H i g H l i g H t s f r o m t H e

N a N s e m o N d - s u f f o l k a c a d e m y s t r a t e g i c P l a n 2 0 1 1 – 2 0 1 6

[ o u r m i s s i o N ]

The mission of Nansemond-suffolk academy is to

provide an academically rigorous college preparatory

education in an atmosphere fostering moral character,

respect, responsibility and compassion. With a

commitment to honor above all, the academy seeks

to develop and inspire leaders who value diversity,

creativity, scholastic excellence and community service.

[ s t r a t e g i c P l a n 2 0 1 1 – 2 0 1 6 ]

“Education has changed from generation to generation. When our children leave NSA for college and then begin their careers, they will not just be competing with students in their community, but also against people around the world. In addition to providing a solid educational experience, a school also needs to make students aware they are global citizens and still in the skills that will help them integrate their knowledge and experiences with the larger world community. This is why the development of character with education is a priority for us.”

— Venu and Prashanthi Koduri Current Parents

[ T h a n k Y o u ]

ansemond-Suffolk Academy wishes to thank the following individuals who served on the Strategic Planning Committee:

Robert E. AndersonStrategic Planning Committee Chairman, Member of NSA Board of Trustees and Parent of Alumni

Colley W. Bell IIIHead of School and Current Parent

S. Jane BentonMember of NSA Board of Trustees and Current Parent

Charles R. Birdsong ’88Chairman of the Board of Trustees, Parent of Alumnus and Current Parent

Donal E. BirminghamDirector of College Counseling and Current Parent

A. Trent Blythe ’89Director of Admissions and Current Parent

R. Scott CarrTreasurer of NSA Board of Trustees, Finance Committee Chairman, Strategic Plan Finance Committee Chairman and Current Parent

Kenda G. Council ’91Director of Development & Marketing, former member of NSA Board of Trustees, Current Parent

Harry Lee Cross IIIMember of NSA Board of Trustees and Parent of Alumni

Carlton L. Cutchin IIIMember of NSA Board of Trustees, Parent of Alumna and Current Parent

Andrew J. Dewing ’80Alumni Association President, Strategic Plan Technology Committee Chairman, Parent of Alumnus and Current Parent

Megan E. EdwardsUpper School Instructor and Current Parent

Robert J. GiesNSA Board of Trustees Development Committee Chairman, Strategic Plan Program Committee Chairman and Current Parent

Jeffrey K. GoughCurrent Parent

J. Pretlow Henderson ’93Current Parent

Edie S. Higinbotham ’85Assistant Head of School for Finance and Current Parent

John J. HoyParent of Alumna and Current Parent

Keith D. HortonMember of NSA Board of Trustees, Strategic Plan Community Chairman and Parent of Alumnus

Michelle J. Horton ’89Director of the Middle School

Tonya L. JonesCurrent Parent

Brenda D. KincaidUpper School Headmaster and Parent of Alumni

Susan E. Ohmsen ’83Member of NSA Board of Trustees and Parent of Alumnus

Kimberly J. Mason ’80Upper School Instructor, Parent of Alumnus and Current Parent

Mary Hunter Naismith ’01Lower School Instructor

William A. PeakVice Chairman of the Board of Trustees and Current Parent

Dana L. RichardsonFinancial Aid Coordinator, Database Manager and Parent of Alumnus

Betty Jean Riddick ’72Director of Athletics

William H. Riddick IIIPast Chairman of the Board, Member of NSA Board of Trustees, Parent of Alumna and Current Parent

W. Douglas Russell ’80Member of NSA Board of Trustees, Strategic Plan Facility Committee Chairman and Current Parent

Dianne C. TurnerPast President of Parent-Teacher Organization and Current Parent

Nancy B. WebbLower School Headmaster, Parent of Alumni and Grandparent

N

32

[ P r e P a r i n g T h e W h o l e C h i l d ]

[ i N t r o d u C t i o N ]

over 45 years ago, Nansemond-Suffolk Academy’s first Head of

School, Arthur E. Jones, articulated a singular goal – to “make NSA

second to none in the Commonwealth of Virginia for educational

excellence.” this simple yet uncompromising ideal has propelled

Nansemond-Suffolk Academy through four decades as a leader in

pre-school through 12th grade education in the Hampton roads

area. in 2009 work began on a new Strategic Plan that would not

only build on the tenets of our past, but also bring into focus the

vision of the school for decades to come. that effort has now come

to fruition. the 2011-2016 Strategic Plan – which focuses on the

five “pillars” of programs, facility, community, technology and

finance – has been endorsed by the school’s Board of trustees. read

on for highlights from the plan along with details about the rigorous

process involved and the people who were instrumental in creating

this new road map and action plan for NSA’s continued success.

