Brunswick School Strategic Priorities & Plans
SUMMARY REPORT: 2019–2025
LOOKING AHEAD: 2025–2030
Foresight, Achievement & Great Gratitude
FOR OUR BOYS AND OUR SCHOOL, what a time of great progress it has been!
In terms of challenge, opportunity, and accomplishment, the past six years have ranked among the most exceptional in Brunswick’s 123-year history. That is due in large part to our school community’s natural and eager inclination to “seize the day” — and also to our Board of Trustees’ careful stewardship and thoughtful planning to ensure Brunswick always remains the very best it can be.
Research and development of institutional plans proceed under the auspices of the Board’s Strategic Planning Committee, which works deliberately and tirelessly to keep its finger on the pulse of the community, to devise and approve new initiatives, and to ensure the continuing excellence of the school and all its programs.
In education, institutional best practice traditionally calls for formal strategic-planning updates to take place every five years. However, two truly extraordinary and unforeseen opportunities — acquisition in 2017 of our vast Vermont Campus and, shortly thereafter, of today’s Upper Middle School Campus — rendered Brunswick’s previous five-year strategic plan, adopted in 2015, incomplete.
So, with a far greater complement of facilities and untapped resources suddenly at hand, the Board made the decision to begin the next formal strategic-planning process a year earlier than usual and to extend the span of the initiative to six years.
Foundational work on updating the new plan began in 2018; after extensive research and preparation, four priority areas were defined — our students, our faculty, our community outreach, and our institutional strength — and action items in each area were identified. The completed work was published in 2019. Too quickly, it seems, six years have passed!
During the past six years, our school and its program have been substantially strengthened and enhanced through the extraordinary foresight, commitment, and dedication of so many.
Now, the time has come to summarize and report on the highlights of goals achieved —a heartening task, indeed. We undertake it with gratitude and always with appreciation and a forward-looking perspective. During the past six years, our school and its program have been substantially strengthened and enhanced through the extraordinary foresight, commitment, and dedication of so many.
As we look ahead, we also know that their careful planning and hard work lead us naturally to new and strategic challenges, opportunities, and possibilities, as outlined in our 2025–2030 Strategic Plan. And so, our journey together continues!
As it does, please be assured our focus and passion remain
unchanged: Each and every day, we pledge to do our utmost for our boys in educating them to become exceptional young men of Courage, Honor, Truth.
On behalf of the entire Brunswick community, I want to take this opportunity to thank all who contribute to making our great school the truly special place it is.
Thomas W. Philip (P ’08, ’10) Head of School
Summary Report: 2019–2025
Six years ago, Brunswick’s Strategic Plan identified Our Students as Priority No. 1.
Then and now, in everything it does, Brunswick seeks to launch boys and young men from diverse backgrounds and experiences on lifelong journeys marked by excellence in their endeavors, ethics in their actions, and empathy toward others. In our Strategic Plan, Brunswick set out to balance its longstanding success as a rigorous and traditional college-preparatory school for boys with carefully considered and proven educational innovations and enhancements.
Achievements are almost too numerous to mention. They include the following:
Expansion of The Brunswick Trust as the prioritized schoolwide, umbrella platform for character development and education, helping to instill in our boys a humble appreciation of their being part of a larger community and an understanding of their potential to uplift and enhance the lives around them.
The Trust now encompasses the four pillars of the Brunswick experience:
f Character & Leadership
f Diversity & Inclusion
f Health & Wellness
f Service Leadership & Sustainability
In addition, we organized our comprehensive health and wellness program and services
through a central, schoolwide hub: The Center for Wellness, Insight, Courage & Kindness — or The ’WICK Center, for short.
The Center, with dedicated space on each of Brunswick’s three campuses, has become the primary vehicle for direct support, resources, and curriculum dedicated at every level to the physical and emotional well-being of our boys, our faculty, our families, and our community.
Full-time medical staff now includes Director of Health & Wellness
Marcie Molloy M.D., three counselors (Pre/Lower, Middle, and Upper Schools), three nurses (Pre/Lower, Middle, and Upper Schools), and four athletic trainers.
As well, the inaugural ’WICK Center Speaker Series launched in Fall 2022. The series brings day-long visits from leading experts to campus throughout the school year.
