•

Strategic Planning Committee 2009-2010

Kelly Kurschner, Co-Chair George Gaines, Co-Chair Jay Behel, Board Member Dennette Derezotes, Parent Letitia Mann, Board Member Donald Monroe, Administration James Olson, Board Member Jennifer Rappin Levy, Teacher Mark TerMolen, Board Member Alexandra Vastardis, Teacher

Board of Trustees 2010-2011 George Gaines, President David Baker, Treasurer Elena Zanussi, Secretary Ann Batko Mary Beth Beckwith Jay Behel Robert Berry Stacy Empson Brian Heckler Vivien Hanson Hilde Kaiser Kelly Kurschner David Lively Letitia Mann Elaine Mohamed Mark TerMolen Dustin Vincent Ralph Walsh

Strategic Planning Committee 2010-2011

George Gaines, Co-Chair Daniel Schwartz, Co-Chair Ann Batko, Board Member Jay Behel, Board Member Peter Carlson, Administration Megan Cawley, Teacher Dennette Derezotes , Parent Stacey Empson, Board Member Addie Goodman, Administration Brian Heckler, Board Member Natalie Herring, Administration Jennifer Rappin Levy, Teacher Letitia Mann, Board Member Kimeri Swanson-Beck, Administration

2

Our History

• The Children’s School first opened in Chicago in 1918 when it was founded by Clara Belle Baker, who also became its first director.

• Ms. Baker was a progressive pioneer, and the school became highly regarded for its approach of “learning by doing.”

• In 1926 the school moved to Evanston and became part of National College of Education.

• When Ms. Baker retired in 1952, the school was renamed Baker Demonstration School for its demonstration of best practices in classroom methods.

• Baker continues to demonstrate innovative teaching, materials and technology, while adhering to the founding values of Clara Belle Baker.

• In 2005 Baker Demonstration School became an independent school, while retaining its academic affiliation with the National College of Education, now part of National-Louis University.

Our Vision

Love to Learn Cherish the Journey

Serve the World

3

Our Mission

• Baker Demonstration School is an independent day school, committed to providing an exemplary Preschool, Elementary and Middle School education.

• We believe that children learn best in an inclusive, creative community that encourages individual risk-taking and values different ways of learning.

• Baker’s experiential approach nurtures the development of the whole child, enabling each student to be fully prepared for intellectual, artistic, physical and social/emotional challenges well beyond Baker.

• We cultivate our students’ intrinsic motivation to learn and their active participation in the learning process. We foster excellence through critical thinking and integrated connections across academic and artistic endeavors.

• We promote collaboration while developing personal leadership. We foster citizenship by encouraging students to develop self-awareness and compassion for others.

• Baker celebrates individual, family and cultural differences and graduates students who appreciate diversity in all its forms.

Three Core Values Balance Our Mission

4

Partnership

• Children learn the strength of collaboration from a very young age, which is extended throughout their Baker experience.

• Our master teachers work across disciplines to create a multi-dimensional learning experience in which new and exciting connections are forged.

• Families contribute their talents and resources as essential partners in our thriving community.

• Baker graduates know how to work with others to accomplish combined and individual goals.

Individuality

• Baker cultivates a sense of respect for the uniqueness of each student. • Our combined differences make our community strong and vibrant. • Demonstrating compassion and service to others is integral to the full

development of each student and strengthens Baker’s ties to our wider community.

• Baker students discover who they are and how they learn, and that others have different yet equal qualities.

Wholeness

• Baker understands that a student’s intellect is best served by a rigorous curriculum and stimulating environment that engages the entire person's mind, feelings, relationships, body, spirit and responsibility to the school community and beyond.

• The Baker graduate is a grounded, productive, curious and compassionate citizen ready to embrace the challenges of high school, college and beyond.

5

Our Strategic Planning Process

• Following the adoption of our Mission Statement in the spring of 2009, the Strategic Planning Committee, consisting of Board members, administration, parents and faculty members, began its work on a new Strategic Plan for the school in the fall of 2009.

• Through an initial visioning exercise we identified major desired outcomes for the school by the time of the successful execution of the Strategic Plan in June 2014.

• These outcomes then were grouped into eight focus areas: Academic Program, Faculty and Staff, Enrollment, Finances, Facilities, Marketing, Governance and Community.

• Teams were formed for each focus area to draft a strategic goal and supporting strategic initiatives. These strategic goals and initiatives were reconciled and refined into a final Strategic Plan which was approved by our Board of Directors in November 2010.

• To support the execution of the Strategic Plan specific individuals or committees were identified to take the lead on each strategic initiative, and a timeline was specified for its completion.

• In addition, pro forma operating and capital reserve budgets were developed for each year of the Strategic Plan.

• These budgets reflect the financial impact of these strategic initiatives and confirm that the execution of the Plan supports building a strong and sustainable financial profile for the school.

