strategic vision - published 2010

St. Luke’s School Strategic Vision

IntroductionFive years ago, St. Luke’s School adopted its first-ever strategic plan.That plan has been an important milepost in guiding the efforts of trustees, administration, andfaculty since 2005. Over this period, St. Luke’s has proudly achieved sustained levels ofimprovement in facilities, faculty compensation, richness and breadth of program, financialsoundness, diversity, operational quality and—most important of all—student outcomes and thepreparation of our graduates for rich and rewarding lives beyond the Hilltop.

With a blend of humility and satisfaction, we prepare to close the book on Strategic Plan 2005 andcommit to the challenges and objectives of our new vision. Our overall goal is for St. Luke’s tomaintain a strong upward trajectory that will enhance its ability to deliver on its mission to itsstudents and families.

Key elements of the prior plan sought to improve the operational and financial integrity of ourschool. We have made meaningful progress in achieving these goals, although importantunfinished work from the existing plan is incorporated herein. This progress has allowed us to adopta somewhat different–and in some ways, more strategic–posture in developing the new vision.

St. Luke’s Strategic Vision • 1

Throughout the synthesis of Strategic Vision 2010, our overriding focus has been on enhancingSt. Luke’s School’s ability to deliver the best possible student outcomes, and thereby helpposition our graduates for success in college, work, and life; in short, to strengthen theeducational experience of current and future students. In the course of our work, we identifiedmany things we are doing well and many we want to do better. We developed a strongappreciation for the quality and breadth of our programs, yet discovered many ideas for newinitiatives or the expansion of existing ones.

Two points are worth emphasizing at the outset. First, this vision represents a complete teameffort on the part of our entire community. Through surveys of parents, faculty, staff, alumni,and prospective families, planning workshops that included parents, faculty, staff, andtrustees, and meetings, focus groups, and committees that have involved all of theconstituencies of St. Luke’s, we received input, ideas, and feedback from all elements of ourcommunity. We have thus worked hard to: 1) ensure that this document faithfully representsthe views of our community regarding the strengths of St. Luke’s and the things we can dobetter; and 2) allow for the very broad, collaborative development of ideas that will serve toimprove our school and, hence, our ability to deliver for students.

Second, it came as no surprise that throughout this process a clear and strong consensus washeard that the most compelling attribute of St. Luke’s is our unique culture. It is a culture that:1) places our children and student outcomes at the center of all that we do; 2) engenders awarm and caring environment; 3) fosters an attitude of mutual respect; and 4) encourages andassists our students in reaching their personal best.

Since this culture distinguishes St. Luke’s School, plays a fundamental role in fulfilling ourmission, and represents the type of environment in which we choose to live, work, and play,maintaining and strengthening the School’s culture is a fundamental objective of St. Luke’s andone that we will not compromise. It therefore represents the key underpinning of the strategicinitiatives and direction contained in this vision.

Introduction continued


Core ValuesIdentifying the core values of St. Luke’s School assists us insafeguarding and strengthening our culture. It helps ensure that weare upholding these values in the day-to-day life and operation of the School. In thecontext of the Strategic Plan, it was important for these values to be in the forefront ofour minds so that the long-term strategic goals of the School are imbued with thesefundamental principles.

Throughout the planning process, we found that most people had strong feelingsabout what defines St. Luke’s, and we found strong and reassuring agreement aboutfour bedrock values. When members of our community read them or hear them theynod knowingly, approvingly, in recognition of something fundamental about theSchool. From these core values come the St. Luke’s Mission and Motto, Honor Code,and Community Goals for Learning. And from that core come all of our programs--academic and co-curricular--and the basis for all our planning.

As the combination of these four values demonstrates, we seek to define our purposesclearly, while not limiting our hopes for our students. We expect them to developacademic skills and habits of mind that prepare them for admission to the mostselective colleges and universities. At the same time, during their time at St. Luke’s weexpect they will learn a larger purpose for education, indeed for their lives. Imbuedwith a LOVE OF LEARNING and a deep understanding of what it means to have GOODCHARACTER, to PURSUE EXCELLENCE, and to embrace COMMUNITY, St. Luke’s studentslearn how to make meaning of their lives by making a difference in the lives of others.

St. Luke’s SchoolCore Values:

Love of Learning

Good Character

Pursuit of Excellence

Community


LeadershipThroughout the planning process we also listened carefully to what community memberssaid about their aspirations for St. Luke’s and our students, and we looked carefully at therelationship between those aspirations and the School’s core values.

