Intl School Boston SP 2005-10

The Next Six Years:

Ecole Bilingue 2005 - 2010

Building

Academic

Excellence

Guide to this Document

Introduction

Slide 3 Process: November 2001 – June 2005

Section 1 Our Aims and Aspirations

Slide 4 Our Future

Slide 5 A Revision of our Mission Statement

Slides 6-8 A Bilingual Education Pre-K through Grade 12: class configuration

Slide 9 A Bilingual Education Pre-K through Grade 12: effect of IB

Slide 10 Re-affirmation of our Cultural Diversity

Slide 11 A School Widely Recognized for its Academic Excellence

Slide 12 An Outstanding Faculty and Educational Experience

Slide 13 A Strong Preparation for entrance into University

Slides 14-15 A Safe, Convenient, Attractive Environment

Slides 16-17 Financial, pedagogical, organizational and strategic stability

Section 2 Benchmarking and the 6 year financial plan – How to Interpret?

Slides 18-20 Snapshot of 2005 – 2006 Finances

Section 3 How We Stand Against Peers

Slides 21-35 Benchmarks in tuition, faculty compensation, professional development, experience profile, administrative oversight, technology, tuition dependence, aspirational funding, accelerating excellence, reliance on tuition, financial aid, summary

Section 4 Impact of Baseline Costs and Strategic Initiatives

Slides 36 Mandatory maintenance and salary inflation

Slides 37-38 Strategic Initiatives: definition / presentation

Slide 39 Combined Impact

Section 5 Six Year Financial Plan

Slides 40-42 Facts, figures and projections

Slides 43 Accelerating excellence and tuition guidance

Conclusion

Slides 44-46 Reaffirmation of our aims, aspirations and determination

Ecole Bilingue Building Academic Excellence

What do we want for our children?

What does our future look like?

MISSION

COMMUNITY

INPUT

PRELIMINARY

STRATEGIC PLAN:

DEFINING

OUR GOALS

STAFFING

DEVELOPMENT

FINANCES

ENROLLMENT

ACADEMIC

PROGRAMS

FACILITIES

ANALYSIS

COMMUNITY

INPUT:

SHAPING OUR

FUTURE

STRATEGIC VISION

2005

BuildingAcademicExcellence

WORKING GROUP

MEETINGS

ADVISORY GROUP

MEETINGS

COREDECISIONS

NOVEMBER

2001

FEBRUARY

2002

JANUARY

2004SPRING/FALL 2004/WINTER 2005

Ecole Bilingue Building Academic Excellence4

Our Future

• A bilingual education pre-K through grade 12

• An international school community unified and distinguished by its cultural diversity

• A school widely recognized for its academic excellence

• An outstanding faculty

• A strong preparation for entrance into university and success beyond high-school

• A rewarding extra-curricular life for all students

• A safe, convenient, and attractive environment

• And, above all, financial, pedagogical, managerial, and strategic stability


A bilingual, international school community,

dedicated to academic excellence

The School reaffirms its pedagogical and philosophical commitments in this revised statement of Ecole Bilingue’s Mission:

Ecole Bilingue offers a distinctive bilingual education

rooted in the best of French and American academic

traditions. Our school draws on the diversity of its

international student body and staff to provide students

with curricular and extra-curricular experiences that

prepare them for success and fulfillment in a global

world. Ecole Bilingue views each student as a unique

person, and strives for all of its students to achieve their

highest potential level of academic excellence.


