About Us
Strategic Plan

Strategic Plan Status Report

The Strategic Plan for Episcopal was launched in 2018 and will serve as the launching point for projects over the next several years. We will update this section several times each year to reflect the progress made toward various stated goals within each area of strategic focus.

Strategic Focus Area

Strategic Goals

THE McCAIN-RAVENEL CENTER for Intellectual & Moral Courage

Progress: Researched similar centers of excellence at other schools |♦| Launched comprehensive study of how Episcopal programming, curriculum, and structure can further develop intellectual and moral courage in students |♦| Established the center’s mission and campus location |♦| Established staffing |♦| Piloted program for externship afternoon option

Next Priorities: Continue exploration of targeted innovations and strategic partnerships with universities, think tanks, businesses, and other entities |♦| Develop programs to take advantage of the new schedule to begin in the fall of 2021 (see Focus Area #2) |♦| Audit curriculum to consider how to expand interdisciplinary courses and do more to leverage the resources of Greater Washington and promote courageous action |♦| Expand pilot program for afternoon externships

Develop New Daily & Weekly Schedules

Progress: Hired outside experts |♦| Researched goals and priorities of new schedule |♦| Developed prototype schedules |♦| Began ongoing faculty professional development about experiential learning

Next Priorities:
Share with EHS community two-three prototype schedules |♦| Roll out final schedule in January 2020; implement in the fall of 2021 |♦| Investigate alternative classroom approaches (e.g., pop-up courses)

Strengthen Adult-Student Relationships

Progress: Added time to weekly schedule for students to meet with advisors |♦| Explored how to reduce residential faculty-to-student ratio to 15:1, consulting with other boarding schools and EHS faculty and students |♦| Investigated best practices for enhancing experience of seated meals |♦| Hung international flags in dining hall representing all students

Next Priorities: Develop an enhanced residential life curriculum focused on advisory conversations and adult-student dorm interactions |♦| Secure advisory time within new schedule |♦| Continue progress toward construction of two new dorms (target occupancy: Fall 2022) to reduce residential faculty-to-student ratio |♦| Experiment with seated meal programs and rotation

Foster an Inclusive Community

Progress: Successfully commemorated 50th anniversary of integration |♦| Launched the Task Force on Racism, Understanding, Belonging in 2020 |♦| Trustees and school leadership held listening forums to hear from Black and African American members of the EHS community about their experiences at EHS in 2020 |♦| Audited weekend activities programs and student participation and engagement |♦| Examined purpose and focus of all student organizations |♦| Developing programming focused on healthy relationships, social-media use and influence, and an inclusive EHS community |♦| Began partnership with the Social Institute and other advisory groups |♦| Revised dorm-visitation rules and expectations around healthy student intimacy

Next Priorities: Introduce student-leadership training focused on facilitating conversations and nurturing healthy relationships |♦| Highlight student cultural organizations and affinity groups at first of year and measure change in engagement levels |♦| Follow-up student survey on adjustments to weekend activities approach |♦| Evaluate all admissions materials for their focus on diversity, inclusion, and strength of community

Enhance Communications

Progress: Redesigned website for more modern look and increased ease of use |♦| Audited communications between advisors and parents |♦| Explored improvements to Parent Community Meeting e-newsletter to increase engagement |♦| Examined Family Weekend programming and scheduling

Next Priorities: Experiment with “Digital Coffee” web-based Q&A sessions for parents |♦| Seek parent feedback on overall communications approach and effectiveness |♦| Create targeted parent groups, including past parents and international families, and enhance currently active networks

Strengthen the Alumni Network

Progress: Successfully commemorated 50th anniversary of integration at EHS |♦| Expanded and enhanced on-campus programming involving alumni, including CONNECT events on and off campus |♦| Launched mentorship opportunities between alumni and the Black Student Association, Spectrum, and student affinity groups |♦| Launched the Black Alumni Network and partnered with Bridging Legacies Across Campuses in 2020 |♦| Launched CONNECT 2.0 event during Spirit Weekend 2019

Next Priorities: Coordinate calls between alumni and seniors in preparation for senior externships |♦| Relaunch and promote online alumni directory |♦| Explore app-based alumni-to-alumni networking options |♦| Continue cultivating alumni who reconnected to EHS through event commemorating integration, listening forums, and other School events

A Safe & Healthy Environment

Progress: Implemented Covid-19 protocol according to state and local safety guidelines |♦| Researched best practices to prevent teenage substance use |♦| Revised substance-use approaches and policies |♦| Implemented ALiCE training for staff, faculty, and students as emergency preparedness for a shooter on campus |♦| Broke ground 

Next Priorities: Review effectiveness of changes to substance-use policies and adjust as necessary

A Health & Wellness Center & Curriculum

Progress: Revised rules regarding coed visitation and healthy student intimacy after research and student input |♦| Researched effective health and wellness academic programming |♦| Began design of new health and wellness facilities, working with architectural firm experienced in such facilities |♦| Added health and wellness course as an academic department and as a course requirement |♦| Provided students with programs on sleep and nutrition

Next Priorities: Review effectiveness of policy changes regarding coed visitation and healthy student relationships and adjust as necessary |♦| Review sleep and nutrition programs (Project SNZ, Embody Love, etc.) and impact of new schedule on health and wellness of students

Faculty/Staff Quality of Life

Progress: Completed construction of six new faculty homes on Sesame Street in August 2019 |♦| Conducted ABOPS review of faculty compensation and responsibilities |♦| Investigated creation of faculty/staff liaison committee

Next Priorities:
Launch initial Faculty/Staff Liaison Committee |♦| Focus on improving retention of new faculty |♦| Explore creation of affinity faculty advisory cohort tasked with examining school culture for diverse faculty and staff

Expand Affordability Options for EHS

Progress: Secured endowment gifts to fully fund the Burns Scholars and Alumni Scholars programs |♦| Launched quiet phase of campaign; received more than $50 million in capital and endowment gifts

Next Priorities: Secure additional $30 million to $60 million in endowment gifts by 2025 |♦| Increase the share of students on financial aid from 34% to more than 40% by 2025

Enhance Student Diversity

Progress: Researched competitor schools and best practices regarding enrollment management and student diversity |♦| Clarified goals for enrollment composition and diversity |♦| Targeted three cities for experimental digital-marketing outreach |♦| Targeted one city for experiment with expanding network organizations and relationship-building within the community

Next Priorities: Identify and establish relationships with 8-10 new diverse schools/programs |♦| Identify and target two countries for expanded marketing and recruiting efforts

Enhance Faculty/Staff Diversity

Progress: Established support and resources to improve retention of faculty of color |♦| Improved feedback mechanisms for new faculty |♦| Implemented additional recruitment and hiring practices emphasizing diversity |♦| Evaluated 2018 hiring season |♦| Established faculty/staff Committee on Community to advise on community initiatives

Next Priorities: Enhance and implement exit/return interviews |♦| Create faculty/staff affinity groups cohort |♦| Investigate recruiting and tracking platforms |♦| Investigate creating a fellowship/internship teaching program

The Campus Master Plan

Progress: Finalized campus master plan |♦| Secured city approval for various stages of plan, including construction of new dorms, health and wellness center, and track and field |♦| Hired architectural firms and advanced toward final project scope, architectural design, and costs |♦| Construction of New Track & Field completed in 2021 |♦| Broke ground for deButts Health & Wellness Center in 2021

Next Priorities: Begin construction of new dorms |♦| Continue developing programming, using work and findings to shape plans for health center