BWL Strategic Vision 2024–2025

STRATEGIC VISION 2024-2025

The Birch Wathen Lenox School Shaping Futures: Inspiring Tomorrow’s Leaders Through Innovative Education

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e are pleased to share our strategic vision for 2024–2025 with you. This plan has been endorsed by the Board of Trustees, after receiving input from faculty, staff, students, alumni, and parents. It will serve as a guiding force for the upcoming year, illuminating the future for which the groundwork has been laid in the last two years of remarkable growth and innovation at BWL. The objectives are intentionally designed to honor our school's rich history while focusing on our strengths and envisioning the accomplishments still to come.

MIND: Rigorous and classical academics with innovation

Our team has created or added many new and innovative programs, from the Billion Oyster Project, the Let Grow Project, and the expansion of our Robotics Program in the Lower and Middle Schools; to the Entrepreneurship Program, Democracy and Dissent course, and Constructive Dialogue Initiative in the Upper School. The Constructive Dialogue segment is of particular importance as it emphasizes critical thinking and training students how to think and not what to think.

BODY: Prioritizing the physical and mental health of students

We also specifically wanted to address various problems that students encounter in today’s fast-paced world, that can impact their well-being and academic performance. We feel that it is important to address these issues to ensure the overall growth and success of students. These include technological overload, global economic changes, social media comparison culture, environmental concerns, political and social unrest, health worries, mental health challenges, decision-making difficulties, and the accelerated pace of life. By addressing these challenges and providing appropriate support, we can create an environment more conducive for students to thrive academically and emotionally. It is crucial to prioritize their well-being and equip them with the necessary skills to navigate these complexities successfully.

THE BWL PHILOSOPHY: A CLASSIC EDUCATION WITH THE WHOLE CHILD IN MIND We value the whole of each student, and strive to create an atmosphere where each student will succeed. We nourish the mind and the body, so that students are challenged but in a warm environment that becomes their home away from home. An important exercise for our team this year was to reflect upon our philosophy and what is truly at the core of our school, which resulted in the articulation of our Four Pillars (on the next page; visit bwl.org/about-bwl for more information).

OUR STRATEGIC GOALS As we thought about the goals of this strategic vision, we reflected on the philosophy of our Four Pillars and the intersections of curriculum, culture, and community that together create a classic educational experience with the whole child in mind. Please read on to learn about our seven goals focusing on many strengths and future opportunities, including a preview of new programming.

HEART: A community where everyone is valued

We look forward to working with you to make these goals a reality as we build a school that will step into the future while creating a new history to make us all proud.

We have a talented administration in place, whose members provide leadership to our dedicated, beloved faculty and staff.

Together they created a renewed sense of school spirit and pride, through a series of events—the addition of a Homecoming tradition for students, a large-scale Reunion for alumni, and many community-wide events. In addition, more frequent and transparent communications—both from the school and by the encouragement of feedback from the community, ensured that everyone's voice was heard and appreciated.

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This year we introduced the EXCEL Program, a comprehensive initiative to develop executive functioning skills, including attention, organization, time management, working memory, and cognitive flexibility. Neuroscience and brain comprehension will form key elements of the curriculum, enabling students to grasp their connection to technology more effectively. Our school will transition to a cellphone-free environment next year, requesting parents to commit to guidelines on smartphones and social media usage. We will open a new fitness center, complete with machines, equipment, staff, and an educational component, to support students’ physical fitness. We also added regular mindfulness exercises for students in all divisions, led by Bill Kuhn. We are supporting mindfulness programming with new additions to our Physical Education program, such as adding Tai Chi to the Lower School curriculum.

