Strategic Plan

What does education look like?

Largely, it no longer is a separate and distinct experience, something you encounter only within the walls of a school building. Learning in 2021 doesn’t begin at 8 a.m. and end at 3 p.m. It is neither wholly inside nor outside, nor is it constrained by time. Rather, it is fluid, it is holistic, it is inextricable from life and the “outside” world. The school walls have thinned or come down altogether. Friends Select has long believed that education is not separate from the whole of life, nor is it a place outside oneself, nor is it a discrete goal pushed out for future use. Rather, it is both a series of revelatory moments and a sustained flow of self-discovery. It is present. It is opportunistic.

It is now.

At Friends Select, we redefine and practice education as the art of real and meaningful daily experience through teaching and learning that is creative, dynamic, and integrated with the world, built on a foundation of Quaker values and respectful relationships.

Friends Select was born and lives in Philadelphia. We are in the city and of the city. Cities by their very nature are catalysts for creativity. Our location at the intersection of commerce and culture in Center City means we bump into each other, we leverage chance opportunities to bring down the walls, and we work across boundaries to learn and solve with greater depth. At Friends Select, we thoughtfully and deliberately design our program and our environment to take advantage of the serendipitous moments that the resources of a vibrant, international city presents. As such, Friends Select is indeed the school of choice for anyone who wants a world class education in a world class city, and for those who desire a foundation of active citizenship for their children.

The Advance 2021 strategic plan invites us to realize the promise of Friends Select School: to refine our holistic, well-practiced approach to teaching and learning; to capitalize on and leverage our place in and of the city through external partnerships; to rethink the use of our space; and to embrace our responsibility to build, steward, and sustain our financial resources.

By accomplishing these things, we further tear down our walls so that when asked the question, what does the school of 2021 look like, we can answer truthfully—it looks like Friends Select School.



ADVANCE

Excellence in Teaching and Learning

Develop a comprehensive and contemporary teaching master plan.

Implement a five-year plan that:

  • Ensures best practice through ongoing discovery and professional development.
  • Enhances cross-cultural competency and experience.
  • Defines the role of athletics and the visual and performing arts in the program.
  • Provides structures and leadership opportunities that elevate the student voice and agency for change.
  • Sustains a strong commitment to Quaker values, social justice, and a culture of inclusion and respect.
  • Leverages external partnerships to meet teaching and learning goals.



ADVANCE

Strategic Partnerships/Relationships

Develop a comprehensive plan to form, engage, and evaluate partnerships.

Implement a five-year plan that:

  • Grows mission-based opportunities with businesses, government, arts, cultural, and educational institutions that enrich and support the educational program.
  • Strengthens cross-cultural connections and reach through academic programming and international experiences.
  • Cultivates and effectively manages and promotes meaningful projects, internships, and leadership experiences for students.
  • Leverages reciprocal partnerships to enhance financial and facility goals.


ADVANCE

Use of Space

Develop a comprehensive facilities master plan.

Implement a five-year plan that:

  • Ensures a distinctively appealing visual and physical identity.
  • Transforms existing space that supports, energizes, and inspires excellence in teaching and learning.
  • Leverages reciprocal partnerships to reimagine the campus and differentiate instructional delivery.


ADVANCE

Financial Sustainability and Achieve Significant Endowment Growth

Establish systems and policies that ensure ongoing assessment of present revenues, expenses, efficiencies, and investments.

Implement a five-year plan that:

  • Expands initiatives to grow the endowment and other sources of revenue.
  • Establishes competitive faculty and non-faculty compensation.
  • Addresses short- and long-term needs to improve facilities.
  • Enables the school to attract, enroll, and employ a diverse student body, faculty, and professional staff.
  • Systematically examines and addresses standards of affordability for tuition and financial aid.
  • Leverages reciprocal partnerships to support financial goals.