[ T h a n k Y o u ]

[ F r o m T h e C h a i r m a n o F T h e B o a r d o F T r u s T e e s ]

dear Saints,

Working on the school’s new Strategic Plan has been my privilege – as Chairman of the Board of trustees, as a parent and as

an alumnus. in this effort we stand on the shoulders of all who have come before us, including founders of the school, alumni,

parents of alumni, grandparents, faculty and staff, and crafters of past strategic plans. together we have created a new plan to

help guide the leaders of our school through the years ahead.

We recognize that in order to remain competitive – winning athletic, artistic and academic championships, sending our students

to select colleges and universities, and producing citizens ready to excel in life – we must reflect on any and all ways that our

school can be improved. thus, the task of creating the Strategic Plan for Nansemond-Suffolk Academy was launched.

Led by dr. robert E. Anderson, the Strategic Planning Committee sought input from the many people who care deeply about

our school – students, parents, alumni, parents of alumni, grandparents, administrators, faculty, friends and donors. With the

help of everything from on-line surveys to robust open forums, the committee analyzed the school’s history and examined the

market influences that will affect our school’s future. it was an invigorating experience and i am eternally grateful for the hard

work and dedication of all who contributed.

this Strategic Plan presents a defining moment for Nansemond-Suffolk Academy. As our school evolves, we build on the bold

vision of parents and friends who created a small independent school with distinctive traditions, values and beliefs 45 years ago. this

plan demonstrates our intention to make NSA an even stronger independent school for our students, teachers and community.

We know our plans are ambitious and we welcome the challenge. While it will take steadfast commitment, increased funding

and broader community support, we are confident that it can and will be done. in all that we do, we will continue to strive for

excellence and Honor Above All.

regards,

Charles r. Birdsong ’88

Chairman, NSA Board of Trustees

Board of Trustees 2010-2011

Robert E. Anderson

Shirley Culpepper Baldwin ’78

S. Jane Benton

Charles R. Birdsong ’88

Mark H. Brinkley ’85

Monica Y. Brothers

R. Scott Carr

Harry L. Cross III

Carlton L. Cutchin III

Robert J. Gies

J. David Gray III

William W. Hannah

J. Carney Hawks ’92

Keith D. Horton

Crystal H. Jackson

Robert W. Jones

Deborah M. McHorney

Anne E. Morgan ’90

Susan E. Ohmsen ’83

William A. Peak

W. Wayne Perry

William H. Riddick III

Brian T. Rowe

W. Douglas Russell ’80

Kevin J. Ruth

Nancy M. Tuck ’82

James E. Turner, Jr.

Dean G. Vincent

Kenneth W. Wren, Jr.

3

[ F r o m T h e h e a d o F s C h o o l ]

dear Friends,

Not long ago Nansemond-Suffolk Academy embarked on a journey to develop a new Strategic Plan that would reaffirm who we

are and where we are going as a school community. NSA needed a vehicle through which positive change could be identified,

embraced and initiated. the trick would be creating a document that actually provides valuable guidance for the future, as opposed

to just attracting dust on a shelf somewhere. i believe that has been achieved!

We live in an age when change is no longer merely inevitable – it’s here. Just consider the impact Facebook, Youtube, cloud

technologies and the information revolution have had on our world in the last few years. in light of all this, the Strategic Planning

Committee even questioned the wisdom of developing a new plan in the midst of so many political, economic and social shifts.

We concluded that now is the perfect time to map out the steps required to ensure that NSA will continue to excel in a rapidly

changing world. As a rising tide of global competition sweeps over the educational landscape, among many other current and

coming changes, we felt strongly that planning now for our school’s future was more than prudent; it was crucial.

the plan that was developed is not static. Adjustments will undoubtedly need to be made as circumstances warrant. But because it

was based on five “pillars of excellence” that were drawn from our school’s most basic mission, i’m confident that the overall thrust

of the plan is on target as a catalyst for positive change. it represents a way forward in advancing and modernizing the school’s

mission, a way to continue meeting the needs of families who want a rigorous and meaningful education for their children – with

Honor Above All.