BWL 2024-2025 STRATEGIC VISION

Sincerely,

Bill Kuhn Head of School

Phil Sassower Chair, Board of Trustees

BWL 2024-2025 STRATEGIC VISION

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The Four Pillars of BWL

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A CLASSIC YET INNOVATIVE CURRICULUM A college-prep program inspiring creativity and personal development in a supportive community

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COMMITMENT TO EXPLORATION Preparing students to make an impact through exploration beyond the classroom

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BWL 2024-2025 STRATEGIC VISION

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EMBRACE OF CONSTRUCTIVE DIALOGUE

Emphasis on the importance of critical skills for productive and thoughtful conversations

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FOCUS ON BUILDING LIFE-LONG RELATIONSHIPS

Personalized education through a mentorship structure

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STRATEGIC GOAL 1 STRONGER FOUNDATION: STABILITY AND GROWTH AT THE CORE Without the framework, none of our more creative and innovative initiatives would be possible.

• Continue to manage the school in a fiscally responsible manner.

• Keep tuition at a level comparable to peer schools.

• Increase outreach to prospective families and better communicate the value of a K–12 school and the uniqueness of the BWL model of a rigorous, classic education with innovation in a responsive environment.

• Involve all departments and divisions in spreading the word about our programs, curriculum, and community to continue to attract and retain a robust student body.

• Create a strong exterior by renovating spaces and remain mindful of opportunities for growth of the physical plant.

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BWL 2024-2025 STRATEGIC VISION

NEW IN 2024–2025 Science Labs: BWL is developing state-of-the-art MS/US laboratories for all STEM subjects.

Entrepreneurship Lab: An upgraded version is underway to support expanded program offerings.

Fitness Center: A new fitness center will enable us to offer new PE options and better training for MS/US students.

Yoga Studio: The left wing of the Performing Arts Center will be transformed into a Yoga Studio.

Hydroponic and Aquaponic Farms: BWL will benefit from these in the Lower School, described in strategic goal 2.

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STRATEGIC GOAL 2 STRONGER ACADEMIC PROGRAM: A RIGOROUS AND CUTTING-EDGE CURRICULUM As science, technology, politics, and the world around us evolve, so must our educational offerings. Our students’ academic success depends, in part, on the educational opportunities we make available to them. Our courses should prepare students for future leadership and ensure that they develop integrity, courage, self-advocacy, and independence as a result of the academic program.

Exciting and topical Upper School electives: In an effort to address current issues, provide a real-world context for classroom studies, and offer our students unique options for exploring new interests, we will introduce several new class options including Neuroscience and Brain Function, a Recent Middle Eastern History course with a focus on the Arab-Israeli conflict, Gender and Sexuality in Literature, Topics in Engineering, and an Honors Research Seminar tailored for high-achieving students with a passion for both STEM and the humanities.

• Research and explore new, interesting, and challenging

Expanded Independent Study Program: This will offer more opportunities for students to partner with mentors and explore their areas of interest. In addition, we will increase visibility of BWL’s unique Independent Study program for Middle School students.

programming to introduce to our students.

• Conduct periodic surveys of teachers, students, and administrators to ensure that BWL is developing and offering relevant programming.

• Enhance student learning and skill development through clear expectations across departments at all grade levels.

• Explore partnerships with businesses, universities, and research labs to enhance offerings and provide internship opportunities for students.

• Connect with alumni and parent volunteers who will share their areas of expertise with students.

NEW IN 2024–2025 Hydroponic and aquaponic farms in the Lower School Science Lab: Students from Kindergarten to 8th grade will engage in hands-on learning across sustainable agriculture, biology, and chemistry. These farms, alongside the Billion Oyster Project, will serve as a cornerstone for our Sustainability Programming as we broaden our Environmental Science curriculum. There is potential for a future Farmer’s Market to complement our Entrepreneurship Program, as well as service learning collaborations with Grassroots Grocery, focusing on food insecurity and promoting healthy eating habits.

