Strategic Priorities 2020 & Beyond

STRATEGIC PRIORITIES 2020 & BEYOND

Strategic Priorities 2020 & Beyond

Photo Caption Don’t Forget

Brimmer Magazine

Spring 2020

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STRATEGIC PRIORITIES 2020 & BEYOND

Dear Friends, As Brimmer and May School

In the late fall/early winter of

prepares to embark on its

2019, three discussion groups

140th year, we have outlined

were convened to discuss the

our Strategic Priorities 2020 &

community’s vision for the

Beyond. This plan is the result of

School’s future. A total of 75

a multi-year process that began

parents, alumni, and alumni

with the opening of the Hastings

parents participated in these

Center in 2017. Our thinking

sessions, which were moderated

continues to evolve from strategic

by our long time advisors, the

initiatives set six years ago,

Wayland Group. Following these

including feedback from the 2010

group discussions, the aggregated

reaccreditation process from the

responses were reported to the

New England Association of

Board of Trustees. This feedback

Schools and Colleges (NEASC).

helped shape and finalize the strategic plan, which has since

In the Spring of 2018, the Board

been approved by the Board.

of Directors and the School’s Administrative Team established

Throughout this process, School

areas of concentration for

leadership, in partnership with

the School’s future, including

our community, has thought

identifying action steps and

deeply about what Brimmer must

resources needed to meet our

do to continue to be a leader in

goals. With Board guidance, the

education. What follows are the

Administrative Team refined

exciting results of that analysis.

these goals into an outline of

We are pleased to present Strategic

strategic priorities during the

Priorities 2020 & Beyond.

summer of 2018. During the

Sincerely,

2018-19 School year, our faculty, staff, and Board of Trustees received more detailed feedback and continued to review and

Judith Guild Head of School

modify the priorities.

David P. Kreisler President, Board of Trustees

STRATEGIC PRIORITIES 2020 & BEYOND

A Vision for Brimmer Brimmer and May Today

W

e are a learning community that believes strong partnerships, together with collaborative planning and thinking produce extraordinary results for our students. In a rapidly changing society, our educators embrace new ideas, respond with dynamic programming, and adjust to the needs of each student.

Brimmer continues to burnish its reputation as a school where students are inspired to develop deep interests leading to life-long learning. Students gain a range of intellectual and problem-solving skills, explore creative expression, and develop emotional maturity. Brimmer empowers its students

to contribute to an inclusive community, to enrich each other’s perspectives, and to build cultural competency in our global society all while living healthy and balanced lives.

Looking Ahead

O

ur vision for Brimmer’s future focuses on four key areas: continued development of innovative educational strategies; state-of-the-art athletic, physical education, and recreational facilities and multi-use space; commitment to competitive faculty compensation and diversity; and financial sustainability for Brimmer’s mission and purpose.

Mission Statement Brimmer and May is a PK - 12 all gender day school that upholds high academic standards while implementing innovative ideas in a supportive and student-centered community. We develop lifelong learners who are informed, engaged, and ethical citizens and leaders in our diverse world.

Guiding Principles Inspired to Learn We inspire students to be active learners, confident problemsolvers, and critical thinkers who work both independently and collaboratively.

Encouraged to Explore We encourage students to engage their curiosity, expand their creativity, explore their interests, develop their voices, and strive for their personal best.

Empowered to Lead We empower students to embrace opportunities, develop their intellect with character, and lead in the global community.

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STRATEGIC PRIORITIES 2020 & BEYOND

PRIORITY

#1

Enhance Academic Program While Maintaining Our Distinct Culture and Educational Philosophy

B

rimmer celebrates the unique strengths of each learner. At a time when digital learning, connectivity, and self-directed exploration are replacing educational paradigms of the past, Brimmer’s learning model and curriculum provide the optimal pathway for educating students.

Educating young people in today’s “always on” world requires a strategic approach to health and wellness programming, for healthy and balanced

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lives. We believe that it is critical to focus on physical fitness, strategies for stress management, and team experiences. Finally, Brimmer values having a diverse student population and believes such diversity enhances the learning environment. Prioritizing inclusion and equity, by ensuring our students see themselves reflected in the curriculum through culturally responsive teaching, will enhance the program for the students we serve.

