STRATEGIC PLAN
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FORWARD LANDMARK SCHOOL
“ Landmark has never strayed from our mission to serve students with dyslexia and other LBLDs. We are eager to chart our course for the next 50 years.” —Bob Broudo, Landmark Headmaster
Landmark Is Turning 50!
In 2021, we will celebrate the 50th anniversary of our founding—a milestone that provides a natural opportunity for reflection, introspection, and improvement. We are in a fortunate position: We are well established, clear in our mission, and strong programmatically and economically. Over the past half century, we have transformed from a school with a mission into a mission with a school. Since our founding, we have established powerful relationships with researchers, legislators, national advocacy organizations, parents, and many others. Our impact reaches well beyond our walls through these activities as well as through our teacher training and school consulting programs. Arrow-right
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Looking Back and Planning for the Future
Since our last strategic plan in 2012, we have achieved many goals, including updating our physical plant; launching a longitudinal outcomes study; upgrading IT infrastructure; becoming an increasingly inclusive community; expanding professional development opportunities; and focusing on “sustainability� in all that it implies, including succession planning. As we look forward to our next five years, it is clear that challenges remain. Our commitment to create a more diverse community and control tuition and expenses means we must generate alternative revenue sources through increased philanthropy, Outreach partnerships, and online programs.
50 Forward
These, and several other factors, have informed the set of goals and objectives outlined in this strategic plan. We look forward to heading 50 Forward with the help of our strong and cohesive Landmark community, made up of trustees, faculty, staff, administrators, parents, students, alumni, and friends.
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“Our teachers take our core principles and add dedication and creativity.” —Rob Kahn, Head of Landmark Elementary•Middle School 3
“The strategies my daughter has learned at Landmark extend far beyond just the classroom. She carries them with her into other areas of her life, helping her excel in her true passions of music and the performing arts.” —Jeanne Talbot, Landmark Parent
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Mission Landmark School enables and empowers students with language-based learning disabilities (LBLD) to reach their educational and social potential through an exemplary school program complemented by outreach, training, and research. UNIQUE FEATURES: Landmark pursues its mission with a focus differentiated by: Angle-right Clear, identified student population served. Angle-right Mission- and value-driven community and culture. Angle-right One-to-one tutorial model. Angle-right Evidence-based, LBLD-specific instructional methodologies.
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Strategic Goals for 2023 Landmark School will sustain and enhance its position as the leading non-profit center for educating students with language-based learning disabilities, such as dyslexia. At the center of this continual improvement is giving our teachers the support and resources they need to become masters in the field. We will pursue this strategic goal through four priorities:
users MICROSCOPE DONATE LAPTOP I
Nurture Our Human Capital
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Advance LBLD Education and Science
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Foster Financial Sustainability
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Enhance Campus Development
Priority I: Nurture Our Human Capital GOAL: Sustaining Landmark requires the right people. We must identify and admit students who can benefit from Landmark’s educational methods, attract and retain a cadre of highly trained and motivated teachers and administrators, and enlist invested board members who are dedicated to the school’s mission. INITIATIVES: Angle-right D evelop a long-term teacher recruitment and retention strategy. Angle-right D evelop a long-term student recruitment and enrollment strategy that results in maximum enrollment of students with an appropriate learning profile. Angle-right C ontinue to refine evaluative tools used to assess the efficacy of administrators, faculty, students, and the board. Angle-right I ncrease endowment resources specifically for teacher salaries and financial aid to enhance and assure goals in these critical areas. Angle-right D evelop succession planning blueprints for key administrative, faculty leadership, and board leadership positions. Angle-right C reate a transition team to help plan, organize, and facilitate all aspects of succession planning.
“ The Art Department has flourished thanks to the trust and support of our amazing community. We are encouraged to refine, innovate, and hone our own artmaking processes, and thereby create new and engaging learning opportunities for our students.” —Kelly Howard, Landmark High School Art Teacher
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Priority II: Advance LBLD Education and Science A Invest in Research • Science • Data
A INVEST IN RESEARCH: SCIENCE
B Deepen Curriculum Development
Obtain objective quantitative science-based verification to demonstrate and improve the efficacy of the Landmark model of instruction and remediation.
C Expand Outreach
GOAL:
INITIATIVES: Angle-right W ork with the Harvard Graduate School of Education, Massachusetts General Hospital Institute of Health Professions, Boston Children’s Hospital, and others to identify key contacts to drive research relationships. Angle-right B uild research capability to enable Landmark to be the thought leader on LBLD. Angle-right E xpand outside our current research network and into the global dyslexia research network. Angle-right Increase public awareness of LBLD via research dissemination and relationships with organizations such as the International Dyslexia Association (IDA), Learning Disability Association of America (LDA), National Center for Learning Disabilities (NCLD), Decoding Dyslexia, and Understood.com.
MICROSCOPE
Angle-right Review and utilize initial longitudinal survey.
