STRATEGIC PLAN : STRATEGIC PILLAR THREE
Sustainability & Stewardship, our way
3.
To preserve our vital culture of sustainability and stewardship, we will:
A.
Amplify the reputation of our school and transmit a more evocative, authentic story of BGA, not only across the school’s own constituencies but also out into our wider community.
Tie enrollment strategy to shared values and tenets of the new Strategic Plan, ensuring greater retention of families at BGA and stronger alignment with prospective families.
Enlist each level of the BGA community—including alumni, parents of alumni, current families, students, and educators—to serve as ambassadors for BGA, further connecting them to the school and one another.
Develop connections outside the immediate BGA community for corporate partnerships, sponsorships, “friends” of BGA, and relationships with community influencers.
B.
Attract, retain, and develop exceptional, mission-aligned teachers and mentors with a competitive compensation model, opportunities for robust professional growth, and a collaborative, supportive work environment.
Act creatively to provide for faculty and staff members’ financial needs through salary, benefits, housing, and additional incentives and advantages.
Identify the key intrinsic advantages of teaching as a profession generally and of teaching at BGA specifically—then work to protect and enhance these advantages for BGA educators.
Attract faculty via fellowships, teacher training and preparation programs, internships, and grant opportunities.
C.
Create a culture of philanthropy and a philosophy of development to unite all constituencies of the BGA community in supporting the school and enacting the Strategic Plan.
Create long-range goals around endowment and capital giving that are in keeping with the campus master plan and BGA’s programmatic goals.
Ensure annual giving levels and participation levels meet the school’s annual needs now and will continue to do so in the future.
Develop targeted approaches to connect with and involve alumni, appealing equally to graduates across many decades and eras.
D.
Establish operational priorities, define financial objectives, and execute annual plans to unfailingly support the exceptional programming of our school and the extraordinary success of our students.
Utilize facility audits and current ten-year trends to determine the revenue and resources required to meet the ongoing operational needs of the school.
Leverage our facility and our programming to increase auxiliary program income.
Preserve our campus and protect our community by prioritizing and funding maintenance, technological and infrastructural updates, and the physical security of the school.