LoyoLa SchooL Strategic PLandocshare01.docshare.tips/files/5709/57095124.pdf · Loyola School...

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LOYOLA SCHOOL STRATEGIC PLAN A VISION FOR THE FUTURE

Transcript of LoyoLa SchooL Strategic PLandocshare01.docshare.tips/files/5709/57095124.pdf · Loyola School...

LoyoLa SchooL Strategic PLanA V IS ION FOR THE FUTURE

Loyola SchoolN ew Yo r k

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Dear Friends,Loyola’s Adult Faith Formation Director, Sister Jo-Ann Flora, SND, recently shared the following quote with me:Visioning is not about predicting the future. It is about discovering who we are and what we are becoming, and the environments we are becoming into. It is about discerning the adaptive challenges and taking the next steps.

The source of the quote is an individual with a doctorate in ministry. That ministry could very well be occurring at Loyola School because the quote describes our experience of visioning at Loyola and the result of that vision—our strategic plan. while not a crystal ball, our strategic plan is based on who we are—uniquely Jesuit, independent, and coeducational—and who we are becoming—an educational institution with first class facilities, competitive salaries, and a growing endowment that will enable Loyola to recruit top students and train leaders from a variety of socio-economic backgrounds hailing from throughout the New York metropolitan area.

The quote also includes the word discerning, a word that frequently appears in the writing of the founder of the Jesuits and our School’s patron, Saint Ignatius Loyola. Ignatius asks Jesuits and all of us in the Loyola community to discern what is best, what is most important, what is the most effective way to serve God by serving others. Let me assure you that Loyola’s strategic plan is the fruit of our discernment.

Such discernment is the result of collaboration with and among all of Loyola’s constituents. I am grateful to my dedicated leadership team at the School: our Headmaster, Jim Lyness; our Vice-President for Advancement and Institutional Planning, Tony oroszlany ’87; our Vice-President for Finance, Susan Durban Conniff; and our Facili-ties Manager, Maryann Asprea. our trustees, led by Chair Bob Sheehy ’68, embraced the work of visioning Loyola’s future and were key in identifying the School’s directions during our discernment. Loyola’s generous and talented faculty engaged in discernment based on their interactions with our students and their professional expertise. our loyal and supportive alumni drew from their experiences of the rewards of a Loyola education to offer assistance in our discernment. Loyola’s strategic planning process was facilitated by my consultant, r.J. Valentino, of the Napa Group; r.J. has collaborated with the presidents of several of Jesuit colleges and universities, with the leaders of the University of California system, and with the heads and advancement teams of private schools throughout the coun-try. His work with Loyola helped us to identify both our areas of pre-eminence and direction for our next steps.

Those next steps include you and all in the Loyola School community. I look forward to continuing the discernment with you as we collaborate to ensure Loyola’s future as the pre-eminent religiously affiliated college preparatory school in the metropolitan area that reflects the diversity of the New York region.

Sincerely,

God’s blessings,

Steve katsouros, SJPresident

a Letter From the President

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Dear Loyola School community,

It is with great pleasure that I, on behalf of Loyola School’s Board of Trustees, present to you Loyola School—A Vision for the Future.

In so doing I would like to acknowledge the work not only of our current trustees, who have approved this plan, but of all of our trustees who have served since Fr. Katsouros’ presidential term began in 2002. A great deal of research went into studying who we are and who we hope to become. Please be assured that we do not plan to change who we are, but do hope to continue to improve all of the services currently offered to our students and faculty.

While we are keenly aware that this strategic plan does not offer answers for every situation that we will face over the next five years, we hope that all strategic decisions over this time period will be addressed in the context of the vision and goals contained in Loyola School—A Vision for the Future.

We are excited by both the simplicity and extensiveness of the plan, and we are confident that Fr. Katsouros’s dynamic leadership, along with the support of the Board, his administrative team, the faculty, and all of you, will help Loyola School achieve this vision for Loyola’s future.

Sincerely,

Robert F. Sheehy ’68Chair, Board of Trustees

a Letter From the chairman of the Board

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Loyola School is an independent, coeducational, Jesuit high school, the only school of its kind in the New York City area. Loyola provides a rigorous college preparatory education that is marked by individual attention and by a close-knit, talented, and diverse community of students and parents, teachers and adminis-trators, alumni and trustees, all collaborating in the transformation of “women and men for others.”

Loyola School was founded as a Catholic boys’ school by the Society of Jesus in 1900. Combining the Jesuit and American independent school traditions, Loyola provided an educational program and environment which, at that time, were only available in private, non-Catholic, college preparatory schools. In 1973, Loyola became coeducational, and today Loyola is the only Jesuit, independent and coed college preparatory secondary school in the Tri-State region. with a student enrollment of approximately 200, the class size average of 15 students promotes participation and individual attention as well as regular opportunities for group work and collaboration.

In the fall of 2006, Loyola School launched a new 5-year strategic planning effort to advance our long-term vision to be recognized as the pre-eminent religiously affiliated college preparatory school in the New York metropolitan area and to reflect the diversity of the New York region.

