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Strategic plan for Crystal Springs Uplands School.
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c r y s t a l s p r i n g s u p l a n d s s c h o o l
strategic plan 2009–2014
community scholarship
unbounded spirit
Dear Friends of Crystal Springs Uplands School,
We are pleased to present The Strategic Plan 2009–2014
to the csus community. This plan emerges from three
years of effort, including the creation of a mission
statement, a long-term vision and strategic initiatives.
The planning process involved a variety of people, inter-
nally and externally, who worked diligently to affirm the
underlying values of csus, identify areas that distin-
guish the institution, and determine a set of priorities
that will direct institutional resources for the next five
years. The new strategic plan is meant to be a living
document—a roadmap that provides focus and direction
to ensure that csus builds a strong and vibrant future.
A good strategic plan is mission-driven; it is meant to be
a product and an emblem of who we are as a community.
Therefore, the first step in the planning process was
the creation of csus’s first mission statement. Working
in collaboration with administrators, faculty, parents,
students, alumni and the Board of Trustees, the new
mission statement reflects both the kind of learners we
hope to attract as well as the environment and experi-
ences we aspire to create.
strategic plan 2009–2014 | initiatives
csus mission statement
At CSUS, we inspire motivated learners to lead meaningful
lives in a rapidly changing world. Our intimate, collaborative
community encourages students to pursue passions, explore
new interests, build confidence, develop compassion and
thrive in an environment of academic excellence.
Having crafted a mission that captures who we are, we began to look toward our
future. As part of the process, we referred to several resources including the
2008 California Association of Independent Schools (CAIS) Accreditation Report,
two Image Audits (2006 and 2008), board retreats, surveys of seniors and gradu-
ates, and nearly five years of community feedback.
As we imagine the school we would like to become in the future we are energized
by our tremendous strengths and by the exciting opportunities that lie ahead.
Our vision for the future of csus requires us to preserve the things that distinguish
us today: excellent academics and faculty, strong and supportive relationships
between and among faculty, students, parents and administrators, and the oppor-
tunity for our students to participate broadly as they pursue their passions.
All of these elements were used to inform an exciting future which includes a new
campus for a larger Middle School with a distinct program, a new curriculum that
is more global and better integrated to meet the needs of the 21st century, and an
educational experience that is broader in its offerings. We will strive to increase the
diversity and inclusiveness of our school in all of its constituencies to better reflect
the diversity of the communities in which we live. These strategic priorities became
the focal point of the plan and, as such, are highlighted in its core initiatives:
outstanding teachers and coaches world-class curriculumthe student experiencegrowthdiversity
Our vision for the next five years is to
direct institutional energies towards the
continuation of meaningful experiences
inside and outside the classroom. These
changes will reflect the quality and depth
of instruction for which we are known,
while incorporating innovative curricula
and enhanced student experiences. csus
needs to navigate these changes with an
eye towards preserving its intimacy and
“smallness,” but also to distinguish itself
from an increasing number of private,
public and charter schools. In doing so,
csus will continue to thrive and enjoy
many years of prospective students eager
to enter its gates.
We look forward to a future replete with
new challenges and unparalleled opportu-
nities for csus. We are confident you will
want to take part in this exciting journey.
