Building Academic Excellence

The Next Six Years: Ecole Bilingue 2005 - 2010

Guide to this Document

Introduction Slide Section 1 Slide Slide Slides Slide Slide Slide Slide Slide Slides Slides Section 2 Slides Section 3 Slides 3 Process: November 2001 June 2005

Section 4 Slides Slides Slide Section 5 Slides Slides Conclusion Slides

Our Aims and Aspirations 4 Our Future 5 A Revision of our Mission Statement 6-8 A Bilingual Education Pre-K through Grade 12: class configuration 9 A Bilingual Education Pre-K through Grade 12: effect of IB 10 Re-affirmation of our Cultural Diversity 11 A School Widely Recognized for its Academic Excellence 12 An Outstanding Faculty and Educational Experience 13 A Strong Preparation for entrance into University 14-15 A Safe, Convenient, Attractive Environment 16-17 Financial, pedagogical, organizational and strategic stability Benchmarking and the 6 year financial plan How to Interpret? 18-20 Snapshot of 2005 2006 Finances How We Stand Against Peers 21-35 Benchmarks in tuition, faculty compensation, professional development, experience profile, administrative oversight, technology, tuition dependence, aspirational funding, accelerating excellence, reliance on tuition, financial aid, summary Impact of Baseline Costs and Strategic Initiatives 36 Mandatory maintenance and salary inflation 37-38 Strategic Initiatives: definition / presentation 39 Combined Impact Six Year Financial Plan 40-42 Facts, figures and projections 43 Accelerating excellence and tuition guidance

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Reaffirmation of our aims, aspirations and determination

What do we want for our children? What does our future look like?

ACADEMIC PROGRAMS FACILITIES PRELIMINARY STRATEGIC PLAN: DEFINING OUR GOALS COMMUNITY INPUT: FINANCES SHAPING OUR FUTURE WORKING GROUP MEETINGS

STAFFING

MISSION

ANALYSIS

CORE DECISIONS

STRATEGIC VISION 2005 Building Academic Excellence

ENROLLMENT COMMUNITY INPUT

ADVISORY GROUP MEETINGS DEVELOPMENT

NOVEMBER 2001

FEBRUARY 2002

JANUARY 2004

SPRING/FALL 2004/WINTER 2005

Ecole Bilingue

Building Academic Excellence

Our Future
A bilingual education pre-K through grade 12 An international school community unified and distinguished by its cultural diversity

A school widely recognized for its academic excellence

An outstanding faculty A strong preparation for entrance into university and success beyond highschool A rewarding extra-curricular life for all students A safe, convenient, and attractive environment And, above all, financial, pedagogical, managerial, and strategic stability

Ecole Bilingue

Building Academic Excellence

A bilingual, international school community, dedicated to academic excellence

The School reaffirms its pedagogical and philosophical commitments in this revised statement of Ecole Bilingues Mission:

Ecole Bilingue offers a distinctive bilingual education rooted in the best of French and American academic traditions. Our school draws on the diversity of its international student body and staff to provide students with curricular and extra-curricular experiences that prepare them for success and fulfillment in a global world. Ecole Bilingue views each student as a unique person, and strives for all of its students to achieve their highest potential level of academic excellence.

Ecole Bilingue

Building Academic Excellence

A bilingual education Pre-K through Grade 12

Ecole Bilingue is committed to the continuation and expansion of the Lyce We will no longer act as a service school taking all applicants regardless of time of year and size of class We will limit the size of each class to 20 students
No current student who re-enrolls by the deadline will be forced out because of the cap If a particular class happens to exceed the cap, we will provide additional teaching staff support for that class

The maximum student population for the entire school is 540 because:
Space and zoning limitations are imposed by the City of Cambridge
20-student cap on class size is imposed by our own choice

The school is likely to approach full enrollment of 540 within the next 6 years The school will negotiate with the City of Cambridge to increase the cap on student enrollment at the Cambridge campus
570 students total enrollment would be optimal

