b'PRINCIPALS MESSAGE SARAH BRUCEThe 2020-2021 school year was our final year under the guidance of the 2016-2021 strategic plan. The goal of this plan was to enhance Greenwoods ability to provide a customized learning experience for students and to encourage the building of character and community. Six priorities for Greenwood were identified; I am happy to report on our progress in all of these areas, and I look forward to reporting on the progress of our new plan, Venture Further Together, next year.1 Invest in the Greenwood Centre for Teaching and LearningLast year saw the expanded role of coaching within our teacher growth model. Nine experienced teachers opted for our project model to drive their growth, which involves choosing an aspect of student learning or well-being and completing an inquiry project on that area throughout the year. This shows significant investment in professional development, and that investment will be reflected in their teaching. We also formalized our mentoring program for new staff members; each mentor receives training before being paired with a mentee, and mentors roles with their mentees have been expanded. In keeping with Greenwoods commitment to health and well-being and to diversity, equity, inclusion and belonging, the Centre worked intentionally with Kathryn Connelly, Director, Student Well-being and Rachael Brownell-Swain, Director, Diversity, Equity, Inclusion and Outreach to ensure that those areas are woven into both teacher goals and teaching and learning. Given last years hybrid approach to learning for Grade 9-12 students, the Centre was actively involved in developing best practices for that model and supporting teachers in implementing those practices. The Centre also expanded the number of staff members completing coaching training through the Conference of Independent Schools (CIS); Greenwood is co-leading this effort in concert with fellow CIS schools.Greenwood Annual Report 2020/2021 3'