Strategic Plan 2024-2028

60 MORE YEARS OF EDUCATING HEARTS AND MINDS!

Independent School Management (ISM)
- Faculty Focus
Board Education Family, Student, Board & Employee Surveys
- Parents – 80% Gen X, 44% Adv Degree, 33% Attended Private School
Focus Groups of Families & Faculty
Working Committee of Parents, Board Members, Faculty & Staff
April – August of 2023
1,000 surveys, 400 Pages of raw data, 250 PowerPoint slides for review, and collectively, and 500 hours of committee participation!

Enhance the overall student experience by prioritizing and improving student well-being.
Investigate policy adjustments to support 21st century learning and growing.
Perform “best-in-class” on AP and SAT benchmarks.
Survey student well-being annually for the next two years and every two years thereafter to measure factors beyond sleep and stress that lead to flourishing students.
Review mental health services and develop an intervention plan that impacts mental health and well-being.
Refine and overhaul academic course offerings and AP programs to ensure maximum readiness for college and career.

Ensure we are positioned to attract, develop, and retain faculty members who embody professional excellence and provide a world-class learning experience.
Invest in faculty compensation and professional development.
Support faculty to progress in meaningful and personalized professional development goals.
Explore 21st century work-place options to ensure health and retention.

Define and determine what “tier-one” means to BMHS and benchmark accordingly with improved parent/faculty communication and branding.
Use elements from the BMHS Graduate Profile to guide stories and testimonials and adequately communicate our success to the greater Washington community.

Develop a comprehensive Campus Master Plan, including a review and focus on reducing campus carbon footprint and beginning work on the 100/200 hallway.
Explore best practices maintaining a safe and affirming space for students and employees.

Grow Endowment from $4m to $10m to offset facilities work and scholarship/financial aid.
Align a multi-year strategic financial plan with the school’s overall plan and our identity as a “tier one” school.

Create and update a board profile that outlines needed skills, abilities, and capacities.
Explore generative thinking/contingency planning based on specific scenarios on an annual basis and expand involvement of Board Members in donor cultivation and “asks.”
Commit to becoming a “fundraising board” that makes introductions, holds meetings, and makes the ask.