in a partnership that will value the joy of learning, creating an inspiration that will enrich our students throughout their lives.

The ability to lead others, and in turn, to work successfully as members of a team, will be natural for our students. They will participate in many

opportunities to develop their leadership, including providing service to others. The concept of servant leadership will be integrated into the

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Charlotte Latin School Strategic Plan 2010-2015

curriculum, and Charlotte Latin students will embrace their obligation and opportunity to

make the world a better place.

In 2009, Charlotte Latin will continue to be financially sound, and a growing endowment will

2004-2009 GOALS GOAL 1

create opportunities and provide support to sustain the School’s quest for excellence. Sound

planning will not only enrich Charlotte Latin and maintain the unique quality of our campus and

facilities, it will allow us to grow our programs and provide outreach to the Charlotte community

GOAL 2

GOAL 3

GOAL 4

change, but the School’s commitment to strive always for excellence, to expect our students

to do their best, and to give the best of ourselves, will remain steadfast. Together, we will

realize our greatest expectations.

CLS students will be inspired to be lifelong learners,

independent thinkers, and morally responsible leaders who

are committed to contribute to their community and the

world.

GOAL 5

and to support our students’ education, providing key links between curriculum and life.

Over the next five years, Charlotte Latin will progress, stretch, and grow. Some things will

environment that nurtures the whole child, affirms students’ and renewal.

The year 2009 will witness continued strong relationships, as members of the Latin community

will enrich each life they touch, as they serve to strengthen the fabric of our school community

The CLS Community will foster a balanced learning

individual and collective gifts, and values time for reflection

encouraged to question, to stretch, and to risk as their intellectual curiosity is engaged. A

contribute their time, talents, and stories for our students. Stories shared among the generations

honor, and celebrate our community’s rich diversity of talents, and respect for individuals and their accomplishments.

our students for the challenges and opportunities of the 21st Century. Students will be

leadership, we will in turn enrich other teachers and schools.

Consistent with its values and mission, CLS will increase,

backgrounds, and circumstances to promote inclusiveness

that this touchstone of our School’s strength continues.

collegial sharing of best practices will enrich Charlotte Latin, and as we practice servant

responsibility, and a commitment to excellence by building a community of morally courageous individuals.

and beyond. Our financial strength will support and sustain our outstanding faculty, ensuring

Charlotte Latin will honor its heritage by utilizing innovative teaching techniques to prepare

CLS will cultivate honor, respect, leadership, personal

In the face of increasingly competitive markets for talent and

funds, CLS will develop additional financial resources so that it may continually improve by providing excellent teachers,

facilities, and programs in the most responsible manner.

GOAL 6

CLS will be a leader among independent schools in the

creation of a balanced learning environment that will meet

the opportunities and challenges of the 21st Century.

Charlotte Latin School Strategic Plan 2010-2015

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REALIZATION OF THE GREAT EXPECTATIONS STRATEGIC PLAN

The 2004-2009 Great Expectations Strategic Plan detailed six goals supported by 35 strategies and 194 initiatives. By 2009, 90 percent of the initiatives had been implemented to some degree and substantial progress had been made in realizing

all of the goals.

“I value the environment CLS provided

for my children… a place where they

were able to feel comfortable to learn

and try new things. Teachers provided a

structured environment where

expectations were high and were the same for all. Children are asked to

always make good decisions, are held

accountable for the decisions, and are respected for good decisions. This accountability is something that

prepared all of my children for college and the workforce.”

