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Strategic Plan 2008-2013
The Board of Trustees has adopted the following 2008-2013 Strategic Plan to serve as the School’s road map for the coming years and to pave the way for decades more. Every five years, the Board re-examines the School’s programs, to establish new strategic priorities, including educational initiatives, financial resources, faculty compensation, and facilities development. The Board approaches the development of the Plan with a keen sense of responsibility, making every effort to seek input and to gain the consensus of the King Low Heywood Thomas community.

Over the course of the 2007-2008 school year, the strategic planning committee, comprised of members of the Board of Trustees, former trustees and administrators, met regularly to work on the revised strategic plan.  They broke the work down among three working groups and within those groups engaged additional trustees as well as other members of the King community, including representatives of various task forces and board committees.  They also conducted surveys of students in the Middle and Upper schools and of the entire faculty.  A draft Strategic Plan was developed and presented to the board last spring and, after final review and discussion with the finance committee, was approved in September 2008. 

As a starting point, the Board of Trustees kept the basic framework of the 2005-10 plan - its three imperatives include:
The Board believes these imperatives continue to reflect the hallmarks of the School's program, mission and  strength as an institution. This Plan confirms the School’s direction while building on the foundation and achievements of the past. Successfully implementing this Plan will ensure that the School continues to meet the needs of future generations of King Low Heywood Thomas students.

EDUCATIONAL EXCELLENCE

A. Attract, Retain, and Support Excellent Faculty
  1. Faculty compensation to 75% level of peer schools by cohort
  2. Maintain current performance review procedure
  3. Increase PG&D to NAIS standard of 1.5% of total operating budget by 2013
  4. Target faculty profile by thirds: 1 to 10 years experience, 11 to 20 years experience, over 20 years experience, with 75% overall holding advanced degrees
B. Promote the Fullest Educational Development of Each Student
  1. Maintain commitment to individualized learning approach
    • Increase efforts to identify individualized learning opportunities for students
    • Increase student participation in such opportunities
  2. Complete curriculum mapping project by 2009-2010
    • Develop Educational Strategic Plan by 2010-2011
  3. Articulate and publicize the Arts and Athletics Department policies consistent with their respective program missions
    • Develop an Arts and Athletics Handbook for distribution by 2009
    • Athletics Department policy should include as a goal the development of competitive teams at the Varsity level “Competitive” as used in this regard should take into account factors including, but not limited to, win/loss percentage, number of participants, experience and salary of the coaching staff, professional growth and development undertaken by the coaching staff
    • Arts Department policy should address method of selecting productions and the educational component contained therein
  4. 75% of students accepted at colleges rated by Barron’s as “Most Competitive” or “Highly Competitive”
CULTURE OF RESPECT, CIVILITY, AND SERVICE
  1. Establish a Parent Orientation Program that begins with the application process and is reiterated annually
  2. Review the work of the Global Studies Initiative and make administrative and programmatic recommendations
  3. Articulate and publicize the Office of Community Affairs’ Community Service program that is coordinated across all three divisions
  4. Increase Scholarship and Financial Aid annually by at least .5% until long-term objective of 12.5% of total operating expenses is achieved. 
  5. Establish a fund to provide equal access to opportunities created as a result a student’s enrollment at King
INSTITUTIONAL STRENGTH AND ADVANCEMENT
  1. Create a Task Force to study and make recommendations on strengthening the relationship between the Parents’ Association and the Board of Trustees
  2. Fully implement Board-approved Re-branding Initiative
  3. Meet financial goals: Annual Fund, Unrestricted Endowment, Campaign for Excellence
    • Reference ISM Stability Markers to assess the relative strength of King
  4. Review work of Sustainability Task Force and recommend implementation strategy
  5. Continue to Enhance Board Effectiveness through Trustee recruitment and training
    • Attendance at Annual Parent Dinner
    • Trustee self-rating
    • Trustee orientation
    • Trustee education/training
    • Fulfillment of Annual Goals
    • Trustee attendance at Board meetings/participation on committees
  6. Require at least a three-year plan for each Administrative Department detailing how the Department will support the objectives in the Strategic Plan. The plans should be presented to the Board by December 2008, and the Board should be updated annually on each Department's progress.
FACILITIES MASTER PLAN

The Facilities Master Plan offers a vision for the School that carefully matches the curricular needs of its students. The Plan features:
  • A Performing Arts Center for students in all divisions, facilitating enhancements in the Theater, Choral, and Instrumental programs.
  • A fully re-configured Upper School.
  • A Lower School designed to meet the educational and developmental needs of younger students.
  • A Dining Hall located in the center of the campus for the dining needs of all three divisions.
  • A dedicated Athletic Center and newly configured Athletic Fields serving all three divisions.
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