We have continued to enhance our STEM and STEAM offerings and programs, with an eye to service for others and the greater good. An introductory computer science course is now a requirement for a Brunswick diploma.
And, in 2023, the Computer Science Department in every division — from the Pre School through the Upper School — adopted a new mission statement to encourage the study of computer science as a stepping stone to develop solutions that are not only innovative, but also socially impactful. The statement, “From Algorithms to Applications: Navigating the Digital Frontier,” underscores our commitment to teaching computer science in a way that transcends mere coding skill.
Brunswick has further solidified the Vermont Campus experience as an integral aspect of the school’s commitment to character and as an experiential learning lab to develop further the tenets outlined in the Character Continuum. Students from each major division — Lower School, Middle School, and Upper School — now travel to the Vermont Campus for transformative technology-free, wilderness education. The 650-acre Vermont Campus welcomed its first groups of Brunswick sophomores in 2018-2019. Thanks to the generous support of the Class of 2021, the campus can now accommodate much larger groups. In Spring 2022, the entire seventh grade class made the inaugural Middle School trek up to Vermont for a four-day wilderness adventure designed for character education and teambuilding, with fourth graders kicking off a similar trek a week later, this time for a first-ever, three-day class trip.
Brunswick has also:
f Attracted, trained, and retained the nation’s finest teaching faculty, many with advanced degrees.
f Continued to implement its athletic requirements at the Upper Middle School and Upper School levels, as boys in grades seven through nine are required to play a team sport in all three seasons; boys in grades 10 and 11 are required to play a team sport in two seasons and an intramural sport in one season; and boys in grade 12 are required to play a team sport in one season and an intramural sport in one season. This formula gives boys an opportunity to participate in interscholastic activities regardless of their athletic talent or ability.
Traditional end-of-season dinners with coaches, parents, and athletes celebrate effort, enthusiasm, sportsmanship, and individual and collective success. New to the athletic program are annual schoolwide themes, which have included “Accept the Challenge,” “Culture of Excellence,” and “Commitment to the Process.” Posters are also displayed in locker rooms and facilities to promote the principles of sportsmanship, integrity, and fair play.
f Constructed a state-of-the-art trackand-field facility at the Upper Middle School Campus that has enabled us to enhance our athletic offerings to appeal to a broader spectrum of students. Additionally, construction and equipping of the Redahan Athletic Training Center, also
with expert staff and state-of-the-art machines, has enabled our athletes to diversify their training.
f Sought and obtained regional and national recognition for the efforts and accomplishments of both students and faculty across all disciplines and offerings. The Upper and Middle School Math Teams, for example, have both earned well-deserved accolades for their outstanding performances in competition.
At the Middle School, the 2025 Math Team finished first in the statewide Connecticut MathCounts competition, while the Upper School Math Team also just finished another triumphant year of competition, winning the state match in early April and outscoring schools in the small, medium, and large school divisions. The nascent Upper School History Team qualified for the National History Bowl championship competition in its very first year of competition, while the Middle School Team also finished with a winning record in an online tournament that included matches with Middle School teams from across the country.
Priority No. 2, as specified in our Strategic Plan six years ago, was Our Faculty — we set a goal to maximize our resources to enhance the professional growth and development of our faculty and staff, ensuring excellence in the educational experiences of our students and the broader community.
Achievements include:
As envisioned, the Brunswick Faculty Institute has become a yearlong, in-house professional-development program beginning at the start of the academic year and ending with dedicated time the following June.
The BFI’s main purpose is to provide an opportunity for teachers to meet as a community of educators in order to share ideas, to discuss innovative practices involving “Teaching & Learning,” and to engage in meaningful, relevant workshops.
By fostering collaboration, encouraging introspection, and sustaining growth in teaching, the BFI has provided a cohesive, year-long, process-oriented professional-development experience that seeks to support, motivate, and inspire our educators.
Brunswick has also worked to enhance existing facilities and resources to enable faculty to best serve the needs of students.
To that end, we have undertaken a $52 million, three-year comprehensive enhancement and reimagination of our Upper School. The project has seen the Pettengill building undergo transformative renovation, inside and out, with additional classrooms created and a bright new student café added overlooking a new grassy quadrangle — welcoming students and faculty for outdoor classes, social gatherings, study, and mid-day relaxation.
