Lovett's Strategic Plan for 2007-2011

Our Principles

1. The Lovett School Strategic Plan will be guided by our school's Philosophy and Character Pledge.
2. The Strategic Plan will be shaped by Lovett's commitment to preparation for college and for life. Instilling a love of learning and educating our students to respect differences and to live morally are also key objectives.
3. The Strategic Plan will challenge us to pursue excellence and leadership in all aspects of school life as we aim to be the best Lovett that we can be.
4. The Strategic Plan will take into account the perspectives of students, faculty, staff, trustees, parents, alumni, and friends.
5. The Strategic Plan will be a living document that guides the agenda of the board of trustees, who, in turn, will monitor our progress toward meeting the Strategic Plan's goals.
6. Lovett will pursue environmental sustainability and will practice environmental stewardship in carrying out the goals of the Strategic Plan.
7. Research, self-reflection, discussion, and benchmarks/best practices from peer schools will help inform the goal setting of the Strategic Leadership Teams.
8. The school will seek an enrollment of 1,520-1,550 students for the life of the Strategic Plan.
9. The realization of the Strategic Plan's goals will require the commitment of all members of the Lovett community. Major comprehensive campaigns will be required to generate resources for operations, improvements to the campus, and significant additions to our endowment.
10. An operating plan, a financial plan, a master campus plan, a technology plan, and campaign plans all will be constructed to support the Strategic Plan.

Education

THE LOVETT SCHOOL WILL STRENGTHEN ITS ALREADY EXCELLENT AND INNOVATIVE EDUCATIONAL ENVIRONMENT. In keeping with our founder's vision, we will celebrate lifelong learning, offering curricular and co-curricular opportunities that prepare our students for college and for life in an increasingly complex world. We will also utilize our Academic Resource Center (formerly the Learning Lab) as an academic resource for all students and faculty.

A sampling of initiatives already underway:

Academic Resource Center (ARC) instructors are now better integrated into the classrooms, with "satellite" centers and staff working directly with students and faculty in all school divisions. This change allows our students to view our ARC teachers as "regular" teachers. In the Lower School, the ARC teachers spend 10 hours per week in the classrooms; in the Middle School, an ARC reading specialist works with all sixth graders on their reading skills; and in the Upper School, an ARC teacher serves as a math instructor. This integration, coupled with the hiring of additional ARC teachers, is allowing for the ARC to reach more students and to train school faculty to implement a greater number of proven teaching strategies.

Other selected strategies:

• Include college counselors in new curriculum discussions.
• Use college counselors as a resource in training advisors during course registration.
• Strengthen the overall ethos around teaching, learning, educational practice, and innovative methods of instruction.
• Define other areas where signature courses or learning experiences may be developed.
• Integrate more fully the reality of testing into the educational plan.
• Advise teachers and students regarding test-taking skills.

Community

THE LOVETT SCHOOL WILL RECOGNIZE THE HUMANITY OF EACH INDIVIDUAL and will be a community whose touchstones are honesty, respect, responsibility, and compassion. To realize this vision we must increase our diversity and create the programs and training necessary to achieve a more inclusive, safe, and supportive climate for everyone. We will continue to clarify the role of religion and the Judeo-Christian tradition at our school and better integrate character education and wellness into the curriculum.

A sampling of initiatives already underway:

While researching the activities of the Middle and Upper Schools, we shadowed some of our students and gained insight into their lives. Several focus groups and interview sessions with students allowed us an even greater perspective and led to the creation of a new Upper School group for students who might feel marginalized in our community. Teens Against Prejudice, or TAP, will launch in the fall of 2007 with experiential workshops and training sessions for students. It is our hope that the students who go through the program will then serve as ambassadors to their peers, working to create connections--rather than separations--within our student body and helping curb the alienation that some of our youth face.

We also conducted family interviews to garner data about the way we are perceived in non-majority communities and to solicit recommendations on ways for Lovett to become even more welcoming of an increasingly multicultural population. Programs already in place include a Q&A session specifically for families of color as well as the launch of the Lovett International Alliance, a group of Lovett families committed to expanding international awareness by offering events and programs for the entire community.