Our Strategic Goals

1. We offer an enriching academic program. 2. We attract and support an exceptional administration, faculty and staff. 3. We grow a thriving and diverse student body. 4. We build a strong financial profile. 5. We maintain a superb building and grounds. 6. We enhance our local and national reputation . 7. We are governed strategically and expertly by our Board of Directors. 8. We foster a nurturing community of lifelong learners.

6

Strategic Goal 1 We offer an enriching academic program. Our academic program nurtures students to flourish as inspired, lifelong learners with a well-articulated curriculum that develops the whole child through experiential learning which incorporates current research and educational best practices. To support this goal we:

• Create a systematic, periodic curriculum review cycle to ensure rich, consistent curriculum within, between and across grade levels which prepares students for success at Baker and in high school.

• Refine student learning assessment process to regularly inform instruction and report each student’s learning progress relative to prior reports and grade level curriculum.

• Ensure that each major program component has a clearly articulated rationale that supports our Mission and Strategic Plan.

• Incorporate current pedagogical research and educational best practices into our academic program through professional development and stronger university and organizational affiliations.

• Foster a robust service learning program to inspire students to “serve the world.”

7

Strategic Goal 2 We attract and support an exceptional administration, faculty and staff. We attract, develop and retain highly qualified and effective administration, faculty and staff who excel in their profession, embody the values of our Mission and are committed to their professional development. To support this goal we:

• Provide attractive compensation and benefits relative to peer schools. • Establish a well-defined performance review process to ensure high

performance standards and continuing professional development. • Establish an effective and accessible professional development program

that engenders collaboration, builds a culture of reflective practice and celebrates professional growth.

• Elevate our technology program and resources to support teaching and learning.

• Expand program for developing associates, interns and newly hired teachers by supporting the role of master teachers/mentors.

8

Strategic Goal 3 We grow our thriving and diverse student body. We grow our thriving and diverse student body consistent with a selective admissions process and low student/teacher ratios. To support this goal we:

• Develop a long term enrollment plan for which maximum targeted enrollment is consistent with our strong financial profile, the high quality of our program and the practical capacity of our facility.

• Ensure our enrollment plan preserves low student/teacher ratios relative to peer schools and identifies new strategies to support student diversity (relative to race, nationality, ethnicity, language, gender, family structure, and socio-economic standing).

• Ensure enrollment plan identifies and promotes unique aspects of our academic program with emphasis on important entry grades (preschool, kindergarten, first and sixth grades) and target markets.

• Develop improved, collaborative assessment process for new applicants to ensure appropriate overall fit.

• Maintain robust financial aid relative to peer schools to support an economically diverse parent body.

9

Strategic Goal 4 We build a strong financial profile. We build a strong and sustainable financial profile which secures and enriches our learning environment through successful operating, enrollment, program development and advancement strategies. To support this goal we:

• Consistently achieve balanced annual operating budgets while minimizing tuition increases.

• Build and maintain adequate reserve for building maintenance and targeted capital improvements.

• Establish and grow a culture of giving within our school community • Establish and grow a giving program beyond our school community. • Add and grow programs (e.g. summer, after school) to increase support

for the operating budget.

10

Strategic Goal 5 We maintain a superb building and grounds. Our superb building and grounds enhance learning, foster creativity and facilitate community while ensuring safety, accessibility and sustainability. To support this goal we:

• Develop capital improvement plan which identifies and prioritizes projects to enhance our programs, increase safety, improve accessibility, promote sustainability and facilitate community.

• Assess practical capacity of our facilities, including any anticipated capital expense, to expand enrollment pursuant to a long term enrollment plan.

• Develop clear policy for how capital projects are reviewed and approved.

11

Strategic Goal 6 We enhance our local and national reputation. We are recognized locally and nationally for excellence in learning and leadership in teaching. To support this goal we:

• Finalize accreditation process and become a member of Independent Schools Association of the Central States.

• Participate in educational conferences and forge alliances with other educational institutions.

• Develop our brand policy and guidelines to be used in all of our internal and external communications.

• Develop marketing strategies to promote our strengths effectively using all channels including faculty engagement.

• Conduct periodic surveys of our community constituencies to better identify trends and respond effectively to community needs.

12

Strategic Goal 7 We are governed strategically and expertly by our Board of Trustees. Our Board of Trustees governs strategically and expertly and also communicates effectively in support of our Mission. To support this goal we:

• Develop Board member selection program to improve and balance Board member skills and diversity.

• Maintain Board focus on strategic, long term issues. • Evaluate increasing the number of Board seats as well as the addition of

an Advisory Board to leverage additional expertise and networks. • Establish Board member education and evaluation process.

13

Strategic Goal 8 We foster a nurturing community of learners. Our community is a diverse union of engaged children, families, administrators, faculty, staff, alumni and friends who come together for friendship and to share a passion for lifelong learning. To support this goal we:

• Develop community educational programs focused on progressive practice and child development.

• Enhance our schedule of social activities so all of our constituencies (e.g. working parents, alumni, alumni parents) can be an integral part of our community.

• Build awareness of school events and traditions to support Baker’s unique culture.

14