Throughout the Upper School Campus, more spacious classrooms were configured in an adaptable variety of layouts. The project has also expanded the library/learning center, upgraded classroom & laboratory spaces, enhanced energy-efficient HVAC, and provided a whole-campus technology upgrade.
In 2023, Brunswick acquired 270 Lake Avenue — a wonderful and unique property in central Greenwich encompassing nearly 17 acres. In 2024, this property became home to the Pre School. With state-of-the-art facilities, 270 Lake Avenue now offers ’Wick’s youngest generous space to support a rich and fulfilling program, from
our large and inviting classrooms to our newly-renovated playground designed specifically for Pre School boys.
The Pre School move, meanwhile, made room for Middle School students to spread out on King Street: Grades five and six moved across the street to Edwards Campus to take the building once held by the Pre School, opening up space at 1275 King Street for grades seven and eight.
Brunswick has worked to improve accessibility for and appreciation of difference within the Brunswick community by creating Trust Time for Pre and Lower School boys, building inclusion-focused educational experiences into the calendar for ’Wick’s youngest.
We worked to improve access to a Brunswick education by developing and implementing a transportation plan that conveys deserving students to all divisional campuses from areas outside Greenwich.
Brunswick has also promoted and enhanced the Coordinate Program with Greenwich Academy, strengthening opportunities provided by access to an additional top-level academic institution, while also maintaining and protecting the unique culture of our school as one of and for boys.
Priority No. 3 was Our Community Outreach —
Brunswick’s goal was to enhance awareness of our school as a locally and nationally recognized leading boys’ day school that promotes a broad and rich academic, extracurricular, and character-based program for boys of promise.
Here, too, our results have been extraordinary. We developed comprehensive internal and external marketing and communications plans to better promote and inform the Brunswick community.
Brunswick actively engaged with students, families, alumni, and prospective families across Instagram, Facebook, X (formerly Twitter), and LinkedIn to foster community and highlight academic and extracurricular achievements across all divisions.
The school’s social media presence has continued to grow steadily. In the past year, notable Instagram account updates include:
f Main account (@brunswickschool): Follower count grew by 7.55%, reaching 12,600. 27 standalone reels (not including collaborations) have each received 10,000+ views.
f Athletics account (@brunswickschoolathletics):
Follower count grew by 24.89%, reaching 4.1K. 15 standalone reels, not including collaborations, have each received 10,000+ views.
Reports to parents are now made in regular e-newsletters sent at intervals throughout the year. In Fall 2020, the inaugural Brunswick Trust Report was published and distributed. It announced the comprehensive expansion of The Trust to encompass the four pillars of the Brunswick experience.
The newsletter, chock full of news from each of the four pillars, is now published three times a year. Academic Update, an e-newsletter published twice yearly, launched in 2022. The e-periodical offers parents a top-line view of the latest happenings and curricular initiatives in selected academic departments.
The footprint of students featured in “Teens-to-Watch” articles across the region has increased significantly as Brunswick’s reputation for excellence has grown. Once limited to features in Greenwich Magazine only, Brunswick students are now recognized each year in magazines in Darien, New Canaan, Westport, Stamford, and Bedford, N.Y.
Brunswick expanded its community-service outreach by hiring Courtney Spada, M.D., a pediatrician, a teacher, and community organizer, to serve as its new Director of Service Leadership and Sustainability.
Dr. Spada has worked to formalize Brunswick’s programming for service leadership and sustainability, working to support coordinators in each division, help each division establish service programs that are appropriate for age and stage, and to bring a sense of purpose and community.
Partnerships are plentiful. Pre Schoolers and toddlers from the newly opened Little Cubs held a dance-a-thon to benefit the Connecticut Children’s Medical Center, a partnership with the HuskyTHON program at University of Connecticut.
At the Lower School, where the 2024-2025 theme was “Let’s Focus on Others,” community service outreach featured a first grade partnership with Happy Life Animal Rescue, second grade projects with Greenwich Audubon Center and the Upper School Sustainability Council, third grade pie selling for Horizons at Brunswick, and fourth grade community-building with the Greenwich Retired Men’s Association.