Ecole Bilingue

Building Academic Excellence

A bilingual education Pre-K through Grade 12 Strategic Plan Configuration of School

Classes Pre-K Mid-K K Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8 Grade 9 Grade 10 Grade 11 Grade 12 Total Number of Classes 2 3 3 3 3 3 2 2 2 2 2 1 1 2 2 Number of Students 30 50 60 Maternelle: 140 55 50 45 40 40 Lower School: 230 35 30 25 20 Middle School: 110 20 20 20 Upper School: 60 540 Total

Ecole Bilingue

Building Academic Excellence

A bilingual education Pre-K through Grade 12 Ideal Configuration of School

Classes Pre-K Mid-K K Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8 Grade 9 Grade 10 Grade 11 Grade 12 Total Number of Classes 2 3 3 3 3 3 2 2 2 2 2 2 2 2 2 Number of Students 30 50 60 Maternelle: 140 55 50 45 40 40 Lower School: 230 35 35 30 25 Middle School: 125 25 25 25 Upper School: 75 570 Total

Ecole Bilingue

Building Academic Excellence

A bilingual education Pre-K through Grade 12

The schools recent International Baccalaureate (IB) program accreditation is likely to have a transforming effect upon our school The IB should increase the size of the student population in the Lyce We expect the IB to enhance the schools ability to retain students in lower grades EB expects to increase the size of its graduating class from 9 students in 2005 to 20-25 students by 2010 The IB program should increase the depth and breadth of teaching in the Lyce Many of the Lyce teachers also teach at other levels within the school, bringing their skills, experience, and expertise with them for the benefit of the school as a whole

Ecole Bilingue

Building Academic Excellence

An international school community unified and distinguished by its cultural diversity

We believe that it is crucial to preserve the cultural and socio-economic diversity of our school

Further study will be given to the possibility of creating additional points of entry into the school at the Lower, Middle and Upper School (IB) levels
We are currently above our benchmark average for financial aid based on tuition-funded financial aid and the French Bourse:
we must maintain our current financial aid position

We are exploring the opportunity to rename the school with the objective of achieving better positioning and branding in the French, broader international, and local communities The current thought is to rename the school as follows with the French version of the name very prominently positioned:
Ecole Internationale de Boston International School of Boston

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Building Academic Excellence

A school widely recognized for its academic excellence

Appoint talented and experienced faculty members to chair each of the schools subject-area departments Make each Chair responsible for providing oversight of the quality and consistency of teaching and curriculum, and adherence to the Mission Statement

Review curricula in each language in order to assure consistency within each, and compatibility between the French and American curricula
Increase the availability of computer instruction and resources to both faculty and students Improve and expand classroom space through renovation of the 4th floor, upgrade of other work space, and the creation of new science laboratories Increase administrative support where needed, particularly to members of the management team Perform benchmarking of our academic programs versus peers on a continuous basis

Provide personalized assessment and interpretation of individual student performance against the standard benchmarks
Achieve top decile performance in academic testing (ERBs, French National tests, SATs) Ensure that a majority of our students gain admission to their preferred university

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Building Academic Excellence

An outstanding faculty and educational experience

EB will increase faculty compensation, making it competitive, over time, with our peer institutions in order to: attract the highest quality teachers reduce faculty turnover

increase the number of mid-career faculty at the school (those with 812 years experience)
Direct more attention and resources to foreign teachers immigration status in order to minimize stress on foreign national faculty members Capped class size will allow faculty to deliver focused, high-impact, intimate instruction Continue to carry out and further develop a rigorous, candid, and responsible evaluation of each faculty members performance on an annual basis Institute annual parental school feedback surveys across all divisions:
parents do not participate in formal faculty review process

EB will broaden the curricular experience of students and faculty alike by pursuing fuller access to academic, artistic, and related institutions and resources in the Boston area, such as Harvard, Tufts, the MFA, the BSO, and historic sites

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Building Academic Excellence

A strong preparation for entrance into university and success beyond high school
EB will offer specialized college counseling to students in grades 11 and 12