The combination of core values (timeless tenets) and aspirations (visions, dreams, goals)articulated by community members drew us to the following conclusion: the St. Luke’scommunity wants the School and its students to be leaders, in fact and in reputation. Thisdesire arises directly from the core value of pursuing excellence, which we have defined as acombination of seeking one’s personal best and having a meaningful impact on someone orsomething beyond oneself.

The community’s vision of St. Luke’s students as leaders is not a selfish one. Rather, itembodies our core values, motto “Enter to Learn, Go Forth to Serve”, and the many hopes wehave for our students, since “leaders”:

1) reach their personal best;

2) have an impact;

3) make a difference in their communities and the world;

4) are effective members of a team; and

5) help those around them to reach their potential.

Several key elements of the overall strategic plan emerged as we considered how to betteraddress this important aspiration of the St. Luke’s community.

(See the Center for Leadership on page 14.)

Core Values continued

St Luke’s Strategic Vision • 4

Continuous ImprovementContinuous improvement is the organizing principle that supportsthe St. Luke’s core values. The passion to learn and to excel – to improve – haslong been a hallmark of the School, and has led to the strengthening of its programsand growth of its reputation in the last decade. Furthermore, it is an ethic we wish toinstill in our students, encouraging them to be lifelong learners while assisting them inreaching their personal best and helping to maximize the contributions they make tothe world.

The process of thinking strategically about the School’s future has shown us thatcontinuing our momentum – continuing to improve - requires that we develop formallya culture of collaboration and innovation. Such a culture will maximize the talents andpassion of the St. Luke’s faculty, thereby improving student performance. And it willensure that St. Luke’s achieves a leadership position among independent schools whilestaying true to its timeless core values.

Developing and sustaining such a culture will require us to change many of ourhabits and re-think the ways in which we have worked together. We should notassume this will be easy. Neither collaboration nor innovation are typical in schools,which historically have valued individual work over group accomplishment, and thesanctity of the individual classroom over inter- and multi-disciplinary collaboration.Further, most schools resist paradigmatic change due to over-confidence,complacency, or lack of resources (time, financial, human). At St. Luke’s we know wealways can do better – and we must, for the sake of our students. We cannot stand onold habits simply because we are used to, and comfortable with them. Our mission,our motto, and our core values require that we constantly do better, and seek betterways to serve our students.

MotivationTo instill an ethic of “ContinuousImprovement” in our students andthroughout the School.

Objectives1. Further inspire our students to embrace

a lifelong love of learning and tocontinue reaching for their personalbest.

2. Continue execution on key unfinishedelements of Strategic Plan 2005.

3. Adopt a dynamic, iterative approach tostrategic planning that will evaluatecontinuously the strategic goals of St.Luke’s and the School’s progress towardsthose goals.


Developing and sustaining such a culture will require us tochange many ofour habits and re-think the ways in which we have worked together. Weshould not assumethis will be easy. Neither collaboration nor innovation aretypical in schools, which historically havevalued individual work over groupaccomplishment, and the sanctity of theindividual classroom over inter- andmulti-disciplinary collaboration. Further, most schools resist paradigmaticchange due to over-confidence, complacency, or lack of resources (time,financial, human). At St. Luke’s we know we always can do better – and wemust, for the sake of ourstudents. We cannot stand onold habits simplybecause we are used to and comfortable with them. Our mission, our motto,and our core values require that we constantly do better, and seek betterways to serve our students.

Therefore, we will commit ourselves to using our resources differently.Teachers and time are the most valuable resources a school has to offer. Andso we will examine our schedule, our processes for professional growth andrenewal, and the rich possibilities for grade-level and cross-disciplinaryteaching teams to stimulate collaboration and innovation throughout thecurriculum. We will use the increasingly rich curriculum maps the faculty hascreated to identify opportunities to increase collaboration and find moreeffective teaching methods. We will review our learning goals for ourstudents and strengthen the connection between these goals and programsand curriculum, and evaluate programs and teaching on the basis of thosegoals. The governance and administration of the School also will emphasizecontinuous improvement through collaboration and innovation.