A bilingual education Pre-K through Grade 12

• Ecole Bilingue is committed to the continuation and expansion of the Lycée

• We will no longer act as a “service school” taking all applicants regardless of time of year and size of class

• We will limit the size of each class to 20 students

– No current student who re-enrolls by the deadline will be forced out because of the cap

– If a particular class happens to exceed the cap, we will provide additional teaching staff support for that class

• The maximum student population for the entire school is 540 because:

– Space and zoning limitations are imposed by the City of Cambridge

– 20-student cap on class size is imposed by our own choice

• The school is likely to approach full enrollment of 540 within the next 6 years

• The school will negotiate with the City of Cambridge to increase the cap on student enrollment at the Cambridge campus

– 570 students total enrollment would be optimal



Strategic Plan Configuration of School

Classes Number of Classes

Number of Students Total

Pre-K 2 30

Mid-K 3 50

K 3 60

Maternelle: 140

Grade 1 3 55

Grade 2 3 50

Grade 3 3 45

Grade 4 2 40

Grade 5 2 40

Lower School: 230

Grade 6 2 35

Grade 7 2 30

Grade 8 2 25

Grade 9 1 20

Middle School: 110

Grade 10 1 20

Grade 11 2 20

Grade 12 2 20

Upper School: 60

Total 540



Ideal Configuration of School

Classes Number of Classes

Number of Students Total

Pre-K 2 30

Mid-K 3 50

K 3 60

Maternelle: 140

Grade 1 3 55

Grade 2 3 50

Grade 3 3 45

Grade 4 2 40

Grade 5 2 40

Lower School: 230

Grade 6 2 35

Grade 7 2 35

Grade 8 2 30

Grade 9 2 25

Middle School: 125

Grade 10 2 25

Grade 11 2 25

Grade 12 2 25

Upper School: 75

Total 570



• The school’s recent International Baccalaureate (“IB”) program accreditation is likely to have a transforming effect upon our school

• The IB should increase the size of the student population in the Lycée

• We expect the IB to enhance the school’s ability to retain students in lower grades

• EB expects to increase the size of its graduating class from 9 students in 2005 to 20-25 students by 2010

• The IB program should increase the depth and breadth of teaching in the Lycée

• Many of the Lycée teachers also teach at other levels within the school, bringing their skills, experience, and expertise with them for the benefit of the school as a whole


An international school community unified and

distinguished by its cultural diversity

• We believe that it is crucial to preserve the cultural and socio-economic diversity of our school

• Further study will be given to the possibility of creating additional points of entry into the school at the Lower, Middle and Upper School (IB) levels

• We are currently above our benchmark average for financial aid based on tuition-funded financial aid and the French Bourse:

– we must maintain our current financial aid position

• We are exploring the opportunity to rename the school with the objective of achieving better positioning and branding in the French, broader –international, and local communities

• The current thought is to rename the school as follows with the French version of the name very prominently positioned:

– Ecole Internationale de Boston

– International School of Boston


A school widely recognized for its academic

excellence• Appoint talented and experienced faculty members to chair each of the school’s

subject-area departments

• Make each Chair responsible for providing oversight of the quality and consistency of teaching and curriculum, and adherence to the Mission Statement

• Review curricula in each language in order to assure consistency within each, and compatibility between the French and American curricula

• Increase the availability of computer instruction and resources to both faculty and students

• Improve and expand classroom space through renovation of the 4th floor, upgrade of other work space, and the creation of new science laboratories

• Increase administrative support where needed, particularly to members of the management team

• Perform benchmarking of our academic programs versus peers on a continuous basis

• Provide personalized assessment and interpretation of individual student performance against the standard benchmarks

• Achieve top decile performance in academic testing (ERB’s, French National tests, SATs)

• Ensure that a majority of our students gain admission to their preferred university


An outstanding faculty and educational experience

• EB will increase faculty compensation, making it competitive, over time, with our peer institutions in order to:

– attract the highest quality teachers

– reduce faculty turnover

– increase the number of mid-career faculty at the school (those with 8-12 years experience)

• Direct more attention and resources to foreign teachers’ immigration status in order to minimize stress on foreign national faculty members

• Capped class size will allow faculty to deliver focused, high-impact, intimate instruction

• Continue to carry out and further develop a rigorous, candid, and responsible evaluation of each faculty member’s performance on an annual basis

• Institute annual parental school feedback surveys across all divisions:

– parents do not participate in formal faculty review process

• EB will broaden the curricular experience of students and faculty alike by pursuing fuller access to academic, artistic, and related institutions and resources in the Boston area, such as Harvard, Tufts, the MFA, the BSO, and historic sites