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A INVEST IN RESEARCH: DATA GOAL: Analyze existing Landmark data to produce reports that detail the progress of individual students as well as cohorts of students within the Landmark program. INITIATIVES: Angle-right I dentify and better utilize existing Landmark databases and data resources (Admission, Elementary•Middle School campus, High School campus, Health Center, Guidance, etc.). Angle-right D etermine personnel and technical needs to analyze the data appropriately and allocate resources accordingly. Angle-right A ssess the scope and scale of the data analysis project and assign due dates for reports.
“ My son married his Landmark High School sweetheart and their children now attend the school. Landmark is deeply rooted in our family and the positive impact Landmark has had on my children and grandchildren is immeasurable.” —Nicholas Lopardo P’92, GP’20, ‘22, ‘23, ‘24
Angle-right D isseminate reports to Landmark constituencies and external parties. 9
Priority II: Advance LBLD Education and Science continued
B DEEPEN CURRICULUM DEVELOPMENT GOAL: Continuing to develop a cutting-edge, evidence-based curriculum will ensure that we meet the evolving educational needs of students with LBLD. INITIATIVES: Angle-right R eview current Landmark curriculum to identify potential areas of enhancement and research interventions. Angle-right C ompile a review of on-going efforts within programs and training sessions by campus and through In-Reach, the school’s in-house professional development initiative. Angle-right B ased on research, craft new curriculum units and materials or refine existing curriculum. Angle-right C larify and formally document teacher residency training and mentoring model. Promote this as a competitive advantage in recruiting both prospective teachers and families. Angle-right E xplore opportunities to expand Landmark’s offerings below grade 2 through early screening and intervention.
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C EXPAND OUTREACH GOAL: Expanding the school’s Outreach program will increase the capabilities of teachers in all settings—public and independent schools in the U.S. and abroad—to empower students with LBLD through Landmark teaching strategies and principles. INITIATIVES: Angle-right C ontinue to develop new curriculum and resources that can be shared with teachers.
“ I cannot say enough about how helpful this seminar was. I learned more in two days than many full college courses I’ve taken. Thank you!” —Melissa Norton, public school teacher
Angle-right R ecruit and train the necessary number of new, skilled faculty to meet the mission and goals of the Outreach program. Angle-right C ontinue to assess optimal methods of curriculum delivery via the Landmark website, online programming, in-person seminars, school consultations, etc. Angle-right O ptimize impact by further developing the Outreach program’s business model.
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Priority III: Foster Financial Sustainability A Increase Revenue Through Philanthropy B Maximize Alternative Revenue C Optimize Operations
A I NCREASE REVENUE THROUGH PHILANTHROPY GOAL: Increasing philanthropy will strengthen our ability to continue to serve our mission for years to come. Meaningful growth will allow for competitive compensation for faculty and administrators, increased scholarships for students, care and upkeep of facilities, enhanced faculty professional development, and needed flexibility in charting the future of Landmark. In sum, increased revenue through philanthropy allows for a sustainable model that strengthens and enhances Landmark’s educational mission. INITIATIVES: Angle-right E mbark upon a comprehensive fundraising campaign based on the needs identified in the strategic plan with a focus on annual operating support (Landmark Fund), endowment for student financial aid and faculty salaries, and selected facilities priorities.
DONATE
Angle-right U tilize enhanced fundraising strategies, align Advancement Office resources, and build upon new and existing programs to generate revenue for growth in long-term endowment and short-term current-use funds. Angle-right P artner with endowment advisors to grow Landmark’s endowment.
“I give to Landmark because it’s important to reach as many kids as possible—to validate that they are smart and have something to offer.” —Fred Ferris ‘89
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B M AXIMIZE ALTERNATIVE REVENUE GOAL: Developing additional revenue sources to supplement tuition will allow Landmark to sustain its educational model, advance its mission, and navigate challenging financial conditions that may arise in the future. INITIATIVES: Angle-right I dentify and fuel alternative revenue streams that can be invested in the endowment. Angle-right D etermine capacity for expanding the Outreach program. If appropriate, develop a new Outreach business plan. Angle-right A ssess the business model for expanding Outreach Online, Landmark School Online, and Parent Portal Online. If appropriate, develop new business plans. C OPTIMIZE OPERATIONS GOAL: Optimizing Landmark’s operational efficiency allows for more strategic deployment of resources to better address the needs of our school community and, in turn, allows for potentially greater enhancement of financial resources. INITIATIVES: Angle-right A nalyze energy use to reduce where possible and invest in energy-saving improvements where feasible. Angle-right E nsure that our human capital strategy effectively and efficiently supports the school’s mission and values. Angle-right E xamine and control spending on variable expenses such as insurance, food, etc.
