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8/4/2019 SP TABS 2009-12
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WE ARE PL EASED to present The Association o Boarding Schools Strategic Plan2009-2012, with thanks to our Board and other strategic planning participants. The planis bold in reach and broad in scope appropriate to the remarkable heritage, and evenmore remarkable uture, o our schools. The job o TABS is to help support and advanceboarding schools, and by extension, the students and amilies they serve. This Strategic Plan
is designed to give practical shape to that dream. Here, we set orth the goals, strategies,and working tactics developed over several months o purposeul, imaginative, and rigorousplanning. The dreaming and planning are never nished, o course, but now it is time toexecute. It is our honor and privilege to accept that charge on behal o all TABS schools.Sincerely,F. Robertson Hershey Peter W. UphamHeadmaster, Episcopal High School (VA) TABS Executive DirectorTABS Board Chair
TABS STRATEG IC P LAN STEER ING COMMITTEEF. Robertson Hershey (Chair), Headmaster, Episcopal High School VASusan Nelson (Vice-Chair), Head o Schools, The Webb Schools CAJohn Boland III, Asst Head or Finance & Operations, Rabun Gap-Nacoochee School GADrew Casertano, Headmaster, Millbrook School NYDoug Dickson, Head o Upper School, St. Stephens Episcopal School TXBurch Ford, Retired Head o School, Miss Porters School CT
Jo-Anne Kingstone, Deputy Head o School, Shawnigan Lake School BCRobert H. Mattoon, Jr., Executive Director, Eight Schools Association CTRick Schubart, Bates-Russell Distinguished Faculty Proessor, Phillips Exeter Academy NHPeter W. Upham, Executive Director, TABSLouisa Zendt, Director o Admission, St. Andrews School DE
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OUR 5 GOALS
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MARKET ING GOALTo promote boarding schools as the premium choice or those seeking
outstanding preparation or college and or lie, to enlarge the boarding
school applicant pool, and to advance the leadership role o TABS in
the world o education.
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MARKET ING (CONTINUED)
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PROFESSIONAL
DEVELOPMENT GOALTo provide member school leaders and educators dynamic
proessional development opportunities tailored to the unique
character o their work and lives in boarding school.
STRATEGIESON E Enhance our commitment to
our three core audiences: Heads,
Admission proessionals, and Resi-
dential Lie sta.
T WO Identiy and begin to culti-
vate other priority audiences, based
on level o interest/need and a
review o the competitive landscape.
T H R E E Serve all boarding school
administrators through a base level
o programming and service.
F OU R Through research, innova
tion, and experimentation, nd the
most eective and ecient model
or each program.
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THOUGHT LEADERSHIP GOALTo provide philosophical and strategic leadership or boarding schools and their educators by
articulating the shared goals or which they strive, initiating conversations about the ideals that inorm
their work, and providing the data to monitor their environment and measure their progress.
ON E Develop and execute a
research agenda that helps support
both the Proessional Development
and Marketing dimensions o theTABS Mission & Vision.
T WO Through a range o orums,
connect our members with one an-
other, with experts in other relevant
domains, and with the TABS leader-ship to oster lively and productive
engagement with the issues acing
boarding schools and boarding
school proessionals.
T H R E E Spearhead the eort to
study, discuss, and rethink boarding
school nancial paradigms.
F O U R Position our member
schools within the worldwide his
tory and community o boarding
schools, identiying shared traditions and encouraging cross-
cultural understanding o
dierences.
STRATEGIES
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MEMBERSHIP GOALTo serve the broadest membership possible, nationally and
internationally, o schools, organizations, and individuals committed to
the TABS mission o serving college preparatory boarding schools.
ON E Attend to evolving current membership
interests and needs to maximize membership
appeal and retention.
T WO Expand and rene the categories,
criteria, and approval process or TABS
membership.
T H R E E Market TABS energetically within our
current sphere o infuence and in areas and
markets beyond our amiliar ones.
STRATEGIES
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F INANCE GOALTo ensure the nancial resources and expertise to und the TABSmission, harmonizing current programs with new initiatives,
while building a sound balance sheet capable o supporting the
organization, its programs, and its membership in perpetuity.
ON E Consistent with the organizations
growing size, complexity, and resources,
continue to sharpen the eectiveness o
TABS nancial management.
T WO Reexamine scope o oerings and
optimize pricing.
T H R E E Identiy and cultivate new and
emerging revenue streams.
STRATEGIES
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