Other selected strategies:

• Increase the overall financial aid budget as a percentage of tuition from 6.6% to 7.5%.
• Increase the percentage of financial aid students.
• Initiate a program for cultural competency training for faculty/staff that focuses on the school setting.
• Review the role of the director of multicultural programs and services.
• Strengthen integrity by enforcing the Honor Code consistently, teaching integrity in all disciplines, making the Honor Council more prominent, being cognizant of the ever-increasing time demands placed on our students, and increasing opportunities for adults to model the Honor Code and Character Pledge.
• Develop character education initiatives for faculty, staff, coaches, and parents.
• Clearly communicate and enforce the expectations of and consequences of violating the school's harassment and intolerance policy.
• Assess the current health curriculum, training programs, counseling services, and dining options to improve student and faculty/staff wellness.

Involvement

THE LOVETT SCHOOL COMMUNITY EXPECTS FULL PARTICIPATION BY ITS MEMBERS IN ALL ASPECTS OF SCHOOL LIFE. We will evaluate our community service, service learning, and co-curricular programs to ensure such programs are well integrated into the school. We will encourage our parents and our faculty to take an active part in these programs.

A sampling of initiatives already underway:

Work began in the summer of 2007 to renovate the Black Box into a full experimental performance space to be known as the Woodward Theater. This new theater features options for multiple seating configurations, as well as complete professional theatrical lighting, sound, and projection systems. This new theater will be used for scene presentations, small productions and assemblies, and as a teaching space for theater and technical theater classes. The Woodward Theater allows Lovett to host more after-school productions; offers an available space for students to learn about lighting, sound, and set work; and provides an intimate setting in which students can present their work. In short, thanks to these improvements, Lovett can serve a greater number of students.

Other selected strategies:

• Provide adequate facilities and resources to enable all students to be off campus by 7:15 PM, with rare exceptions.
• Keep overlap of co-curricular activities to a minimum.
• Establish a written evaluation for all co-curricular programs and sponsors.
• Communicate school and parent expectations and responsibilities to all parents.
• Lessen our reliance on community coaches for athletics.

Students

THE LOVETT SCHOOL WILL KNOW ITS STUDENTS. We will enroll applicants who can be successful in and contribute to our community, while maintaining an appropriate balance between legacy and non-legacy students. We will address the need to reduce some class sizes and teaching loads, and continue to strengthen the advising system. We will support our students in their searches for the colleges/universities that are the best matches for them.

A sampling of initiatives already underway:

Lovett has increased the faculty in the Upper School and in the offices of the Academic Resource Center (formerly the Learning Lab), Lower School Counseling, and Upper School Academic Affairs. We are particularly proud of the growing diversity of our faculty, as well. The ways in which staff members work has changed, too. For example, the advisory system is being strengthened, and college counselors are better able to respond to the needs of our students.

Other selected strategies:

• Accept no more than 50% of the school's enrollment from legacy categories.
• Develop Middle and Upper School advisory programs into mentorship programs.
• Promote geographic diversity within the college counseling process.
• Determine the effects of gender and social issues upon our learning environment.

Faculty & Staff

THE LOVETT SCHOOL WILL BE THE EMPLOYER OF CHOICE among independent schools by raising the funds needed to improve faculty/staff salaries, benefits, professional development opportunities, and quality of life. We will improve the process for faculty/staff performance reviews and develop a mentoring program for new teachers. As part of this effort, we will construct a comprehensive human resources plan.

A sampling of initiatives already underway:

The resources available for support of our faculty and staff have increased, thanks in part to gifts made by members of the Strategic Leadership Teams who saw the need first-hand. We are excited about the opportunities that will be made available through endowment gifts of $500,000 for faculty attraction, retention, and development; $150,000 toward faculty support; and $150,000 toward the Academic Resource Center. We are excited, as well, about an improved personal leave policy, increased reimbursement dollars for graduate work, an augmented compensation package for those with advanced degrees, and a stronger evaluation and mentoring process.