Middle School students have partnered with Mothers for Others and begun intergenerational relationships with residents of Atria Senior Living, located just down King Street in Rye Brook, N.Y. At the Upper School, visits to Pacific House, a men’s shelter in Stamford, restarted and students have also partnered with the Jewish Family Services Refugee Resettlement Program to help resettle families from all over the world, with all different countries, races, and religions represented. And finally, as prompted by the Strategic Plan, Brunswick has increased the video presence and 360degree tours on BrunswickSchool.org, showing all divisions and campuses and highlighting all areas of school life, including academics, arts, athletics, and The Brunswick Trust.
Priority No. 4 was Our Institutional Strength. Brunswick’s goal has always been to ensure our financial sustainability to support excellence in programming, to pursue new strategic initiatives responsibly, to preserve financial flexibility, and to safeguard our financial strength for future generations.
The transformative “Ever Stronger, Ever Brunswick” Campaign was officially launched in 2023. The far-reaching campaign seeks to raise and invest $150 million in five essential priorities that have emerged during the course of the last four especially challenging years. The five priorities are:
f Whole-school enhancement of Health & Wellness initiatives
f The Upper School transformation that has become the Thomas W. Philip Campus
f Strengthened commitment to faculty & community service
f Increased endowment for financial aid & academic enrichments
f Expanded discretionary and designated endowment and expendable funds
The campaign has already garnered more than $96 million in gifts and pledges, helping to bring Brunswick ever closer to the goals laid out in its 2019–2025 Strategic Plan.
Brunswick also worked to draw prudently from endowment over the last six years to provide a predictable stream of funding, thereby attempting to minimize the volatility in returns across any given economic cycle.
Overseen by the Investment Committee of the Board of Trustees, the endowment continued to be managed in a largely “all-weather” manner, minimizing volatility in returns across any given economic cycle.
The Committee’s overriding philosophy has been that the endowment should be run with a long-term orientation in accordance with the mission of the school.
As such, the Committee invested in asset classes and with investment managers that it believes will provide superior risk-adjusted returns on capital over multiple years.
Consistent with this mindset, widening our lens beyond the shortterm, the endowment’s five-year and 10-year annualized returns were 7.1%, and 5.9%, respectively. These rates of return are
ahead of spending plus (historical) inflation, which has enabled the endowment to compound value on a real basis.
More recently, Brunswick’s endowment returned 9.6% in FY 2024, which followed a similar 9.7% return earned in FY 2023. By way of comparison, the average return of the eight Ivy League colleges for FY 2024 was 8.3% and ranged from 3.9% to 11.5%. On a dollar basis, the value of the endowment grew by $17.1 million, increasing our gross balance to $196.5 million at fiscal 2024 year-end.
During the FY 2024, the school drew $7.2 million for the benefit of regular operations and debt service and $5.3mm for construction costs associated with the Upper School renovation project, which, in accordance with our Strategic Plan, are projected to be returned to the endowment as the capital campaign supporting the construction project continues.
Meanwhile, consistent with our goals, donor contributions of $5.3 million were deposited into the endowment. The value of the school’s endowment, net of longterm indebtedness, was $148.7 million at the close of FY24.
Brunswick worked to ensure philanthropic support for new capital purchases and significant improvements, distributing recovery of capital outlays to include future generations benefitting from new facilities and major updates. A good example is the purchase of the 16.5-acre Lake Avenue Campus, which drew $12 million from the endowment to effectuate closing on a timely basis, repaying that amount just five weeks later after a very successful public debt offering.
Of note, the school has been simultaneously fundraising for endowment, with an overall endowment goal of over $70mm including a specific $35 million goal to support financial aid, which had a budget of $10.7 million in 2024-25, with 21 percent of students receiving financial aid with an average grant of $42,224.
Looking Ahead: 2025–2030
AS TIMES CHANGE and imperatives evolve, the nature and focus of institutional strategic plans must evolve as well, responding to emergent and sometimes unanticipated challenges and circumstances.
Such was the case for Brunswick in 2018, and so it is today.
In retrospect, Brunswick’s 2019–2025 Strategic Plan was appropriately and naturally inward-looking — geared toward capitalizing on the truly extraordinary, once-in-a-lifetime institutional opportunities and possibilities afforded through acquisition of our Vermont and current Upper Middle School campuses.