Sincerely,
Amy C. RichardsHead of School
Dan Rudolph President, Board of Trustees
Jill Grossman Chair
Susan Alcala ’81
Sarah Boisseree ’09
Phil Carpenter ’85
Ken Considine
Andrew Davis
Christy Dillon
Steve Dow
John Draper
Andrea Edwards
Maggie Fongheiser
Taylor Francis ’10
Debbie Fried
Jamie Gates
AJ Goldman
Rachel Goodrich ’92
Kit Halvorsen ’08
Kent Holubar
Debra Hunt
Diane Isola
Kathy Jany
Pradeep Jotwani
Bao Lamsam
Cynthia Lang
Bill Lautner
Lori Livingston
Gorretti Lui
Rachel Madding ’09
Marc Metcalf
Holly Myers
Patty Raleigh
Chris Read
Amy Richards
Javier Rojas
Dan Rudolph
Kristi Spence ’59
Mieke Tonn
Abby Wilder ’73
Suzanne Wilsey
Tom Woosnam
Dan Rudolph President
Anne Avis
Bruce Bean
Steve Dow
Linda Feng
Jamie Gates
Rachel Goodrich ’92
Jill Grossman
Vicky Heron
John Jarve
Pradeep Jotwani
Bao Lamsam
Randy Livingston
Gorretti Lui
Sherry Madding
Laird McCulloch
Marc Metcalf
Fred Middleton
Laurene Powell
Patty Raleigh
Amy Richards
Billy Schwartz
Chi-Hwa Shao
Kristi Spence ’59
Sarah Stein ’93
Millie Wenzell
strategic plan and mission statement committee members
2008-2009 board of trustees
experiences
environment
learners
our missiondevelopment
sustainability
keeping pace
innovation
our vision for the future
Great teachers share three attributes: they know their subject and are passionate about it; they understand how students build knowledge; and they care deeply about their students’ intellectual progress. As csus moves
into the second decade of the 21st century, our first and foremost challenge is
to continue to retain, hire and inspire outstanding teachers. We need to provide
teachers with exceptional resources including compensation, benefits, professional
development and mentoring, while setting the highest standards for performance.
csus must also ensure that its curriculum is keeping pace with a rapidly changing
world. What our students will need to know, what they will need to be able to do,
what they will care about and who they are will change. In its report, “Forecasting
Independent Education 2025,” the National Association of Independent Schools
encourages member schools to explore and develop, “programmatic sustain-
ability.” Schools must become “more focused on the skills and values that the
21st century marketplace will seek and reward, and less narrowly isolated in a
traditional disciplinary approach to teaching and learning.” Ongoing review of
the curriculum, with an eye towards innovation, is an institutional priority.
Consequently, csus must become a school that feels bigger. The world our
students will inherit will be smaller and flatter, and will possess an inter-
dependency not seen in any previous generation. Hosting outside speakers,
presenters and scholars/artists-in-residence will enable students to learn from
outside experts. Using technology to partner with schools around the world, and
collaborating with institutions of higher education on innovative programs, will
broaden our scope of learning and our students’ horizons. We can also help our
students better understand their roles and responsibilities as global citizens
by providing them with opportunities to become involved in the world beyond
our campus. Activities such as community service, service-learning projects,
internships, research opportunities and increased school-sponsored travel
will help attain this goal. Global citizenship carries with it significant chal-
lenges including serious environmental issues. The School will adopt practices
that reduce our carbon footprint, waste and consumption. Our hope is that our
students will learn to be responsible stewards of limited resources.
strategic plan 2009–2014 | our vision
In addition to outward thinking, we must also look inward to create an optimal
student experience. csus is a place where caring for students is everyone’s
responsibility. The meaningful relationships that develop between students
and teachers are a defining attribute. Relationships like these must proliferate
throughout the campus. In an era of heightened expectations regarding achieve-
ment, when stress and performance anxiety punctuate students’ lives, a strong
and interconnected student support system is crucial. This support system must
involve the students’ advisors, the guidance counselor, Director of Academic
Support, college counselors, administrators, teachers and parents. Student
support, however, entails more than formal, traditional systems. Building com-
munity spirit, creating opportunities for fun, and making time for reflection all
contribute to our students’ emotional well-being.
Our strong sense of community is also built upon a commitment to diversity which
enriches the educational experience and supports our mission. csus aspires to
have students, teachers, coaches and school leaders who reflect the diversity of the
communities from which we draw our families. Enhanced financial aid resources,
outreach initiatives and programs that promote inclusiveness are essential to
achieve this goal. csus looks forward to a future when we can enroll any well-
qualified student regardless of their ability to afford tuition. As a school with a
capped enrollment and a small endowment, this may be our biggest challenge.
One means to becoming more diverse is to increase the size of the student
body and school community. Growth will also enable numerous programmatic
benefits and objectives. In spring 2007, the Board of Trustees’ Growth Task
Force determined that csus should grow by adding a new site for a larger Middle
School with a distinct program. By keeping the Upper School on the current
campus with an additional 100 students, the School will be able to broaden its
academic course offerings. Expanded enrollment also creates a more vibrant
social atmosphere. In addition to increased financial stability, having more
long-term csus families adds to the strength of the community. Maintaining
our intimate, nurturing community and low student-to-teacher ratio is essen-
tial. The active pursuit of a second site is an ongoing and exciting initiative, one
that will transform the csus experience.