Other selected strategies:

• Consider a cafeteria plan of benefits.
• Improve the use of electronic communication to educate current and prospective faculty on the school's benefits program.
• Explore the possibility of job-sharing, flexible work hours, and sabbatical arrangements.
• Build more professional development time into the academic cycle.

Outreach

THE LOVETT SCHOOL WILL ARTICULATE THE ASPECTS THAT MAKE US DISTINCT AND WILL CELEBRATE OUR EDUCATIONAL ACHIEVEMENTS. We will communicate our commitment to diversity of all kinds and research the way we are perceived in non-majority communities. We will expand relationships with our alumni, sharing their accomplishments and encouraging their support. We will develop relationships with other organizations in the community-including neighboring schools-in order to strengthen opportunities for outreach, service, diversity, and parental education.

A sampling of initiatives already underway:

As an outgrowth of conversations within the Communications and External Affairs SLT, we are working to strengthen existing relationships with several smaller Atlanta schools, including the Atlanta Youth Academy, Atlanta New Century School, and International Community School. We have also implemented a junior/senior career night hosted by young alumni professionals.

Other selected strategies:

• Focus external public relations efforts on academic affairs.
• Promote our academic opportunities and unique aspects to colleges.
• Craft a short mission statement with accompanying bulleted belief statements.
• Educate our faculty/staff, parents, and alumni on Lovett's admission policies, procedures, and process.
• Use public service as a recruiting tool.
• Carry out a professional survey of alumni to improve database and enhance alumni programming.

Stewardship

THE LOVETT SCHOOL WILL SUSTAIN AND ENHANCE OUR GOVERNANCE PRACTICES, and examine the structure, terms, committees, and meetings for the board of trustees in order to meet the Strategic Plan's goals. We will also ensure that the headmaster's responsibilities are aligned with these goals and institute a formal process for reviewing the performance of both the headmaster and the board. We will create a culture of general support, volunteerism, and philanthropy that reflects the school's philosophy, national reputation, and aspirations, establishing an advancement program that is among the best of our peer schools.

A sampling of initiatives already underway:

At the board level, term limits for trustees have been adjusted from four three-year terms to two four-year terms in order to have an influx of fresh ideas and to give trustees more leadership opportunities. Advisory and emeritus trustees have been combined into one emeritus trustee group to simplify board structure, and a regular evaluation of our board members will begin. The Nominating Committee has been changed to the Governance Committee to better reflect its responsibilities, which include evaluation of the board, and a conflict-of-interest policy for the board has been established. The Advancement Office has recently undergone a thorough assessment in preparation for a new campaign.

Other selected strategies:

• Address the issue of the large size of our board of trustees by considering a special trustee emeriti meeting.
• Use the November board meeting to monitor and evaluate the Strategic Plan activities.
• Ensure that the headmaster's responsibilities are aligned with the goals of the Strategic Plan.
• Institute a more formal process for reviewing the performance of the headmaster and the board of trustees.
• Conduct a campaign feasibility study.
• Devise additional ways for constituents to become involved and invested in the school.
• Adjust Advancement Office resources to implement stronger programs in donor research and relations, database management, and planned giving

Spaces

THE LOVETT SCHOOL WILL CONDUCT A COMPREHENSIVE EXAMINATION OF ITS FACILITIES AND ADOPT A REVISED CAMPUS MASTER PLAN. New features being considered for this Master Plan in the short term include a new Middle School (above) and improvements to the Academic Resource Center and athletic venues. Longer-term plans include a community center with a new dining hall and fine arts facilities.

A sampling of initiatives already underway:

Plans are underway to construct a new facility for our Middle School students and their teachers. The proposed 75,000-square-foot brick-and-glass building, designed by Shepley, Bulfinch, Richardson and Abbott, will include large light-filled classrooms, numerous science labs, a multipurpose gathering space, expansive art and drama facilities, and a demonstration roof garden. Lovett is seeking LEED certification for this building, indicating construction with strong sustainability standards in mind. Leadership in Energy and Environmental Design (LEED) is a program of the U.S. Green Building Council that evaluates a building's environmental performance on a number of factors, including site selection, water efficiency, energy use, material and resource use, and indoor air quality. This certification will demonstrate that environmental stewardship is not just something Lovett students learn about in the classroom, but also is something that Lovett puts into practice.

