People
Access and inclusion —
Building on our Episcopal values of equity and inclusivity, we will continue to work on building cultural competence and expanding our power for good. In addition, we want to ensure that we can continue to attract and retain families and employees who are fully committed to our program and vision.
• Attract families from a wide variety of backgrounds and provide greater financial access.
• Cultivate an environment that creates a strong sense of belonging and identity by providing multiple perspectives that broaden our perspectives.
• Attract and retain employees from a wide variety of backgrounds and support and inspire them through wellness, professional growth, and leadership opportunities.
• Build on our mission to expand our connection to local and global communities, broaden our perspective, create learning opportunities, and extend our support.
Place
Realize our master plan —
We will take the next steps on completing our Campus Master Plan to create world-class facilities that match our world-class program.
• Explore art and design, engineering, and program options and possibilities in the renovated Lower School (Fariss Hall) as part of determining the next major projects on campus.
• Revisit the Master Plan and prioritize projects moving forward.
• Engage in a feasibility study for the next major building and fundraising effort.
• Consider our enrollment funnel and impacts on space.
Plan
Funding our strategic aspirations —
We will accomplish our strategic directives by building a long-range financial plan that allows us to fund these priorities through multiple means and the careful stewardship of our resources.
• Develop a long-range financial modeling tool to facilitate analysis of the strategic relationship among budget drivers, ensuring the ongoing excellence and fulfillment of our mission.
• Consider the strategic use of key budget elements in furthering the school’s mission and this strategic plan.
• Address issues of accessibility to an OES education including the enrollment funnel, tuition, financial aid, and tuition remission.
• Develop and refine strategic approaches to nurture the culture of philanthropy.
• Continue OES’s participation in the national conversation on the future of independent education, including issues of financial sustainability, access, and competition from other sectors.
Winter 2017 27
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