Our graduates speak of the many ways in which CSW has transformed their lives, frequently telling compelling stories about how much the school meant to them as students, how much it continues to mean to them, and how it informs, even now, so much of what they do in the world.

At a recent reunion event, a member of the Class of 1971 expressed it this way:
“[CSW] made me who I am today: a strategic thinker, a strong connector, and a successful entrepreneur. CSW is now building its legacy––through its leadership and strategic direction––to guarantee that our school stays around for another 100 years, providing a place for others, like us, to learn and launch into the world.”
Building Our 21st Century: Vision, Ambition, Action

The Cambridge School of Weston is a school community that:
  • actively engages in and leads the dialogue around the developments in the educational marketplace and adapts to the changing world in which we all live;
  • Defies labels, actively renovating progressive education through faculty investment and a focus on student interest and growth while remaining true to our progressive roots, core values and commitment to social justice;
  • Values diversity and inclusion; and
  • Makes fiscal, operational and strategic choices based on data in a manner that ensures optimal distribution of resources and institutional sustainability.

Our strategic plan delineates CSW’s journey forward, ensuring continued growth, innovation and excellence in our progressive educational experience, one grounded in a commitment to social justice and to a diverse, inclusive community. With an eye towards institutional and fiscal sustainability, this strategic plan provides criteria for creating structures and implementing processes to achieve CSW’s place as an internationally recognized leader in the secondary school educational marketplace. By articulating how we best serve our students, this strategic plan will guide our long-term thinking and decision making.
Our vision of delivering progressive learning outcomes requires investment in systems and people. Fiscal sustainability and the related practices of a balanced budget, revenue source cultivation and an increased endowment from the foundation for the plan.

Technology and systems support data-driven decision-making, the ability to continuously measure and monitor performances and community-wide engagement.

Strengthening governance, through an effective board of trustees, will result in increased strategic focus, generative thinking and encouragement of administration initiatives.

These first three foundational components are necessary supports to the delivery of our educational vision. Investing in them is an investment in the learning experience for students.

Putting in place strong fiscal foundation and a solid technology infrastructure allows us to highlight and invest in our differentiators: our progressive learning philosophy and community values of inclusion and social justice.

We further enhance the learning experience for students by engaging the faculty by professional development, recruitment and retention policies, and by defining and measuring learning outcomes.
The strategic plan components work in concert to enable us to achieve the learning outcomes we want for our students. These components also allow us to better define our community and, thereby, ensure deep engagement from all constituencies–– students, faculty and staff, trustees, families and alumni/ae.


  • Strengthen the student learning experience by continuously providing the right forward-thinking education for each student
  • Invest in systems to ensure institutional and fiscal sustainability

  • Articulate our unique learning philosophy and our impact on society as a pioneering model school and through the work choices of our graduates
  • Invest in professional development for faculty, including support for continuous improvement of teaching modalities and course ideas, through measurement systems and greater attention on recruitment and feedback
  • Determine appropriate measurement of quantitative and qualitative learning outcomes to allow the school to know if the programs are meeting their objectives
  • Invest in technology infrastructure to support access and usage, creating platforms that go beyond, not merely keep up with, other schools
  • Determine what our community should look like––define the ideal mix of students, faculty and staff to meet our diversity goals
  • Integrate the experience of parents and alumni/ae into our programs to enrich the experience for current students and to extend the benefits of the school back to the alumni/ae population

  • Create a stronger board of trustees through training, expectation setting and structures to support decision making, financial discipline, generative thinking and strategic planning
  • Heighten focus on fiscal sustainability through balanced budgets and appropriate use of debt to allow the school to have the resources needed to accomplish its goals
  • Develop systems to allow more data-driven decision making throughout the school to enable more informed and timely decisions
  • Invest in training, systems and communication about inclusion, naming it as a foundational tenet of our educational philosophy and a core value of our community
  • Communicate the school’s approach to a wider audience to create increased awareness and demand

The Cambridge School of Weston is a progressive high school for day and boarding students in grades 9–12 and PG. CSW's mission is to provide a progressive education that emphasizes deep learning, meaningful relationships, and a dynamic program that inspires students to discover who they are and what their contribution is to their school, their community and the world.