In a rigorous exercise of foresight, awareness, discipline, and imagination, the Board’s Strategic Planning Committee devised a roadmap for broadening and strengthening the school’s already excellent complement of offerings — establishing and integrating a host of new resources, programs, and facilities enhancements in the long-term best interest of each and every Brunswick boy.
No question: That planning and years of subsequent work in implementation have placed Brunswick in a far stronger position to analyze, understand, and address challenges that come to bear today.
As we look ahead, it’s especially worth noting that imperatives
driving our strategic-planning process for 2025–2030 have pivoted dramatically, from internal to external, from inward-looking and school-specific to truly universal.
Major contextual considerations in the new strategic plan now include a host of complex and converging issues:
f In an increasingly complex social environment, the well-being of boys, in particular, has emerged as a tremendous concern among leading healthcare professionals, educators, and social scientists. To say we share in this significant concern would be an understatement.
f Fewer and fewer highly educated young people now seek to become teachers, and long-experienced educators are nearing conclusion of distinguished and inspiring careers. The continuing excellence and dedication of our faculty remains absolutely essential to the Brunswick experience and to our success in preparing boys and young men for life.
f New and exceptionally powerful technologies are having an increasing and permanent impact on the learning process. Informed, honest, responsible, and strategic application of these tools will be a defining attribute in development of our boys’ character and their success later in life.
f Broad geopolitical discord and turbulence have risen to a level unseen since World War II, more than eight decades ago. Knowledge and understanding of historical precedents, alternatives and consequences, and complex relationships will increasingly power development of our boys’ strategic problemsolving skills as global transformation continues.
f Elevated economic uncertainty has become a greater and more permanent factor in national and international affairs. Maintaining our institutional focus on investment for the long term, we must continue to build our institutional strength and means to succeed and prevail in addressing the full spectrum of evolving economic circumstances — as we have done so successfully in large part as a result of the 2019–2025 Strategic Plan.
Still, it is also worth noting that emergence of these considerations has only fortified our unwavering belief in the value of a broad, rigorous, and traditional education that “stays the course” in comprehensive engagement of mind and body, and in the building of character through steadfast adherence to
Brunswick’s core tenets of Courage, Honor, Truth.
As it has been for 123 years, that will always be the cornerstone of our commitment and dedication to each and every Brunswick boy. We make this commitment in the greatest love, caring, and hope for all our boys and for the brightest of their futures.
Consequently, in our 2025–2030 Strategic Plan, our four foundational priorities — our students, our faculty, our community outreach, and our institutional strength — remain unchanged, as they were articulated in the 2019–2025 Strategic Plan and really have been in place since our founding in 1902.
However, each of those four priorities has been carefully re-evaluated and recast as we must now look outward strategically at external considerations — and account for internal opportunities as well — that will engage and challenge us in the days and years ahead.
Our Students
To be proudly and without reservation a place for boys, designed for, focused on, and celebratory of boys; to provide a superior, rigorous, enriching, traditional, and encouraging environment in which boys and young men know instinctively how much they are loved and valued as they prepare for meaningful, fulfilling, and impactful lives
To attract, enroll, and support multi-talented students of great promise, continuously building and cultivating a dynamic student community of boys who draw increasing intellectual, physical, and emotional strength from support of each other
To employ a distinguished faculty of inspirational thinkers, teachers, leaders, and role models deeply interested in the education and character-building of boys
To promote and encourage broad intellectual curiosity, inspiring all in our school community — and especially our boys — to welcome and pursue opportunities for lifelong growth, happiness, and resilience
f To evaluate, enhance, and supplement course offerings and programs as best practices, best interests, and technologies evolve and emerge
f To encourage respectful and dynamic communication; to assist our boys in developing healthy and strong communication skills in giving and receiving constructive feedback and asking questions to advance curiosity and understanding
f To prompt in our boys a keen awareness and appreciation of our traditional and forward-thinking educational environment, and to require them to develop and apply the full spectrum of organizational and technological skills necessary to learn, grow, and thrive in school, in their greater communities, and beyond
To partner closely with families in working to raise thoughtful, respectful, inclusive, and well-rounded young men of strong character
f To define clearly and to reiterate throughout the entire Brunswick experience the standards and expectations of our school community