- CLS Alumni Parent

Among many other accomplishments, the importance of honor and a recommitment to the Honor Code were witnessed

among Middle and Upper School students, while the Lower School concentrated on respect and civility issues. Latin’s work

in increasing diversity included hiring a Director of Diversity and establishing a Diversity Club for students and division-level

diversity committees to promote inclusiveness at Latin. A CLS Religious and Cultural Diversity Policy was adopted, and the

number of diverse students enrolled at Latin increased. Financial assistance also was increased by 21 percent to make Latin

more affordable for students with a wider range of economic backgrounds. The school calendar was reviewed with the

objective of providing more time in the busy school day for reflection and renewal. A commitment to subtract an activity

from the calendar for every addition is now common practice, and five “no activity” days were integrated into the annual

calendar to provide time after school that is free from athletic practices, club meetings, or similar extracurricular activities.

To model the importance of balance for Latin’s families, the School also adopted a “no homework” policy during the Holiday

and Spring Breaks to encourage quality family time. Latin continued to raise awareness of global issues by adding a Sister School in China and two in South Africa, and the Parents’ Council’s Global Partners Committee works with Lower School faculty to teach students about the world’s great variety of cultures.

Charlotte Latin continued its commitment to sound fiscal management as it managed a $15 million capital and endowment campaign, which is providing funds for improvements to the Lower School, Performing Arts Center, and a shelter on the

South Campus, as well as important roadwork, to improve the safety of student athletes and their many fans. The

Foundation for the Future Campaign also is supporting professional development for faculty and staff members, the

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Charlotte Latin School Strategic Plan 2010-2015

establishment of Distinguished Faculty Chairs, and construction of a Child Care Center for the children of

faculty and staff to support the School’s commitment to attract and retain the very best teachers.

Excellent teachers nurture excellence among their students, and 2004-2009 has been marked by

outstanding accomplishments by Charlotte Latin students. Academic achievements that have prepared

graduates for acceptance to America’s most prestigious universities and garnered millions of dollars in

scholarships have been matched by hundreds of awards in the arts and a record five consecutive Wachovia Cups for excellence in athletics. The School’s commitment to provide a balanced learning environment that

“We should remember that attendance at Latin is a

highly-coveted privilege, not a right or commodity that can be bought.”

- CLS Parent

nurtures the talents and interests of each student continues to be a hallmark of the Charlotte Latin

education.

The introduction of the 2004-2009 Great Expectations Strategic Plan defined a vision for Charlotte Latin’s

future, and it served to honor the School’s connection with its roots and the original vision that was

fashioned by the School’s Founders. The plan reflected the Founders’ focus on excellent teaching, a strong

sense of community, character education, a balanced curriculum, and the creation of an exceptional learning environment that inspires young persons to lead productive lives that are infused with a love of learning and

a commitment to serve others. The plan defined the School’s “great expectation” that Latin’s graduates would be well prepared to make a positive difference for their families, their communities and the world.

The Great Expectations Strategic Plan continues to serve the School community as a foundation to build

upon via the goals of the 2010-2015 Strategic Plan.

Charlotte Latin School Strategic Plan 2010-2015

23

CHARLOTTE LATIN: THE VIEW IN 2015 In 2015, Charlotte Latin will continue to value teaching and celebrate learning, and the School’s traditional curriculum

will be implemented through an innovative pedagogy that provides students with opportunities to learn about the

world within a supportive, yet rigorous, academic environment. While ensuring students’ physical safety will remain

a primary priority for the School, providing an environment of “intellectual” safety also will be important so that

students may explore subjects and activities that inspire creativity and stretch them beyond their natural strengths.

By offering many growth-promoting opportunities that provide development of leadership and communication skills, cultural and technological literacy, critical thinking and problem solving skills, and the ability to work collaboratively, Latin will prepare students for a future that likely will be substantially different from current adults’ past. Students will

appreciate the need to be adaptable and resilient in the face of challenges, and the importance of assuming

responsibility for oneself and others, including practicing good citizenship and providing service to others. An

appreciation for all people, a curiosity about other cultures, and a commitment to preserving resources will underscore

Latin students’ awareness of global issues.

The School’s core values and Honor Code will continue to provide a strong moral compass for students to ensure

that they know who they are, where they come from, and what they believe. Students will be prepared to clearly

articulate a point-of-view, while at the same time be able to engage in civil discourse with those whose views they

may not share.