A strong preparation for entrance into

university and success beyond high school

• EB will offer specialized college counseling to students in grades 11 and 12

• The school will invite visiting college admissions officers to address concerns of students, parents, and faculty regarding admission of EB students to US, Canadian, and overseas institutions of higher learning

• The school is exploring opportunities for voluntary or required community service projects, particularly those allowing students to build on their bilingual skills


A safe, convenient, attractive environment

• EB is committed to the Cambridge campus for the duration of the life of the lease (through 2019), a decision taken based on:

– projected size of our student population

– benefits accruing from the very low cost and long-term lease

– dramatic increase in tuition that would be required to fund alternatives

• Maternelle will continue to operate on a separate campus for the foreseeable future due to the space and code limitations at the Cambridge Campus

• EB completed an extensive facilities audit which resulted in a detailed work plan and budget for the buildings and grounds

• The school has budgeted approximately $3,475,000 for mandatory lifecycle maintenance and improvement of facilities for the period 2005 – 2010:

– Lifecycle Maintenance ($1,475,000)

– 4th floor renovation and related upgrades ($2,000,000)

• We have identified additional discretionary facilities projects at a total cost of $300,000 (spread evenly over years 3, 4, 5, and 6 of the plan)


A safe, convenient, attractive environment• We will increase and adapt our space in order to accommodate:

– increased enrollment

– increased faculty and administrative personnel

– new science laboratories

• It is likely that we will borrow up to $2,000,000 from a commercial lender to make these improvements to the Cambridge campus, including the 4th floor

• Payment of interest and principal on this loan is expected to add $220,000 to annual expenditures - 13.5 year loan at 6% interest – and we have accounted for this in our plan

• EB will seek to identify real estate properties for lease or purchase that may improve the overall academic environment and accommodate the expansion needs of the school

• If we lease or purchase new real estate, strategic initiatives may be re-prioritized or spread over a longer term so that additional property costs will not cause tuition increases beyond those anticipated by the strategic plan

• Increased enrollment, operating efficiency, and philanthropy are also sources of funding for strategic initiatives


A school with financial, pedagogical,

organizational, and strategic stability

• The school’s financial stability is of primary importance

• The school’s finances will be managed to generate a small cash reserve by

setting aside 2% of the school’s yearly operating budget (approximately

$140,000 during the academic year 2005 - 2006)

• This reserve will insulate the school against unforeseen financial stress or

enable us to pursue investment opportunities as they arise

• We will continuously evolve the most suitable mix of the “best of French and

American academic traditions” and will apply the mix consistently from class

to class, and from grade to grade

• We are establishing benchmarks of academic and extra-curricular

performance against other bilingual, French/American schools in the US and

other private day schools in the Boston area


A school with financial, pedagogical,

organizational, and strategic stability

• The Board of Trustees has full legal responsibility and authority for the school

including management and oversight of the organization’s property and affairs

• The Board sets and approves policies, budgets, and strategic plans

• The Board also appoints the Head of the school

• These are profound fiduciary responsibilities that the Board embraces with

appropriate gravity

• We have completed a lengthy and thorough examination of our goals and are

ready to implement a fully developed strategic plan

• This plan includes in its review the feedback from all parts of the school

community

• We have charted the school’s strategic plan and are now ready to execute

the initiatives that will take our school into a brighter future


Benchmarking and the 6 Year Financial Plan -

How to interpret the Benchmarks and the Plan?

