This moment—Milton’s 35th year—provides an opportunity to clarify the institutional vision and mission and to refresh our strategy for ensuring continued growth and evolution.

Our strategic plan is framed with the idea that the next five years should allow us to clearly articulate who we are as an institution and to understand alternate pathways for growth. In doing so, we can achieve our 10-year vision to be universally recognized as a national exemplar of excellence in the Jewish Day School field and a stand-out, first-choice independent school in our region.

What does it mean to be an exemplar of excellence in the Jewish Day School field and a stand-out, first-choice independent school?

Mission-delivery: Our mission and core values serve as an active, living experience that guide daily decision-making, programming, and experiences for all community members.

Fulfilling our value proposition: Families feel the value of their investment at Milton, and that they are not making trade-offs on general studies (vs. other public or independent schools) or Jewish Studies (vs. other Jewish day schools and yeshivas).

Interwoven community: The school continues to grow, connect, and nurture the various members of an interwoven community including current students and families, educators, alumni and their families, friends, neighbors, and donors locally and around the world.

To achieve our aspirations, our strategic priorities for the next five years include the following:

• Ensure that our educational program consistently builds toward our portrait of a Milton graduate
• Continue to elevate our position as an employer of choice in the region and among Jewish Day Schools nationally
• Intentionally build community so that all members feel that they belong
• Extend our connectedness within and beyond the DC Metro Area
• Deepen financial resources to ensure support for emerging strategic priorities

The strategic plan is a living document. It helps guide the ongoing and long-term activities of the school. Programs should be evaluated each year and adjusted as needed based on our progress. Our objectives and tactics will adapt to address our evolving needs.

The tactics used to accomplish our strategic objectives may include the following, which will help to ensure that the document is a living plan:

• The development or articulation of systems, policies, and procedures that allow us to accomplish our day-to-day and strategic priorities more efficiently
• Clearly defining what we mean when discussing programs, curricula, and the communities of which we are a part and to whom we are a home
• Professional development that will allow us to achieve our objectives
• Development of budgetary priorities related to achievement of strategic objectives
• An articulation of what data inputs are needed and what success will look like in achieving our objectives and meeting our strategic priorities
• Clear benchmarks, time frames, and evaluation protocols to determine if we have achieved our objectives

Interested in learning more or getting involved? If you would like to engage with us or consider funding an aspect of the strategic plan, please reach out to our Advancement Office at 202-291-5737.