With this Strategic Plan, a school whose story began 45 years ago starts a new chapter. the goal, however, hasn’t changed: to

create an educational experience that prepares our children to walk confidently, boldly and independently beyond these halls –

as graduates of this extraordinary school nestled here in Suffolk, Virginia.

Very truly Yours,

Colley W. Bell iii

Head of School

Administration

Colley W. Bell III

Head of School

Edie Saecker Higinbotham ’85

Assistant Head of School for Finance

Brenda D. Kincaid

Headmaster of the Upper School

Nancy B. Webb

Headmaster of the Lower School

Michelle J. Horton ’89

Director of the Middle School

A. Trent Blythe ’89

Director of Admissions

Kenda Goldberg Council ’91

Director of Advancement

5

[ F r o m T h e s T r a T e g i C P l a n n i n g C h a i r m a n ]

dear Members of the NSA Family,

When asked to chair the Nansemond-Suffolk Academy Strategic Planning Committee, i had no idea what a tremendous adventure

this task would be.

i have had the good fortune to be associated with NSA for over 20 years in my role as a parent, and over the past six years as a

member of the Board of trustees. though my children are now graduated, my affinity for this great school remains strong. it

has been an honor to lead this talented and dedicated committee as we developed the plan to guide NSA for the next generation

of students and parents! the 2011-2016 Strategic Plan represents the hopes and dreams of the many constituencies that make

up the Nansemond-Suffolk Academy family.

Many times throughout this process, i wished that everyone in the community would have been present to witness first-hand the

energy that went into developing this plan, from our administration, faculty, alumni, staff and committee volunteers to our parents,

grandparents and friends of NSA. our open forums with the NSA community resulted in invaluable input and participation.

i trust you will agree that this plan provides clear direction for Nansemond-Suffolk Academy for years to come. it also provides

a framework for our school to achieve financial sustainability while exemplifying excellence in academics, arts and athletics.

this is an exciting moment in the life of our school and this plan represents the inspired thinking of our entire community.

i am grateful for the opportunity to participate in this journey and am profoundly indebted to all of you who have helped bring

us to this…our Strategic Plan.

Sincerely,

robert E. Anderson, d.d.S.

Chairman, NSA Strategic Planning Committee

Strategic Planning Committee

Robert E. Anderson

Colley W. Bell III

S. Jane Benton

Charles R. Birdsong ’88

Donal E. Birmingham

A. Trent Blythe ’89

R. Scott Carr

Kenda G. Council ’91

Harry Lee Cross III

Carlton L. Cutchin III

Andrew J. Dewing ’80

Megan E. Edwards

Robert J. Gies

Jeffrey K. Gough

J. Pretlow Henderson ’93

Edie S. Higinbotham ’85

John J. Hoy

Keith D. Horton

Michelle J. Horton ’89

Tonya L. Jones

Brenda D. Kincaid

Susan E. Ohmsen ’83

Kimberly J. Mason ’80

Mary Hunter Naismith ’01

William A. Peak

Dana L. Richardson

Betty Jean Riddick ’72

William H. Riddick III

W. Douglas Russell ’80

Dianne C. Turner

Nancy B. Webb

7

[ T h e P r o C e s s ]

n the spring of 2009, a Strategic Planning Committee was named with representation from every constituency in the

Nansemond-Suffolk Academy community. in addition to reviewing the 2003-2008 Strategic Plan initiatives and conduct-

ing primary research that included surveys and open forums, the committee studied and analyzed comparable schools, historic

trends, regional demographics, and independent school benchmarks and best practices.

• Spring 2009 – Revisiting the Mission Statement

– the Board of trustees adopts NSA’s revised Mission Statement.

• Planning is then framed under the tenets of the Mission Statement.

• Based on the school’s mission, the Strategic Planning Committee begins its work.

• Summer 2009 – Building the Situation Analysis

– the Administration Studies comparable models of other independent schools. these schools are members of the National

Association of independent Schools that are:

• Of a similar age (40-50 years old)

• Located in a rural setting no more than 30 miles from a major metropolitan area

• Funded through endowments no larger than $5 million

• Fall 2009 – Constructing the Strategic Framework

– Based on the situation analysis and the school’s mission, a framework is constructed to define a set of limited priorities

based on five areas: programs, facility, community, technology and finance.

