WPGA Strategic Plan 2014-2019

Forward Together
West Point Grey Academy Strategic Plan 2014-2019
TEACHING AND LEARNING
LEARNING ENVIRONMENTS
COMMUNITY ENGAGEMENT
HEALTHY BALANCE

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 faculty,
staff, students and Board members, are excited
to implement the plan, which focuses on FOUR
STRATEGIC PRIORITIES:
TEACHING AND LEARNING
LEARNING ENVIRONMENTS
COMMUNITY ENGAGEMENT
HEALTHY BALANCE

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 considering students’
future lives and the skills needed to
address 21st century issues, including
global citizenship, sustainability,
entrepreneurship and social justice.
Actions
1. ATTRACT, RETAIN AND GROW
outstanding teachers and staff with a
high-performance human resources
plan.
2. EMPLOY EXPERTISE in brain
research, attachment theory and
technology to strengthen student
engagement and achievement.
3. DELIVER FUTURE-FOCUSED
CURRICULUM, integrating
interdisciplinary, project-based
learning and strategic partnerships.
4. EXPAND LOCAL AND GLOBAL
opportunities for experiential learning
and service work.
Outcome
BY 2019, WPGA WILL BE TRULY
FUTURE-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 universities,
business and First Nations leaders, and
other difference makers.

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 purposefully designed
learning spaces improve student learning
and achievement.
Actions
1. PROVIDE SUSTAINABLE FACILITIES
that inspire innovation and creative
collaboration and promote community
engagement and wellness.
2. OFFER ONLINE COURSES to increase
technology expertise and global
connectivity.
3. DEVELOP COMPREHENSIVE
FINANCIAL SUSTAINABILITY and
fundraising plans, including an annual
giving fund for program enrichment
and new facilities.
4. GROW OUR ENDOWMENT FUND to
offer need-based scholarships.
5. MAKE ENVIRONMENTAL
STEWARDSHIP integral to all facets of
school life and central to the lives of
students and staff.
Outcome
BUILDING OR PROVIDING new academic,
athletics, and visual and performing
arts spaces will enhance collaboration,
innovation and participation within our
school community. “Green” buildings,
which respect First Nations traditions and
seamlessly integrate technology, will help
to graduate ecologically, culturally and
digitally 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 integral to the school’s
success. Our open, informal family culture,
rooted in close, caring relationships, must
be nurtured for continuous school growth.
Actions
1. IMPLEMENT A COMMUNICATIONS
PLAN to improve engagement with
students, staff, parents, alumni and the
broader community.
2. ESTABLISH AN ADVANCEMENT
OFFICE to foster a culture of
philanthropy and support for
volunteers and alumni.
3. DEVELOP A COMMUNITY
ENGAGEMENT STRATEGY to
strengthen relationships with leading
universities, First Nations communities,
the Province, the City of Vancouver,
and values-aligned organizations.
4. EXPAND SERVICE LEARNING
OPPORTUNITIES—locally, nationally
and internationally.
Outcome
IN DEVELOPING OUR UNIQUE CULTURE,
students, staff, parents and alumni will be
more engaged and supportive—of each
other, school events and giving programs. In
cultivating our commitment to volunteerism,
we affirm our role as a private school with
a public purpose. A respected community
stakeholder, we will continue to work closely
with the Province, Musqueam Band and
other key parties to secure our long-term
land arrangement, expected by 2017.

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 direction.
Actions
1. ESTABLISH ANNUAL GOAL SETTING
(students and staff) and professional
growth plans (staff), mentored by a
teacher or supervisor.
2. INCREASE OPPORTUNITIES for
students and staff to lead and have a
voice, with students involved in more
school committees and decisionmaking
processes.
3. EXPAND CHARACTER EDUCATION
and outdoor environmental programs.
4. MONITOR DEMANDS and
expectations of students and staff.
5. IMPLEMENT MORE WELLNESS
PROGRAMS for students and staff,
e.g. time management, decision
making, nutrition and fitness.
Outcome
STUDENT AND STAFF WELLNESS
will improve, and students will acquire
the mindfulness, empathy and skills to
make healthy decisions and address
inequalities. Through life skills learning,
and by empowering students and staff
to self-advocate and help shape school
programs, events and calendars, our
community will achieve and maintain
balance.
.

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.

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 beginning fall
2015. Performance will be assessed yearly
in several ways, including
From left to right: Stephen Anthony, Head of Senior School;
Peter Blake, WPGA Board Vice Chair; Tam Matthews, Head of
School; Ciara Corcoran, Junior School Principal; and Robert
Standerwick, WPGA Board Chair.
• program and curricular implementation
• increased strategic partnerships
• exam results (FSA, AP, SAT, provincial)
• university placement and scholarships
• student, staff, parent and alumni
surveys
• alumni and service tracking studies
• event and volunteer participation
• competitive compensation and
professional development
• admissions and retention data
• school diversity and accessibility
• financial benchmarking
• fundraising and endowment growth
• facilities capital projects completion
Progredimini Confidenter | Go Forth With Confidence
West Point Grey Academy
4125 West 8th Avenue, Vancouver, British Columbia, V6R 4P9
wpga.ca