Brockton School Strategic Plan

BROCKTON SCHOOL STRATEGIC PLAN 2020 FORWARD

STRATEGIC PLAN: 2020 FORWARD Brockton is an independent, gender-inclusive, secular IB World Continuum School, offering an outstanding education from Junior Kindergarten to Grade 12. In our authentic and welcoming community, academics are nurtured within a holistic and innovative learning environment where each student and community member is truly valued.

Brockton is committed to educating the whole child, intentionally supporting students’ intellectual, social, emotional, and physical development. Guided by curiosity, compassion, and integrity, students are encouraged to think deeply, act responsibly, and engage meaningfully with the world around them. Graduates leave Brockton as confident, principled, and caring individuals prepared to thrive in life and contribute to the greater good.

Brockton School was launched in 2004/2005 by a group of visionary founders. The vision of the founders and the original Strategic Plans saw the school through its early and formative years.

In 2020, Brockton School adopted a new Strategic Plan that evolved from thoughtful and comprehensive community input and market analysis.

The 2020 Strategic Plan, as a dynamic and evolving entity, has provided the roadmap for Brockton’s continued growth & development.

OUR MISSION: To Inspire the Growth of Outstanding Humans

THE STRATEGIC PLANNING PROCESS

STRATEGIC PLANNING: THE WHY The purpose of a strategic plan is to set overall goals and to develop a corresponding plan to achieve them. It involves stepping back from our day-to-day operations/activities and asking where we want to head and what our priorities should be.

A strategic plan should (among other things): identify the desired state of existence provide essential statements (understandings and agreements) chart the strategic path of the journey towards the desired state of existence In addition, a strategic plan should: be the place where we validate our decisions and directions align our tactics and resources such that the plan is achievable

STRATEGIC PLAN PILLARS Vision: Brockton will be a local and global influencer in educating and inspiring

Mission: Inspiring the Growth of

Strategic Pillar One: Teaching & Learning

Strategic Priority 1A: Continue to develop structures and systems that optimally serve our learning community (most significantly, students, and parents).

Strategic Priority 1B: Further the strategic development of Curricular Programming to promote innovation, excellence, and future oriented success for students.

Strategic Priority 1C: Further our strategic consideration and development of Extended Programming to promote innovation, excellence, and future oriented success for students.

Strategic Priority 1D: Prioritize hiring, retention, development, recognition, and compensation of faculty and staff such that characteristics of professional excellence are promoted.

Strategic Priority 1E: Vision the immediate, interim, and long range facilities, systems, and resources needed to support optimal Brockton programming and educational experience.

Strategic Pillar Two: Governance and Growth

Strategic Priority 2A: Develop and implement the strategic financial plan that is married to the strategic plan.

Strategic Priority 2B: Develop and implement a strategic campus master plan (with associated financial and fundraising models) Strategic Priority 2C: Further strategic organizational development.

Strategic Priority 2D: Further strategic governance development.

Strategic Priority 2E: Develop scalable systems that allow for regular data based assessment of progress.

Strategic Priority 2F: Develop and maintain a comprehensive Risk Register that prioritizes items essential to Brockton’s Strategic progress.

Strategic Strategic

the growth of outstanding humans in contribution to a better world.

of Outstanding Humans

Strategic Pillar Three: Community Development

Strategic Priority 3A: Embrace a Strategic Plan that defines our school’s unique strategic position and trajectory (including vision, mission, strategic priorities, the portrait of the graduate, and characteristics of professional excellence).

Strategic Priority 3B: Develop and implement a scalable strategic Advancement Plan that considers: i. an admissions and enrolment plan that attends to strategic retention, attraction, and growth. ii. a strategic marketing and communications plan (internal and external) that recognizes Brockton’s unique position. iii. a strategic development plan that resonates with the community and serves the development needs of the school.

Strategic Priority 3C: Honour, nurture, and further develop our Community Culture (student, parent, alumni, board, committee, faculty/staff, extended community).

Financial Plan Tactical Plans

Guiding Principles Where Every Student Matters Where Every Family Matters Where Community Matters Where Learning for Life Matters

Portrait of a Graduate Purpose Conscientiousness Humility Self-Discipline Connection Inquisitiveness Resilience Preparedness

Characteristics of Professional Excellence Aligns with Vision Prioritizes Safety Inspires Role Models Student Centred High Standards Communicator

Guided by Brockton’s Strategic Plan and strengthened by ongoing community feedback and reflection, the 2024–25 school year was one of meaningful momentum. Brockton’s work continues to be rooted in our Vision, Mission, and Guiding Principles, which set the framework for the three strategic pillars (and associated priorities) of the strategic Plan.

These Priorities are underpinned by the Strategic Financial Plan and come to life in the Strategic Tactical Plans. Alongside all of this, Brockton continues to embrace the Portrait of the Graduate and the Characteristics of Professional Excellence, which helps us set our goals and standards as unique individuals within a connected community.

STRATEGIC PRIORITIES TRANSLATED INTO ACTION Each Strategic Priority has been addressed within tactical actions as adopted by the various board committees and departments/divisions within the school. Tactical plans define actions to be taken, along with corresponding ownership, timelines, and metrics.

Brockton School will be the future because Brockton School will create its future - step by step, as a community, and for the greater community.

Brockton School will make a positive impact on the world by “Inspiring the Growth of Outstanding Humans.”

STRATEGIC PLANNING: THE WHAT In 2020 Brockton School was ready to launch into a next phase of its growth and development. Critical decisions requiring community alignment of vision, mission, strategic priorities, ... were essential.

Significant and long range decision making and directional planning required the support of a solid Strategic Plan AND Strategic Financial Plan.

STRATEGIC PLANNING: THE WHO

Board Head of School Leadership Team Community Students Staff BPC & Parents Alumni Community Partners Professional Consultants (Independent School Management)

STRATEGIC PLANNING: THE HOW?

Board & Head Commit to Process

STRATEGIC PLAN RELEASED

Strategic Planning Consultant Engaged

Board Ratification

Data Collection & Analysis

Survey Creation, Implementation & Analysis

Community Focus Groups (Validation)

School & Board Leadership Retreats

Development of DRAFT Strategic Plan & Strategic Financial Plan

Strategic Tactical & Financial Plans Developed & Implemented along with tracking/reporting schedules & structures

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STRATEGIC PLANNING: DATA COLLECTED A Strategic Financial Planning process & Strategic Planning Process provided Brockton with valuable information and corresponding analysis: Operational Data (particularly for Strat Financial Plan) Parent Satisfaction and Experience Survey Results Student Satisfaction and Experience Survey Results Faculty Satisfaction and Experience Survey Results Comprehensive Analysis by Expert Consultant - Independent School Management (ISM), with supporting guidance and recommendations In addition, the following was collected: Information from the board (retreats and strategic planning sessions) Information from leadership team, faculty & staff (retreats and strategic planning sessions) Anecdotal from students/alumni (focus groups) Anecdotal from parents (focus groups) Anecdotal from community (focus groups) Liberty Quest Consultancy (advancement project)

STRATEGIC PLAN ACKNOWLEDGEMENTS A strategic plan is only as strong as the community that builds it and the individuals dedicated to its realization.

We would like to take this opportunity to express our deepest gratitude to the many contributors who worked to create the plan and those who are bringing it to life, day in and day out.

Creating the plan was only the first step. The true impact of our strategic vision is felt through the daily actions, dedication, and passion of our entire community. We are profoundly grateful for your ongoing commitment to operationalizing our shared goals and ensuring our community thrives.

Thank you to those who work together with Brockton School to INSPIRE THE GROWTH OF OUTSTANDING HUMANS.