Strategy 1: Build on research conducted by The Association of Boarding Schools (TABS) as well as through the NAIS Survey of College Age Alumni and additional student surveys to develop a visual comparison of specific aspects of high school experiences at public schools, private day schools, boarding schools, and EHS.
Approach: The School will review available data from TABS and NAIS, align it with EHS data in hand, and determine what additional EHS data is necessary to provide a complete visual comparison. The School will conduct surveys to attain the desired additional data from EHS students and young and mid-career alumni.
| *The Value of a Boarding School Experience |
*Public Schools |
*Private Day Schools |
*Boarding Schools |
| % of students who report their school is academically challenging. |
50% |
70% |
91% |
| % of students who report being very well prepared for college. |
39% |
71% |
87% |
| % of students who say their schools provide
opportunities for leadership. |
52% |
60% |
77% |
| % of students who report being around motivated peers. |
49% |
71% |
75% |
| % of students who report having high-quality
teachers. |
51% |
62% |
90% |
| % of students who say their schools provide a supportive
environment. |
50% |
70% |
75% |
| % of students who describe their schools as
having students from many races and ethnic groups. |
39% |
19% |
59% |
* Study conducted by Art & Science Group, LLC. Samples
were drawn and weighted to match public and private day populations based on
socioeconomic status, college graduation rates of parents, and gender.
** EHS to conduct surveys to provide EHS-specific
data.
Strategy 2: Collect data on effectiveness of the EHS program in delivering the June 2010 Core Competencies of an Episcopal High School Graduate.
Approach: Action items include the conduct of fall surveys of parents of graduates and spring surveys of seniors. The School will consider conducting the same surveys two, five, or 10 years post-graduation in order to develop longitudinal data.
Strategy 3: Communicate more clearly and market more
effectively the quality of the
academic experience at EHS.
Approach: The
School will work to articulate faculty experience, qualifications, and
engagement with students, incorporating these aspects in marketing initiatives
along with anecdotes from students about faculty-student relationships. In
addition, the School will develop and implement a comprehensive marketing plan
that conveys the EHS value proposition to identified markets, including K-8
schools and colleges; creates platforms for messaging with regard to the full
EHS experience, including the Honor Code, faculty-student relationships, and the
strength of the academic program; and sets a clear schedule and makes full use of
newly attained data.
Strategy 4: Explore developing a statement that expresses
the exceptional EHS experience as a good value (value = benefit/price).
Approach: In
developing this statement, the School will consider the fact that Episcopal is
priced below the median for independent boarding schools as well as the impact
of funding sources outside of tuition, which provide approximately $7,800 per
student to the operating budget annually.