All result areas set forth in the Strategic Plan are important and the objectives set forth under each result area will be pursued simultaneously. However, certain initiatives present themselves as essential to the attainment of the School’s goal to be one of the premier day schools in the nation.  To assist the School in implementing its plan, these initiatives have been prioritized in the order that follows:

1. Enhance the curriculum.  The School will embark on an institution-wide effort to build a better understanding of the learning process and how teaching engenders learning, drawing upon proven advances and best practices in education.  The School will apply these insights to improve the effectiveness and seamlessness of all course offerings within the curriculum. (See Academic Programs, II.A). These insights will also be incorporated into the School’s faculty development programs, technology goals and other related areas within the School.

2.  Deepen the engagement of students in learning.  The School is committed to promoting an individualized approach to education.  It will create opportunities for students to pursue their own individual passions within and outside the academic curriculum.  As an essential step, the School will critically examine the factors that lead students to become meaningfully engaged, and it will use these findings to refine its curriculum, advisory program and faculty development programs.  (See Academic Programs, II.B).

3.  Strengthen the parent partnership.  The School will develop a three-year plan for strengthening its partnership with parents in their shared commitment to providing an unparalleled education for their children.  (See Community of Learners, I and Faculty, II.C).

4.  Create a more inclusive MICDS community.  The School will develop a comprehensive plan for securing a more diverse community, including a strengthened focus on achieving diversity in its faculty and a heightened sense of inclusivity and acceptance throughout the MICDS community.  (See Community of Learners, II).

5.  Support the faculty.  A top priority of the School is always to recruit, develop, and retain the strongest faculty possible. Over the next three years the School will review and refine the POISE™ faculty development process.  The School will also assess whether the present system for reviewing and funding faculty development programs should be modified to take into consideration institutional and/or divisional goals.  Faculty compensation and benefits will be evaluated to ensure that they are adequate to meet the School’s stated objectives. (See Faculty, III and IV). 

6.  Advance technology.  The School will pursue a pre-eminent position in the use of technology as an asset to the teaching and learning processes. MICDS will establish standards of technology proficiency for students, as well as for all faculty members broken down by educational, communication and administrative applications, and will actively promote the effective use of technology for all constituencies.  (See Technology, I.A – I.C).

7. Sustain an ongoing development program The School will develop a three year plan for the Annual Fund providing realistic growth targets. It will also lay the groundwork for the next major development effort by evaluating the School’s major funding needs and opportunities.  (See Development, I and II).

8. Institute a communications and marketing plan.  The School will develop a refocused communications and marketing plan, based on thoughtful research, to convey to each constituency an accurate understanding of MICDS and its values.  (See Communications and Marketing, III).