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Priority IV: Enhance Campus Development A Augment Technology
A AUGMENT TECHNOLOGY
B Prioritize Facility Upgrades
GOAL:
LAPTOP
Enhancing and maintaining an up-to-date technology infrastructure is vital for the school to ensure it can meet the evolving technology needs of students, parents, faculty, and administrators. INITIATIVES:
Angle-right U pdate the 2014 technology assessment of needs document to anticipate upcoming demands. Angle-right R eview and implement recommendations from consultants, audits, and the technology committee. Angle-right A ssess technology staffing needs and make adjustments accordingly.
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B PRIORITIZE FACILITY UPGRADES GOAL: Funding the next phase of facility needs will enable Landmark to continue to deliver the highest quality educational program and attract and retain students and faculty. INITIATIVES: Angle-right I dentify and prioritize needs for future buildings and renovations and develop a long-range facilities plan. Angle-right C ontinue to allocate budget resources to pay down depreciation costs to ensure Landmark’s long-term financial viability. Angle-right I dentify possible needs for enhanced safety and security of student and faculty housing and develop a plan to address those needs. Angle-right I nventory the demand for faculty housing and develop a plan to increase housing options. Angle-right D evelop design plans and cost estimates for a new student center on the High School campus and a dining room on the Elementary•Middle School campus.
“ New buildings are campus gamechangers. The educational and social spaces are enhanced, leading to safer environments, improved morale, and better outcomes.” —Rob Kahn, Head of Landmark Elementary•Middle School
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“One of the most rewarding parts of my job is working with students as they arrive here guarded and self-conscious, and watching them grow into confident young people who become active members of our community eager to engage and contribute.” —Andrea Meade, Assistant Dean of Students
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Landmark School Board of Trustees Moira McNamara James P’10 CHAIR Marblehead, MA Director of Video Operations The Conference Board *Nicholas A. Lopardo P’92, GP’20,’22 ’23, ’24 CHAIRMAN EMERITUS Sanibel, FL Retired, Vice Chairman State Street Corporation Robert J. Broudo P’11 PRESIDENT AND HEADMASTER Beverly, MA Landmark School, Inc. Larry Karle VICE PRESIDENT Norwell, MA Landmark School, Inc. Julie A. Murphy CLERK Beverly, MA Landmark School, Inc. Charles P. Harris CLERK EMERITUS Winchester, MA Landmark School, Inc.
Jeffrey Alpaugh P’21 Wellesley, MA Growth and Industry Practices Leader, Marsh & McClennan Harvey L. Alter ’82 Glenview, IL Vice President, The Alter Group Jennifer Buddenhagen P’23, ’27 Magnolia, MA Chief Marketing Officer, Carling Technologies, Inc. Jennifer Paul Casey P’02, ’06 Marblehead, MA Casey Family Foundation Nancy Crate P’19, ’21 Ipswich, MA Volunteer Alan Dachs San Francisco, CA CEO and Director, Fremont Group Lynne Darling-Melochick ’98 Hampden, ME Director of Community Relations, Darling’s Automotive Group Julie Donovan P’23, ’28 Marblehead, MA Recently Retired Senior Vice President, Fidelity Investments James Duffy P’14 Auburndale, MA President, Ravago Holdings America, Inc. Nadine Gaab, PhD Cambridge, MA Associate Professor of Pediatrics, Boston Children’s Hospital and Harvard Medical School Faculty at Harvard Graduate School of Education
Bill Gersh ’06 Beverly Hills, CA Agent, The Gersh Agency Emily Haggman Magnolia, MA President and Director of Client Services, Haggman, Inc. Thilo Henkes P’24 Georgetown, MA Managing Director and Partner, L.E.K. Consulting Sandra L. Jesse P’13 Manchester, MA Consultant Robert S. Merowitz P’06 Sudbury, MA President & CEO, Universal Realty Corporation Joseph H. Morgart P’12,’22 Waltham, MA Alternative Investment, Amundi Pioneer Investments Shelley Moses-Reed P’23 Greenwood Village, CO Customer Experience Executive, Medallia Michael Pehl P’21 Manchester, MA Founder and Managing Partner, Guidepost Growth Equity Catherine Slark P’01 Burr Ridge, IL Volunteer
Michael D. Tancreti P’09, ’11 Nashua, NH Chief Executive Officer, Ashwood Development Company David A. Tessier P’10 Del Ray Beach, FL President, Hospitality and Gaming Advisors *Robert J. Campbell P’04 Rockport, ME Investment Counselor Beck, Mack, & Oliver *David G. Peterson P’08 Bedford, MA Sales Management Consultant *Suzanne H. Sears P’02 Hamilton, MA * Trustee Emeritus Robert and Angela Gowans P’23 Landmark Parents’ Association Representatives Beverly, MA Gabriella Pecoraro ’07 Alumni Representative Salem, MA Global Wealth and Asset Management Strategy Leader, John Hancock
Martin P. Slark P’01 Burr Ridge, IL Retired, President and CEO, Molex, Inc. Spencer Smitherman ’08 Denver, CO Director of Client Onboarding and Technical Support, Returnly
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