Expanded STEM offerings: We are introducing the MindUP Program for Kindergarten–5th grade and launching the Teens and Tech curriculum for 6th–8th grades. We have partnered with the Winston Center at the University of North Carolina to create a Teen Advisory Council and provide opportunities for research internships. For Juniors and Seniors, we will offer a Neuroscience elective and a variety of Engineering courses for the entire Upper School. We will host Math and Science Olympiad competitions and expand our Robotics Team. The jewel in our crown will be our state-of-the-art MS/US laboratory for all STEM subjects, as well as an upgraded Entrepreneurship Lab that will help us offer two entrepreneurship tracks and focus on expanding partnerships with universities and corporations.

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BWL 2024-2025 STRATEGIC VISION

STRATEGIC GOAL 3 STRONGER INTELLECTUAL DIVERSITY: A STUDENT BODY THAT QUESTIONS AND LEARNS TOGETHER Promoting diversity of thought helps us build a richer and more complex community that in many ways more closely reflects the real world. An environment that welcomes many viewpoints helps students learn to navigate personal and professional relationships and disagreements, teaches analytical skills, refines their personal expression and communication skills, and instills confidence as students grow more comfortable expressing themselves. This encourages everyone to express their thoughts freely and consider different perspectives, helping to level the playing field and giving space to those who might otherwise be hesitant to express their questions and thoughts. This can expose students to new ideas and ways of thinking, allowing expressions of self in a psychologically safe environment.

• Create opportunities for open discussions and feedback where everyone’s thoughts can be expressed in a respectful manner and differing perspectives can be heard and considered.

• Implement a curriculum that includes study materials from diverse cultures, ideologies, and perspectives.

• Encourage the formation of student clubs and organizations that cater to different interests and opinions.

• Invite guest speakers from diverse backgrounds to share their experiences and knowledge with the students.

• Implement strong anti-discrimination policies that protect the rights of all students to express their thoughts freely without fear of retribution or ridicule.

• Equip students with conflict resolution strategies so that they can handle disagreements in a respectful and constructive manner.

• Conduct training sessions for teachers on how to handle intellectual diversity in the classroom.

• Establish a feedback system where students and teachers can share their experiences and suggestions for improving the school's intellectual environment.

NEW IN 2024–2025 Expanded Debate Program: We have hired a faculty member dedicated to Debate and Model UN, to offer increased practice opportunities and coaching. An enhanced Debate program will promote opportunities for innovative thinking and help students learn to process complex information.

Honors Research Seminar: The BWL Honors Research

Seminar offers an innovative program tailored to high-achieving students with a passion for both STEM and the humanities.

This unique opportunity involves close collaboration with faculty members from diverse disciplines. Participants engage in demanding research projects that bridge the gap between science, technology, engineering, mathematics, and the liberal arts. The focus is on promoting interdisciplinary collaboration, encouraging students to apply scientific methodologies to humanities research and vice versa. This approach fosters a comprehensive understanding of complex subjects.

Constructive Dialogue Institute: BWL intends to reconnect

with the Constructive Dialogue Institute to further enhance teacher and student training. The initial training sessions were successful, and we aim to build on the success through increased modeling and role-playing within specific divisions, moving away from whole-faculty meetings.

BWL 2024-2025 STRATEGIC VISION

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BWL 2024-2025 STRATEGIC VISION

ʻʻWe value the whole of each child—heart, mind, and body—and strive to create an atmosphere where every student will succeed.ʼʼ BWL 2024-2025 STRATEGIC VISION

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STRATEGIC GOAL 4 STRONGER STUDENTS: PRIORITIZING MENTAL AND PHYSICAL HEALTH It is our duty to prepare our students to face modern-day challenges by emphasizing the pivotal role of their brain—their most powerful tool. Understanding the effective use of the brain is crucial, and we have adopted a distinctive approach to teaching practical neuroscience across our Lower, Middle, and Upper School divisions. Our goal is to give students of all ages a “manual for their brain” to help them differentiate between internal and external loci of control and help them respond in healthy ways to any situation.

• Incorporate new classes on health and wellness into the curriculum.