The school will invite visiting college admissions officers to address concerns of students, parents, and faculty regarding admission of EB students to US, Canadian, and overseas institutions of higher learning
The school is exploring opportunities for voluntary or required community service projects, particularly those allowing students to build on their bilingual skills

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Building Academic Excellence

A safe, convenient, attractive environment

EB is committed to the Cambridge campus for the duration of the life of the lease (through 2019), a decision taken based on: projected size of our student population benefits accruing from the very low cost and long-term lease dramatic increase in tuition that would be required to fund alternatives Maternelle will continue to operate on a separate campus for the foreseeable future due to the space and code limitations at the Cambridge Campus EB completed an extensive facilities audit which resulted in a detailed work plan and budget for the buildings and grounds The school has budgeted approximately $3,475,000 for mandatory lifecycle maintenance and improvement of facilities for the period 2005 2010: Lifecycle Maintenance ($1,475,000) 4th floor renovation and related upgrades ($2,000,000) We have identified additional discretionary facilities projects at a total cost of $300,000 (spread evenly over years 3, 4, 5, and 6 of the plan)

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Building Academic Excellence

A safe, convenient, attractive environment

We will increase and adapt our space in order to accommodate: increased enrollment increased faculty and administrative personnel new science laboratories It is likely that we will borrow up to $2,000,000 from a commercial lender to make these improvements to the Cambridge campus, including the 4th floor Payment of interest and principal on this loan is expected to add $220,000 to annual expenditures - 13.5 year loan at 6% interest and we have accounted for this in our plan

EB will seek to identify real estate properties for lease or purchase that may improve the overall academic environment and accommodate the expansion needs of the school
If we lease or purchase new real estate, strategic initiatives may be reprioritized or spread over a longer term so that additional property costs will not cause tuition increases beyond those anticipated by the strategic plan Increased enrollment, operating efficiency, and philanthropy are also sources of funding for strategic initiatives

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Building Academic Excellence

A school with financial, pedagogical, organizational, and strategic stability

The schools financial stability is of primary importance The schools finances will be managed to generate a small cash reserve by setting aside 2% of the schools yearly operating budget (approximately $140,000 during the academic year 2005 - 2006) This reserve will insulate the school against unforeseen financial stress or enable us to pursue investment opportunities as they arise We will continuously evolve the most suitable mix of the best of French and American academic traditions and will apply the mix consistently from class to class, and from grade to grade We are establishing benchmarks of academic and extra-curricular performance against other bilingual, French/American schools in the US and other private day schools in the Boston area

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Building Academic Excellence

A school with financial, pedagogical, organizational, and strategic stability

The Board of Trustees has full legal responsibility and authority for the school including management and oversight of the organizations property and affairs

The Board sets and approves policies, budgets, and strategic plans
The Board also appoints the Head of the school These are profound fiduciary responsibilities that the Board embraces with appropriate gravity We have completed a lengthy and thorough examination of our goals and are ready to implement a fully developed strategic plan This plan includes in its review the feedback from all parts of the school community

We have charted the schools strategic plan and are now ready to execute the initiatives that will take our school into a brighter future

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Building Academic Excellence

Benchmarking and the 6 Year Financial Plan How to interpret the Benchmarks and the Plan?
Benchmarking is carried out in order to better understand our status relative to peer schools
We have leveraged benchmarking performed by the NAIS (National Association of Independent Schools) and some proprietary research

This is a plan NOT a budget

Provides guidance and captures the intent of the Board and Administration

Budgets are approved by Board on an annual basis

Administration and Finance committee lead annual budget process We shall review status each year and decide what we can afford to do in the following year

Guidance is also provided in a number of areas, most importantly and most sensitively:
Tuition Teacher salaries

Again, each year we will develop and approve the following years budget taking into consideration current status and track record in meeting current years budget The plan is our guidepost, no more, no less It is highly likely that there will be some deviation from this plan as we face unanticipated challenges and opportunities
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Ecole Bilingue