• Benchmarking is carried out in order to better understand our status relative to peer schools

– We have leveraged benchmarking performed by the NAIS (National Association of Independent Schools) and some proprietary research

• This is a plan NOT a budget– Provides guidance and captures the intent of the Board and Administration

• Budgets are approved by Board on an annual basis– Administration and Finance committee lead annual budget process

– We shall review status each year and decide what we can afford to do in the following year

• Guidance is also provided in a number of areas, most importantly and most sensitively:

– Tuition

– Teacher salaries

• Again, each year we will develop and approve the following year’s budget taking into consideration current status and track record in meeting current year’s budget

• The plan is our guidepost, no more, no less

• It is highly likely that there will be some deviation from this plan as we face unanticipated challenges and opportunities


Snapshot of our School’s Finances• Enrollment: 2004-05 actual 472 students

2005-06 budget 485 students

• Average Salary (2004-05): Full-time Teachers: $38,666

• 2005-06 Tuition:

Maternelle $14,100

Lower School $14,100

Middle School $14,450

Upper School (9-10) $15,800

Upper School (11-12) $17,000

• 2005-06 Budget:

– Income: $7,461,000

– Expenditures: $7,257,000

– Planned Surplus: $ 151,000

– Development Activities (Annual Fund & Unrestricted Giving): $215,000

• Endowment: $50,000 (2002 gift)


So where do we stand financially?

• EB operates almost exclusively out of tuition income

• EB does not generate a reasonable financial surplus

• We do not have the cash balance to fund improvement plans without

financing

• We will continue to increase the effectiveness of current expenditures and will

seek efficiency improvements annually as a means of funding Strategic

Initiatives

• To advance academic excellence, EB must increase the amount of available

funds for our annual budget and the sources of funding we can pursue are:

– Tuition

– Enrollment

– Efficiency improvements

– Annual Fund and other giving


Let’s take a closer look at our status by

reviewing some benchmarks against peers

• Tuition Benchmark

– Pre K, First Grade, Sixth Grade,

– Ninth Grade & Twelfth Grade

• Faculty Compensation & Benefits

• Professional Development of Faculty

• Experience Profile of Faculty

• Administrative oversight

• Technology and learning

• Tuition Dependence

• Voluntary Giving

• Financial Aid

French School PeersNAIS Schools

*Ecole Bilingue de Berkeley

*F.A. School of Portland

F. A. School of Puget Sound

F. A.. School of Silicon Valley

F. I. School of Philadelphia

*F. A. I. School of San Francisco

*F. A. School of New York

Lycée Français de New York

*Lycée Français La Pérouse

*Washington International School (DC)

Non-NAIS Schools

*Lycée Rochambeau

*Ecole Française (San Diego)

*Ecole Internationale d’ Atlanta

*Ecole Internationale d’ Indiana

*Ecole Internationale AWTY (Houston)

*Ecole Franco-Américaine de Miami

*Lycée Kennedy (NYC)

*Ecole Internationale Péninsule (Palo Alto)

*Ecole Internationale de Dallas

* Tuition Survey Schools

Massachusetts Peers

Bancroft School

Brimmer & May School

Applewild School

Brookwood School

Derby Academy

Meadowbrook School

Nashoba Brooks

Shady Hill School

Shore CDS

The Pike School

Falmouth Academy

Lexington Christian Academy

Newton CDS of the SH

Rivers School

Windsor School

Commonwealth School

Pingree School

Belmont Day School

BB&N

20 selected Mass.

