This has been a year of unprecedented challenges. In some ways, this has been particularly true for schools, and certainly, RSGC has been no exception. The RSGC team, under the leadership of Headmaster Stephen Beatty ’86, has more than risen to the challenge presented by COVID-19 and the changes the pandemic has required. Leading into the pandemic, the school was in a position of strength, both financially and in terms of culture, community and academic programming. Steve’s team of dedicated faculty and staff leveraged this strong position. They created new ways of teaching, improved the physical safety of our school and planned various scenarios for how school might continue. They thought through how best to deliver a learning environment that took into account health and well-being. They worked tirelessly over the summer, and the result is that our boys are back at school learning, albeit in a different way than we would have imagined before March 2020. It has been uplifting to see how well the leadership of the school and the Board have responded. Our community responded to this unprecedented environment in a very Georgian way as well. Due to keen interest from our community, we created the Georgian Unity Fund, which helped fund a 38 per cent increase in requests for financial aid from our existing families as a result of the pandemic. We also met our Annual Giving goal of $600,000. A heart-felt thank you to everyone in the RSGC community who gave so generously. I am pleased to report that we ended the 2019/20 year in a strong financial position, and for the seventh year in a row, we are at full enrollment. In his letter last year, Past Chair Bruce Chapple ’87 mentioned that we were embarking upon the execution of our Knight Vision Strategic Plan, available at www.rsgc.on.ca/discover/strategic-plan-2019. The vision and values that we communicated last year very much remain the cornerstones of our strategy. However, the pandemic has caused us to step back and undertake two streams of work related to our strategic priorities. The first is shorter-term and more tactical, where we will review and adjust as necessary the strategic priorities we had identified for immediate execution. The second is longer-term and involves examining the important big questions that arise from thinking about the “new normal” after the pandemic. There is a lot of uncertainty around what the future will look like, but I believe this is the most critical role your board plays: to do the generative thinking to ensure the school is relevant, well-positioned and sustainable for the long term; and that our boys are well-prepared not only to succeed in the world, but to leave their Georgian mark on it.