f To offer through The Brunswick Trust and other channels enriching, highly relevant, and informative programming for parents, including presentations on or related to nonacademic aspects of the school program
f To ensure parents are always appropriately involved in and informed about their sons’ educational journeys through smallgroup parent discussions and a host of school communications
f To survey stakeholders regularly, assessing and responding as appropriate to their perceptions of the Brunswick experience
To endeavor in all we do to educate young men to the highest standards of character and honor, and to prepare and encourage them to lead lives for others
f To ensure that every school action and activity is filtered through the lens of our core tenets of Courage, Honor, Truth
f To develop strong, broad, and instinctive senses of empathy and kindness in our boys by continuously engaging them in a host of character-building experiences in the classroom, on the fields of play, and in the greater community
f To maintain and apply a simple and supportive Honor Code in all divisions
f To install a greater complement of visual reminders in physical spaces schoolwide, highlighting Brunswick’s long and distinguished institutional history, traditions, and student achievements in a spectrum of endeavors
f To require every boy to be actively engaged in community service and leadership experiences, implicitly instilling an “others before me” mindset in all members of our school community
f To promote, emphasize, and enhance the health and wellness of boys and young men not only through a comprehensive and traditionally rigorous athletics program, but also through the collective programming of The Brunswick Trust
f To extend The Brunswick Trust curriculum to include a “Roadmap for Life” course for Upper School seniors
f To work toward recognition of Brunswick as a national leader in thinking and programming geared toward the health and wellness of boys and young men
f To develop a program for students in which they each create a Brunswick Trust portfolio as a physical keepsake, spanning their entire time at Brunswick, that includes significant documentation related to their character, inclusivity, wellness, and service-related work
f To publish a scope-and-sequence curricular map showcasing programming of The Brunswick Trust
Our Faculty
To attract, develop, and retain a highly distinguished and inspirational faculty, to encourage and foster their professional and personal growth, and to leverage their expertise to maintain excellence in teaching and learning, tradition, and school culture
To develop and comprehensively support faculty who specialize in, enjoy, and prioritize the education of boys and young men
f To enhance faculty and staff orientation and onboarding, including veteran employee ambassadors
f To seek and promote opportunities for faculty to share their expertise as educators of young men in the broader educational community PRIORITY
f To further develop and promote distinguished Associate Teacher and Fellow Programs that exemplify excellence in the preparation of teachers
To promote the joy of learning
f To seek and encourage underwriting opportunities that promote the growth of teachers as educators and leaders of boys and young men
f To encourage development of a growing complement of summergrant programs, conferences, and professional presentations
f To monitor, evaluate, and support faculty health and well-being
f To review divisional and institutional schedules to ensure they consistently include time and resources for professional development
f To encourage and support pursuit of credentialed graduate education and other professional-development opportunities
To foster an adaptable, considerate, and purposeful culture among divisions
f To promote crossdivisional and interdisciplinary academic interaction
f To survey faculty annually to assess professionaldevelopment needs and goals
f To enhance the offerings and resources of the Brunswick Faculty
Institute to include a division dedicated to the development of aspiring school leaders
f To create a password-protected, single-destination resource page for the Brunswick Faculty Institute as an addition to BrunswickSchool.org
f To engage legacy faculty in cross-divisional conversations focused on teaching and learning
To strengthen and ensure ongoing development of long-term faculty engagement
f To maximize continuing investment in faculty housing and development, as supplementary incentives such as housing are a powerful tool in attracting and retaining highly valued faculty
f To reward faculty by recognizing career milestones, tenure, and other professional distinctions and achievements
f To promote, archive, and celebrate faculty and staff histories
Our Community Outreach
To welcome and seek opportunities to connect, engage, and have an impact on communities beyond our campus, as our place in our local and larger community offers our boys and faculty a host of ways to make a lasting and positive difference
To promote lives for students and faculty that include service to others
f To develop national and international service-leadership opportunities
f To encourage understanding and appreciation of the fact that we are all part of something greater than ourselves
To welcome an increasing complement of relationships with community groups and organizations
f To work closely and collaboratively with our educational partners: Greenwich Academy and Sacred Heart Greenwich
f To support Horizons at Brunswick School, a chapter of Horizons National, as it engages work to have a lasting and positive impact on the lives and educations of Greenwich Public School boys
