Strategic Priorities

From ECE through 12th grade, each student is at the center of our unique approach to academic excellence, which begins with cultivating a culture of belonging and a prioritizing holistic wellness, where student agency and voice are valued, and academic excellence is achieved through appropriate challenge and relevant, engaging learning experiences.

1. Redesign the Middle School Model and reconfiguration of divisions within TNS (ECE, K-5, 6-8, 9-12)
2. Optimize the E.E. Ford Foundation Grant Funds for immediate impact in all divisions
3. Translate Diversity, Equity, and Inclusion (DEI) learning experiences from “TRU Powered by IDEALS” cohort experiences to nurturing cultures of belonging within The New School Community

An innovative curriculum - spanning ECE-12 - that integrates community opportunities and resources with the development of future-focused skills and dispositions, providing more than a path to college and career, by preparing students for a successful path through college, career, and life.

1. Explore the development of the L.E.A.D.  (Leadership, Entrepreneurship, Arts, & Design) signature program
2. Strengthen vertical curriculum alignment across all levels, ECE-12
3. Strengthen interdisciplinary learning opportunities and community partnerships

An outstanding, highly-trained faculty and staff wholly comprised of diverse, talented, mission-aligned individuals, who feel fulfilled and are supported in their work of creating and curating well-rounded educational experiences for our students.

1. Reinforce the commitment of the Board of Trustees to the need for compensation to be the Head of School’s sharpest tool to strengthen the educational program
2. Build an intentional culture with high expectations, balancing autonomy and accountability, acknowledging the importance of the well being of faculty and staff to ensure the well being of our students
3. Redefine and prioritize the role of professional development in strengthening and supporting faculty and staff

Broaden our reach and embrace healthy growth - that is right-sized and right-timed, and maintains our high standards and our values - to make TNS more inclusive and available to more students in NWA.

1. Consider reasonable and healthy growth to accommodate population growth in NWA and the impact on enrollment, in balance with continued development of the enrollment and tuition model
2. Continue engagement with Diversity, Equity, Inclusion (DEI) learning through student engagement and professional development for faculty and staff
3. Strengthen and nurture partnerships in our community, both within the school and in the broader NWA community

Strengthen revenue streams to ensure that we have the resources to attract, hire, & retain the best educators and to deliver on our unique educational approach today, tomorrow, and into the future.

1. Optimize internal and external revenue opportunities
2. Consider endowment-building opportunities to ensure a strong future for TNS
3. Increase stewardship of resources, with stronger community ownership of issues such as environmental sustainability