Introduction

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Loyola School is expanding enrollment strategies from a focus on parochial elementary schools to include the private independent schools in the New York City area. This inclusion recognizes Loyola’s original mission when the School was founded in 1900 and the Jesuits’ historical goal “to influence those who will influence others.” Loyola provides a unique educational experience that incorporates the Jesuit value of “cura personalis” (care for the whole person) into a student transformational experience dedicated to enriching student awareness through experience, reflection and action. As shown in the following table, Loyola’s positioning on key factors is very much characterized by a dual-identity as both Jesuit and independent:

we understand that continued analysis of market data, collected through statistically reliable and valid methodologies, as well as targeted marketing are necessary to successfully satisfy our strategic enrollment goals and to differentiate ourselves in the independent school market.

Characteristic Loyola Other NYC Jesuit Schools

Other NYC Independent Schools

Loyola Identity

Tuition (2007–2008) $24,000 $10,000 – $14,000 $22,000 – $32,000 Independent

School size 50 per grade 150 – 250 per grade 50 per grade Independent

Socio-economicdiversity (% on Aid)

27% – 32% 25% – 32% 15% – 20% Jesuit

Service programs Core to mission Core to mission Noncore Jesuit

Loyola’s Position in the current Secondary Education Market

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For Loyola School, sustaining and enhancing our leadership role in the highly competitive New York private school market and college placement arena requires a refreshed, comprehensive strategy to prepare students intellectually, spiritually, aesthetically, physically, and socially in the Ignatian spirit of cura personalis.

In examining our current strengths and future opportunities, the Loyola School strategic planning process identified five areas of preeminence:

■ Student development and transformation

■ College preparation and placement programs

■ Faculty grounded in Ignatian pedagogy

■ extraordinary relationships of mentoring, networking, and support in the Loyola

■ School community among all constituents

■ Culture of service rooted in faith and values

In this context, achieving our strategic goals requires that Loyola School:

◆ Continue to recruit and retain quality faculty and staff

◆ Increase capacity and upgrade the physical plant

◆ Maintain academic excellence

◆ Grow the endowment

◆ Increase the number of applicants in order to maximize the enrollment level of qualified students

◆ Maintain faculty-staff ratios that ensure the unique Loyola educational experience

◆ expand and manage socioeconomic and ethnic diversity within our community

◆ Create greater awareness and enhance the perception of the school in the regional market

The Loyola School Strategy Action Plan acknowledges the last five year’s (2002-2007) focus on building and improving the foundational elements of faculty and staff acquisition, compensation, retention as well as envisions the next five years (2007-2012) of growth in enrollment, regional presence, academic excel-lence, and the physical plant.

Strategic Planning Background

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Loyola School, uniquely Jesuit, independent, and co-educational, will be recognized as the pre-eminent religiously affiliated college preparatory school in the metropolitan area and will reflect the diversity of the New York region.

Mission StatementAs a Catholic, independent, coeducational, college preparatory, urban, secondary day school, rooted in the Jesuit tradition, Loyola School challenges its young men and women to become intellectually fulfilled, open to growth, religious, loving, and committed to doing justice. Loyola School is committed to chal-lenging its students religiously, intellectually, aesthetically, physically, and socially.

opportunities for personal study, reflection, and leadership allow students to expand their knowledge, develop their skills, mature as individuals and community members, and realize the goodness inherent in themselves and all God's creation.

In keeping with the Ignatian spirit of cura personalis (care for the whole person), Loyola School strives to develop the diverse and unique talents of each member of the Loyola community, and encourages the use of these talents to serve others for the greater glory of God.

Statement of BeliefsAs an independent, Catholic School in the Jesuit tradition, we believe that…

■ All people are intrinsically good and have a right to be respected and treated with dignity.

■ Faith in the values of the Gospel contributes significantly to the individual’s moral and intellectual development, and a commitment to serving others.

■ each individual has God-given talents that contribute to the growth of the community.

■ The dynamic interaction of all members of the community is essential to the learning environment.

■ Learning takes place within a caring environment that supports risk-taking, collaboration and trust.

■ reflection enhances and deepens each experience for the individual.

■ All individuals can learn, but not all learn in the same way.

■ Learning is a lifelong process.

■ Learning how to learn is essential to the growth of the individual.

■ Growth involves the development of a strong sense of self.

Vision

Mission Statement and Statement of Beliefs

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1. Increase the number of applicants in order to maximize the enrollment level of qualified students.

2. Grow scholarship endowment to lessen the dependency on current operating revenues.

3. Build upon our academic and extracurricular excellence. 4. continue to build a market based total compensation program that supports faculty and staff development and retention.

5. Increase and improve the School’s facilities.

Goal 1: Increase the number of applicants in order to maximize the enrollment level of qualified students.

STrATeGIeS:

1. Gather, assess and utilize regional market research data and information to influence Loyola School enrollment strategies. • Reviewandrevisethe“ProvisionalStrategicEnrollmentPlan”inlightofadditionalrelevantdata collected annually.