– Subcommittees are created to review and discuss the five priority areas.

• Winter 2009 through Spring 2010 – Developing Primary Priorities

– Forums are planned and surveys constructed and disseminated to help inform the committee on the “needs” of the community.

– Based on the review of the community feedback, the subcommittees report to the Strategic Planning Committee.

– the Strategic Planning Committee shapes three primary priorities to adopt in each of the five areas.

– the Strategic Planning Committee builds secondary and tertiary initiatives in support of the primary priorities, thus

completing the framework.

i

9

“I’ve been a parent at NSA for 9 years and my family has always been pleased with the school. This past year we’ve gone from being happy to being thrilled and excited as NSA moves into the future. Last spring’s open-to-all strategic planning meetings demonstrated how the school is interested in hearing from parents and striving to stay ahead of the game with technology, facilities, curriculum and student support. Already some of the great ideas from those meetings have been implemented – it wasn’t just talk!”

— Amy Birdsong Current Parent

[ T h e P i l l a r s ]

he 2011-2016 Strategic Plan organizes its recommended initiatives into five key areas, or pillars – programs, facility,

community, technology and finance. Some of the 130 initiatives included in the plan – everything from broad, long-term goals

to highly specific and practical to-do items – can be found in this document’s final pages.

• Late Spring 2010 – Accepting Strategic Framework by Committee

– the Strategic Planning Committee adopts the Strategic Framework and proffers it to the Board of trustees for formal adoption.

• Fall 2010 – Accepting Strategic Framework by Board of Trustees

– the Board of trustees approves and adopts the Strategic Framework as the working document that forms the Strategic Plan.

• 2011-2016 – Implementing the Plan

– the Board of trustees tasks the administration to implement those elements of the 2011-2016 Strategic Plan based on

ongoing analysis of contemporary benchmarks.

t

“An academically accomplished, talented and athletic student body deserves facilities that not only further the pursuit of excellence but also reflect the caliber of students they nurture. I envision a performing arts center suited to host our flourishing and dynamic fine arts program, sports facilities that truly represent the qualities of our athletes, and classrooms outfitted with the technology needed to compete in the 21st century. How pleased I am that the new Strategic Plan identified these areas and that NSA is making plans for improving technology on campus and planning for the addition of new, first-rate facilities.”

— Bracey Parr Class of 2011

11

[ T h e P r o C e s s C o n T i n u e d ]

[ P r o g r a m s ]

f an education were a living, breathing thing – which in many ways it is – then a school’s programs would be its heart and soul.

While facilities and technology and many other objectives are important, programs (both curricular and extracurricular) are

what make an NSA education an extraordinary, life-affirming experience. Whether in a classroom or on a ball field or stage,

what is taught, how it is taught and who teaches it can make the difference in developing lifelong intellectual curiosity and

acuity, broadening horizons, building character and preparing for a fulfilling future. the fact that so much of the Strategic Plan

focuses on the school’s programs (97 out of 130 initiatives) is a good indicator that the school’s heart and soul is in the right place.

Program priorities

• Acknowledge, reaffirm and continue to promote the school’s mission, which is committed to an engaging, holistic and

meaningful educational experience

• Promote excellence in foundational works in the arts, academics and athletics

• Develop meaningful leadership opportunities

i

“The great thing about Nansemond-Suffolk Academy’s program is its commitment to college preparatory ideals. Our school is in the business of preparing students for college, and that includes having a strong work ethic as well as foundational skills for all subjects. The preparation extends beyond academics to include all areas of student life here at NSA – arts, athletics, leadership and community service. The education our children receive at NSA will allow them to be ready for and cope with the economic, social and technological changes that will occur in their lifetime.”

— Mari Whiteman Current Parent and Parent-Teacher Organization President

13

[ F a C i l i T Y ]

rchitects and designers have long understood the importance of “creating a sense of place” in bringing a community together –

and that applies to our school community as well. Nansemond-Suffolk Academy’s 100 acres is the largest campus of any

independent school in the region. How many schools wrestle with the “dilemma” of what to do with the “back 40?” With

168,000 square feet of classrooms, labs, gymnasiums, dining facilities and libraries, it should come as no surprise that many of

the Strategic Plan initiatives involve important maintenance or equipment upgrades. indeed, there are more than enough projects

and improvements to make sure our campus and facilities remain functional, safe and attractive.

