OUR MISSION, OUR VISION: STRATEGIC PLAN 2030
CELEBRATING PROGRESS AND MOMENTUM As we unveil the 2030 Strategic Plan, I want to begin by celebrating the progress and momentum built over the past several years. The achievements of our previous strategic plan (Expanding Our Possibilities), coupled with strong affirmation from our SAIS and GISA dualaccreditation reports of last spring, confirm and perpetuate the founders’ original vision, from 1969, of traditional values, academic excellence, and “whole child” development. Looking ahead, this strategic plan (Our Mission, Our Vision) serves as both a compass and a catalyst. It reflects months of thoughtful stakeholder engagement, survey data analysis, and honest conversations across our community. With input from students, parents, alumni, faculty, staff and friends, we crafted a vision and goals that balance tradition with the imperative to innovate. Over the next several years, we will pursue continuous improvement for the direct benefit of our students and families. This strategic plan challenges GWA to strengthen its financial sustainability, invest in its campus and facilities, and elevate every part of the George Walton Academy educational experience. We will invest heavily in programs, current and new ones, and the gifted staff who will make these programs successful for students. The path forward for GWA is full of potential and promise. I am confident that the amazing family involvement and support that have long-defined GWA will also be the catalyst for the success of this strategic plan. Let’s keep it going, Bulldog Family.
Sincerely,
John D. Marshall Head of School
A SHARED VISION Dear GWA Family, This is an exciting time in the life of George Walton Academy — a time to envision a bold and purposeful future. Our recently completed strategic planning process was rooted in a desire to listen broadly, collaborate, and develop a shared vision that reflects the aspirations of our community. This was a collective endeavor. We are grateful to the many parents, alumni, faculty, staff and students who contributed their voices. We also extend our sincere thanks to the strategic planning committee for their time and dedicated and thoughtful perspectives shared throughout this process.
Melissa Machen Chapman ‘93
Chair, Board of Trustees
Moving ahead together, we look forward to bringing this vision and strategic plan to life. Thank you for your continuing engagement, your support, and your faith in the mission, vision and values of this extraordinary school. Go Bulldogs! Warm regards, Roy N. Roberts, Jr ‘86
Immediate Past Chair
Taylor Manry,
Chair, Strategic Planning Committee
THE STRATEGIC PLANNING PROCESS IN 2024-25 To guide the development of Strategic Plan 2030: Our Mission, Our Vision, GWA partnered with Beth Sanders of Lighthouse Counsel. The strategic planning process began with assembling a working committee made up of faculty, staff, parents, alumni and board members. The committee received detailed information about George Walton Academy’s competitive landscape, including trends in enrollment, finances and program expansion, to ground their work in research. Head of School John Marshall shared his insight on George Walton Academy and nascent vision for the school. The committee gathered insights directly from a range of stakeholders. We conducted interviews, hosted focus groups and distributed surveys to the entire school community. This included gathering insight from students, parents, grandparents, trustees, alumni, faculty, staff, donors and community leaders. Over a ninemonth period, the committee participated in several planning sessions. Throughout the process the committee gained consensus on an updated mission statement and new vision statement. It affirmed the school’s core values and developed strategic priority areas and goals. The George Walton Academy administration, faculty and staff are now turning this vision into action. In early 2026, we will develop detailed steps, timelines and responsibilities to ensure its successful implementation. There is also a plan for ongoing staff and board review of the strategic plan to ensure that the school stays on track.
KEY ACCOMPLISHMENTS FROM THE 2018 STRATEGIC PLAN: EXPANDING THE POSSIBILITIES Our Mission, Our Vision builds on the significant success of the previous strategic plan during the past several years: • Expansion of international exchanges and travel opportunities and the internship program in the Upper School. • Increase in standardized test scores and college scholarships dollars. • Strengthening the academic support programs (i.e. the PARC & BARK) for extraordinary learners across a wide range of abilities and backgrounds. • Improved communication (e.g. IN FOCUS newsletter) and the introduction of a new website. • Upgrades to the campus infrastructure regarding physical safety and technology. • Growth in contributions to Georgia GOAL and a commensurate increase in the percentage of students able to attend GWA due to financial assistance awards. • A significant socio-economic and demographic expansion of the student body. • More than $5 million in restricted donations to the Go Beyond Campaign. • Completion of the Betty and George J. Hearn III Center (the “George”). • Completion (set for January 2026) of the Mark Whitley Athletic Complex. • Plans to complete the remodeling of the middle gym into the Christian Smith Performing Arts Center in 2026 or 2027. In the spring of 2025, the school received dual accreditation from SAIS and GISA. The following captures the ethos of our school as we enter a new chapter: “GWA is a special place where family and values are wanted and respected. The atmosphere is welcoming; traditions are important, and academic excellence is key to the mission of the school. The strengths of GWA are rooted in the more than 50year history of traditions, values, family involvement, and strong relationships. Stakeholders are passionate and proud of the school’s legacy and want it to continue. The rigor of the collegepreparatory academic environment is essential to the success of the school, enhanced further by strong college counseling and international travel experiences. As a result, GWA graduates are well prepared for the future.” - Dr. Jeff Jackson, GISA President
AN INDEPENDENT SCHOOL TO SERVE A GROWING REGION Situated in Monroe, Georgia, George Walton Academy serves a growing region. The school’s reach into 11 counties indicates its role as a central educational institution. Monroe itself has a diverse population, with a racial composition of approximately 49% White and 41% Black or African-American as of the 2020 census. In Walton County, Georgia, the median household income is increasing. According to the U.S. Census Bureau, the median household income increased from $50,129 in 2011 to $73,151 in 2021. The population grew by 18%, with the population of those under 18 years old increasing by 8%. The number of households earning more than $100,000 annually increased 97% from 2011 to 2021. George Walton Academy is well-positioned to serve this growing area.