2. review and revise the admissions process, including publications and other collateral materials, based on the market data and targeted enrollment outcomes. • WorkwithaPRfirmtoplanforwiderexposureofLoyolaintheNewYorkmetropolitanareato parents and students. • Focuseffortsontarget-marketbasedtactics. • Maintain,update,andcontinuetoenhancetheLoyolaexternalwebsite.

3. explore additional in-house programs that may expand the applicant pool, such as increased current parent participation in the admissions process and a summer enrichment program for middle school students.

Goals and Strategies

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Goal 2: Grow scholarship endowment to lessen the dependency on current operating revenues.

STrATeGIeS:

1. Plan for and launch a personalized special endowment and capital gift campaign that grows endowment to $10-$12 million and helps address classroom, field, office and infrastructure needs.

2. Maximize endowment contribution to the operating budget through ongoing review of returns and the spending rate.

3. Annually review and determine with Loyola’s finance office the ideal percentage of scholarship assistance to be funded by endowment returns, ideal percentage of operating budget to be funded by Annual Giving, and how growth in the Annual Fund can help fund ongoing capital projects.

4. endeavor to be in top quartile of New York City Independent and Jesuit schools for highest average annual fund gift per student, highest average total event revenues per student, and highest average endowment total per student.

5. establish a five year coordinated advancement plan which looks at the development of a major gift management system, the alumni relations program, the school’s donor cultivation program and staffing needs.

Goal 3: Build upon our academic and extracurricular excellence.

STrATeGIeS:

1. Conduct a comprehensive curriculum review to affirm and strengthen the academic program and to align curriculum with the “Grad at Grad” goals.

2. enhance student transformation and leverage the “Grad at Grad” program and the Ignatian Pedagogical Paradigm as a unique positioning characteristic and a core component of the Loyola School educational experience.

3. enrich and expand an extracurricular program to further fulfill the School’s mission and complements the philosophy of the formation of the whole person.

4. enhance the faculty involvement in student growth and development through the Mentor Program.

5. recruit, hire, develop and retain the faculty and staff necessary to ensure program quality, academic excellence, continued pre-eminence in college preparation and placement, and the faculty/student ratios critical to the Loyola education experience.

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Goal 4: Continue to build a market based total compensation program that supports faculty and staff development and retention.

STrATeGIeS:

1. ensure that the total compensation package for faculty and staff is competitive and is informed by Loyola School strategic goals and objectives.

Goal 5: Increase and improve the School’s facilities.

STrATeGIeS:

1. Consider and assess options to expand the school’s physical plant; explore the possibility of expanding into underutilized space within the Jesuit complex on 83rd Street.

2. Continue to renovate and upgrade existing buildings and facilities to include renovation of the 5th and ground floors.

3. explore athletic playing field options for Loyola School’s athletic teams and develop a plan to implement the recommendations.

6. Strengthen professional growth and development for faculty and provide annual in-service opportunities including growth in the Ignatian Pedagogical Paradigm and other professional activities.

7. encourage, foster and support faculty use of technology as an instructional tool and as an educational resource for Loyola School.

8. Increase and enhance parent/school communication and collaboration to benefit Loyola students’ overall growth and development.

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1. This strategic plan and the aforementioned goals will allow Loyola School to strengthen the foundation of the distinctive student experience that we provide for students who will become society’s leaders in the 21st century.

2. our comprehensive approach will allow the School to grow in response to the changing dynamics of postsecondary education and achieve the aspirations of our vision as the pre-eminent religiously affiliated college preparatory school in the New York region.

3. Given that this strategic plan is a living document which will be reviewed on an annual basis, implementation will occur during the next five years through multiyear planning, resource management, and measurement. Annual reviews of this plan will align the School’s leadership and the Board of Trustees on outcomes stemming from the strategies and initiatives contained herein.

4. Annual planning and mid-year assessments of progress and outcomes have been instituted as part of the School’s management practices. each year, the School’s leadership team will develop and share with the Board and its Committee Chairs reports that measure progress against this strategic plan.

5. The Board and its Committee Chairs will work with the leadership team to ensure that Loyola’s annual goals are implemented successfully and aligned with this strategic plan.

Implementation

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Stephen Katsouros, S.J., President

Robert Sheehy ’68, ChairmanMalcolm Speed ’70, Vice Chairman

James Lyness, HeadmasterJeffery Alpi ’90, Faculty Representative

Susan Conniff, Vice President for FinanceBridgett Lundy, Parents Association President

Rose McSween, Board SecretaryTony Oroszlany ’87, Vice President for Advancement

Raquel BakerVincent Biagi, S.J.

Julie Casella-EspositoMark CullenPatrick Dore

James Duffy ’70Margaret Florentine

Dinah GretschTimothy Kesicki, S.J.

Mary Claire Bonner LagnoDale McDonald, PBVM

Charles Marino ’73James Martin, S.J.

Victoria McLaughlinRalph Metts, S.J.

Walter Modrys, S.J.Francis Nemia ’73

John O’BrienRobert PerrottaJoseph Sorbera

Anil Stevens ’89James Vinci

2007–2008 Board of Trustees

LoyoLa SchooL980 Park Avenue

New York, NY 10028www.loyola-nyc.org