With almost 75 percent of the student body choosing to compete in one or more sports--and with almost 100 state championships and 31 high school All American athletes to its credit--The Lovett School enjoys a high level of commitment from its students in the area of athletics. It is imperative that we provide student-athletes with facilities that are commensurate with their commitment. Plans are being drawn up for a new baseball and softball complex on the site of the current recycling center (on the road from Loridans House to the Physical Plant headquarters). The facility will include two regulation fields, batting practice cages, locker rooms, permanent seating, restrooms, and concessions.

Technology

THE LOVETT SCHOOL WILL DEVELOP A MORE COMPREHENSIVE EDUCATIONAL TECHNOLOGY PROGRAM in order for our students to have the computing and research skills necessary for college, employment, and life in the 21st Century. We will incorporate technology for the purpose of supporting innovative teaching and essential learning and we will improve the integration of data/information across administrative areas.

A sampling of initiatives already underway:

In the area of technology, we have installed additional equipment into all three school divisions, including tablet PCs, ceiling projectors, document cameras, and portable projectors. We have also launched the Educational Technology Leadership Team-composed of students, faculty, and staff-to develop a five-year technology plan for the school.

TECHNOLOGY IN THE CLASSROOM

The 21st Century classroom is one that is wired, interactive, and hands-on. Lovett will undergo a technology revolution with the pilot implementation of a one-to-one, in-class laptop program with fourth-grade students in 2007-08.

The pilot program provides students with opportunities to improve literacy and writing skills, increase critical thinking and research skills, and become more engaged in the learning process. In fact, research gathered by Lovett's Educational Technology Leadership Team (ETLT) shows that students who have one-to-one access with laptops are more productive, better organized, and more able to communicate effi ciently with their instructors and peers. "Fourth graders provide a prototype for how a laptop program can work because they pick up on things very quickly," said Lower School Principal Mary Baldwin. "In addition, our fourth grade teachers are very tech savvy."

Fourth grade classrooms are currently equipped with SMART Boards, which allow teachers to teach interactively from their laptops, and students to participate via an interactive response system. The technology does not replace traditional learning methods; rather, technology enhances the learning process for students. "As teachers, we hope to gain enough experience with the integration of laptops into our teaching so that it simply becomes an extension of what we are already doing in the classroom," said fourth-grade teacher Stephanie Bullock.

"The possibilities are endless with the integration of laptops into the curriculum," said fourth-grade teacher Laurie Smilack. "Students will be able to draft their English assignments immediately, pull up maps of the world for social studies lessons, and access their math textbooks online." From tracking their fi tness in physical education, to composing their own music, the laptops will be incorporated into all aspects of the fourth-grade curriculum. Says Donna Becker, Lower School technology coordinator and a member of the ETLT, "When parents see what their kids will be able to do, they will be blown away."

Other selected strategies:

• Replace all academic computers at least every four years.
• Expand recycling and reuse options for all campus hardware.
• Explore options for using technology to reduce paper consumption.
• Produce regularly scheduled faculty technology workshops, including summer courses for incoming faculty.
• Devise an assessment system for student computing skills and ensure adequate remedial support for students.
• Promote the ethical use of technology and the Internet, as outlined in the Technology Code of Conduct.
• Develop a method to evaluate the effectiveness of technology in the classroom.

Resources

THE LOVETT SCHOOL WILL DEVELOP A FINANCIAL PLAN to accompany the Strategic Plan, and then budget and secure the necessary operating, capital, and endowment dollars to carry out the Strategic Plan's goals and projects. We will also increase our goals for unrestricted annual giving; expand our financial aid program; and work to balance donor-directed giving with the school's needs to receive unrestricted gifts.

A sampling of initiatives already underway:

The Lovett School Board of Trustees and the Finance Committee have worked with Lovett's Business Office staff to develop a comprehensive financial model for the next five years. This financial plan, which they continue to refine, details all of the variables in revenue and expenses necessary to fund the programs and initiatives described in this document.