The Tatnall School Strategic Plan

Engage the world with courage, intelligence, passion and purpose.

Mission, Promise and Beliefs | Strategic Priorities and Goals

Dear Members of the Tatnall Community: It is with great pride and enthusiasm that we present The Tatnall School Strategic Plan, which was recently approved by our Board of Trustees. Tatnall’s strategic plan is exciting, aspirational and will challenge our school community to grow and change in the years ahead. We will use this plan to guide us in setting priorities, using our resources to our best advantage, strengthening our position in our community and ensuring that all members of the Tatnall community are working in harmony to help our school advance with thought, purpose and consistency. Most importantly, however, the plan honors the authentic relationships that are at the heart of the Tatnall experience.

Our plan is the culmination of several years of educational research,

Board of Trustees

demographic and competitive analysis, constituent surveys, and input from our faculty. During the planning process, the Board

Officers

closely considered Tatnall’s mission, beliefs and position in the

Caroline Brown Lintner ’83, President

independent school market as we developed a plan that would

Frank J. McKelvey III, VP

ensure the school’s continued growth and success.

Stephen D. Marvin ’88, VP

While Tatnall has always been an outstanding school dedicated to

Caroline Tatnall Ketcham ’58, Secretary

academic, athletic and artistic excellence, the plan positions Tatnall as an innovative leader at the forefront of education. The plan’s five

Thomas P. Ferry, Treasurer

Strategic Priorities and a new Tatnall Promise, which anchors the plan and serves as a cornerstone for branding, will take Tatnall to

Trustees

the next level of programmatic excellence. At the same time, the

Peter W. Atwater

plan is intentionally designed to enhance the unique qualities and traditions that are authentic to a Tatnall education.

During the course of the 2016-2017 school year, our Interim Head of school, administrative team and Board committees will define and prioritize initiatives for each of the five Strategic Priorities.

Matthew Beardwood ’89 Michele M. Cross David Ley Hamilton Cynthia Hewitt ’69

Additionally, several working groups that include faculty, parents

S. Mark Hurd

and alumni will be created to keep the plan on task. Please keep

Margaret L. Laird ’86

an eye out for more information and regular updates as the year progresses.

Carter Lee ’89 Daniel Malley

We look forward to working with you and the entire community as we bring the plan to life during this new and exciting chapter in the school’s history.

Keith Morton ’74 Wendy A. Owen Mary Lu Currin Pamm ’78

Sincerely,

Rebecca King Rogers ’79 Cindy Pettinaro Wilkinson ’88

Caroline Brown Lintner ’83

Frank McKelvey III

David T. Woods

President,

Head, Strategic Plan Working

Terri M. Young

Tatnall Board of Trustees

Group/Vice President, Tatnall Board of Trustees

Our Mission: “ Tatnall is not just a school.

It’s a way of life.”

—Frances D. S. Tatnall Within this context, our mission is to provide Tatnall students with an excellent college preparatory education in a family atmosphere. At Tatnall, a caring faculty creates an environment which nurtures curiosity and encourages students to grow in maturity and self-esteem. In their concern for the total individual, our faculty recognizes and respects each student’s unique intellectual, emotional, social, physical and spiritual needs and gifts. A Tatnall graduate is prepared to succeed as a college or university student and to assume the important role of a responsible member of society in all its diversity.

The Tatnall School Motto: Omnia in Caritate: “All Things in Love”

Our Promise: At Tatnall, we inspire students to explore and excel so they can engage the world with courage, intelligence, passion and purpose. We provide a strong, balanced foundation with exceptional academics, outstanding athletics, unparalleled arts and authentic relationships. We develop minds, build character and create community— one student at a time.

Our Beliefs: At The Tatnall School, we believe in… … an evolving, balanced, and relevant curriculum that values student achievement, provides opportunities for growth, nurtures innovation, fosters lifelong learning and ensures personal health and well-being. … a community founded on the values of altruism, honesty, and respect that will enable students to discover what is “true, pure, lovely, and of good report,” as directed by the Tatnall Mission. … providing a wide array of activities to give students valuable opportunities for participation and personal development. … preserving a highly qualified and dynamic educational team by respecting, appreciating and supporting our faculty and staff. … close student/faculty relationships and upholding the principles of productive family involvement in our students’ education and development. … providing resources that fully support and enhance the learning environment. … supporting, respecting and fostering a diverse school community by acknowledging, sharing, and celebrating each person’s gifts. … a community that maintains and develops shared school traditions. … engaging our alumni, families and friends in the ongoing life and activities of the school and in using their skills, experiences and resources to support the educational process. … preserving and utilizing our unique natural setting and in modeling environmental sustainability. … fostering global awareness.

Our Strategic Priorities for The Tatnall School: Guided by the Tatnall School Mission and a comprehensive internal and external assessment of the independent school landscape, we outlined the following five Strategic Priorities intended to direct school-wide planning and operational efforts in the coming years.

Fundamentally, these Strategic Priorities link Tatnall’s school and community strengths to current and future opportunities, and identify areas for improvement – all of which serve to strengthen Tatnall’s programs, brand clarity and competitive position in our evolving educational marketplace. In the near term, we will focus on select priorities deemed in need of immediate attention, and execute against these goals and tactics. Longer term, our energies will focus on the remaining Strategic Priorities, which under the leadership of our Board and Administration, may evolve in response to emerging school and market dynamics.

