FORWARD TOGETHER West Point Grey Academy Strategic Plan 2014-2019
Growth Mindset Founded in entrepreneurship, West Point Grey Academy continues to embrace new ideas and ways of thinking. In striving to provide each student with the most enriched, joyful educational experience, WPGA delivers innovative teaching and learning in a welcoming and inclusive environment. In January 2014, under the direction of Head of School Tam Matthews and with the support of the school’s Board of Directors, WPGA undertook a strategic planning process involving all school constituencies—students, staff, parents, alumni and Board members. The aim was to identify opportunities for growth while building on the school’s strategic plans of 2004, 2008 and 2010. In September 2014, the Board approved the strategic plan, titled Forward Together, and the school’s renewed vision, mission and core values. WPGA’s Leadership Team, with teachers, staff, students and Board members, are excited to implement the plan, which focuses on four strategic priorities: ·
Teaching and Learning
Vision LEADERS IN FUTURE-FOCUSED LEARNING Inspired by our rapidly evolving world, we are a model for schools in offering interdisciplinary, experiential programs and partnerships, with technology, entrepreneurship and global connectivity at the forefront.
Mission SHAPING LIVES OF INQUIRY, ACTION AND JOY At WPGA, we focus on the individual child, the whole person and a balanced life. We give each student transformative learning experiences rooted in inquiry, shaped by action and celebrated with joy.
Core Values GLOBALLY INSPIRED We are inspired by, and seek to contribute to, the great ideas of the world.
ACADEMICALLY INNOVATIVE We pursue progressive programs that drive learning and innovation.
CHARACTER DRIVEN We model empathy and integrity as the basis for all our actions.
COMMUNITY SPIRITED We are stronger because of our deep connections to each other.
INTENTIONALLY BALANCED We thoughtfully and healthily balance our academic, athletic, artistic and social activities.
TEACHING AND LEARNING We will create and support future-focused programs and global experiences to ensure our students have the adaptive, critical thinking and communication skills for lifelong learning and success.
Context Being a leader in future-focused learning means evaluating industry trends, the geopolitical landscape, and the skills students need to successfully address 21 st century issues, including global citizenship, sustainability, entrepreneurship and social justice.
Actions a. Attract, retain and grow
outstanding teachers and staff
with a high-performance human
By 2019, WPGA will be truly future-
b. Demonstrate expertise in brain
research, attachment theory and
technology to strengthen student
engagement and achievement
c. Design a future-focused
curriculum with interdisciplinary,
inquiry-based learning and
focused, having aligned our core and cocurricular programs with our mission, values, and definition of excellent teaching. Through interdisciplinary collaboration and professional growth planning, our teachers will drive a culture of inquiry and creativity, enriched through partnerships with local
d. Increase opportunities for
universities, business and First
experiential and cultural learning,
Nations leaders, and other
locally and internationally
LEARNING ENVIRONMENTS We will provide learning and performance environments that inspire ingenuity and collaboration, with technology, global connectivity and innovation at the forefront.
Context Research shows that purposefully designed learning spaces, with optimal technology access, improve student learning and achievement.
Actions a. Build or access future-focused,
sustainable facilities that inspire
creative collaboration, innovation,
community engagement, and
wellness b. Improve technology access and
use to increase online learning
and global connectivity
c. Develop financial sustainability
and fundraising plans for program
innovation and facilities
Outcome Building or providing new school spaces will enhance collaboration, innovation and participation within our school community. Sustainable, multi-use buildings, which respect our First Nations
d. Grow endowment fund to offer
land and that effectively integrate
need-based scholarships to
technology, will help to graduate
increase accessibility and diversity
ecologically, culturally and digitally
e. Make environmental stewardship
central to all aspects of school life
aware citizens. Thanks to a robust endowment fund, the school will experience greater accessibility and diversity.
COMMUNITY ENGAGEMENT We will strengthen our relationships to each other and to our local and global communities with a positive school culture, partnerships and service work.
Context The philosophy of engagement is a founding principle inherent to the school’s success. Our open family culture, rooted in close, caring relationships, must be nurtured for continuous school growth.
Actions a. Maintain and nurture our positive and
inclusive school culture
b. Develop communications plan to
strengthen community engagement
c. Create an Advancement Office to
support alumni and volunteers and to
foster a culture of philanthropy
Outcome In developing our unique culture, students, staff, parents and alumni will be more engaged and supportive—
d. Develop a community engagement
of each other, school events and
strategy to strengthen relationships
giving programs. In cultivating our
with UBC, First Nations neighbours,
commitment to volunteerism, we
and other community leaders and
affirm our role as a private school
organizations e. Expand service opportunities—locally,
nationally and internationally
with a public purpose. A respected community partner, we will continue to actively work with the MST Corporation and other involved parties to secure our long-term lease agreement on the Jericho lands.
HEALTHY BALANCE We will be thoughtful and intentional in our decisions and actions to promote balanced and healthy lives by caring for and empowering our students and staff.
Context The rigour of an independent school education has tremendous benefits. Equally, high expectations among students, teachers and parents require self-awareness and guidance.
Actions a. Assist students and staff with annual
goal setting and professional
b. Empower students and staff to help
shape school programs, events and
calendars c. Expand CARE and character education
programs to advance healthy,
Outcome Student and staff wellness will improve, and students will acquire the mindfulness, empathy and skills to make healthy choices and address inequalities. Through life
d. Monitor demands and expectations of
skills learning, and by empowering
students and staff; introduce
students and staff to self-advocate
mindfulness and wellness programs
and help shape school programs, events and calendars, our community will achieve and maintain balance.
Our Vision for 2019 This strategic plan will enhance WPGA’s reputation for progressive programs and pedagogy, expand our leadership role in education and prepare students for a life of purpose. WPGA will be known as one of the most vibrant, innovative school communities, with the best resources and most spirited culture among independent schools in Vancouver and the world.
Accountability & Evaluation The four priorities, to be completed over five years, are supported by a financial plan, implementation schedule and annual progress reports. Performance will be assessed yearly in several ways, including: ·
Program and curricular
Competitive compensation and
Increased strategic partnerships
Event and volunteer participation
Exam results (FSA, AP, SAT, provincial)
Admissions and retention data
University placement and
School diversity and accessibility
Fundraising and endowment growth
Facilities capital projects completion
Student, staff, parent and alumni
Alumni and service tracking studies
Progredimini Confidenter | Go Forth With Confidence West Point Grey Academy 4125 West 8th Avenue, Vancouver, British Columbia, V6R 4P9