Schools


Tuition at the Maternelle level is comparable

with MA Peers and higher than our French

School peers

$14,141$14,100

$12,319

$10,000

$12,000

$14,000

$16,000

MA Peers EB French Peers

2005 – 2006 Tuition: Pre-Kindergarten

** 2005 - 2006 Benchmarks from direct poll of peer schools


First Grade tuition is less than our Massachusetts

Peers but greater than our French School Peers

$16,765

$14,100

$12,858

$10,000

$12,000

$14,000

$16,000

$18,000


2005 – 2006 Tuition: First Grade



Sixth Grade tuition is substantially less than our

Massachusetts Peers and comparable with our

French School Peers

$20,754

$14,450 $14,366

$10,000

$14,000

$18,000

$22,000


2005 - 2006 Tuition: Sixth Grade

** 2005 – 2006 Benchmarks from direct poll of peer schools


Ninth Grade tuition is substantially less than our

Massachusetts Peers and comparable with our

French School Peers

$22,608

$15,800$15,972

$10,000

$14,000

$18,000

$22,000

$26,000


2005 – 2006 Tuition: Ninth Grade



We will invest in closing the pay gap that exists

between EB and Peer Schools

$25,000

$30,000

$35,000

$40,000

$45,000

$50,000

$55,000

$60,000

Start 0-5 years 6-10 years 11-15 years 16-20 years 21+ years


2004 – 2005 Teacher Salaries

** 2004 - 2005 Benchmarks from NAIS (National Association of Independent Schools)


We will also invest more in the professional

development of our faculty

$66,646

$38,129

$47,917

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000


2003 – 2004 Professional Development Spending

** 2003 - 2004 data, Benchmarks from NAIS (National Association of Independent Schools)


We clearly need to invest in the recruitment

and retention of mid-career faculty

23%

28%

36%

16%

24%

18%16%

26%

14%

20%

16%14%

6%

26%

18%

5%

10%

15%

20%

25%

30%

35%

40%

0-5 years 6-10 years 11-15 years 16-20 years 21+ years


Experience Profile of Teaching Staff

** 2004 - 2005 Benchmarks from NAIS (National Association of Independent Schools)


We have considerably more students per

administrator than our Massachusetts peers

but are comparable with our French peers

34

5856

0

20

40

60


Administrative Staffing – Students Per Administrator

** 2004 – 2005 data, Benchmarks from NAIS (National Association of Independent Schools)


Our students would benefit from increased

access to computers

4.0

10.9

5.0

0

2

4

6

8

10

12


Students per Computer

** 2004 - 2005 data, Benchmarks from NAIS (National Association of Independent Schools)


Aspirational funding – the role of philanthropy

at Ecole Bilingue

$913

$239

$508

$0

$200

$400

$600

$800

$1,000


Annual Voluntary Giving Per Student: Parents and Alumni

** 2003 - 2004 data. Benchmarks from NAIS (National Association of Independent Schools)


Accelerating Excellence

• Among French/American international schools in the US, EB rates among the lowest in voluntary giving

• We believe that a greater part of our budget can be derived from voluntary giving so that the drive toward building academic excellence can be accelerated with a lower impact on tuition

2003 Unrestricted Voluntary Giving per Student

$0

$200

$400

$600

$800

$1,000

$1,200

Lycee Français

La Perouse, San

Francisco, CA

Ecole Bilingue,

Cambridge, MA

Lycée Français

de Chicago,

Chicago, IL

Washington

International

School,

Washington, D.C.

International

School of the

Peninsula, Palo

Alto, CA

French American

School,

Larchmont, NY

Atlanta

International

School, Atlanta,

GA

International High

School, San

Francisco, CA

International

School of Indiana,

Indianapolis, IA

Lycée Français

de New York,

New York, NY


Reliance on tuition revenue

89%96%

82%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

MA Peers EB French peers

Gross Tuition as percent of Total Income

** 2003-04 data, Benchmarks from NAIS (National Association of Independent Schools)


We intend to maintain our progressive financial

aid policies

11.5%

6.4%

EB

7.0%

Bourse

8.1%

0%

5%

10%

15%

20%


Financial Aid as % Tuition Income

** 2003-04 data, Benchmarks from NAIS (National Association of Independent Schools)


Summary

• Today, EB operates on a tight and well managed budget

• The Cambridge lease is an extraordinary asset which has allowed us to keep tuition comparatively low:

– Normal commercial lease rates would add $1,500 per year to individual student tuition

– We will explore all options to prolong the life of this asset

• Our teachers and administrators should be better paid and we intend to close the gap over the next six years

– We cannot guarantee that the gap will be completely closed during this timeframe

• We need to recruit more mid-career faculty because this is a proven way to enhance overall faculty experience, educational continuity, and academic excellence in our student body

• We must consider external bank financing as a means of funding for school building improvement plans

• Our new 6 year financial plan relies upon increased enrollment and tuition but will increasingly need philanthropic revenue

• Full enrollment and increased scale can also contribute to the financial health of the school


Increases in base operating costs are driven by

unavoidable building maintenance and salary

increases

• Faculty salaries should keep pace with the cost of living increase in the

Boston area (assumed to be 4% in our plan)

• Faculty and Staff Compensation and Benefits: Cost: $ 7,666,000

• Facilities Cycle Maintenance & Renovation: Cost: $ 3,475,000

Total Six Year Cost: $ 11,141,000

• The above costs will be incurred over the period 2005 to 2011 and there is no

way we can avoid them


Strategic Initiatives – What are they?