An important element of continuous improvement is persistence in thepursuit of our objectives. To this end, a number of important goals remainuncompleted from Strategic Plan 2005, and we renew our commitment tothese objectives and incorporate them as essential elements of the newplan. For example, we have made meaningful strides in implementing ourDiversity Plan, but all acknowledge the need for continued progress. Inaddition, execution on the Facilities Master Plan is necessary. Advancementof the Facilities Master Plan will enhance the educational experiences andopportunities available to St. Luke’s students, and ensure that the school’scompetitive position in the marketplace remains on a strong upward path.

Implementation1. More deeply encourage a culture of innovation and

collaboration at St. Luke’s.

2. Maintain focus on improving faculty compensation, benefits,and professional development.

3. Commence execution of facilities master plan approved byBoard of Trustees; continue work to create distinct middle andupper schools.

4. Extend implementation of Diversity Plan adopted by Board ofTrustees.

5. Further strengthen financial soundness of the School andcontinue increasing philanthropic contributions to St. Luke’s tosupport annual operations and spur necessary further growthin endowment.

6. More closely track the performance of St. Luke’s graduates incollege and beyond, in order to make the most relevant, long-term measurement of our students’ outcomes.

7. Apply environmentally-conscious strategies to buildinginitiatives and operations.

8. Charge the Governance Committee of the Board of Trusteeswith an annual review of our strategic objectives andperformance against them.

9. Ensure that our ongoing marketing efforts are clearlyarticulating the strengths and successes of St. Luke’s to areacommunities.

Continuous Improvement continued


Collaboration & InnovationAs we moved deeply into the strategic planning process and solicitedinput and ideas from across St. Luke’s, it became clear that many in thecommunity wish to see more innovation in our curriculum. A widely-heldview emerged that we could take bolder steps to improve our course of study, thus movingSt. Luke’s to an even higher educational level. As we pursued these discussions further,most agreed, however, that: 1) our existing curriculum and academic results are strong; 2)curricular innovation does not imply educational “fads” or “gimmicks,” for which we have noappetite; and 3) any potential changes must not sacrifice academic rigor.

An important starting point was the thoughtful consideration of what critical skills webelieve our students must acquire from a St. Luke’s education. This allowed us to analyzehow well our existing curriculum develops these skills, and how any prospective changes tothe curriculum might improve our ability to do so. There was strong consensus amongfaculty and parents as to the critical competencies and abilities that students must possesswhen they leave St. Luke’s. These include the abilities to think creatively and critically, to askthe right questions, to solve problems, to communicate effectively both orally and inwriting, to collaborate and work effectively in teams, to be curious and open minded, to takeinitiative, and to be able to access and analyze information. These skills are emphasized inthe St. Luke’s Community Goals for Learning.

A common criticism of contemporary education is that there is too much focus onacquisition of content and facts, without due attention to the ability to utilize thisknowledge in problem solving and analysis. Much of this criticism is driven by the focus onstandardized testing (for example, AP tests), which tends to place a strong emphasis oncontent over analysis. As an independent school, St. Luke’s is free from the yoke ofstandardized tests outside of college entrance exams and Advanced Placement tests. Wetherefore have the ability to think actively about the balance between skills and content. Atthe same time, however, we will not sacrifice the importance of content.

MotivationTo define and deliver the best studentoutcomes and equip our students with theskills they will need for college, work, andcitizenship. To constantly improve, innovate,and inspire lifelong learners and sociallyresponsible citizens of the world.

Objectives1. Increase collaboration on the part of both

teachers and students.

2. Teach “leadership skills.”

3. Encourage risk-taking, exploration, andquestioning.

4. Explore the development of additionaldistinguishing signature programs.


St. Luke’s has a strong philosophical conviction that innovations in curriculum seekingto improve the development of key skills in our students cannot compromise thedelivery of content. Indeed, students’ acquisition of knowledge and ability to use thisknowledge are important elements of our Community Goals for Learning.

We reached four primary conclusions regarding curriculum. First, we need to createa stronger focus on collaboration: learning to work more effectively together and inteams. This is a key element of success in one’s working life, where individual andorganizational performance is strengthened by learning from and leveraging thecomplementary strengths and abilities of all team members. Engendering a cultureof collaboration extends beyond students to teachers. Engaging in further teamworkholds significant promise for professional development and powerful benefits fromfurther integration and internal reinforcement of our curricular initiatives. Second,there has long been agreement in our community on the need to encourage ourstudents to engage in intellectual exploration and risk-taking. We believe this is anarea where there is meaningful scope for improvement. Given the natural focus ongrades and college admissions, encouraging students to explore new topics or todive more deeply into others can be difficult. We want to find ways to accomplishthis while strengthening students’ college preparation and enhancing their path toselective college admissions.