CHALLENGES FOR TODAY’S INDEPENDENT SCHOOLS Below are some of the broad environmental challenges impacting independent schools across Northeast Georgia, the state, and country. Strategic Plan 2030 positions George Walton Academy to address them with vision and confidence. • A declining school-aged population across the state and region and the growth of home schooling as an alternative to traditional school. • Declining interest in college-preparatory education from traditionally college-educated families who recognize there are more options to career and life preparation. • Rising cost of a top-quality independent school education. • Top-tier faculty and staff recruitment and retention in an age when public school compensation is significantly more than private schools. • Educating students on the growing role and risk of AI (Artificial Intelligence) in the classroom and workplace. • Increasing number and range of students with diagnosed learning differences. • Increasing demands on schools to support students’ social and emotional development. • Increasing demands to keep students safe and secure on campus. • An ever-evolving college-preparatory curriculum and college counseling program given the demands for dual enrollment programs. This strategic plan that follows will enable GWA to chart a path through these challenges, reinforce its many strengths, and position the school for long-term success.
OUR MISSION, OUR VISION
George Walton Academy Strategic Plan 2030 MISSION George Walton Academy challenges students to excel in academics, athletics and the arts and to build character, leadership and curiosity.
VISION To excel as the independent school leader across our region.
VALUES •
Excellence: Challenging each individual student to achieve their unique full potential.
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Faith: Embodying Christian principles that inspire service and purpose, while welcoming and respecting families of all faiths and backgrounds.
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Respect: Building character by promoting a culture of kindness, humility, honesty, accountability and community.
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Engagement: Broadening perspectives through immersive experiences in the classroom, extracurricular opportunities and international travel.
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Perseverance: Encouraging resilience, determination and a growth mindset.
STRATEGIC PRIORITIES AND GOALS Strategic Priority One: Elevate Excellence in the Student Experience Enrich every aspect of the George Walton Academy journey by fostering exceptional teaching, innovative programs, and deep connections among students, families, faculty and alumni. • Create a comprehensive faculty and staff professional development program to attract and retain the most qualified staff. • Inspire innovation through scheduling and curricular enhancements, including incorporating the best of Artificial Intelligence (AI), while holding fast to meaningful school traditions. • Develop a comprehensive K-12 health and wellness program. • Build a K-12 curriculum map that includes detailed scope and sequence for every grade level.
Strategic Priority Two: Achieve Financial Strength and Sustainability Secure George Walton Academy’s future through thoughtful financial planning, increased philanthropic support, and a robust strategy to sustain enrollment. •
Seize opportunities to be more efficient in operations and to reduce debt to be a discerning steward of limited resources.
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Invest in the advancement operation to enhance philanthropic support and establish an endowment.
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Grow the Annual Loyalty Fund, tax credit income and various sources of fee-based revenue (e.g. summer programs).
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Achieve a mission-appropriate enrollment by strengthening key programs and school culture to enhance the GWA value proposition.
Strategic Priority Three: Invest in Facilities and a Campus of Distinction Invest in a vibrant, secure campus that supports learning, growth and community pride through campus planning and continuous improvements. •
Invest in a long-range campus master plan.
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Expand parking across campus.
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Upgrade existing facilities, including technology infrastructure and campus security.
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Create a strategic maintenance plan for the campus, facilities and equipment.
STRATEGIC PLANNING COMMITTEE Taylor Manry, Chair Aubrey Akins John Ball
Bill Bryson
Melissa Machen Chapman Rosemary Ferguson Lee Garrett Andrea Hill Ashley Hill
Heather Knapp
Cortney Pickens Britton Ryan
Gideon Teklu Kellie Watts
John Marshall
2025-2026 BOARD OF TRUSTEES Melissa Machen Chapman, Chair Scott Briscoe Bill Bryson
Christy Ellerbee
Michael Geoffroy Richard Hester Andrea Hill Bob Hill
Gary Hobbs
Mike Malcom Taylor Manry
Jason McCarthy Vicky Peppers
Roy N Roberts, Jr.
GEORGE WALTON ACADEMY
1 Bulldog Drive Monroe, Georgia 30655 678.635.3800 gwa.com