Download the Strategic Plan 2016-2019

To guarantee the future success of the Susan Odell Taylor School by putting 21st century skills at the center of learning, securing sufficient resources to support the mission, enhancing practices in governance and business, building awareness of a Taylor School education, and engaging in meaningful partnerships with the broader community.


To provide an education of academic excellence within a nurturing environment, where students are empowered to become knowledgeable, productive, responsible citizens.


To be known for excellence in education, achieved through a unique and innovative approach to educating children.

Our students will build strong learning fundamentals, self-confidence, collaborative skills, and community responsibility through:

  • An academically rich environment which challenges each child as an individual and instills a passion for learning,
  • A rigorous curriculum that prepares students to thrive in today’s interconnected world,
  • Respect for each child as a valued person, and as a contributing member of the school and the greater community.

Goals and Strategies

1. Educational Excellence

Elevate the learning experience to ensure student success in a world where change is constant and learning never stops.

  • World Language: Expand the language program to allow for the development of competencies in a language other than English.
  • Curriculum: Prepare students for increasingly complex life and work environments by developing learning competencies of (1) creativity and innovation, (2) critical thinking and problem solving, (3) communication, and (4) collaboration.
  • 21st Century Knowledge: Integrate 21st century interdisciplinary themes of financial, civic, health, and environmental literacy, as well as global awareness, into the learning experience.
  • Leadership: Provide opportunities for students to use interpersonal and problem-solving skills to influence and guide others toward outcomes that have a positive impact on the larger community.

Ensure that the school continues to be known for its exemplary faculty and staff.

  • Salary and Benefits: Establish and maintain competitive levels of compensation and benefits.
  • Evaluation: Support the faculty’s professional growth by providing a system for evaluation.
  • Professional Knowledge: Provide professional development in media and ICT (Information, Communication, and Technology) literacy to ensure our students develop a range of functional and critical thinking skills in these areas.

Build a robust vibrant community of learners where students benefit socially and personally from diverse experiences, perspectives, and collaborations.

  • Environment: Maintain the school’s joyful, nurturing environment as the school grows to an eventual population of 150 students.
  • Community: Foster the relationship between the Lower/Upper Schools.
  • Enrollment: Develop a 3-5 year strategic enrollment plan with realistic annual goals.
  • Marketing: Coordinate an annual marketing/student recruitment plan that focuses on the school’s distinctive niche in the Capital District.
  • Resources: Identify and secure resources to meet enrollment objectives.
  • Admissions: Use technology to manage inquiries and track recruitment data, and use the data to inform decisions.

2. Financial Stability

Secure adequate financial resources to support our mission and achieve our short and long term strategic goals.

  • Development: Create a comprehensive 3-year development/branding/marketing plan based on the recommendations from the NYSAIS 5-Year Progress Report.
  • Five Year Financial Plan: Develop a five-year financial plan consistent with our strategic enrollment plan and a process to update it annually.
  • Financial Needs: Define our long and short financial needs and integrate them into the five-year financial and development plans.
  • Tuition: Maintain competitive tuition levels.
  • Additional Resources: Identify and pursue opportunities for additional financial resources through grants, strategic partnerships, in-kind services and other revenue streams.

3. Governance and Business Practices

Improve governance to support our mission, achieve our strategic goals and strengthen the leadership of the school.

  • Fundraising and Development: Develop clear expectations, active participation and accountability for trustees consistent with the branding and development plan.
  • Trustee and Board Development: Establish effective processes for trustee recruitment, nomination, orientation, and training. Recruit trustees that will ensure a committed board with diverse talents, experiences and cultural perspectives.
  • Evaluation: Establish processes for annual Head of School and board evaluations.
  • Succession Planning: Establish a contract for the Head of School and develop succession plans for the Head of School and board officers.
  • Policies and Compliance: Prioritize development of needed policies and procedures. Establish practices for the regular review of current policies and procedures and the regular review of compliance with policies, procedures and the by-laws.
  • Strategic Resources: Leverage our affiliation with NYSAIS, NBOA and other strategic partners to achieve our goals and strategies.

Improve business operations and practices to support our mission, achieve our strategic goals and strengthen the leadership of the school.

  • Best Practices: Prioritize the practices that will have the greatest impact on the school’s operations using NBOA (National Business Officers Association) as a resource for implementation.
  • Administrative Structure: Create an optimum administrative structure to improve operations and strengthen communications, development and financial expertise.

4. Strategic Partnerships and Community Engagement

Increase awareness of our brand, mission and values to strengthen our position in the regional educational community.

  • Branding and Communications: Clearly define and promote our brand through the 3-year development/ branding/ marketing plan.
  • Engagement: Establish a plan for specific and enhanced community involvement of school by the administration and the trustees.

Explore and develop our relationship with Russell Sage College to optimize the strategic partnership between the two institutions.

  • Communications: Establish a communications plan with Russell Sage College and the Sage Colleges to ensure all faculty, staff and students are aware of our partnership.
  • Collaboration: Develop a dialogue with the Russell Sage College administration to identify community and educational opportunities for partnering, allowing for enhanced educational opportunities for both schools.

Develop community partnerships to enrich the learning opportunities and foster a connection with the community.

  • Collaboration: Identify an opportunity to work in collaboration with a local business or organization on a specific project.
  • Engagement: Implement a plan for trustee and board involvement with local organizations and events with a view toward spreading awareness of the school and identifying potential opportunities for collaboration aligned with our mission and strategic goals.
  • Diversity: Learn from and work collaboratively with individuals representing diverse cultures, religions and lifestyles in a spirit of individual respect and open dialogue.