In order to achieve this exciting vision for the future of csus, we believe that
we must focus our institutional energies and resources on the following five
strategic initiatives.
outstanding teachers and coaches
csus is known for academic excellence—a reputa-
tion that is built on our ability to retain, attract and
develop a team of inspiring educators, inside the
classroom, on the stage and on the playing field.
In order to enhance this reputation as an institu-
tion of high-quality education, we are committed to
maintaining and building a community of creative
and dedicated teachers and coaches, and providing
them with necessary compensation and professional
development opportunities. We are also dedicated
to fostering our collegial culture of mutual respect
and support that makes csus an outstanding place
to teach.
The faculty is fantastic at this school. I’m comfortable asking questions in class, the teachers make themselves available to us
outside of class, and there is always more than one person I feel comfortable speaking with to help me resolve
whatever difficulty I face.
—Middle School Student
strategic plan 2009–2014 | initiative 01
goal To retain, attract and develop outstanding teachers and coaches by
providing competitive compensation and benefits.
action steps01 Continue to conduct annual comparisons with competitor schools on
compensation and benefits practices including salaries, bonuses, medical
insurance, housing, tuition remission, sabbaticals and retirement.
02 Conduct regular faculty surveys to prioritize compensation and benefits.
03 Evaluate benefit options to meet individual needs and circumstances.
04 Develop a compensation philosophy that can be shared publicly and used
as a recruiting tool.
goal To refine and enhance professional development opportunities.
action steps01 Assess the current professional development program.
02 Identify new professional development vehicles that nurture growth
and innovation.
03 Create a professional development plan with current and new initiatives
identified, prioritized and funded.
The academics are challenging and meaningful—and the atmosphere for students and parents is truly one of community. The communication among faculty, administration, students
and parents is the best that I have ever experienced.
—Upper School Parent
strategic plan 2009–2014 | initiative 01
goal Maintain the highest teaching and coaching standards by providing
performance assessment and feedback to foster continuous improvement
and accountability.
action steps01 Evaluate current assessment practices for new and veteran teachers.
02 Extend current teachers’ assessment practices to include coaches.
03 Create a plan to utilize fully teacher and student evaluations.
04 Provide meaningful feedback mechanisms and timely improvement
action plans.
05 Evaluate the staffing levels required to develop, implement and maintain
a systematic assessment plan.
goal Develop the next generation of academic, artistic and athletic educa-
tors by providing proactive mentorship and opportunities for leadership at
every stage of tenure.
action steps01 Evaluate how new educators are mentored.
02 Develop a systematic mentoring program.
03 Evaluate the staffing levels required to develop, implement and maintain a
systematic mentoring plan.
04 Identify leadership and enrichment opportunities for teachers, coaches and
administrators.
outstanding educatorscontinuous improvement
professional development
competitive compensation
leadership opportunities
The teachers at Crystal all genuinely love their subject and their students. They stay
after class and they offer extra help to anyone. If you have a teacher who is truly inspired by what they teach, it is hard not
to be intrigued yourself. —Upper School Student
world-class curriculum
csus must ensure that its curriculum is keeping pace
with a rapidly changing world and offer programs
that are vibrant, engaging and relevant. Although
21st-century learning takes place in traditional class-
rooms, it also occurs in venues outside conventional
boundaries. As schools become “green,” buildings
transform into potential laboratories. Similarly,
school-sponsored community service, service-
learning projects and volunteerism can expand a
student’s perspective. At csus, we seek to provide
our students with well-crafted and meaningful experi-
ences that allow us to stand apart from other schools
and broaden our students’ horizons. Therefore, on-
going review of the curriculum, with an eye towards
innovation, is an institutional priority.
world-class curriculum 21st century global citizen
the world beyond CSUS
curriculum review
civic engagement
strategic plan 2009–2014 | initiative 02
goal Create a systematic method of reviewing departmental scope
and sequence.
action steps 01 Require each teacher/department to review and regularly update their
respective scope and sequence.
02 Require each department to read the entire departmental scope and
sequence to identify strengths and weaknesses and determine any changes.