Building Academic Excellence

Snapshot of our Schools Finances

Enrollment: 2004-05 actual
2005-06 budget

472 students
485 students $38,666

Average Salary (2004-05): Full-time Teachers: 2005-06 Tuition: Maternelle Lower School Middle School Upper School (9-10) Upper School (11-12) 2005-06 Budget: Income: Expenditures: Planned Surplus:

$14,100 $14,100 $14,450 $15,800 $17,000

$7,461,000 $7,257,000 $ 151,000

Development Activities (Annual Fund & Unrestricted Giving): $215,000 Endowment:

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$50,000

(2002 gift)

Ecole Bilingue

Building Academic Excellence

So where do we stand financially?

EB operates almost exclusively out of tuition income EB does not generate a reasonable financial surplus

We do not have the cash balance to fund improvement plans without financing
We will continue to increase the effectiveness of current expenditures and will seek efficiency improvements annually as a means of funding Strategic Initiatives To advance academic excellence, EB must increase the amount of available funds for our annual budget and the sources of funding we can pursue are: Tuition Enrollment Efficiency improvements Annual Fund and other giving

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Building Academic Excellence

Lets take a closer look at our status by reviewing some benchmarks against peers
Tuition Benchmark
Pre K, First Grade, Sixth Grade,

Massachusetts Peers
Bancroft School Brimmer & May School Applewild School Brookwood School Derby Academy Meadowbrook School Nashoba Brooks Shady Hill School Shore CDS The Pike School Falmouth Academy Lexington Christian Academy Newton CDS of the SH Rivers School Windsor School Commonwealth School Pingree School Belmont Day School BB&N

French School Peers

NAIS Schools *Ecole Bilingue de Berkeley *F.A. School of Portland F. A. School of Puget Sound F. A.. School of Silicon Valley F. I. School of Philadelphia *F. A. I. School of San Francisco *F. A. School of New York Lyce Franais de New York *Lyce Franais La Prouse *Washington International School (DC) Non-NAIS Schools *Lyce Rochambeau *Ecole Franaise (San Diego) *Ecole Internationale d Atlanta *Ecole Internationale d Indiana *Ecole Internationale AWTY (Houston) *Ecole Franco-Amricaine de Miami *Lyce Kennedy (NYC) *Ecole Internationale Pninsule (Palo Alto) *Ecole Internationale de Dallas * Tuition Survey Schools

Ninth Grade & Twelfth Grade

Faculty Compensation & Benefits Professional Development of Faculty

Experience Profile of Faculty

Administrative oversight Technology and learning Tuition Dependence Voluntary Giving Financial Aid

20 selected Mass. Schools

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Building Academic Excellence

Tuition at the Maternelle level is comparable with MA Peers and higher than our French School peers
2005 2006 Tuition: Pre-Kindergarten

$16,000 $14,141 $14,000 $12,319 $12,000 $14,100

$10,000 MA Peers
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EB

French Peers
Building Academic Excellence

** 2005 - 2006 Benchmarks from direct poll of peer schools

First Grade tuition is less than our Massachusetts Peers but greater than our French School Peers
2005 2006 Tuition: First Grade

$18,000 $16,000

$16,765

$14,100 $14,000 $12,000 $10,000 MA Peers EB French Peers

** 2005 - 2006 Benchmarks from direct poll of peer schools

$12,858

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Building Academic Excellence

Sixth Grade tuition is substantially less than our Massachusetts Peers and comparable with our French School Peers
2005 - 2006 Tuition: Sixth Grade

$22,000

$20,754

$18,000 $14,450 $14,000 $14,366

$10,000 MA Peers EB French Peers

** 2005 2006 Benchmarks from direct poll of peer schools

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Building Academic Excellence

Ninth Grade tuition is substantially less than our Massachusetts Peers and comparable with our French School Peers
2005 2006 Tuition: Ninth Grade

$26,000 $22,608 $22,000 $18,000 $14,000 $10,000 MA Peers EB French Peers

** 2005 - 2006 Benchmarks from direct poll of peer schools

$15,800

$15,972

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Building Academic Excellence

