Strategic Plan

List of 5 items.

• Curriculum: Mastery & Relevance

  在21世纪的全球背景下，设计和实施体现工作学习崇拜传统价值观的教育项目——将这些价值观根植于严谨的学术中, real-world relevance, and a skill-focused curriculum. 
  
  

  Create an authentic, division-aligned, cross-curricular, 应用学习课程侧重于我们的学生和他们在现代全球经济中取得成功所需的技能.
  
  

  • Create a clear vision for our curriculum and academic program.
  • Create a “Portrait of a Rabun Gap Graduate.”
  • Create and maintain curriculum maps for all three divisions.
  • 建立一个学术领导团队，访问其他机构(包括大学)，以确保我们的学生学习必要的技能，使他们能够成为职业生涯中的领导者.
  • Implement concentration areas of study for Entrepreneurship & Financial Literacy and Architecture & Design.
  • 评估我们的宗教研究课程，以更好地反映我们的国际和本地社区之间的平衡.
  • Align our academic, arts, and athletics programs across the three divisions.
  • 评估三个部门的每周时间表，并确定最佳时间表，以促进我们的学术愿景.

• Faculty & Staff: Heart of Excellence

  Explore and secure pioneering ways to attract, retain, and develop mission-driven faculty who inspire, empower, and challenge students, 让他们为未来的世界做好准备，在这个世界上，他们创造积极影响的机会是无限的.
  
  

  Develop a systematic approach to attract and retain the highest quality faculty and staff. 
  

  • Establish goals for retention and recruitment.
  • 审查与拉本Gap类似的区域和国家机构的薪酬和福利方案, taking into consideration equity in benefits.
  • 在强调高标准教学的体系内，发起和发展加薪, coaching, arts programming, residential programming, and other faculty duties.
  • Evaluate work-life balance and commitments for faculty.
  • Implement ways to support mental and physical health, including ways to address emotional support and geographic isolation.
  • Create a clear, 招聘更多种族和民族多样化的教师和高级行政团队成员的合作过程，以更好地反映我们学生群体的多样性.
  • Evaluate and prioritize the renovation of existing faculty homes, explore the need to build additional faculty homes, and consider other options to accommodate our growing faculty.
  • Institute an evaluation and/or growth plan process for faculty and staff.
  • Establish a “mentor” program for all new faculty and staff.
  • 创建一个“教师肖像”，以反映一个成功的拉本Gap教师的标准, containing elements consistent with the “Portrait of a Rabun Gap Graduate.” 

  
  
  

• Land & Facilities: Our Mountain Heritage

  保护和利用我们无与伦比的校园，最大限度地为我们的社区提供学习机会-创造相互依存的自然和建筑环境，旨在丰富思想, nurture the body, and refresh the spirit.
  
  

  Optimize the use of Rabun Gap’s amazing 1,400 acres of land and facilities to create an environment for community engagement, curricular development, and faculty retention, while providing a sustainable model for the future.
  

  • Develop a campus master plan and land use policy.
  • Create mission-aligned, 注重环境的校园使用政策，包括环境机会和增加收入来源.
  • Implement innovative and flexible learning spaces that reflect our relevant curriculum, while utilizing our unique natural landscape.

  Ensure a modern, environmentally conscious, and relevant campus with a focus on academics, arts, housing, and athletics. 
  

  • 翻新霍奇森大厅教室，创造一个“应用学习”环境的最佳空间.
  • Complete the Middle School outdoor classroom.
  • Evaluate the need to renovate areas of the Arts & Technology Building.
  • Upgrade our athletic facilities, including a lighted stadium for multiple sports.
  • 更新和保护历史悠久的校园设施，使其更有效地在现代使用，在需要时解决延期维护和翻新问题.

• Campus & Beyond: Building One Community

  Embrace our diverse school community and safeguard

  our communal health, while practicing the values of hospitality, empathy, and leadership rooted in service.
  

  • Examine the relevance of each of the school pillars, Work Study Worship, and establish a unified understanding of each.
  • Hire a Director of Diversity, Equity, 作为一名高级管理人员，为整个学校社区的教职员工提供专业发展培训 .
  • 在当地社区发展伙伴关系，协助建立“一个社区”的理念, which will allow people from the community to better understand Rabun Gap.
  • Create domestic and international travel opportunities for our students.
  • Evaluate our community service program to prioritize local community needs, while creating incentives for top community service hour earners.
  • Establish a Racial and Social Justice Issues Group to focus on ensuring inclusivity.
  • 制定“学生肖像”和/或“拉本Gap毕业生肖像”，并为这些目标制定共同的责任.

• Visionary Leadership: Sustaining our Mission

  通过富有远见的领导和纪律严明的管理，保护bet9九州体育下载的未来, financial, environmental, and capital resources.
  
  

  Create a mission-aligned, 可持续的财务模式，使我们每年的捐款减少，同时维持所有计划需要的平衡预算.
  

  • Grow philanthropic engagement from school constituents and other supporters.
  • Expand auxiliary revenue streams through summer programs and other services.
  • Establish effective enrollment management plan to ensure fiscal sustainability

  
  
  

  Continue to strengthen our Board of Trustees and its strategic focus.

  • Broaden membership on the Board of Trustees to reflect all facets of diversity.
  • 重点招聘和留住与拉本Gap有联系的董事会成员，以加强留住受托人.
  • 加强校董会及校董会委任的委员会的种族及民族多元化，以更好地反映所服务的学生群体.
  • 通过在其他美国和国际城市(包括那些具有地理相关性的城市)招聘来扩大地域董事会的代表性.e. Athens, Asheville, Greenville, Charlotte).
  • 重点招聘具备不同技能的董事会成员，以增强董事会的能力和竞争力.
  • 在董事会会议上定期安排项目，加强董事会对最佳治理实践和战略重要性的理解, not operational, Board focus. 

  Establish endowment and capital campaign goals considering the programmatic, financial aid and capital needs identified in the other areas of the strategic plan.
  

  • 进行筹款可行性研究，为全面的捐赠和资本活动建立切合实际的目标.
  • 优先考虑和安排潜在的活动，以反映机构的优先事项和可行性研究结果.
  • Continue to promote legacy giving toward the goal of at least $100 million endowment.