Facility priorities

• Continue to focus on safety, security and internal and external signage

• Develop a master maintenance plan

• Make short-term, low-cost, high-impact improvements to campus

A

“Nansemond-Suffolk Academy is much more than a 100-acre campus with 170, 000 square feet of facilities. It is a canvas of Saints pride boldly painted, not just on the athletic fields, grounds or gardens, but in the buildings as well. This palette is made complete with the smile on each student’s face as they enter the playing fields and classrooms. Our vision is for the students, athletes, parents, faculty and community to feel the pride of blue and gold. While some of our buildings are new, older ones have served students over the generations. We can be proud of this while looking ahead to prepare for upgrading, restoring and rebuilding. I am excited to see the beauty that exists at our school now and to envision all that will transpire through this Strategic Plan. ”

— Jeff Warren Director of Transportation and Facilities Parent of Alumni

15

[ C o m m u n i T Y ]

ne of the most striking things about Nansemond-Suffolk Academy is the sense of community that resonates across the

generations of Saints. the school’s distinctive ethos is difficult to pin down and often is easier to feel than to describe, but

it comprises a strong work ethic, compassion for others, and a keen sense of stewardship for the school and the communities it

serves. From the beginning, NSA’s legacy has been as a school of purpose where honor, involvement in the school and the

community, and positive contributions in both are not merely appreciated, but expected. Because its community orientation

is such a core part of the school’s identity, initiatives included in the Strategic Plan are about fostering a sense of community

and providing new conduits for its expression. Seeing our timeless, community-based traditions meet such signs of the times as

Facebook and twitter – and emerge from the exchange not diminished but amplified, embellished, even reinvented –

is both exciting and gratifying.

Community priorities

• Promote community service involvement to school population and to greater community by word-of-mouth, articles,

publications, newsletters (E-SAINTS), press releases, etc.

• Articulate, communicate and celebrate NSA traditions

• Propel innovative communication corridors to constituents through enhanced website and formalized parent

communication software

o

“At Nansemond-Suffolk Academy there is a sense of community that fosters learning at all levels. The teamwork between parents, students and staff creates a positive environment for learning. I am extremely fortunate to be a part of the NSA community.”

— Susan Powell Lower School Teacher and Parent of Alumni

17

[ T e C h n o l o g Y ]

echnology sounds expensive and can seem elusive. the question could be asked – and, in fact, was asked by the Strategic

Planning Committee – how does a school stay on technology’s leading edge while delivering the best traditional liberal arts

education possible, with an emphasis on liberal arts? After all, the fundamentals of a solid, well-rounded, holistic education are

timeless beyond the allure of the latest technology trend.

of course, a solid technological infrastructure is necessary for efficient day-to-day operations, and some of the Strategic Plan’s

initiatives address upgrades of this sort. The question of how (and how much) technology should be incorporated into programs

and curriculum is more complex, and also more important. one of the plan’s main technology recommendations is to appoint

a director of technology who will bridge the educational and technological divide by infusing the classroom with innovative

technologies and teaching. this is an important step in ultimately striking the proper balance between the wise expenditure of

resources and making sure our students are both comfortable and proficient in the ways of a high-tech world.

Technology highlights

• Evaluate and implement an integrated suite of interactive software

• Appoint a Director of Technology

• Expand digital presence in classrooms with innovative technologies

t

“To ensure that our children end up on the correct side of the looming technology divide, we must continue to increase the priority NSA places on updating its technology infrastructure and increasing training for teachers and staff. These investments will pay significant dividends, which will be reaped when our kids are as comfortable participating in global electronic educational opportunities as they are attending a school resource class at NSA.”