We will invest in closing the pay gap that exists between EB and Peer Schools
2004 2005 Teacher Salaries
$60,000 $55,000 $50,000 $45,000 $40,000 $35,000 $30,000
MA Peers EB French Peers

$25,000 Start 0-5 years 6-10 years 11-15 years 16-20 years 21+ years

** 2004 - 2005 Benchmarks from NAIS (National Association of Independent Schools)

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Building Academic Excellence

We will also invest more in the professional development of our faculty

2003 2004 Professional Development Spending

$66,646 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 MA Peers EB French Peers
** 2003 - 2004 data, Benchmarks from NAIS (National Association of Independent Schools)

$47,917 $38,129

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Building Academic Excellence

We clearly need to invest in the recruitment and retention of mid-career faculty

Experience Profile of Teaching Staff
40%
MA Peers EB French Peers

35% 36% 30% 25% 20% 15% 10% 5% 0-5 years 6% 6-10 years 11-15 years 16-20 years 16% 26% 23% 20% 24% 18% 16% 16% 14%

28% 26%

14%

21+ years

** 2004 - 2005 Benchmarks from NAIS (National Association of Independent Schools)

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Building Academic Excellence

We have considerably more students per administrator than our Massachusetts peers but are comparable with our French peers
Administrative Staffing Students Per Administrator

60 34 40

58
56

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0 MA Peers EB French Peers

** 2004 2005 data, Benchmarks from NAIS (National Association of Independent Schools)

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Building Academic Excellence

Our students would benefit from increased access to computers

Students per Computer

12 10 8 6 4 2 0 MA Peers 4.0

10.9

5.0

EB

French Peers

** 2004 - 2005 data, Benchmarks from NAIS (National Association of Independent Schools)

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Building Academic Excellence

Aspirational funding the role of philanthropy at Ecole Bilingue

Annual Voluntary Giving Per Student: Parents and Alumni
$913 $1,000 $800 $600 $400 $200 $0 MA Peers EB French Peers $239 $508

** 2003 - 2004 data. Benchmarks from NAIS (National Association of Independent Schools)

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Building Academic Excellence

Accelerating Excellence
Among French/American international schools in the US, EB rates among the lowest in voluntary giving
2003 Unrestricted Voluntary Giving per Student
$1,200

$1,000

$800

$600 $400

$200

$0 Lycee Franais La Perouse, San Francisco, CA Ecole Bilingue, Cambridge, MA Lyce Franais de Chicago, Chicago, IL Washington International School, Washington, D.C. International School of the Peninsula, Palo Alto, CA French American School, Larchmont, NY Atlanta International School, Atlanta, GA International High International School, San School of Indiana, Francisco, CA Indianapolis, IA Lyce Franais de New York, New York, NY

We believe that a greater part of our budget can be derived from voluntary giving so that the drive toward building academic excellence can be accelerated with a lower impact on tuition

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Building Academic Excellence

Reliance on tuition revenue

Gross Tuition as percent of Total Income
96% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

89%

82%

MA Peers

EB

French peers

** 2003-04 data, Benchmarks from NAIS (National Association of Independent Schools)

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Building Academic Excellence

We intend to maintain our progressive financial aid policies

Financial Aid as % Tuition Income

20% 15% 10% 11.5% 5% 0% MA Peers EB French Peers 7.0% Bourse 6.4% EB 8.1%

** 2003-04 data, Benchmarks from NAIS (National Association of Independent Schools)

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Building Academic Excellence

Summary
Today, EB operates on a tight and well managed budget The Cambridge lease is an extraordinary asset which has allowed us to keep tuition comparatively low:
Normal commercial lease rates would add $1,500 per year to individual student tuition We will explore all options to prolong the life of this asset

Our teachers and administrators should be better paid and we intend to close the gap over the next six years
We cannot guarantee that the gap will be completely closed during this timeframe