Charlotte Latin will research best practices, identify the factors that characterize successful peer schools, and utilize

metrics to ensure progress. However, to support creativity in the classroom, the institution will be willing to engage judiciously in activities and programs that are not yet proven to be best practices and may even fail. By intentionally

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Charlotte Latin School Strategic Plan 2010-2015

creating “tension” between its traditional school model and innovative teaching, Latin as an institution will

prepare its students for changing times and better position itself to remain relevant and competitive.

Charlotte Latin will remain committed to attracting and retaining excellent faculty and staff, and the School will hold them accountable for high levels of performance. Strong student-teacher relationships will continue

to be an integral component of Latin’s culture and will be viewed as the foundation that actualizes Latin’s

commitment to teach the “whole child.” Time spent knowing each child will be a priority, and as a college

preparatory school, Latin’s pledge to prepare each student for the right college for him or her will be

“If Latin wants students to be

more responsible leaders and live

the core values, the school must

give students real opportunities to be responsible and develop leadership.”

- Upper School Student

communicated appropriately throughout the student’s educational journey. The School’s plan for each

student will be shared concisely and consistently with his or her parents to engage them as partners with Latin in the education of their child.

To support continued progress, Latin will remain committed to fiscal stewardship and will embrace a

sustainable financial model that provides the resources needed to ensure excellent faculty, staff, facilities,

programs, and financial assistance to broaden student access. Leveraging existing resources and developing alternative revenue sources will protect the School’s fiscal viability.

Charlotte Latin in 2015 will remain committed to providing an excellent education for students and will be intentional about conveying to the next generation those values and principles that define the uniqueness

of the School community. To the extent that Latin successfully focuses its educational mission and communicates it precisely to internal and external constituents, the School’s brand will be enhanced and Latin will continue to serve students and families who share the School’s mission and values.

Charlotte Latin School Strategic Plan 2010-2015

25

EXHIBIT 5:

CLS STRATEGIC PLANNING PROCESS OBJECTIVES Within the framework of Charlotte Latin’s mission, the primary objectives of

the strategic planning process are to:

PLAN IMPLEMENTATION / PROGRESS METRICS Charlotte Latin School will organize a team to lead the implementation of

supporting strategies for each of the Strategic Plan’s seven goals. Each team

• clarify Charlotte Latin’s role as an educational institution

will include representatives from the Board ofTrustees, current students and

• engage and listen to the School’s constituents

member of the CLS AdministrativeTeam will serve as a co-chair of each goal

• sustain excellence and foster institutional progress

parents, alumni and alumni parents, and the faculty and staff. At least one

• reaffirm Latin’s mission and core values

team. Each team member will be asked to serve for at least two years.

• identify existing programs that can be improved or new programs that

Team members will research best practices, enlist needed assistance and

• allocate resources effectively to support programs

resources, and establish specific metrics to monitor and report progress

• foster teamwork to achieve mutual goals

implementation of each goal reinforces and supports the plan’s other six

• review which students and families Charlotte Latin can best serve should be implemented to meet constituents’ needs

• promote good stewardship of resources

• define “progress” across the School community to strengthen programs • identify and correct lapses of alignment across the School community

• provide the self-study required by SAS/SAIS for reaccreditation • serve as the basis for a campaign to grow the CLS endowment

• claim a distinctive position for Charlotte Latin in the marketplace, thereby

differentiating the School from its peers, enhancing the School’s reputation,

and promoting the Charlotte Latin brand

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Charlotte Latin School Strategic Plan 2010-2015

expertise from within the School community as well as from external

toward the realization of each goal.Team members also will ensure that the goals. Most importantly, each team member should demonstrate a passion

for his or her goal as a substantive contribution to the continued success of Charlotte Latin School.