— Mark Friedman Current Parent

19

[ F i n a n C e ]

n the broadest strokes, financial questions for schools like Nansemond-Suffolk Academy typically come down to this: excellence

versus affordability. our goal has always been to replace the versus with an and. through the years, we’ve managed to achieve

both excellence and affordability with the help of dedicated parents volunteering their time to help the teachers, clean the facilities

and care for the grounds. times have changed with the increasing demands of work and career on both parents. At the same

time, recruiting outstanding teachers to deliver on the high standards of our ambitious college preparatory program brings a

higher price tag. these challenges can seem daunting – especially while also holding the line on things like class size and debt

levels. But we are committed to making sure the combination of excellence and affordability remains a hallmark of our school.

the Strategic Planning Committee’s demographic analysis determined that this region could, indeed, continue to support our

strong independent school. the finance initiatives proposed will ensure that Nansemond-Suffolk Academy remains one of the

strongest and best independent schools in Hampton roads and beyond.

Finance highlights

• Improve compensation and benefits for faculty and staff

• Establish a debt retirement plan

• Determine optimal size of the student body in order to continue to deliver a quality educational program

i

“Knowledge is key with respect to financial planning for any business – and NSA operates its budget like a business. Because of the small group finance meetings and the strategic planning meeting, I have learned how the NSA management team focuses on expense control, maintains accountability and transparency, and still provides a terrific value. The knowledge that, during these trying economic times, NSA is fiscally careful while still providing a top-notch educational experience for our children gives me the confidence to entrust them with my dollars.”

— Priscilla Taylor Current Parent

21

[ T h e W o r k i n g l i s T ]

he initiatives generated for the 2011-2016 Strategic Plan should be seen as a work in progress. Some of the items on this

list will be initiated quickly while others may be modified as envisioned due to shifting needs, strategies and priorities. Perusing

the list will, however, give you a solid idea of the some of the projects, goals and aspirations currently on the school’s radar.

We encourage continued input as we strive to continually improve Nansemond-Suffolk Academy and the educational experience

it provides.

Programs• Acknowledge, reaffirm and continue to promote the school’s mission, which is committed to an engaging, holistic and

meaningful educational experience

• Promote excellence in foundational works in the arts, academics and athletics

• Develop meaningful leadership opportunities

• Continue the public speaking component in the curriculum where appropriate at each grade level

• Enhance and advance the science, technology, engineering and math programs

• Establish after-school programs/offerings of strings, ballet, guitar, dance, private lessons, etc.

• Incorporate a formal technology plan to establish a relationship and stable network with students in foreign countries

• Establish a formal plan to educate parents with regards to the culture and needs of an independent school

• Provide funding in order to retain and to continue to attract qualified teachers who also have the ability, skill and desire to lead

extracurricular activities

• Expand and update our spaces on campus to benefit the visual and performing arts programs

Snapshots of Progress Start Date Progress Report• Shift school year two weeks before Labor Day and end Summer 2010 Completed

academic studies by Memorial day weekend

• Promote and market the comprehensive college counseling program Fall 2010 Ongoing

through communications and forums for our parents and community

• Hire a full-time administrative assistant to support the Athletic Office Summer 2010 Completed

t

“NSA knows it is important to have the children involved and interested in science. In order to capture their interest, we have agreed that the learning of science should be interactive. The Lower School has embraced this idea and has integrated science more and more into daily activities, like reading science-related books in the classrooms, hosting seasonal labs and spending time in the science lab – and the students love it!”

— Cindy Mears Current Parent Lower School Science Resource Instructor

23

“NSA now is like night and day compared to when I attended the school. Even though things have changed, many traditions remain the same, and it makes me proud to have been and remain a part of the school. I feel such pride when I see the school and what it’s become.”

— Ralph L. Howell, Jr. ’78 NSA Alumnus Parent of Alumni

[ T h e W o r k i n g l i s T C o n T i n u e d ]

Facility • Continue to focus on safety, security and internal and external signage

• Develop a master maintenance plan

• Make short-term, low-cost, high-impact improvements to campus

• Hire a Facilities Engineer

• Improve playgrounds on campus

• Improve aesthetics on campus

• Renovate bathrooms in the Lower School, Media Building and Upper School

• Consider carpeting the Upper School hallways

• Reconfigure and renovate dining facility

• Improve the main buildings’ facades

Snapshots of Progress Start Date Progress Report• Improve the main buildings’ facades Summer 2010 Completed

• Recondition bleachers and concession area on the Arthur E. Summer 2010 Completed

Jones Athletic Facility

• Install new external campus signage Fall 2010 Completed

25

“We have always believed that Nansemond-Suffolk Academy is a jewel in the crown of the city of Suffolk. Having three children graduate from NSA, serving on the Board of Trustees and volunteering at school with the Parent-Teacher Organization, we learned how an independent school worked. We watched the school transform and progress through the years on all fronts: program, finances and facility. As you walk around the campus today, you get a feeling of permanence here. NSA is on the right track and that makes us very proud.”