• The Round Table discussions of January, 2004, identified a number of issues and opportunities

• These issues and opportunities, among others, were considered by the Board and the Strategic Planning Working and Advisory Groups resulting in a prioritized and focused set of strategic initiatives

• Preliminary cost estimates were developed for each initiative

• These initiatives are outlined on the following pages along with the cost of implementation over the period of the plan


Costs of Strategic Initiatives Over 6 Years

• Increased faculty compensation: Cost: $ 1,657,000

• Increased faculty development: Cost: $ 180,000

• Increased faculty and staff benefits: Cost: $ 300,000

• Increased computer learning: Cost: $ 250,000

• Increased college counseling: Cost: $ 125,000

• Increased admissions support: Cost: $ 210,000

• Increased facilities maintenance: Cost: $ 150,000

• Increased extracurricular improvements Cost: $ 400,000

• Other Initiatives (branding, new revenue) Cost: $ 145,000

Total cost: $ 3,417,000


Impact of Base Operating Expense Increases

and Strategic Initiatives Combined

• Increased Base Operating Expenses: Cost: $11,141,000

• Increased Strategic Initiatives: Cost: $ 3,417,000

Total Six Year Cost: $ 14,558,000

• All of these costs will be incurred over the six year period of the plan

• Achieving planned increase in enrollment is critical to viability of plan:

– Scaling from 472 students to 520 in fifth year of plan (Compounded Annual

Growth Rate: 2%)

– We believe this to be a reasonable and attainable objective since we have

successfully increased enrollment by 18% over prior five years (Compounded

Annual Growth Rate: 3.4%)

• Significant benefit to be gained from increasing total potential student

enrollment to 570 and scaling more rapidly toward that cap:

