NLCS’s governing board has a significant role in advancing the school’s mission and vision, programmatic oversight and accountability, fundraising, financial oversight and strategic planning. The board’s goals for the upcoming year include continued implementation of the three-year strategic plan, expansion of corporate and individual giving campaign for funding diversity and sustainability, refinement of strategies and tools for programmatic oversight and monitoring, participation in ongoing board development and building a solid foundation for the long-term success of the school. The school’s bylaws dictate that the board has 7 to 15 members with each member serving a three-year term. Currently, the school has 10 board members, all of whom actively participate on both the board and one committee.
NLCS’s three-year strategic includes growth and development in four key areas:
1) Strengthening the school’s financial model to ensure the program’s long-term viability—to become less grant dependent (currently 20% of total revenue) by leveraging all possible public funding sources and increase individual donors.
2) Furthering the college prep offerings of the high school and the kindergarten-readiness component of the ELC—the school is founded on the core value of offering college-prep and high quality ECE; however, more resources will be leveraged to strengthen both existing programs.
3) Offering comprehensive support services to encourage students’ short- and long-term success—teen parents have complex needs and a number of critical support services are needed. Some services are already in place, but NLCS is focused on putting additional services in place over the next three years.
4) Investing in the staff to ensure the continuous improvement of the school’s programs. Relationship-based work is the key to effectively serving teen parents and their children; therefore, the school’s greatest internal asset is its staff. Yet, serving families highly impacted by poverty and trauma can take a toll on those who dedicate themselves to this work. To preserve and strengthen this asset, staff must be intentionally supported and developed.