Student-Centered Culture • Celebrate our disciplined approach to nurturing original thought in a complex, multicultural, and increasingly interconnected modern world • Evaluate the educational environment with regard to equity, justice, and inclusion to ensure our students see themselves reflected in the curriculum • Optimize and adapt student schedules in all three divisions of the School Health & Wellness • Evaluate and enhance the health, wellness, physical education, and sports programs School-wide through staffing, curriculum, and facilities improvements • Review and enhance current counseling and academic support programs throughout the School Educational Trends • Provide opportunities for our faculty to pilot and share innovative ideas and teaching practices • Establish a Futures Task Force to support innovation and special projects

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STRATEGIC PRIORITIES 2020 & BEYOND

Academic Program • Continue to enhance the current academic program in all three divisions, with a focus on the research process and the study of information • Focus on scope and sequence of computer science curriculum School-wide as it applies to the design process, machine thinking, project development, and the impact on self and society • Evaluate, budget for, acquire, and use innovative technologies and diverse learning platforms to support academic programs throughout the School • Review and revise our current curriculum through a lens of cultural sensitivity • Establish additional educational connections beyond our community that allow for deep understanding of cultures

STRATEGIC PRIORITIES 2020 & BEYOND

PRIORITY

#2

B

Improve Athletic, Wellness, and Outdoor Play Facilities in Accordance with Our Mission and Size

rimmer has always maximized its use of our historic neighborhood campus. In the School’s next stage, priority will be placed on improving and enhancing our physical education and athletic space, as well as providing classrooms and multi-

use space for health and wellness programming.

Outdoor play space for our youngest learners will be redesigned and improved. Strategic partnerships will be developed and maximized for additional fields and courts.

New Gymnasium • Develop a plan for building a state-of-the-art athletic facility, including a fitness center, locker rooms, multipurpose classrooms, and flexible gym space with a focus on sustainable practice New Lower School Playground • Begin construction in summer 2020 on a newly designed Lower School playground that combines recreation with educational learning spaces Strategic Partnerships • Optimize and capitalize on strategic partnerships for field and court space

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STRATEGIC PRIORITIES 2020 & BEYOND

STRATEGIC PRIORITIES 2020 & BEYOND

PRIORITY

#3

B

Support and Enrich Our Faculty through Competitive Compensation, Commitment to Diversity, and Outstanding Professional Development

rimmer has a long history of providing outstanding professional support to its faculty who are thought leaders in education.

We will continue to build on our culture of faculty appreciation in a targeted and strategic way. Our talented and experienced faculty collectively teach fourteen grade levels on the same campus. We provide varied and rich professional development opportunities, including trainings, conferences, and Faculty Innovation Grants, as part of the experience of being an educator.

On and off campus, Brimmer faculty are constantly seeking the perspectives of others, finding ways to expand their knowledge, and exploring diverse cultures, traditions, and experiences. The School is committed to recruiting and retaining a faculty that more closely reflects the student body in a culturally responsive environment. Supporting such a dynamic faculty requires a competitive compensation package, including a robust professional development budget.

Recruitment & Retention • Ensure faculty compensation and benefits at all experience levels meet or exceed the average for New England independent schools • Support our faculty through a mission-driven onboarding process with experienced faculty as leaders • Prioritize recruitment of people of color and other under-represented groups through a teaching internship program and continued attendance at diversity hiring events Training & Mentoring • Support our faculty as they continue to lead in new innovative teaching and learning practices • Advance the professional development program with enhanced resources and global partnerships • Improve opportunities for regular feedback including peer-to-peer collaboration and shared learning Culture of Appreciation • Focus on faculty quality of life, wellness, and work-life balance to build on our culture of appreciation • Continue to encourage faculty in all three divisions of the School to take advantage of global travel opportunities to enrich their teaching practices • Highlight the faculty’s outstanding strengths and accomplishments throughout the various communities served by the School

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STRATEGIC PRIORITIES 2020 & BEYOND

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STRATEGIC PRIORITIES 2020 & BEYOND

#4

B

STRATEGIC PRIORITIES 2020 & BEYOND

PRIORITY

Provide Appropriate Resources to Deliver on All Facets of Our Mission

rimmer has always exercised prudent control over its finances. The School’s previous Strategic Plan produced strong results: the annual fund doubled; invested funds, including those received through a successful capital campaign, have benefited from effective management and a strong market; and the School is using new learning and classroom spaces and dining commons. But we

cannot rest on our past successes; new challenges continue to present themselves. While the cost of living in the Boston area continues to climb, the increased demand for a quality education in and around Boston offers many possibilities. Ensuring financial sustainability for Brimmer’s mission and purpose will be key.

Fundraising Focus • Continue to grow the Annual Fund with a target of $1 million and beyond • Plan for a capital campaign that provides funds for targeted endowment and improved athletic facilities • Focus on a plan for endowment growth that can provide relief to increasing operating expenses • Increase alumni involvement through targeted communications, online giving options, and relevant programming Tuition & Enrollment Strategies • Plan for Upper School enrollment to increase to 45 students per grade, or 180 total students • Maintain a Lower School enrollment total of 145 and a Middle School enrollment total of 95 • Review targeted financial aid across all three divisions of the School to ensure appropriate strategic allocation of the funds and appropriately diverse student body Auxiliary Revenue Streams • Determine opportunities and capacity for expanding auxiliary programs and developing alternative revenue sources • Examine current summer and after-school program offerings and adapt for growth and sustainability Marketing • Explain the Brimmer model to a broad demographic in the Boston metro area through a comprehensive and strategic marketing plan

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