f When possible and appropriate, to invite the extended community to Health & Wellness programs and presentations
f To develop increased community-service opportunities associated with the school’s wilderness campus in Vermont
f To increase awareness of Little Cubs as a whole-community resource and asset
To enhance Brunswick’s position as a steward of the environment, coordinating best practices for sustainability with the Brunswick Parents’ Association and FLIK, the school’s dining-services provider, for school events
f To explore opportunities to apply sustainable practices to the school’s operations
f To create joint student and faculty sustainability committees in all divisions
To enhance and promote institutional communications as a channel for community engagement
f To promote BrunswickSchool.org as a resource for current parents, prospective families, alumni, students, and faculty
f To create a single-destination resource page on BrunswickSchool. org for new students and families, organizing and simplifying their introduction to the school
f To create a video on Brunswick’s history and traditions for distribution to current parents, alumni, and prospective families, in anticipation of the 125th anniversary of Brunswick’s founding in 2027
f To create a permanent “Traditions” page as part of BrunswickSchool.org Admission pages, repurposing and highlighting content created for 2025’s #WickTraditions Day
Our Institutional Strength
To build on the current strength of our institutional maturity and position, to commit to expanded support and permanent endowment for all that makes Brunswick special, future-proofing our school for generations to come
To maintain expanded access to financial-aid resources made possible by the “Ever Stronger, Ever Brunswick” Campaign for qualified students who could not otherwise afford to enroll
f To continuously update key metrics to evaluate the true cost of a Brunswick education, ensuring that tuition assistance and supplementary financial aid are structured to provide a fair and affordable package for families
f To provide annual support from the financial-aid “extras” fund, helping to underwrite the cost of books and required expenses not covered by tuition
f To endeavor to shift an ever-greater portion of financial-aid funding to specifically endowed funds
To manage the relationship between tuition and core programming, striving always to deliver more than tuition alone provides
f To implement efficiency programs geared to holding programspending growth at or below higher-education inflation levels
f To increase net income from non-tuition-based programs to assist in offsetting operating expenses
f To endeavor to shift an ever-greater portion of programming expenses to specifically endowed funds
To prioritize significant financial support for the promotion of excellence in teaching and learning
f To support faculty access to exceptional professional development, including dedicated funding for attendance at local, national, and international conferences
f To earmark funding for the Brunswick Faculty Institute
f To ensure, while remaining fiscally prudent, classroom resources and curricular materials are carefully selected and of the highest quality
f To invest in maintaining highly competitive faculty salary/benefits in order to draw the best and
brightest educators, while seeking to shift an ever-greater portion of faculty salaries to specifically endowed funds
To provide for the upkeep and updating of our grounds, facilities, and resources to ensure Brunswick remains best-in-class
f To secure philanthropic investment to fund new spaces and significant upgrades, having a lasting impact while responsibly distributing the cost across future generations
f To scale maintenance staffing to meet the growing needs of all campuses, maintaining consistent upkeep and avoiding deferred maintenance to shield future generations from costly repairs
f To identify and capitalize on new opportunities to promote green infrastructure and sustainability practices
f To extend the reach of our facilities by partnering with trusted third parties, using lease fees to offset wear-and-tear expenses and support ongoing stewardship and maintenance of our campuses
To upgrade web-based software for operations, enhancing online institutional capabilities and ease of user experience for parents, faculty, staff, students, and prospective families by selecting and installing a new Student Information System
In Conclusion
THOUGH THE CHALLENGES MAY BE COMPLEX and times may be turbulent, the reasons for hope and optimism shine brighter than ever.
We and our boys are indeed fortunate that our school’s traditions and motivations are, above all else, guided and governed as they have been for 123 years by the wonderful tenets of Courage, Honor, and Truth.
They are the true foundations and clarion callings of a Brunswick education. And, as they resound on our campuses now, we will work tirelessly to ensure they do, always and forever.
Equally important, it cannot go without saying: We deeply appreciate your help and unwavering support — your commitment and dedication along with us to the greatest and most rewarding work there is — because the building of our boys’ character is truly a boundless labor of love and collaboration.
Thank you so much for all you have done and continue to do for Brunswick and our boys.
Brunswick School does not discriminate in the administration of its admission, financial aid, academic, or other programs on the basis of race, color, religion, sexual orientation, ethnic, or national background.
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