ADVANCING OUR VISION

The strength of the Brimmer community shined during an unexpected year

By Judith Guild, Head of School

One year ago, the Board of Trustees approved Brimmer’s Strategic Priorities 2020 & Beyond. Shortly after the pandemic closed down our School last spring and people were asked to quarantine, we decided to launch the plan publicly despite the inevitable restrictions we were certain to face. Our plan went live on our website with a fun animated explainer video, and the spring edition of Brimmer Magazine proudly featured it. While the launch was overshadowed by its timing, its results have been nothing short of spectacular so far.

Brimmer’s four Strategic Priorities are clear and direct. We have been hard at work enhancing our academic programs; improving our athletic, wellness and outdoor facilities; supporting and enriching our faculty through competitive compensation, commitment to diversity, and outstanding professional development; and providing appropriate resources to deliver on all facets of our mission.

Despite, or perhaps because of, the pandemic, our use of innovative technologies and diverse learning platforms has advanced remarkably. Just before the pandemic struck, we had identified a new Learning Management System (LMS). Our faculty worked hard at learning all the rich features and its compatibility with Zoom to accelerate implementation, and it was ready to play a crucial role in providing a robust online learning environment. Our various functions— from the circulation of digital content to research using digital platforms—reached new levels of engagement and achievement. New professional development platforms also increased availability to more faculty as they shifted online and became less costly. Last summer and this fall our faculty engaged with equity and inclusion leaders throughout the region and world as they built capacity to look at our current curriculum through an anti-bias and culturally sensitive lens. While we have several years of work ahead in the areas mentioned, we are off to an outstanding start.

Although the pandemic put athletics on hold, the wellness curriculum launched and moved forward as did the completion of the Lower School Playground and Outdoor Learning Space. Despite the obstacles we faced last spring with building and construction companies, our reconstructed playground opened as a new and exciting outdoor play space with room for outdoor learning in September. Our students love the new open play space, and they immediately incorporated the various elements into their daily work and play. The water pump and stream were an immediate favorite, but so was the mound, tunnel, and cycling path. The amphitheater provides a wonderful space for outdoor drama and presentations, and the more open space works well for students who want to run and play tag. Our wellness curriculum explored new topics in each division as the pandemic challenged our imaginations. We soon found two new offerings, spinning and yoga, were more popular than we had hoped. Other highlights include mindfulness and social emotional learning programs.

Supporting our faculty and assuring that we offer competitive salaries and benefits seemed an overwhelming task last spring. However, two months into the pandemic we received the largest single gift in the School’s history. With this $5 million donation, current use funds were put to work right away for faculty compensation and retention, and we secured the future with The Endowment for Faculty Salaries and Teaching Excellence. This goal was completed well ahead of our expectations. On top of that, additional gifts increased the overall endowment. Simultaneously, we launched several new diversity, equity, and inclusion (DEI) initiatives and multiple professional development and training programs. While DEI work will continue to evolve and expand across the entire community, the School has already made significant progress at the Board, faculty, staff, alumni, and student levels.

Despite, or perhaps because of, the pandemic, our use of innovative technologies and diverse learning platforms has advanced remarkably.

None of this would have been possible without the support of our Development Office and their fundraising efforts. While the year is not over, we are tracking towards breaking the $1 million mark for annual giving, the new playground costs are raised in full, and capital gifts continue to offset extra budgeting demands. The School’s Facilities Committee has now turned its attention to improving our wellness and athletic facilities.

Students enjoy the water element on the new Lower School playground.

Much has been accomplished towards fulfilling our strategic plan in the year since its launch. Though our attention is taxed by the pandemic’s constant challenges, I am excited to see what our community can do. ■