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WE ARE PL EASED to present The Association o Boarding Schools Strategic Plan2009-2012, with thanks to our Board and other strategic planning participants. The planis bold in reach and broad in scope appropriate to the remarkable heritage, and evenmore remarkable uture, o our schools. The job o TABS is to help support and advanceboarding schools, and by extension, the students and amilies they serve. This Strategic Plan

is designed to give practical shape to that dream. Here, we set orth the goals, strategies,and working tactics developed over several months o purposeul, imaginative, and rigorousplanning. The dreaming and planning are never nished, o course, but now it is time toexecute. It is our honor and privilege to accept that charge on behal o all TABS schools.Sincerely,F. Robertson Hershey Peter W. UphamHeadmaster, Episcopal High School (VA) TABS Executive DirectorTABS Board Chair

TABS STRATEG IC P LAN STEER ING COMMITTEEF. Robertson Hershey (Chair), Headmaster, Episcopal High School VASusan Nelson (Vice-Chair), Head o Schools, The Webb Schools CAJohn Boland III, Asst Head or Finance & Operations, Rabun Gap-Nacoochee School GADrew Casertano, Headmaster, Millbrook School NYDoug Dickson, Head o Upper School, St. Stephens Episcopal School TXBurch Ford, Retired Head o School, Miss Porters School CT

Jo-Anne Kingstone, Deputy Head o School, Shawnigan Lake School BCRobert H. Mattoon, Jr., Executive Director, Eight Schools Association CTRick Schubart, Bates-Russell Distinguished Faculty Proessor, Phillips Exeter Academy NHPeter W. Upham, Executive Director, TABSLouisa Zendt, Director o Admission, St. Andrews School DE

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OUR 5 GOALS

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MARKET ING GOALTo promote boarding schools as the premium choice or those seeking

outstanding preparation or college and or lie, to enlarge the boarding

school applicant pool, and to advance the leadership role o TABS in

the world o education.

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MARKET ING (CONTINUED)

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PROFESSIONAL

DEVELOPMENT GOALTo provide member school leaders and educators dynamic

proessional development opportunities tailored to the unique

character o their work and lives in boarding school.

STRATEGIESON E Enhance our commitment to

our three core audiences: Heads,

Admission proessionals, and Resi-

dential Lie sta.

T WO Identiy and begin to culti-

vate other priority audiences, based

on level o interest/need and a

review o the competitive landscape.

T H R E E Serve all boarding school

administrators through a base level

o programming and service.

F OU R Through research, innova

tion, and experimentation, nd the

most eective and ecient model

or each program.

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THOUGHT LEADERSHIP GOALTo provide philosophical and strategic leadership or boarding schools and their educators by

articulating the shared goals or which they strive, initiating conversations about the ideals that inorm

their work, and providing the data to monitor their environment and measure their progress.

ON E Develop and execute a

research agenda that helps support

both the Proessional Development

and Marketing dimensions o theTABS Mission & Vision.

T WO Through a range o orums,

connect our members with one an-

other, with experts in other relevant

domains, and with the TABS leader-ship to oster lively and productive

engagement with the issues acing

boarding schools and boarding

school proessionals.

T H R E E Spearhead the eort to

study, discuss, and rethink boarding

school nancial paradigms.

F O U R Position our member

schools within the worldwide his

tory and community o boarding

schools, identiying shared traditions and encouraging cross-

cultural understanding o

dierences.

STRATEGIES

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MEMBERSHIP GOALTo serve the broadest membership possible, nationally and

internationally, o schools, organizations, and individuals committed to

the TABS mission o serving college preparatory boarding schools.

ON E Attend to evolving current membership

interests and needs to maximize membership

appeal and retention.

T WO Expand and rene the categories,

criteria, and approval process or TABS

membership.

T H R E E Market TABS energetically within our

current sphere o infuence and in areas and

markets beyond our amiliar ones.

STRATEGIES

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F INANCE GOALTo ensure the nancial resources and expertise to und the TABSmission, harmonizing current programs with new initiatives,

while building a sound balance sheet capable o supporting the

organization, its programs, and its membership in perpetuity.

ON E Consistent with the organizations

growing size, complexity, and resources,

continue to sharpen the eectiveness o

TABS nancial management.

T WO Reexamine scope o oerings and

optimize pricing.

T H R E E Identiy and cultivate new and

emerging revenue streams.

STRATEGIES

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