Third, throughout this process the community voiced a strong desire to expand andbuild on our many successful signature programs, such as 8th grade declamations,community service, and our global initiatives. This prospect is exciting, since suchprograms may be the best vehicles to fulfill some of our other objectives with respectto curriculum. For example, a number of the potential new signature programsmentioned herein, which we intend to discuss and consider further, may assist St. Luke’s in encouraging intellectual and academic exploration and provideadditional opportunities for collaboration and teamwork.

Implementation1. Explore/pursue additional signature

programs (e.g., enrichment term, capstoneprojects, public speaking/leadership skills,subject/discipline concentrations).

2. Re-examine the use of time by teachers andstudents, on both a daily and yearly basis,to ensure teacher collaboration indeveloping innovative and integratedcurriculum, opportunities for studentexploration/risk-taking, and occasions toreduce unneeded stress without sacrificingeducational objectives.

3. Re-think the teacher-student dynamic witha view to increasing the amount of studentcollaboration in the classroom by: a)providing professional developmentopportunities to educate teachers aboutappropriate strategies and techniques; b)redesigning classroom spaces to facilitatecollaboration; and c) developingassessments to determine the success ofinitiatives in this area.

4. Integrate public speaking and otherleadership skills into the MS and UScurriculum, whether as part of the existingcourse of study or with stand-alone electiveor required courses.

Collaboration & Innovation continued


The Community Goals for Learningrepresent many of the critical skills that will assist our students in achieving success.

A key thrust of the Strategic Vision is toimprove the ability of the St. Luke’scurriculum to deliver these skills.

St. Luke’s School Community Goals forLearning: Key Elements

Thinking DispositionsCuriosity

Open-mindedness

Seeking truth and understanding

Reflection

Integrity

Core Competencies and AbilitiesThinking critically and creatively

Communicating effectively

Demonstrating character and social responsibility

Growing and maturing on a personal level

Fourth, change is not easy and most organizations have a propensity to resist it.We recognize, therefore, that the change and innovation contemplatedthroughout the Strategic Plan will require hard work, patience, and persistence inorder to succeed.

In addition to the objectives above, we discussed at the outset the desireexpressed by many in our community that St. Luke’s place a greater emphasis onleadership. This was accompanied by an even stronger call that we do more todevelop in our students many of the skills commonly associated with leadership,such as public speaking, presentation, and other communications skills, sincethese are also important abilities for success in life. Throughout the plan we haveidentified potential initiatives that can help to achieve this goal, as well as waysthat we can nurture these skills within our existing programs.

Finally, throughout the many discussion forums we conducted in developing thisplan, many expressed some concern about the degree of stress under which ourstudents operate, and the many substantial demands they face. We recognizethat some level of stress is healthy, in that it encourages our students to achieveand prepares them to deal with the stress and challenges they will face later inlife. Furthermore, we will not be able to alter the realities of the contemporaryworld and the college admissions process, which are significant sources of thisstress. We will nonetheless endeavor to reduce unnecessary sources of stresswhere possible, and commit that initiatives implemented pursuant to this planwill be undertaken to achieve balance in our students’ lives.

Collaboration & Innovation continued


TransformationalTechnologyTechnology use and resources have become pervasive at St. Luke’s. Skilled teachers employ cutting edge hardware and software to enhance collaborationand deepen student learning, Academic Technology Coordinators support and inspireteachers at all levels, and the school community is continuously strengthened byadvanced technological communications and data management tools.[1] Ourstrength and reputation as a “technology forward” school have come about as a resultof implementing the Technology building block in Strategic Plan 2005.

Technology holds a prominent place in the continuing strategy of St. Luke’s. As part ofthe new strategic plan, the School commits itself to a “complete approach” in theapplication of technology towards fulfillment of its Mission. This holistic philosophymeans: 1) teachers will actively use technology as a powerful tool in the education oftheir students; 2) we will develop strong technological proficiency in St. Luke’s students,which they will employ both at St. Luke’s and to meet challenges in college and beyond;3) St. Luke’s students will acquire a keen sensitivity to the power of technology,including its proper and ethical use; 4) St. Luke’s students will learn to appreciate whenthe application of technological tools supports an intellectual endeavor, and when itcan impede the same by “crowding out” other important cognitive processes such asreflection, deep creative thought, or discussion and debate; 5) technology will befurther employed to strengthen and support the operation, management, andadministration of the School; and 6) consistent with the core value of Community, wewill explore ways that, within St. Luke’s families, parents and students can shareexpertise to increase everyone’s technological fluency and develop a common facilitywith its use.

