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About
Leadership

2020 Strategic Plan

BJ Rudman, P'08 Chair, Board of Trustees

Developing the 2020 Strategic Plan with the faculty and staff was an exciting and productive experience for the Board, particularly with the knowledge that it will guide the School's continued growth for the next three years.

2020 Stategic Plan

Throughout 2016, the Board of Trustees, administrative leadership team and full faculty and staff at Chapel Hill-Chauncy Hall engaged in a seven-step process to strategize and prepare the 2020 Strategic Plan. It involved:
  1. Reflecting on and respecting the School’s Long-Range Plan, Mission, Brand and Vision statements
  2. Assessing the success of the 2013-16 Strategic Plan
  3. Completing an “Advancing the Institution” self-assessment exercise as designed by the Head of School
  4. Identifying and collecting Board leadership’s key strategic issues
  5. Honoring the NEASC/CIS visiting team’s report and recommendations during a successful re-accreditation of CH-CH in February, 2016
  6. Engaging in standing Board committee strategic planning discussions with all 10 Board committees
  7. Empowering wide community input from various constituent groups: administration/staff, faculty, alumni, parents, and students
 

Section I - Learning

List of 7 items.

  • Academic Program

    Refine and redefine our multiple intelligences approach to a college preparatory education by:
    • developing a shared understanding of effective differentiated instruction’s pedagogy and practice
    • creating opportunities for connections between the CH-CH community (students, faculty, and staff) and other communities, both on and off-campus
    • defining/measuring academic success for students across disciplines and grade levels

  • Advisory and Student Life Programs

    The advisory and student life program provides balanced academic and social support to students from well-trained faculty members.  The program promotes:
    • overall health and wellness
    • opportunities for student leadership
    • flexibility in focusing on student needs
    • implementation in all areas of school life

  • Athletics and Afternoon Activities Program

    The co-curriculum will provide meaningful experiences to students while developing healthy habits of:
    • physical activity
    • successful teamwork
    • student leadership
    • attitudes of fair play and sportsmanship
    • competitiveness within our league competition

  • Professional Culture and Performance

    Attract and retain a diverse, creative, and masterful group of personnel who serve the School’s mission by strengthening recruitment practices, recognizing and rewarding distinguished performance, and creating a professional culture that encourages growth and creativity while fostering a shared sense of purpose.  In particular, we wish to develop the entire faculty's ability to utilize MI and DI in pursuit of a college preparatory education, and unite the faculty and staff in their understanding of how we serve students and their families.

  • Residential Life Program

    The residential life program helps students to develop:
    • the knowledge and skills for successful independent living
    • the attitudes and understandings needed for cooperative living in a diverse community
    • the values and behaviors needed for successful community membership
    With physical improvement to the School’s dormitories, a commitment to providing a home-away-from-home for boarding students, and the ongoing development of community traditions, the residential life program will contribute to the vibrancy of campus life and be a major component of the School community.

  • Summer and Auxiliary Programs

    To continue to foster, develop and maintain a sustainable revenue producing set of Summer and Auxiliary Programs that are learning-based in nature, giving kids the opportunity to experience relationships, to explore challenges and take new risks, to have tons of fun, to learn more about what they like and what they can do, and to develop more confidence in themselves.  Develop and implement plans to expand and improve summer programs in line with the mission of CH-CH utilizing existing resources and making needed facility improvements.

  • Technology

    Strengthen and support progressive teaching and learning through the use of technology that will serve as a vehicle to enhance the learning process at Chapel Hill-Chauncy Hall under three core principles:  innovate, collaborate, and showcase.  As a 1:1 iPad school, teachers reinvent, rearrange, and remodel the way information is being presented to better fit within the MI/DI framework.  The use of technology provides students and teachers a portal through which they can make learning a social endeavor and access an ever-expanding repository of information.  Finally, students are afforded the opportunity to demonstrate in a multitude of ways what they have learned during their academic, extracurricular, and social experiences at CH-CH.

Section II - Institutional Advancement

List of 6 items.

  • Admissions and Enrollment Management

    To create a sustainable program to recruit mission-appropriate students that focuses on relationships, retention, reputation, recruiting and revenues, with the ultimate objective of establishing a dynamic system of enrollment management that sustains full enrollment.

  • Development to Institutional Advancement

    To create a culture of philanthropy within the community in order to build support and a robust giving program for both the Annual Fund and all capital projects.  In order to build the giving culture, cooperative work needs to be maintained across multiple program areas of the School, including development, admissions, and marketing.

  • Governance and Leadership

    To sustain a School governance and leadership dynamic that identifies, recruits, develops and integrates critical talents on the Board and in the School in order to achieve significant fundraising levels, define and finance capital projects, fuel restoration of the natural environment, and drive a sustainable business model.

  • Marketing and Communications

    Build Chapel Hill-Chauncy Hall’s reputation and brand recognition by elevating brand consistency and awareness externally and internally.  Top priority: Enhance and expand our brand reputation.

  • Sustainable Business Model

    To develop and implement a sustainable business model through increased productivity, ongoing cost-control, and alternate sources of revenue for the School that, in addition to strengthening the School’s finances, also moves it closer to achieving its mission. The end result is the creation of a sustainable business model that supports both the growth of current School programs and facilities, as well as the endowment of the School.

  • Campus Planning

    To improve School facilities and environment through a coordinated program of: renewal and re-purposing of current spaces, strategic additions, and new facility creation so that our campus reflects our purpose of stimulating and supporting the many ways that students learn.
Located 10 miles from Boston, Chapel Hill-Chauncy Hall is a coeducational college preparatory school that teaches the way students learn. The School welcomes students with diverse learning styles and helps them to develop self-confidence and achieve academic success through personalized, integrated learning. Chapel Hill-Chauncy Hall offers 180 boarding and day students a richly diverse cultural and academic environment and opportunities to engage in the arts, athletics and community service.
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