Action Items:

• ‌Prioritize opportunities within the daily schedule and annual calendar to allow meaningful staff and faculty collaboration.
   
• ‌Redouble efforts to recruit and retain a diverse and skilled faculty and staff, focusing particularly on recruitment and retention of faculty and staff of color.
   
• ‌Support, through both time and money, faculty growth in new and innovative educational practices.
   
• ‌Consider the viability and impact of a creating a center to support faculty and staff growth in key professional endeavors (e.g. teaching, advising, public speaking).

Action Items:

• ‌Investigate opportunities for alternative classroom structures that allow for transdisciplinary problem-solving.
   
• ‌Explore and enhance off-campus learning opportunities, including internships, international experiences, and service.
   
• ‌Develop a system to periodically review/audit curricular offerings, ensuring that the program remains viable, relevant, and sustainable as new offerings are added.
   

Action Items:

• ‌Utilize the 2021-2022 academic year to evaluate the housing models in Hill House and West Wing to better our understanding and future development of the residential life experience.
   
• ‌Provide financial resources and time allocation for all coaches, faculty and staff to receive professional development opportunities and full community engagement.
   
• ‌Evaluate the offerings and yearly student requirements for extracurricular involvement.
   
• ‌Conduct a student pace of life survey over a multi-year period to examine relationship between levels of student learning and engagement with overall quality of life at Choate.
   

Action Items:

• ‌Develop an institutional approach for DEI that philosophically connects lived experiences and educational experience for all students and adults in the Choate community. Such a model should be clearly present and linked across all areas of the student experience: academics, residential life, extracurriculars and student activities.
   
• ‌Adopt and publish an Institutional Statement on Diversity Equity and Inclusion philosophy at Choate Rosemary Hall.
   
• ‌Develop an on-boarding program for newly hired faculty and staff from underrepresented backgrounds/constituencies.
   
• ‌Conduct a curricular review/analysis of all academic departments to assess representation in existing curriculum.
   

Action Items:

• ‌Review and evaluate core school documents as a collection.
   
• ‌Integrate core school documents into ongoing community programming.
   
• ‌Build out accountability protocols that support growth in school values.
   

Action Items:

• ‌Raise additional funding to ensure equitable access to school programs and opportunities not covered by tuition (e.g. TLC testing support, Summer Programs, Signature Programs internships/placements, Global Programs).
   
• ‌Educate both adult and student members of the community (students, parents, faculty and staff) about availability of these additional funds to help remove barriers to equitable access.
   
• ‌Develop an advising curriculum to focus on the student experience while facilitating equitable and inclusive practices in advising.
   
• ‌Review graduation requirements to include a requirement for formalized, sustained, academic study of systems of power, oppression and social justice. Consideration should be given to non-classroom experiences to fulfill this requirement as well.
   
• ‌Consider a more equitable approach for supporting students through the financial aid, college search and application process. Consider adding supplemental financial aid resources to 5th and 6th form students support packages.
   

Action Items:

• ‌Develop a plan to ensure that Choate buildings and physical plant are accessible for all community members with particular emphasis on accessibility for gender non-conforming and disabled community members.
   
• ‌Identify or create physical spaces necessary to support the physical, mental, emotional, and spiritual health of our community.
   
• ‌Articulate what we mean by wellness, then assess current staffing and programming to identify existing strengths and challenges. Include recreational sources of release (e.g., working out, playing the piano, tinkering in the i.d. lab)
   
• ‌Develop and implement changes in staffing and programming to address those challenges identified in assessment.
   

Action Items:

• ‌Identify and establish the group that will review and update Sustainability Statement and Goals of the School (which were presented to the Board of Trustees at the Fall meeting 2014 and approved by the Board in April 2018.)
   
• ‌Review and update Sustainability Statement and Goals of the School to align with becoming an acknowledged secondary school leader in environmental sustainability.
   
• ‌Develop detailed plan to meet the revised goals in three major areas: curriculum, student life, and school operations.
   

Action Items:

• ‌Identify the skills, knowledge and technology every Choate graduate needs to thrive at and beyond Choate (e.g. sustainability, equity and inclusion work, character education, wellness, financial literacy, digital citizenship)
   
• ‌Assess current curricular and co-curricular approaches to find existing strengths and areas for future growth in order to best support the arc of student development.
   
• ‌Develop and implement additional strategies to further student growth in these areas.
   

Action Items:

• ‌Evaluate and prioritize school-wide staff and faculty professional development initiatives.
   
• ‌Develop a plan of trainings that should be required of all employees and by role (e.g. faculty, staff, those who manage and evaluate others, etc).
   
• ‌Review compensation and benefits plans to ensure we are competitive in hiring and retaining employees who deliver exceptional education, including part-time or adjunct employees.
   
• ‌Continue review of faculty workload model with the goal of implementing a new system that promotes better equity, transparency, and sustainability of the system.
   

Action Items:

• ‌Evaluate and establish the amount of financial aid that we award to increase accessibility; assess distribution of the financial aid awards; clarify the funding differences between funds from Beyond the Classroom and funds from financial aid.
   
• ‌Review the access of signature programs, arts con, JFK, etc. to determine ways to support students with financial support to lower barriers to participation.
   
• ‌Re-engage the quiet phase a large-size capital campaign with a prime focus on endowment to provide budget relief in order to mitigate tuition increases.
   

Action Items:

• ‌Consider conducting a cross campus review/audit of how the internal Choate world interacts/connects with external alums (guest lectures, signature programs, campus visits, events, communications, etc). The goal of this work would be to create cross-campus partnerships that regularly engage in formal planning processes that focus on engaging alums on a more comprehensive basis at certain points during the academic year, rather than episodic outreach moments.
   
• ‌Consider creating a fully functioning Center for Life Beyond Choate that can provide campus-based support for current students (interview prep, internships, resume writing, communication skills) and alumni (career networking, panel talks, etc)
   
• ‌Choate Alumni and Development Office to work in tandem with the Alumni Association Executive Committee to focus Alumni Association activity on increased BIPOC alumni outreach (mentoring students) and NEXUS career initiatives (internships/career shadow experiences).
   

Action Items:

• ‌Perform market analysis of current and potential future program
   
• ‌Explore the possibility of additional campuses and/or global partnerships.
   
• ‌Evaluate intersection of programs and determine priorities.
   
• ‌Assess staffing structure/organization to support all new initiatives.
   
• ‌Explore implementation of new and expanded offerings.