Strategic Priority #1:

EDUCATIONAL EXCELLENCE Exceptional Tatnall Programs and Remarkable Tatnall Faculty Cultivate Creativity, Innovation and Active Learning Background: Informed by current findings in academic research and pioneering trends in independent school education, Tatnall is committed to the ongoing evaluation and enhancement of our particularly “balanced” curriculum of academics, athletics and the arts. We will continue to review and adopt educational best practices and innovative programing as our imperative is clear – an informed and inspired curriculum will include and embrace 21st century skills,

With this strategic priority in mind, our goals are: Goal #1: Maintain our commitment to educational balance and program innovation.

We will review, enhance and evolve our college preparatory curriculum across all divisions to ensure and foster creativity, innovation, problem-solving, and experiential learning.

interdisciplinary teaching and learning, and elements of design and

Goal #2: Emphasize and support

innovation theory. Further, our well-rounded academic approach

Tatnall teaching excellence.

will motivate our students to seize learning opportunities and apply knowledge across, and beyond, our campus. This dedication to

Goal #3: Attract, retain and develop

ongoing core program enhancement will be supplemented by

an exceptional faculty who will make a

our commitment to attract, retain and maintain an exceptional

difference in the lives of Tatnall students.

faculty, including ongoing support for the professional growth of our faculty and intentionally recognizing excellence in teaching, advising and coaching.

Strategic Priority #2:

AUTHENTIC RELATIONSHIPS Develop and Nurture Holistic Relationships with Core Constituents to Ensure an Engaged School Community that Prepares Our Students for College and for Life Background: At Tatnall, we promise to know each student exceptionally well in order to inspire them, positively impact his/ her educational journey, and facilitate each student’s ability to become one’s best self. Since relationships remain central to all that we do, focusing more intentionally on student advising and parental partnering exemplifies our continuing commitment to the relationship-driven traditions of our Family School.

A re-envisioned advising system will incorporate a life-learningleadership “curriculum,” and requisite parent programming and support.

With this strategic priority in mind, our goals are: Goal #1: Design and implement a holistic student advising and mentoring program among all divisions.

Goal #2: Broaden our current college counselling program to include a focus on, and support for, career guidance and life beyond formal education.

Goal #3: Continue to research, devise and put into practice best-in-class technology strategies and programs that support student success and foster schoolwide community.

Goal #4: Foster, support and promote diversity and inclusivity in all forms to enrich our school community for all constituents.

Strategic Priority #3:

INSPIRATIONAL AND EXTRAORDINARY CAMPUS Update, Revise and Begin Targeted Campus Master Planning Initiatives that Align with Strategic Priorities Background: Tatnall’s campus is extraordinary—our geographical spaces, open landscapes and natural habitats are unparalleled in our region. We are committed to leveraging our campus for educational programs, student advancement and cultural enrichment, all of

With this strategic priority in mind, our goals are: Goal #1: Leverage Tatnall’s unique and preeminent 100+ acre campus to differentiate our educational, cultural and community offerings and experiences.

which will contribute to our ability to differentiate Tatnall and

Goal #2: Renovate the school buildings,

support student recruitment and retention. Our most recent capital

including learning spaces, office and

campaigns invested resources in the arts and in our faculty. Our

meeting spaces and select athletic facilities

next investment imperative, as validated by recent market research

to support existing and future educational

with current and prospective families, is to address gaps in our

programming, cultural activities, and school

facilities. The most pressing of these infrastructure needs is the

priorities.

refurbishment of targeted academic and athletic facilities, as well as the design and building of a community-wide gathering and dining space.

Goal #3: Plan, design, finance and build a community focused, multi-purpose dining and gathering space.

Strategic Priority #4:

TATNALL IN THE COMMUNITY AND THE WORLD Establish, Engage and Transform Local and Global Community Relationships

With this strategic priority in mind, our goals are:

Background: Tatnall will distinguish itself by cultivating relationships

Goal #1: Forge mutually beneficial

and partnerships with local and global organizations. Leveraging connections with museums, arts organizations and industry will afford Tatnall students invaluable opportunities for mentoring, internships, research and field work, community service, theatrical

partnerships with local and global organizations to benefit our students and our community.

performances, and potential employment. In addition, by hosting

Goal #2: Intentionally link Tatnall to

on-campus events, performances and workshops, and sharing

community organizations and leaders known

faculty expertise at academic conferences, Tatnall will serve as a

for creativity, innovation, leadership and

welcoming, educational “beacon” for both internal and external

service excellence.

communities. In support of this local and global outreach, Tatnall will set itself apart through its distinctive “centers” of excellence.

Goal #3: Develop new, distinctive programmatic “Centers of Excellence” that support both academic and communitybased objectives.

Strategic Priority #5:

ENSURE FINANCIAL SUSTAINABILITY AND STRENGTH Long Term Sustainability through Sound Financial Management, Rigorous Budgetary Oversight and Increased Philanthropic Support Background: Our Strategic Plan must be integrated with the school’s other supporting plans: the Tatnall Financial Plan (including enrollment targets), the Campus Master Plan, the Athletic Master Plan and the Branding and Marketing Plan. A close and targeted review of, and coordination of, these critical school plans will enable

With this strategic priority in mind, our goals are: Goal# 1: Strategically determine a longterm (3 to 5 year rolling) student enrollment target. Review these targets each year to refine and revise as needed to support financial stability.

Tatnall to attract the financial resources needed to sustain our

Goal#2: Maintain a balanced annual

school, maintain a balanced budget, mount future capital campaigns,

school budget. Support Tatnall’s ongoing

and ensure continued, prudent stewardship of all financial activities.

commitment to financial aid.

Goal #3: Further develop a culture of philanthropy that proactively supports and strengthens Tatnall’s ability to raise both unrestricted and restricted funds.

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