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Strategic Plan

The Strategic Planning Task Force of the Board of Trustees, chaired by Amy Berry, spent the 2022-2023 school year surveying, meeting, and most of all, listening to our school community and its many constituencies. The results of their efforts, and the efforts of numerous others, is Lake Tahoe School’s Five-Year Strategic Plan.

Our first year of implementing Lake Tahoe School’s 2023-2028 Strategic Plan has yielded significant progress across all four pillars: Thriving Students, Thriving Faculty, Thriving Community, and Thriving Foundation. Guided by insights from our annual Parent Survey and Student Survey, we’ve made great strides in enhancing student well-being, bolstering faculty support, deepening community engagement, and optimizing our resource allocation. Moving forward, we remain committed to working with the Board of Trustees, our faculty and staff, our parents, and our students where appropriate to ensure that our Strategic Plan continues to meet the needs of our school community – now and in the future.

Strategic Plan Updates 2023-2024

Thriving Students

A student-focused community that equips each child for future success

✅ Design and execute on a plan so that every student feels a sense of belonging.

  • 95% of students agree that they feel like they belong and are free to be themselves at Lake Tahoe School.

✅ Enhance extracurricular arts and STEM programs to provide a variety of options for students.

  • 9 new after-school activities including Chess Club, Musical Theater, and more.
  • 43% student participation in non-athletic after-school activities throughout the year.

✅ Increase experiential and outdoor educational offerings to create future sustainability leaders.

  • 20 Lower School field trips; 10 Middle School field trips.
  • Expanded Middle School Winterim program to include 4 options this past school year.
  • 98% participation in Middle School Winterim program.

Thriving Faculty

A team of faculty and staff who passionately delivers an exceptional and dynamic education experience

✅ Recruit and retain exceptional faculty and staff who embrace a growth mindset.

  • 92% retention of faculty and staff from 2023-2024 school year.
  • LTS faculty salaries are in the top 10% of NAIS salaries for schools of our size.

✅ Commit to continuing education, professional development, and personal wellness.

  • In the 2023-2024 school year, faculty and staff attended 17 workshops and professional development opportunities, including Lower School curriculum reading workshops, school visits, and brain research workshops.
  • $73,000 spent on professional development to support these efforts.

Thriving Community

A supportive school community that cultivates a love of learning

✅ Effectively promote the pulse, activities, and values of the school through a robust communications plan.

  • 80% average open rate of weekly Bobcat Newsletter emails.
  • 90% of parents agree that the school does a good job of communicating with parents.

✅ Further educate our school community through purposeful events and programs.

  • New programs and activities this year include the Visiting Illustrator/Author series, the Winter Market, and the Speaker Series on Youth Mental Wellness.
  • 8 coffee chats at PA meetings in the 2023-2024 school year, addressing current school issues.

✅ Cultivate positive relationships with the external Tahoe Basin community.

  • 19 current partnerships with local non-governmental organizations to include sponsorship opportunities, community service, and cohosted presentations and Middle Mchool dances.
  • External events on our school campus included IVGID Basketball Camp and Nike Summer Camps, Regional Boys and Girls Basketball Tournament, Regional Volleyball Tournament, and Nevada State Girls Chess Championship.
  • Winter Market was hosted with 16 local vendors and 2 nonprofit organizations.

Thriving Foundation

An established institution with the necessary resources and governance to support our mission

✅ Develop a long-term facilities plan for the future needs and maintenance of the campus.

  • All facilities plans are put in place for the sustainability of the campus so that repair and placement cycles are longer and maintenance costs and labor are reduced.
  • This year’s Gala fund-a-need focus raised over $250,000 towards a classroom redesign project in order to better accommodate our students’ unique learning needs.

✅ Establish clear safety and security policies for all aspects of campus life.

  • $63,000 invested in security updates, including the Telecenter Emergency Broadcast System, PA alert system, and the transition to industry standard protocols for lockdown and emergency preparedness and other safety drills.
  • Finalized fencing and gates campus plan.

View the 2023-2028 Strategic Plan below:

 

For the completed 2018-2023 Strategic Plan, click here.