STRATEGIC PLAN 2018-2022
CONNECTING OUR
ROOTS TO THE
FUTURE
DEAR BAY SUPPORTERS, It is with a great deal of excitement that we share our strategic plan, Connecting Our Roots to the Future. As the plan’s title suggests, it incorporates the best of who we are at the core and what our future self will look like.
Luke W. Felker, Head of School
MISSION STATEMENT: At Bay, we balance challenging academics and innovative thinking with a mindful approach to learning and life. Our goal is to see students unlock their individual and collective potential so they begin to realize their roles in a dynamic world.
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STRATEGIC PLAN OBJECTIVES
The following outlines the primary goal and rationale for each major theme of the Strategic Plan, in addition to the key strategies for implementation.
GOAL
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RATIONALE
KEY STRATEGIES
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1. Inspired Learning and Innovative Teaching GOAL: Enhance and amplify Bay’s flexible, studentcentered model of education in order to further our drive towards authentic learning. RATIONALE: Since its founding The Bay School has embraced innovation in education, moving beyond traditional models to create a broad array of programs that connect with and inspire students’ authentic interests to empower them to lead fulfilling and impactful lives. KEY STRATEGIES:
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STRATEGY 1
STRATEGY 2
STRATEGY 3
Expand interdisciplinary and experiential programming by implementing Bay Schedule 2.0 and Immersives.
Support ongoing, future-focused curriculum design through the creation of a skills-based “Portrait of a Bay Graduate.”
Advance a missiondriven experience that promotes holistic student growth in essential 21st century mindsets and meta-cognitive skills through the examination of Bay’s co-curricular programming.
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2. A Diverse, Equitable, and Inclusive Community GOAL: Increase organizational capacity to advance our collective vision for and commitment to a diverse, equitable, and inclusive school community. RATIONALE: As founding principles of Bay, DEI are integral to education and contribute to building student self-awareness and capacity to look outside oneself in partnership with others to solve some of the world’s most complex challenges. KEY STRATEGIES: STRATEGY 1 Clearly articulate and promote Bay’s DEI mission and vision.
STRATEGY 3 Create and resource the necessary programming, training systems, and staffing levels to advance our vision.
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STRATEGY 2 Collect and analyze current institutional policies, practices, and programs, including their real and perceived impacts.
STRATEGY 4 Maintain Bay’s exceptional commitment to access through our robust Tuition Assistance program.
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3. Sustainable Practices: Employee Support, Tuition Assistance, and Institutional Resilience GOAL: Ensure that the people, programs, and community of Bay thrive for the long-term. RATIONALE: Following a remarkable founding, we have the responsibility to preserve the best of Bay for future students and families. From supporting our exceptional faculty and staff to preserving our deep commitment to access through Tuition Assistance, intentionally planning for all aspects of our community’s future is foundational. KEY STRATEGIES: STRATEGY 1
STRATEGY 2
Attract, retain, and support Bay’s exceptional faculty and staff as the core of the Bay student experience, develop long-term plans to attend to—and further create—an employee culture of wellness, and ensure highly competitive compensation and benefits.
Conservatively steward the school’s resources within the context of a 5-year financial plan, increasing incremental funding while further developing a philanthropic culture of gratitude.
STRATEGY 3
STRATEGY 4
Maintain Bay’s robust Tuition Assistance program through expansion of the school’s endowment.
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Building upon Bay’s momentum in the San Francisco independent school market, update a distinctive and compelling brand identity and consistently communicate Bay’s value proposition and unique programs and culture.
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4. Intentional Culture: Kindness & Innovation
GOAL: Maintain Bay’s distinctive culture of kindness and innovation. RATIONALE: Bay is celebrated as a kind, inclusive, and innovative community. Preserving our core values and the reflective, collaborative culture that drives ongoing innovation as we move through our second decade and beyond is essential. KEY STRATEGIES:
STRATEGY 1 Identify how our core values are lived, maintained, and strengthened within the community along with addressing what obstacles may exist or arise as we evolve.
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STRATEGY 2 Promote broad community engagement and collaboration as a cultural value for all constituents.
STRATEGY 3 Systematize the selection focus and processes of innovation, building upon Bay’s success as a forward-looking, nimble institution.
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5. Collaborative Spaces: Facilities and Technology
GOAL: Expand collaborative and flexible learning, co-curricular, and social spaces that promote Bay’s mission and values. RATIONALE: Space and place matter. Bay students and employees enjoy a unique campus situated in the Presidio, and we are curators of spaces that create community and contribute to learning, engagement, and well-being. KEY STRATEGIES:
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STRATEGY 1
STRATEGY 2
STRATEGY 3
Invigorate existing facilities through ongoing reinvestment, including investments in technological infrastructure.
Envision the future facilities for the Bay program and campus.
Increase creative programming and space solutions for student learning through development of Presidio and city-wide partnerships.
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The Bay School of San Francisco 35 Keyes Avenue | The Presidio San Francisco, California 94129 Phone: 415-561-5800 Fax: 415-561-5808