INSPIRING GIRLS. CULTIVATING LEADERS.
During the next five years, Columbus School for Girls will position the school as a best-in-class community asset in the cultivation and development of girls’ leadership. We will capitalize on our distinct Bexley location and create more porous and strategic connections with our community. As a result, we expect to emerge as a hub of young women’s leadership development activity and as a flagship center for girls’ and young women’s leadership and wellness.
Serving as a community asset with an ecosystem of potential leadership programs and services, CSG will provide programs for girls, young women, and professional women throughout the community. A speaker series, community events and forums, extended education programs throughout the year aimed at various audiences, and a signature academic program at CSG focused upon girls’ and young women’s leadership and wellness will be components of our program and hallmarks of our center.
STRENGTHEN AND IMPLEMENT A SIGNATURE GIRLS' PROGRAM FOR LEADERSHIP AND WELLNESS.
• Develop a comprehensive leadership curriculum continuum that builds on CSG’s strength of honing leadership skills in each student and positions CSG as an educational leader in developing lifelong learners and leaders.
• Strengthen and deepen our culture of wellness at CSG through intentional, community-wide programs that build on our strength of academic excellence in a culture that values and promotes social, emotional, and physical wellness.
• Consider the creation of a diploma distinction through the leadership and wellness program that will serve as an academic identifier of completion and a point of differentiation in the marketplace of school choices.
DESIGN AND LAUNCH THE CENTER FOR GIRLS AND YOUNG WOMEN'S LEADERSHIP AND WELLNESS.
• Create an advisory group to counsel the School as this program develops.
• Conduct an assessment and competitive gap analysis of leadership programs in the city and region.
• Develop an inventory of strategic alliances and relationships that could be forged as a result of the center.
• Create a shared vision and charter for the center and the opportunity it affords the community.
• Determine the ecosystem of services that will drive the center and extend into the community with a strategic eye toward revenue – and demand-enhancement for the school program.