— George and Phyllis Cornell Parents of Alumni

[ T h e W o r k i n g l i s T C o n T i n u e d ]

Community• Promote community service involvement to school population and to greater community by word-of-mouth, articles,

publications, newsletters (E-SAINTS), press releases, etc.

• Articulate, communicate and celebrate NSA traditions

• Propel innovative communication corridors to constituents through enhanced website and formalized parent

communication software

• Develop shared, web-based, interactive software

• Communicate community service opportunities to students at each level

• Determine need for senior project

• Determine need for senior career shadow and partnership programs

• Improve community areas on campus

• Update communication plan for school

• Articulate what NSA means in a value-based education with an honor system

Snapshots of Progress Start Date Progress Report• Send E-SAINTS newsletters bi-weekly Spring 2010 Ongoing

• Establish email database consisting of parents, grandparents, Spring 2010 Ongoing

alumni, faculty, parents of alumni and friends to be used for

newsletters and electronic messages

• Compile a list of NSA traditions Winter 2011 Ongoing

27

29

[ T h e W o r k i n g l i s T C o n T i n u e d ]

Technology• Evaluate and implement an integrated suite of interactive software

• Appoint a Director of Technology

• Expand digital presence in classrooms with innovative technologies

• Enhance infrastructure

• Frame a training protocol for use of new technologies

• Evaluate and implement curriculum development/curriculum delivery solution suite

• Evaluate a Middle School laptop/tablet program

• Establish a formal Cyber-Safety program for grades 5-12

• Expand Internet access

• Appoint a dedicated webmaster to maintain the website

Snapshots of Progress Start Date Progress Report• Conduct technology audit Winter 2011 Ongoing

• Expand technology infrastructure to support expanded on-campus

internet conduit Winter 2011 Ongoing

• Install digital projectors throughout the Lower School Fall 2010 Completed

“It is impossible to discount technology in education if we are to prepare our graduates for the future. The capacity to interact continuously with new and unfamiliar technology is a critical measure of my generation’s self-confidence and adaptability.”

— Edward Hunter Pleasant Dewing ’10

31

“A sense of coummunity is built at a very young age. When we thought of our 10 best lifelong friends, we realized we met them in elementary or middle school. In choosing a school for our own children, community was our highest priority. We sought an intimate school experience where our children could be known and celebrated for their individuality.”

— Todd and Jennifer Bivins Current Parents

Finance• Improve compensation and benefits for faculty and staff

• Establish a debt retirement plan

• Determine the optimal size of the student body in order to continue to deliver a quality educational program

• Establish a financially sustainable model

• Create a comprehensive development plan

• Study the feasibility of an international program/house

• Establish full funding for technology based on NAIS models

• Establish a program to allow flexible spending associated with benefits

• Increase the professional development budget to provide increased opportunities for teacher education in current trends, best

practices, and different learning and teaching styles, and to learn how to incorporate technology more fully into the classroom

• Evaluate feasibility of launching an international on-campus residential program

Snapshots of Progress Start Date Progress Report• Establish a debt retirement plan Winter 2011 Completed

• Adopt a zero-based budget Winter 2011 Ongoing

• Establish graduated tuition levels Winter 2011 Completed

[ T h e W o r k i n g l i s T C o n T i n u e d ]

[ c o n c e P t u a l m a s t e r s i t e P l a n ]

[ s t r a t e g i c P l a n 2 0 1 1 – 2 0 1 6 ]

[ N a N s e m o N d - s u f f o l k a c a d e m y ]

3 3 7 3 P r u d e n B o u l e v a r d • S u f f o l k , v i r g i n i a 2 3 4 3 4 • w w w . n S a c a d e m y . o r g

Nansemond-Suffolk Academy is accredited by the Virginia Association of Independent Schools (VAIS), the National Association of Independent Schools (NAIS) and the Southern Association of Colleges and Schools (SACS)

Nansemond-Suffolk Academy admits qualified students without regard to race, color, ethnic background, national origin, handicapped status or religion.