MotivationTo harness effectively the power oftechnology to improve

A. student learning and skills, and

B. administrative efficiency, communications, and marketing.

Objectives1. Make technology a transformational tool

for great teaching.

2. Ensure students have the skills to usetechnology effectively to enhanceresearch, collaboration, problem-solving,analysis, creativity, and other vitalacademic skills.

3. As a matter of academic excellence andcommunity values, reinforce theappropriate use and limits of technology.

4. Ensure that St. Luke’s is a leader in the useof technology in its administration andmarketing.


In addition and as with all its programs, St. Luke’s is equallycommitted to maintain a thoughtful, purposeful approach to theadoption of technology. Technology will be a tool for the School’sgreat teachers - not the reverse. As we have studied andresearched the use of technology in schools, we have seen toomany succumb to the “technology of the moment,” or rush toaccommodate the judgment of the marketplace that the latesthardware or idea is a shorthand for educational best practices.While we aggressively employ and train teachers to usetechnology that clearly enhances student learning, we remainskeptical of technology that lacks such persuasive evidence. Suchis the case with regard to 1:1 laptop programs (that equip eachstudent with a school-provided machine), which we have studiedfor years and examined closely again in this planning cycle.Although we remain open to considering further evidence, we arenot yet persuaded that students’ learning is improved enough bythese programs to justify the resources required of families andschools to support them.

The quality and commitment of the teacher remains far and awaythe most important driver of student learning. Therefore, ourpriority remains to hire and develop the finest teachers. That iswhere we put the majority of our time and resources. At the sametime, we commit ourselves to providing teachers and studentswith the technological resources (hardware, software, and--importantly--training) that have the biggest impact on teachingand learning.

Implementation1. Enhance faculty training and development in the use

of technology tools to improve our ability to achieveeducational and curricular objectives, and to develop thecritical skills in the Community Goals for Learning.

2. Execute the Information and Media Literacy Standards.

3. Establish a standing technology committee to guide andsupport the achievement of technology objectives.

4. Continue to develop events and workshops that helpbridge the gap between parent and student awareness,understanding, and proficiency in using technology.

Transformational Technology continued


Financial SoundnessOver the past five years, St. Luke’s has developed a long-term,strategic approach to its financial management and decision-making.Our priorities have been to provide the financial strength to fuel advances in ourprograms and facilities, while ensuring adequate financial safety for the school. Thus, theframework in which we evaluate our financial decisions takes into account their impactover a long time horizon, in the context of trends in revenues, expenses, and strategicpriorities. This approach has allowed us to sustain a strong financial profile and theSchool’s forward momentum in a difficult economic environment, including maintainingfaculty salaries in the top quartile of Fairchester schools and holding gains in the financialaid budget as a percentage of total revenues.

Our ongoing strategic objectives regarding financial management and profile stronglyreflect the St. Luke’s ethic of continuous improvement. We will maintain a long-termstrategic approach for planning and decision-making, utilizing financial models and anestablished set of base projections, while extending such a framework to other areaswhere key objectives and financial considerations intersect (such as financial aid). Inaddition, we will undertake to periodically review our financial policies and controls.

MotivationTo provide a strong and sustainable financialfoundation for St. Luke’s, thus:

1. safeguarding the school for futuregenerations;

2. providing resources for programimprovement/expansion needed to fulfill ourmission;

3. furnishing the wherewithal necessary to retaina great faculty and attract a talented anddiverse student body; and

4. supporting the ability to execute the facilitiesmaster plan.

Objectives1. Strengthen the financial profile of St. Luke’s to

safeguard long-term stability and growth.

2. Maximize community participation in annual,endowment, and capital fundraising.

3. Continue to pursue a disciplined and strategicapproach to financial management.


Implementation1. Sustain a strong focus on further increases in endowment,

which are necessary to safeguard St. Luke’s School’sfinancial position and to enable aspirational growth inprograms and facilities.

2. Continue utilization of long-term financial models forplanning and decision-making.

3. Charge appropriate committees of the Board (e.g., FinancialAffairs, Governance) with periodic review of financialpolicies.