03 Present a written report of scope and sequence to the Division Heads by
January of the review year.
04 Prior to adding a new course, obtain approval from the Department Heads.
goal Develop and implement a systematic approach to designing and
evaluating curriculum that anticipates the changing needs of the 21st-cen-
tury global citizen.
action steps 01 Use the results of departmental systematic scope and sequence reviews to
identify necessary curricular changes.
02 Maintain a permanent Curriculum Committee of faculty and administrators
charged with designing and evaluating curriculum.
03 Study the design and development of innovative curricula including visits to
other schools, review of professional literature and consultation with experts
in the field. Implement new ideas and courses as appropriate.
CSUS was the richest educational experience I’ve had—the best teachers and classmates in 19 years worth of schooling. What I learned there has stuck with me the most and has contributed to my success everywhere else.
—Alumnus
strategic plan 2009–2014 | initiative 02
goal Explore innovative learning environments that support new programs.
action steps01 Continually investigate how students learn best, including research on brain
and cognitive development and its impact on school architecture and learn-
ing environments.
02 Assess our classrooms, studios, theater and non-traditional learning spaces,
and ensure they are eqqiped with the furniture, technology, lighting and
fixtures that optimize learning.
03 Assess how to partner with schools and students around the world through
the use of technology.
04 Assess how to physically “green” the campus and how environmental sus-
tainability can be integrated into student learning, especially in areas such
as technology, environmental science and physics.
goal Provide students with opportunities to involve themselves in the world
beyond CSUS.
action steps01 Increase the curriculum offerings by supporting, encouraging and assisting
students seeking alternative educational experiences.
02 Develop a program that brings outside speakers and scholars/artists-in-
residence to campus.
03 Partner with institutions of higher education on innovative programs.
goal Evaluate and enhance opportunities for civic engagement, service
learning and community service.
action steps01 Explore service-learning opportunities as part of the curriculum review.
02 Expand the existing grade-level community service program.
03 Research and publicize community service opportunities available to
our students.
I am encouraged to learn and bring new things back to my classroom. We are given
the means and opportunity to hone our craft. ‘Lifelong Learning’ isn’t just about
words in the school’s philosophy; the faculty embodies it.
—Faculty Member
the student experience
The csus Mission Statement articulates the critical
importance of enabling students to pursue passions,
explore new interests, build confidence, develop
compassion and thrive. csus must ensure that its
environment and programs provide students with
engaging intellectual and personal experiences,
while allowing students time for reflection, extra-
curricular activities and social lives. Providing flex-
ibility so that students may achieve their own sense
of balance, helping students find their voice as they
navigate choices, and creating an environment in
which fun and surprises are woven into the fabric of
their school life, will help our students lead emotion-
ally healthy lives.
strategic plan 2009–2014 | initiative 03
goal Collect, monitor and evaluate meaningful feedback from students and
alumni about their CSUS experience.
action steps 01 Create consistent mechanisms that give students a voice in shaping their
CSUS experience.
02 Evaluate the staffing required to develop, implement and maintain a system-
atic feedback loop.
goal In light of student feedback, evaluate, refine and enhance existing
student support services.
action steps01 Assess CSUS’s academic, emotional, advisory and college counseling services.
02 Identify new programs to enhance service offerings.
03 Create a student support services plan with current and new initiatives iden-
tified, prioritized and funded.
04 Explore new methods of advising students that enable them to make appro-
priate academic, athletic, fine arts and extracurricular choices.
The sense of community is one of the school’s strongest attributes. At Crystal, kids work together to prepare for major tests, support each other at sporting
events, and attend every major performance night.
—Alumnus
strategic plan 2009–2014 | initiative 03
goal Develop a new Parent Education initiative that ensures that parental
expectations are aligned with CSUS’s philosophy and approach to learning.
action steps01 Assess current opportunities for parent education.
02 Create a new program that educates parents about CSUS’s resources as well
as community and cultural values.
goal Foster and enhance an environment that encourages school spirit and
meaningful bonding experiences.
action steps01 Develop new programs to enhance offerings which may include community
service, athletic and arts, and intra- and inter-school activities.
student services student support
meaningful feedback
parent education initiative
spirit and fun
You may have pegged yourself as an artist or an athlete, but at Crystal you quickly
learn that you are beyond categories and labels; there are so many ways to try new
things. The runner is also the lead guitarist in the school jazz band;
the actor is a soccer star. —Upper School Student
growth
The active pursuit of a second campus has the poten-
tial to transform the csus experience significantly.
