Strategic Plan 2026-2030

Building Tomorrow Today

Dear Members of the Red Oaks Community,

We are proud to share Building Tomorrow Today: The Red Oaks School Strategic Plan 2026– 2030 — a bold roadmap to expand our impact, enhance our program, and ensure the school’s long-term sustainability.

We mark the school’s 60th anniversary as one of the region’s most respected independent schools — with a proven track record, a deeply rooted identity, and a compassionate, engaged community.

For six decades, Red Oaks has offered a rigorous, thoughtfully designed private education delivered in an intentionally small setting. From our Montessori Early Childhood Program through the International Baccalaureate Middle Years Programme, we have consistently provided high-caliber teaching, depth of care, and a closeness of community that larger institutions cannot replicate. Generations of graduates — now leaders, innovators, and engaged citizens — carry the Red Oaks experience with them. They are our greatest testament.

Red Oaks was founded on the belief that children thrive when they are known, challenged, and cared for in equal measure. This strategic plan is our commitment to honoring that spirit while building boldly for the future. Through workshops and interviews, Red Oaks constituencies contributed to this plan. The Strategic Plan Steering Group met regularly to synthesize all of your input into actionable priorities. We are grateful to everyone who gave their time, candor, and care to this work.

Our strategic plan is organized around three interconnected goals: Enhance Our Program, Expand Our Impact, and Build a Sustainable Future. Underpinning these priorities are the school’s newly articulated Mission, Vision, and Values — statements that capture who we are today and who we aspire to be tomorrow.

A strategic plan, however, is only as meaningful as the community behind it. It is the daily work of our teachers, the curiosity of our students, the partnership of our families, and the dedication of our board that will bring it to life. We look forward to pursuing this vision together — and to everything the future holds for Red Oaks.

Tomorrow Begins Today!

With deep appreciation and great excitement,

CHRISTOPHER WEAVER
HEAD OF SCHOOL, STRATEGIC PLAN CO-CHAIR

JANET DAVIS
PRESIDENT OF THE BOARD OF TRUSTEES, STRATEGIC PLAN CO-CHAIR

Building Tomorrow Today on the cover of the Strategic Plan 2026-2030 with photos of smiling students in colorful circles.

Strategic Plan Goals

1) ENHANCE OUR PROGRAM

Goal 1: Enhance Our Program

At Red Oaks, students progress through a cohesive educational journey from Montessori foundations to the International Baccalaureate Middle Years framework. We will strengthen this continuum by investing in our people, aligning our practices, and expanding opportunities for meaningful learning and growth.

Invest in Faculty

Support and sustain excellence in teaching:

Benchmark and ensure competitive and equitable compensation to attract and retain outstanding educators.
Expand professional learning opportunities aligned with our mission and program.
Create a “Portrait of a Teacher” to define excellence and articulate our values.

Create Structures that Support Innovation

Establish systems that promote coherence, reflection, and continuous improvement:

Develop a “Portrait of a Graduate” to clarify student outcomes and guide program alignment.
Establish an Academic Council to lead innovation and ongoing curricular review.
Ground teaching and learning in research-informed, developmentally appropriate practices.
Strengthen the intentional development of Executive Functioning skills across all grade levels.

Sharpen the Learning Progression

Promote a clear, connected, and purposeful student experience:

Define academic through-lines and shared language across divisions.
Implement mission-aligned signature experiences at each grade level.
Differentiate the Grade 7–8 experience through advanced, high-engagement academic opportunities.
Introduce Middle School electives to expand student choice and exploration.

Expand Opportunities

Broaden the student experience beyond the core program:

Enhance offerings in after-school programs, the arts, and athletics.
Explore the development of a Red Oaks summer program.

2) EXPAND OUR IMPACT

Goal 2: Expand Our Impact

The Red Oaks School is a distinctive and dynamic learning community. By clarifying our mission, communicating our value with purpose, and engaging meaningfully with the communities we serve, we can elevate our visibility and deepen our impact.

Sharpen Our Purpose

Articulate a clear and compelling identity that reflects Red Oaks today and will guide our future:

Operationalize the new Mission Statement, Vision, and Core Values.
Better define our unique character and educational approach.

Authentically Tell Our Story

Communicate the Red Oaks experience with clarity and consistency:

Strengthen messaging for prospective families to clearly convey our distinctiveness and the strength of our academic program.
Deepen internal storytelling to build connection, trust, and shared understanding.
Invest in cohesive, high-quality marketing materials, including a redesigned website and updated admissions resources.
Create purposeful opportunities for engagement through cultural events, student showcases, and community gatherings.
Position diversity as a core component of the Red Oaks experience.

Make a Difference

Extend the reach and relevance of Red Oaks beyond our campus:

Engage alumni through mentorship, philanthropy, and collaborative initiatives.
Strengthen connections with the broader community through service, cultural programming, and educational offerings.
Implement sustainable practices and green initiatives in alignment with our institutional values.

3) BUILD A SUSTAINABLE FUTURE

Goal 3: Build A Sustainable Future

As Red Oaks looks ahead, we will create long-term strength and stability through thoughtful financial planning and strategic stewardship of our facilities.

Strengthen Financial Sustainability

Build a strong and resilient financial foundation:

Refine long-term financial planning to support strategic priorities.
Engage external expertise to assess the Lower School building and implement a comprehensive plan for maintenance and renewal (PPRRSM).
Establish a multiyear capital budget, including funding for ongoing maintenance, improvements, and major projects, as well as a reserve fund.
Explore the development of an endowment and the feasibility of a future capital campaign.

Align Facilities with Program and Enrollment: Short-Term Priorities

Renovate spaces to better meet immediate needs:

To strengthen our pipeline, expand capacity in Early Childhood and Upper Elementary with additional classrooms.
Reconfigure administrative spaces to improve functionality and alignment with program needs.
Enhance outdoor environments across both campuses.

Align Facilities with Program and Enrollment: Long-Term Vision

Develop a comprehensive campus master plan to:

Strengthen the enrollment pipeline and supports sustainable growth.
Improve facilities at Lower School to better serve students, faculty, and programs.
Evaluate future opportunities for expansion, including additional properties.

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