We need to recruit more mid-career faculty because this is a proven way to enhance overall faculty experience, educational continuity, and academic excellence in our student body
We must consider external bank financing as a means of funding for school building improvement plans Our new 6 year financial plan relies upon increased enrollment and tuition but will increasingly need philanthropic revenue Full enrollment and increased scale can also contribute to the financial health of the school

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Building Academic Excellence

Increases in base operating costs are driven by unavoidable building maintenance and salary increases
Faculty salaries should keep pace with the cost of living increase in the Boston area (assumed to be 4% in our plan)

Faculty and Staff Compensation and Benefits:

Facilities Cycle Maintenance & Renovation:

Cost:
Cost:

$ 7,666,000
$ 3,475,000 $ 11,141,000

Total Six Year Cost:

The above costs will be incurred over the period 2005 to 2011 and there is no way we can avoid them

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Building Academic Excellence

Strategic Initiatives What are they?

The Round Table discussions of January, 2004, identified a number of issues and opportunities These issues and opportunities, among others, were considered by the Board and the Strategic Planning Working and Advisory Groups resulting in a prioritized and focused set of strategic initiatives

Preliminary cost estimates were developed for each initiative

These initiatives are outlined on the following pages along with the cost of implementation over the period of the plan

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Building Academic Excellence

Costs of Strategic Initiatives Over 6 Years

Increased faculty compensation: Increased faculty development: Increased faculty and staff benefits: Increased computer learning: Increased college counseling: Increased admissions support: Increased facilities maintenance: Increased extracurricular improvements Other Initiatives (branding, new revenue) Total cost: Cost: Cost: Cost: Cost: Cost: Cost: Cost: Cost: Cost: $ 1,657,000 $ 180,000 $ 300,000 $ 250,000 $ 125,000 $ 210,000 $ 150,000 $ 400,000 $ 145,000 $ 3,417,000

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Building Academic Excellence

Impact of Base Operating Expense Increases and Strategic Initiatives Combined

Increased Base Operating Expenses: Increased Strategic Initiatives: Cost: Cost: Total Six Year Cost: $11,141,000 $ 3,417,000 $ 14,558,000

All of these costs will be incurred over the six year period of the plan Achieving planned increase in enrollment is critical to viability of plan:
Scaling from 472 students to 520 in fifth year of plan (Compounded Annual Growth Rate: 2%)
We believe this to be a reasonable and attainable objective since we have successfully increased enrollment by 18% over prior five years (Compounded Annual Growth Rate: 3.4%)

Significant benefit to be gained from increasing total potential student enrollment to 570 and scaling more rapidly toward that cap:
Major negotiation with City of Cambridge

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Building Academic Excellence

Six-Year Financial Plan

FY09-10 FY05-06 FY06-07 FY07-08 FY08-09

FY10-11

$ in 000 Projected Enrollment

Year 1 Year 2 Year 3 Year 4 485 500 510 515

Year 5 520

Year 6 520

Total Revenue
Total Expenses, including
Strategic Initiatives

7,461
7,181

8,175
8,124

8,845
8,739

9,484
9,353

10,171
10,019

10,804
10,598

Strategic Initiatives (inc. above)

Change in Net Assets Cash Flow before Capex / Loans Cash Flow after Capex / Loans 2% Reserve

0
280 327 222 140

312
51 173 73 154

503
106 219 169 168

673
131 239 184 181

871
152 257 192 194

1,058
206 312 242 207

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Building Academic Excellence

Strategic Initiatives
$ in 000
Technology and Learning College Counseling Faculty Compensation Faculty/ Staff Benefits
FY05-06 FY06-07 FY07-08 FY08-09 FY09-10 FY10-11

Year 1 0 0 0 0

Year 2 50 25 65 20

Year 3 50 25 164 40

Year 4 50 25 292 60

Year 5 50 25 493 80

Year 6 50 25 643 100

Professional Development
Admissions Financial Aid School Name and Identity

0
0 0 0

12
25 0 25

24
30 0 0

36
40 0 0

48
55 0 0

60
60 0 0

General Promotion/ Publicity

Alternative Revenues Development Plan (tbd) Extracurricular Activities Facilities Maintenance / Enhancements