In spring 2007, the Board of Trustees’ Growth Task
Force concluded that the addition of a dedicated
Middle School campus would allow csus to focus on
the needs of 10- to 13-year-olds and enable greater
flexibility in schedules, staffing and courses. Adding
100 students to the Upper School on csus’s exist-
ing campus also brings numerous programmatic
and social benefits for our older students including
additional elective courses in the arts and sciences,
increased foreign language options, an expanded
athletic program and a broader social pool.
I believe all students would benefit from more students per grade in the Upper School. The increase would bring more
opportunities for friends, a wider range of views, more diversity, more participants for arts and athletics, and more
course variety. Crystal is fantastic but the social dynamics sometimes feel too limiting.
—Upper School Student
strategic plan 2009–2014 | initiative 04
goal Actively pursue a new Middle School site and determine site priorities.
action steps
01 Continue to research potential sites while refining and evaluating priorities.
02 Assess viability, create initial site drawings and estimate financial costs as
sites are identified.
03 Conduct a fundraising feasibility study.
04 Continue to educate the CSUS community on the progress and benefits
of growth.
05 Continue to monitor the competitive landscape—as well as the current
campus—in the context of adding a Middle School.
goal Begin the purchase, building and financing process of a new site.
action steps01 Enter into a purchase contract with an 18-month contingency process.
02 Ensure that entitlement is secured, neighbors consent, costs are appropri-
ately estimated, and financing/fundraising is achievable.
03 Begin construction plans including developing blueprints, evaluating con-
tractors and obtaining approvals.
goal Maintain a culture of one school.
action steps
01 Once a site has been identified, assemble a team whose charter is to main-
tain a culture of one school.
02 Identify characteristics to preserve.
03 Institute new traditions building bridges between two campuses.
04 Maintain an optimal student/teacher ratio.
growth of our school
maintain a low student–teacher ratio
culture of one school
new Middle School site
programs and offerings
diversity
The families of the mid-Peninsula area, from
which csus students are primarily drawn, represent
broad diversity in terms of race, culture, ethnicity,
religion, sexual orientation and family economics.
A school community that reflects this diversity en-
riches the educational experiences of our students
and supports csus’s mission. While progress has
been made to increase the diversity and inclusive-
ness of the csus community, there is more work to
be done on both fronts.
If I could have changed anything about my Crystal experience, it would have been a more diverse student body and faculty.
—Alumnus
strategic plan 2009–2014 | initiative 05
goal Continue to increase the diversity of the CSUS community including
students, faculty, staff, administration and the Board of Trustees.
action steps01 Assess support for student economic diversity and create a Financial Aid
model that balances diversity goals with resource capacity.
02 Strengthen outreach initiatives to assure we communicate the value and avail-
ability of a CSUS education to every segment of the mid-Peninsula community.
03 Assess the potential cost and impact of increased transportation support to
improve access to CSUS for students from underrepresented groups.
04 Broaden hiring and Trustee recruitment efforts to increase the diversity of
the adult population at CSUS.
goal Continue to improve the inclusiveness of the CSUS environment so
that every student and adult feels like a valued member of the community.
action steps01 Expand and enhance programs that support and retain students from under-
represented groups.
02 Expand and enhance anti-bias and inclusiveness training for both students
and adults in the community.
03 Expand and enhance community service activities that develop inclusiveness
and civic responsibility among our students.
04 Ensure that our curriculum, pedagogy and communications strengthen the
inclusiveness of the CSUS community.
diversityfoster an inclusive community
enrich educational experiencesincrease diversity
scholarship
community
unbounded spirit
the student experience
growth
world-class curriculum
outstanding teachers and coaches
diversity
s t r at e g i c p l a n 2 0 0 9 – 2 0 1 4
Crystal Springs Uplands School400 Uplands Drive, Hillsborough, California 94010
(650) 342-4175 | (650) 342-7623 fax
www.csus.org
our vision