Inspiring. Exceeding. Leading.

During the past seven years, Brownell-Talbot School has experienced tremendous success in enrollment growth, financial health, support for the School, renovation and additions to the facilities, technological advances, and the quality of our faculty, students and programs. These accomplishments were goals set forth by strategic plans adopted by the Board of Trustees in 1997 and 2001.

To plan for the vision of Brownell-Talbot's future and to build on our success, the Board of Trustees undertook a strategic planning process. In June 2004, with the assistance of educational consultant John Bird, a committee of twenty-six trustees, administrators, faculty, staff, parents, and alumni met for an intensive one- day strategic planning retreat. The committee considered comparative information with peer independent schools; ISACS Constituent Survey results, internal historic data, and information on external trends affecting independent schools.

Through every step of the process, Brownell-Talbot's mission and core values were reaffirmed. A vision of the School by the year 2014 was established with operating goals and objectives for the next three to five years to accomplish this vision.

Mission
To promote excellence in scholarship and foster personal growth.

Core Values

Caring community where every child feels known and appreciated.
Emphasis on academic excellence.
Character counts: integrity, trust, responsibility, and citizenship.
Balance of the intellectual, creative, physical, spiritual, and social self.
Safe, stable learning environment.

Vision Statement
By the year 2014, Brownell-Talbot School:

will have a full enrollment of at least 500 students while maintaining its sense of community;
will be recognized as the best college preparatory school in the region;
will have a "brand" that is recognized and respected in the community;
will have solid financial controls to provide for operational stability, reserves for unplanned contingencies, and an endowment comparable with those of peer independent schools;
will have an established and promoted set of clear expectations for each of the School's constituencies, including students, faculty, staff, and parents.

Goals for the Next Three to Five Years

Continue to maintain the School's operational financial stability and grow the endowment significantly.
Position and promote the School's unique identity to all key internal and external constituent groups.
Enhance existing efforts to recruit, develop, retain, and support an outstanding faculty and staff.
Establish and uphold a school culture of mutual respect among faculty, staff, parents, and students including all areas of behavior for each constituency.
Enhance our distinctive preschool to grade twelve college preparatory program.