ACKNOWLEDGEMENTS 2009-2010 CLS BOARD OF TRUSTEES

ADMINISTRATIVE TEAM

STRATEGIC PLANNING COMMITTEE

Kevin A. Henry, Vice-Chairman

Kathryn B. Booe, Director of Admissions

Mrs. Nina Belk (CLS alumni parent)

John M. Papadopulos, Treasurer

Harry P. Creemers, Director of Development

Ernest W. Reigel, Chairman

Benjamin F. Williams, Immediate Past Chairman

Arch N. McIntosh, Jr., Headmaster

James W. Broadway, Director of Athletics

Susan J.Tome ’79, Secretary

Fletcher H. Gregory III, Assistant Headmaster

Peggy Roche, At Large

Deborah C. Lamm, Head of Middle School

James Wesley Compton Newman ’78, At Large

and Director of Finance

John M. Barry

Judith R. Mayer, Director of Marketing and Communications

Richard M. Davies

Marcus H.Tayloe, Head of Lower School

Carl G. Belk

Jean E. Davis

Michael R. Richardson, Director of Technology Lawrence E.Wall, Head of Upper School

Robert A. Jones

Jean B.Webb, Dean of Students

James T. McDeavitt, MD

William W. Zuehlke, Curriculum Coordinator

Eric J. Lloyd

Jill E. Olmstead

Nicholas V.Wharton, Director of Diversity

Mr. John Barry* (CLS parent; alumni parent)

Mrs. Jean Davis* (CLS parent; alumni parent)

Mr. Chris Downing

(CLS parent; Upper School faculty representative)

Mr. Robert Jones* (CLS parent; alumni parent)

Mrs. Sarah Kilby (Middle School faculty representative)

Mrs. Robin Maxwell (CLS parent)

Mrs. Judy Mayer (Director of Marketing and Communications;

Administrative Team Liaison to Strategic Planning Committee)

Mr.Timothy Mayopoulos* (CLS parent) Dr. James McDeavitt*

(CLS parent; Strategic Planning Committee Chair)

Mr. Arch McIntosh (CLS parent; Headmaster)

Mrs. Susan Russell (Lower School faculty representative)

James S. Shaffner

Mrs. Jan Swetenburg* (CLS parent; alumni parent)

Jan Scott Owen Swetenburg

Mr. Nick Wharton (Director of Diversity)

Louis C. Stephens III

Claudius E.Watts IV Ex-Officio

Arch N. McIntosh, Jr., Headmaster

Fletcher H. Gregory III, Assistant Headmaster & Director of Finance

Anne Marie Hammond, Parents’ Council President

Boyd Holland ’92, Alumni Governing Board President

Mr. Charles Watson (CLS parent)

Mrs. Karla Jennings (Committee assistant; non-voting member)

Mr. Larry Nabatoff (CLS parent; President,The Nabatoff Group)

* Member of the CLS Board of Trustees

Larry Nabatoff helped guide the strategic planning process as a paid strategic planning consultant. He and his wife, Kelly Katterhagen, are the parents of three Charlotte Latin students: Jacob, Sebastian, and Wyatt. Larry combined his perspective as a Charlotte Latin parent with more than 25 years of helping businesses and organizations grow to facilitate Charlotte Latin’s planning process.

As the president of The Nabatoff Group, which he founded in 1994, Larry helps small and mid-sized businesses and organizations develop cost-effective growth strategies by specializing in an integrated approach based on results-based strategic planning and implementation. Prior to founding The Nabatoff Group, he served as Vice President for Marketing and Communications at The Charlotte Chamber, as Director of Video Enterprises for Raycom Sports, and as a manager at Young & Rubicam in New York City, where he worked with companies such as AT&T, General Foods, Johnson & Johnson, American Home Products, and Pillsbury.

He holds a Bachelor of Science degree in advertising with a minor in marketing from the University of Florida.

9502 Providence Road Charlotte, NC 28226