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Where Are We Now?
2016-2021 STRATEGIC PLAN: OUR CHILDREN, OUR PURPOSE
Where Are We Now?
Two years into our five-year strategic plan, Norwood has made significant strides in each of the plan’s four areas of concentration, or strategic priorities: Program, Image, Campus, and Ensuring Our Future. From advances in our work in differentiated teaching and learning, to launching our refreshed brand messaging and visual identity, to continuing our focus on diversity and cultural competency initiatives, to making campus improvements and planning for our future, the strategic plan is being put into action in all areas of the School.
This update summarizes the key accomplishments that are in place or nearly completed since the plan was launched in the spring of 2016. Although not intended to be comprehensive, the following highlights demonstrate the significant e orts that have already had an impact. “We are inspired by the progress to date,” said Head of School Matthew Gould. “This is challenging and exciting work that will make our great school even greater and ensure that we continue to deliver an exceptional child-centered educational experience for generations to come.”
Program
GOAL: Further develop and support a child-centered program of distinction that is designed to provide each student with the skills, knowledge, and adaptive thinking set forth in the Portrait of a Norwood School Graduate.
> Creating more time for teachers to plan for and construct meaningful and deep multi-disciplinary connections for students has been an important directive. The Principals Team has been analyzing the daily and annual
schedules to find space for reflection, planning, and professional development. For example, time has been set aside during next year’s professional development days for math teachers to dig into curriculum and pedagogy.
> Norwood continues to explore and implement methods of di erentiated instruction that support student growth. Goals related specifically to improving di erentiated instruction are now included in annual faculty evaluations (with guidance, feedback, and support provided throughout the year). In addition, speakers were brought in to tackle a number of topics related to di erentiation: diversity expert Rosetta Lee explored cultural competency, inclusive teaching practices, and implicit bias, and educator Clay Kaufman shared tactics for implementing di erentiated instruction.
> While professional development has always been a priority for the School, the program is now more structured and focused. O erings are based on our PD framework, which encompasses four overlapping areas— diversity and inclusion, di erentiation, visible thinking, classroom and community—and support our overall PD goal of building a culture of continued professional reflection and improvement through a growth mindset of teaching. Since the launch of the strategic plan, all faculty members have been assessed on needs and wants for their own professional development, using the framework as a guide.
Image
GOAL: Establish Norwood School as a nationally recognized leader among PK-8 independent schools, with a coherent and distinctive brand known for best practices in child-centered education, the value of a PK-8 model, and exceptional student outcomes.
> After launching a “refreshed” brand visual identity and messaging in the fall, Norwood has made significant progress on a full transition to its new look and voice. A new Brand Guidelines Manual steers communications across all channels; the website has been updated to reflect branding; a new viewbook served as a vital marketing tool during the admission season; and new signage reflecting our series of “Be Statements” and “Be Known” tagline graced River Road and Bradley Boulevard as prospective new families visited our campus this fall and winter.
> A diverse, welcoming, and inclusive school community where each student is truly known and respected sets the stage for a successful child-centered experience and exceptional student outcomes. Norwood continues to cultivate and promote a school community that is diverse, welcoming, and inclusive. This year, a document detailing the strategic considerations of the School’s diversity, equity, and inclusion work was completed and now serves as a framework for topics and programs. Current areas of focus include implicit bias, as well as gender and sexuality diversity. The Equity, Diversity, and Inclusion Group for faculty and sta o ered four “deepdive” discussions on topics such as race and racism, gender and sexuality, the socio-political environment, and social class. Additionally, an annual “Diversity University” provides our faculty and sta with trainings in mini-conference format. This year’s DU gathering explored the meaning of home, poverty, race, and the LGBTQ spectrum.
> Deepening our connections with our families to strengthen a nity and further develop them as ambassadors to the School has always been a priority. Since the launch of the strategic plan, the School has hired a part-time alumni associate, updated and expanded alumni records in the database, and started an Instagram account dedicated to building connections with young alumni through Norwood news, photos, and memories.

Campus
GOAL: Ensure that the School’s campus and facilities reflect the high quality of the program and enhance Norwood’s childcentered educational mission within creative, collaborative, and flexible learning spaces.
> Working with cox graae + spack architects, Norwood conducted a comprehensive space audit and analysis. Concurrently, faculty members were assessed on the most pressing classroom

and program needs to best deliver an outstanding child-centered learning experience. The results of both studies deemed new lower school classrooms as a top priority. While the current Lower School has served us ably for more than 40 years, it was originally intended to serve a smaller student body in a traditional arrangement of desks in rows. Norwood’s teaching today places an important emphasis on increased interaction among students and teachers, increased collaboration among disciplines, greater flexibility, and the integration of versatile community spaces.
> During the past two years, Norwood has made a number of campus improvements to enhance our students’ experiences: renovating Marsh Gym, adding new pre-K/K classrooms and a new playground, replacing the swing sets on the main playground, and purchasing more child-centered furnishings for many classrooms.
> Additionally, the School is maximizing the use of the community garden behind Marsh Gym. Kindergartners and first graders plant seeds in the spring as part of the science program. In the fall, first graders harvest crops as part of their social studies unit on green spaces and community. During the summer, the Horizons students help tend the program throughout the six-week academic enrichment program.
> The physical education and athletic programs are important aspects of the Norwood School experience. Currently, the School is in the process of identifying enhancements to the programs. Initial considerations include installing permanent scoreboards for the upper and lower fields, updating the scoreboard system in the Rales Athletic Center, and adding a long-jump pit.
Ensuring Our Future
GOAL: Build and sustain a financially secure future through managing enrollment, supporting a culture of philanthropy, and practicing disciplined financial management that accounts for both internal and external economic drivers.
> The Board of Trustees has approved a comprehensive campaign with a preliminary working goal to raise over $15 million. One of the most important campaign goals is to grow the School’s endowment. According to data from the National Association of Independent Schools, one of the distinguishing characteristics of independent schools in the highest tier of academic excellence is a healthy endowment that is equal to or greater than the school’s operating budget. Norwood’s endowment is currently $10 million, while our operating budget is approximately $17 million.
> The School continues to manage steady-state enrollment, with a goal of 450 students, by adhering to the enrollment model developed several years ago. Since the completion of the model, we have achieved enrollment goals with a focus on bringing in right-fit new families who reflect and support our mission and core beliefs. Additionally, the Finance Committee of the Board recently completed a disciplined multiyear financial model to guide planning for potential enrollment fluctuations, tuition changes, salary growth and capital improvements.
> We are monitoring federal tax law changes and how they might impact financial aid and a ordability, and identifying possible alternative sources of funding for families. Just this year, the financial aid budget crossed the $2 million mark for the first time.
As stated in the introduction to the strategic plan, it was created collaboratively out of a shared vision to deliver the best educational experience possible for Norwood’s students—one that will have distinctive and enduring impact on their lives. “While it’s true that more remains to be done, our accomplishments to date and our commitment to innovation motivate us to keep advancing our mission and pursuing our vision for Norwood’s future,” shared Matthew. “But, really, the greatest motivator is our students. They inspire us every day to deliver the best educational experience possible to develop confident, compassionate, independent, and creative thinkers who embrace lifelong learning.”