4. Pursue identified opportunities to increase sources ofrevenue not related to tuition or philanthropy.

5. Execute our marketing and positioning plan to furtherburnish the reputation of, and demand for, a St. Luke’seducation in our target communities.

While substantial progress has been made in strengthening thefinancial position of the school, we recognize the need forcontinued momentum in this regard. Further growth inendowment resources remains a strong priority. Despitemeaningful progress over the past planning cycle, significantcontinued growth in our endowments are required to realize ouraspirations for the School and to further buttress its financialsoundness. It is also important that the philanthropic base ofsupport continue to expand across the annual fund,endowments, and capital campaigns. Advancement of thehistory and accomplishments of the School and its graduates willengender lifelong ties to the St. Luke’s community, while makingclear that our support of today’s St. Luke’s students is aninvestment in their futures and in the world they will go forth tolead. This advancement will also build financial support byfurther enhancing the reputation of the school.

Financial Soundness continued


St. Luke’s School Center for LeadershipAs part of the implementation of Strategic Plan 2010, we willinaugurate the St. Luke’s School Center for Leadership. TheCenter will be a staffed and resourced organizational unit within the Schoolthat will support key existing programs and enable us to establish certain newprograms that have been identified as priorities by the strategic planningprocess. The Center will have three primary objectives.

First, the Center for Leadership will provide the means and ability, on anoperational level, to investigate and implement many of the excellent programideas that have surfaced throughout the planning process. A key shortcomingof many such planning exercises is that superb new ideas are raised, but lack ofresources or time makes it unlikely that they will be adequately analyzed orimplemented. Ensuring our ability to set these ideas in motion, through theCenter for Leadership, will itself be a key differentiator for St. Luke’s and allowus to advance many of the objectives outlined in this plan. It is one importantway for us to put action behind the words “Continuous Improvement.”

MotivationTo define and elevate the concept ofleadership within the School in order toteach our students to become leaders. To improve the School’s capacity toundertake key new initiatives and tosupport/strengthen existing programs.

Objectives1. Provide staffing and internal resources to

undertake new initiatives and signatureprograms.

2. Furnish additional support to faculty andstaff, creating the ability to expand orenhance existing programs.

3. Establish a vehicle to focus delivery of aleadership skills curriculum to students.


Implementation1. Create and staff the St. Luke’s School Center

for Leadership.

2. Within the Center for Leadership, expand globaleducation initiatives, create an expandedcommunity service program and opportunities, and develop programs to teach leadership skills.

3. Explore potential additional Center for Leadershipprograms (e.g., speaker series, internshipopportunities, summer programs, enrichment term,others).

4. Support the faculty and staff in developing andimplementing innovations in the curriculum.

Second, the Center for Leadership will provide important support for the faculty in expanding and broadening existing key initiatives, as wellas an important resource to assist in implementing innovations in thecurriculum that are developed and championed by the faculty. Forexample, the community has expressed a strong endorsement of ourglobal education initiatives, as well as an emphatic desire to see theseinitiatives expanded. The Center for Leadership will provide the meansto accomplish this – and other – objectives.

Finally, the Center for Leadership will be a critical vehicle to assist inelevating the concept of Leadership within the School. The Center will take responsibility, working in concert with the faculty andadministration, for implementing programs or curricula that helpdevelop “leadership skills” in our students.

AcknowledgementsThis plan represents a complete team effort on the part of our entire community. Through meetings,surveys, workshops, committees, and focus groups, we received tremendous input and ideas from allconstituencies (parents, faculty, staff, students, alumni, and prospective families). We have worked hard to ensure that the Strategic Vision faithfully represents the views of our community regarding thestrengths of St. Luke’s and what we can do better. At the same time, it allows for the very broad,collaborative development of ideas that will serve to improve our school and hence our ability to deliveron our mission to prepare students for a lifelong commitment to learning and social responsibility.

Crafted and written by the Strategic Planning Steering Committee, co-chaired by Trustee Peter N. Goettlerand Head of School Mark C. Davis, and approved by the 2009-2010 Board of Trustees.

Enter to Learn, Go Forth to Serve.

St. Luke’s School Center for Leadership continued

Photography by Desirée Smock, Designed by Peapod Design, New Canaan CTSt. Luke's Strategic Vision • Published 2010

strategic vision - published 2010

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