0
0 0 0 0

10
30 0 50 0

10
10 0 75 75

10
10 0 75 75

10
10 0 100 0

10
10 0 100 0

Total Strategic Initiatives

$ 312

$ 503

$ 673

$ 871

$ 1,058

Total: $3,417,000

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Building Academic Excellence

Funding Alternatives Next 6 Years

$ in 000 Projected Enrollment Strategic Initiatives
FY05-06 FY06-07 FY07-08 FY08-09 FY09-10 FY10-11

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

485

500
$312

510
$503

515
$673

520
$871

520
$1,058

Alternatives to fund Strategic Initiatives

- Operate with Zero Cash Reserve - Increased Enrollment 10 Students - Increased Enrollment - 20 Students - Increased Enrollment - 30 Students - Incremental Annual Fund Giving 100 200 140 150 154 150 300 168 150 300 450 300 181 150 300 450 300 194 150 300 450 300 207 150 300 450 300

Full student enrollment is the most achievable and relevant initiative Securing a variance from City of Cambridge to allow for total enrollment of 570 would allow us to boost tuition revenue substantially with limited additional cost Improved operating efficiencies, i.e. lower costs Annual Fund and unrestricted giving could have a major impact

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Accelerating Excellence & Tuition Guidance

We rely upon increases in enrollment and tuition to fund the building of academic excellence in the short-term, but We may have other alternatives and will seek to minimize the impact on tuition:
Increased scale & enrollment above assumed figures in plan Voluntary giving Improved operating efficiency cost effectiveness

Our base plan calls for increases in tuition averaging 5% per annum for the next 6 years with no strategic initiatives funded Funding the Strategic Plan over the six year duration entirely from tuition would require an additional 1.5%, bringing the average annual tuition increase to 6.5%:
Assumes we achieve enrollment targets

Includes purchase of Cambridge campus buildings should the opportunity arise

We can NOT represent that 6.5% is a cap nor will we represent that it is a floor on tuition for the next six years
It is guidance and should be read by all as such It is difficult to imagine how tuition could increase by less than 5% year-over-year

You can be assured that the Board of Trustees and Administration will do everything possible to minimize tuition increases while pursuing the operating plan and strategic initiatives in the coming years

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Conclusions
Ecole Bilingue has a strategic plan for the period 2005 2010
The emphasis of this plan is to raise academic standards and enable all students to achieve their full potential In order to reach their full potential, our students must be taught and challenged by a faculty that is highly qualified, very competent and committed, highly motivated, and above all happy with their position and happy with the school We will achieve this goal by investing in Quality of teaching (Staff Compensation & Development) Department Chairs responsible for curriculum definition and quality

Reduction of faculty turnover

Increase in the number of mid-career teachers Responsible and thorough annual faculty performance reviews by administration A student population of no more than 540 and classes of no more than 20 students Computer resources for students, faculty, and staff Science laboratories Adequate administrative staff

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Conclusions
Ensure that the school is stable and well led in the areas of finance, teaching, management, and strategic planning Build up a small cash-reserve gradually: Cushion against unforeseeable shortfalls Improve our overall credit rating (allowing us a lower cost of capital) Pursue investment opportunities as they arise Maintain and enhance our school from grades Pre-K through 12 Ensure the continuity of a culturally diverse student population Remain at the current Cambridge Campus for the foreseeable future Increase the safety and attractiveness of all facilities Improve our graduates university prospects by: Offering skilled college counselors Hiring and retaining the highest quality faculty

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Although our school is limited by resource constraints, we have an abundance of riches in the quality, dedication, commitment, and unity of our diverse student body, faculty, administration, and parents. We will continue to build on this great platform to ensure that our school is widely recognized as a pre-eminent institution of academic and life learning that graduates students who are differentiated by their multilingualism, cultural and international understanding, and most especially by a love of learning and desire to achieve nothing less than their full potential.

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Building Academic Excellence