• Implement programs that focus on resilience training, teaching students how to handle stress, overcome adversity, and bounce back from failures.

• Begin our new “no cellphone” policy to create a learning environment that fosters focus, engagement, and meaningful interactions among students and educators.

• Expand the Let Grow Project in Middle School and continue the success and refinement of the Lower School program.

• Embrace gamification, randomness, and uncertainty while eschewing constant scheduling and predictability.

• Truly embrace the notion of making mistakes and learning from them where students and teachers internalize the exercise without stigma.

• Host workshops and seminars for parents on how to raise resilient children and implement strategies taught in school at home.

• Host teacher training about how to have difficult conversations in classrooms.

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BWL 2024-2025 STRATEGIC VISION

NEW IN 2024–2025 Mindfulness, Meditation, and Movement: A comprehensive

wellness curriculum incorporating mindfulness meditation, required for Kindergarten through 5th grade and optional for 6th–12th grades. Additionally, a curriculum integrating Qi Gong, Tai Chi, and Yoga will be implemented across all grades. The left wing of the Performing Arts Center will be transformed into a Yoga Studio, and a new fitness center will be installed, as mentioned in Goal 1.

Integrative Health Collaboration: A fresh collaboration with the Integrative Health and Wellness Center at NYP Weill Cornell that will encompass nutrition, mindfulness, gut health, and beyond. It aims to boost the well-being of students and their families, granting access to top experts in integrative medicine.

The initiative enhances nutritional options in alignment with cutting-edge health research, fostering a more mindful and uplifting school atmosphere. This further solidifies our standing as a forward-thinking, health-conscious educational institution.

Neuroscience Curriculum and Programming: As noted earlier, BWL is collaborating with select institutions engaged in fascinating research on brain function and educating students about the relationship between their brains and mood/behavior.

This initiative includes MindUP for K–5th grade, Teens and Tech for 6th–8th grades, and the Teen Advisory Council for 9th–12th grades. The introduction of this new curriculum will allow students to gain a deeper insight into how technology affects their brains and their perception of the world through the lens of their minds.

STRATEGIC GOAL 5 STRONGER FACULTY AND STAFF: EXPAND SKILLS AND ENCOURAGE TALENTS Our school is only as strong as our faculty and staff. Investing in our human resources—the most valuable resources we have— leads to increased enrollment and retention, more employee satisfaction, and attracting more high-quality faculty and staff.

• Provide professional development opportunities to ensure that our faculty and staff are challenged and our students are immersed in a stimulating curriculum fueled by captivating teaching methods.

• Create mentorship and leadership development programs for our faculty and staff, encouraging their professional growth and fostering long-term commitment.

• Devise innovative daily and weekly schedules that foster rigorous study, profound learning, and fruitful collaboration among the faculty.

• Establish measurable learning milestones for both content and skills, and diligently collect and track data-driven evidence of our students' growth and accomplishments.

• Ensure that we possess the necessary tools and resources to attract and retain extraordinary faculty and staff who share BWL’s values through proactive recruitment, a meticulous hiring process, an appealing compensation and benefits package, and unwavering support for professional growth.

NEW IN 2024–2025 Targeted Professional Development: We will allocate resources towards tailored professional development for faculty, staff, and Board members to navigate fresh frameworks effectively. This includes implementing Cooperative Learning strategies in the Lower School for better material differentiation and instruction, enhancing curriculum development and design, promoting constructive dialogue to facilitate open discourse and navigate challenging conversations, as well as offering workshops on Neuroscience, mindfulness, and AI. Additionally, focusing on behavior management, conflict resolution strategies, and intellectual diversity will be essential.

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• Hone our messaging about what’s special about BWL and engage in a dialogue about this with all members of the community, focusing on keeping our mission and values front and center.

• Keep parents engaged and involved in the school lives of their children by maintaining open lines of communication between home and school, providing volunteer opportunities, and offering workshops on topics of interest to parents.