– Major negotiation with City of Cambridge


Six-Year Financial Plan

$ in ‘000

FY05-06

Year 1FY06-07

Year 2FY07-08

Year 3FY08-09

Year 4

FY09-10

Year

5

FY10-11

Year

6

Projected Enrollment 485 500 510 515 520 520

Total Revenue 7,461 8,175 8,845 9,484 10,171 10,804

Total Expenses, including

Strategic Initiatives7,181 8,124 8,739 9,353 10,019 10,598

Strategic Initiatives (inc. above) 0 312 503 673 871 1,058

Change in Net Assets 280 51 106 131 152 206

Cash Flow before Capex / Loans 327 173 219 239 257 312

Cash Flow after Capex / Loans 222 73 169 184 192 242

2% Reserve 140 154 168 181 194 207


Strategic Initiatives

FY05-06

Year 1

FY06-07

Year 2FY07-08

Year 3FY08-09

Year 4FY09-10

Year 5FY10-11

Year 6

Technology and Learning 0 50 50 50 50 50

College Counseling 0 25 25 25 25 25

Faculty Compensation 0 65 164 292 493 643

Faculty/ Staff Benefits 0 20 40 60 80 100

Professional Development 0 12 24 36 48 60

Admissions 0 25 30 40 55 60

Financial Aid 0 0 0 0 0 0

School Name and Identity 0 25 0 0 0 0

General Promotion/ Publicity 0 10 10 10 10 10

Alternative Revenues 0 30 10 10 10 10

Development Plan (tbd) 0 0 0 0 0 0

Extracurricular Activities 0 50 75 75 100 100

Facilities Maintenance / Enhancements 0 0 75 75 0 0

Total Strategic Initiatives 0 $ 312 $ 503 $ 673 $ 871 $ 1,058

$ in ‘000

Total: $3,417,000


Funding Alternatives – Next 6 Years

$ in ‘000 FY05-06

Year 1

FY06-07

Year 2FY07-08

Year 3FY08-09

Year 4FY09-10

Year 5FY10-11

Year 6

Projected Enrollment 485 500 510 515 520 520

Strategic Initiatives $312 $503 $673 $871 $1,058

Alternatives to fund Strategic Initiatives

- Operate with Zero Cash Reserve 140 154 168 181 194 207

- Increased Enrollment – 10 Students 150 150 150 150 150 150

- Increased Enrollment - 20 Students 300 300 300 300 300

- Increased Enrollment - 30 Students 450 450 450 450

- Incremental Annual Fund Giving 100 200 300 300 300 300

• Full student enrollment is the most achievable and relevant initiative

• Securing a variance from City of Cambridge to allow for total enrollment of 570

would allow us to boost tuition revenue substantially with limited additional cost

• Improved operating efficiencies, i.e. lower costs

• Annual Fund and unrestricted giving could have a major impact


Accelerating Excellence & Tuition Guidance• We rely upon increases in enrollment and tuition to fund the building of academic

excellence in the short-term, but …

• We may have other alternatives and will seek to minimize the impact on tuition:

– Increased scale & enrollment above assumed figures in plan

– Voluntary giving

– Improved operating efficiency – cost effectiveness

• Our base plan calls for increases in tuition averaging 5% per annum for the next 6 years with no strategic initiatives funded

• Funding the Strategic Plan over the six year duration entirely from tuition would require an additional 1.5%, bringing the average annual tuition increase to 6.5%:

– Assumes we achieve enrollment targets

– Includes purchase of Cambridge campus buildings should the opportunity arise

• We can NOT represent that 6.5% is a cap nor will we represent that it is a floor on tuition for the next six years

- It is guidance and should be read by all as such

- It is difficult to imagine how tuition could increase by less than 5% year-over-year

• You can be assured that the Board of Trustees and Administration will do everything possible to minimize tuition increases while pursuing the operating plan and strategic initiatives in the coming years


Conclusions• Ecole Bilingue has a strategic plan for the period 2005 – 2010

• The emphasis of this plan is to raise academic standards and enable all students to achieve their full potential

• In order to reach their full potential, our students must be taught and challenged by a faculty that is highly qualified, very competent and committed, highly motivated, and above all happy with their position and happy with the school

• We will achieve this goal by investing in

– Quality of teaching (Staff Compensation & Development)

– Department Chairs responsible for curriculum definition and quality

– Reduction of faculty turnover

– Increase in the number of mid-career teachers

– Responsible and thorough annual faculty performance reviews by administration

– A student population of no more than 540 and classes of no more than 20 students

– Computer resources for students, faculty, and staff

– Science laboratories

– Adequate administrative staff


Conclusions

• Ensure that the school is stable and well led in the areas of finance, teaching, management, and strategic planning

• Build up a small cash-reserve gradually:

– Cushion against unforeseeable shortfalls

– Improve our overall credit rating (allowing us a lower cost of capital)

– Pursue investment opportunities as they arise

• Maintain and enhance our school from grades Pre-K through 12

• Ensure the continuity of a culturally diverse student population

• Remain at the current Cambridge Campus for the foreseeable future

• Increase the safety and attractiveness of all facilities

• Improve our graduates’ university prospects by:

– Offering skilled college counselors

– Hiring and retaining the highest quality faculty


Although our school is limited by resource constraints, we

have an abundance of riches in the quality, dedication,

commitment, and unity of our diverse student body, faculty,

administration, and parents.

We will continue to build on this great platform to ensure

that our school is widely recognized as a pre-eminent

institution of academic and life learning that graduates

students who are differentiated by their multilingualism,

cultural and international understanding, and most

especially by a love of learning and desire to achieve

nothing less than their full potential.

Documents

Intl School Boston SP 2005-10