• Create inclusive events where all community members feel comfortable and create opportunities for parents and alumni to meet others and network.

• Utilize our K–12 education model and our shared building to continuously look for opportunities for activities and foster interaction between students of all ages.

• Strengthen parent connections within and between classes and divisions in partnership with the Parents’ Association to provide a more robust network of support for students and to instill a feeling of belonging in all families.

• Continue to promote and support parent and student affinity groups.

• Build on last year’s introduction of monthly e-newsletters to grandparents, alumni, parents of alumni, and former faculty and staff to keep the greater BWL community engaged and informed.

• Organize workshops on topics of interest to parents, such as supporting children's learning, understanding the curriculum, or managing screen time.

NEW IN 2024–2025

STRATEGIC GOAL 6 STRONGER COMMUNITY: STUDENTS, PARENTS, FACULTY, STAFF, ALUMNI, AND FRIENDS TOGETHER At the heart of the school is our community. The connections among faculty, staff, students, parents, alumni, Board members, and friends create the foundation that anchors all other aspects of the school. Without a strong, tight-knit community, everything else is less successful, our bonds are diminished, and all initiatives work less efficiently.

This strong sense of community is also part of what sets BWL apart from other independent schools, and what continues to attract prospective families, faculty, and staff.

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BWL 2024-2025 STRATEGIC VISION

Professional Presentations and Partnerships: Share insights with other institutions by delivering presentations at state and national conferences, or establish local platforms for our school and others to showcase their work. Partner with other schools for events or programs to broaden BWL’s reach and highlight its mission.

Alumni Relations: Create a new alumni area of the website, featuring alumni events, accomplishments, and archival photos.

Build on the current year’s roster of alumni events, and add an Alumni Panel and Alumni Hall of Fame.

Expanded Events: Add additional grandparent and special friends events to allow more guests to visit the school. Add a series of breakfasts in the fall to welcome new parents and educate them about the school, its community, and its culture of philanthropy. A reunion for college-age alumni will be added in addition to last year’s new alumni events (Reunion, Young Alumni Night Out, and Five-Year Reunion).

BWL Banner: The school magazine will return in 2024–2025.

STRATEGIC GOAL 7 STRONGER HEART: ENHANCE THE CULTURE OF PHILANTHROPY TO HELP MAKE OUR GOALS A REALITY Building a culture of philanthropy at BWL is, first and foremost, crucial to the success of every other goal. Without financial support beyond tuition, we could not maintain our budget. But a culture of philanthropy goes beyond that. It is an expression of the community’s caring for the school and for each other.

• Increase fundraising revenue to better support the school’s needs.

• Create a culture of philanthropy through the education of all community members, and communicate the importance of fundraising revenue as a necessary part of the operating budget.

• Prioritize thanking donors at all levels and communicating that their support is valuable and that they as individuals are important to the school.

• Better articulate the difference between the Lion Fund (our annual fund) and the Benefit, and encourage support of both initiatives.

• Increase current parent participation in the Lion Fund, striving for 100% participation to match this year’s Board, faculty, and staff participation.

• Grow the Benefit and encourage more community members to attend, particularly current parents, and endeavor to create an event that feels inclusive and comfortable for all attendees.

• Provide opportunities for the BWL community and the wider community to support particular initiatives in areas of their interest.

NEW IN 2024–2025 Leadership Donor Reception: A reception will be held in the

fall to honor supporters at the Leader level and above.

Annual Report: A recognition of all donors will be sent to the

community in the fall.

Planned Giving: Expand last year’s introduction of planned giving and create a legacy giving society.

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At the heart of BWL is the community. It creates the foundation that anchors all other aspects of our school.

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BWL 2024-2025 STRATEGIC VISION

BWL 2024-2025 STRATEGIC VISION

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The Birch Wathen Lenox School 210 East 77th Street New York, New York www.bwl.org

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