View
214
Download
1
Tags:
Embed Size (px)
DESCRIPTION
North Shore Country Day School Strategic Plan for 2012 - 2016
Citation preview
St
ra
te
gic
Pl
an
2012–2016
OUr PositionWe are fortunate in so many ways. Our heritage is over 90 years strong. Our predecessors were progressive
educators and, since the early 1990s, north Shore’s upward trajectory has been steady.
enrollment has increased from 350 students to an all-time high of 515 students. Our campus has been
modernized with the Science center addition, lower and Middle School renovations and Upper School’s
complete transformation. curriculum and programming have grown in scope and quality. the School’s position
in the community remains strong, due in part to leveraging the four hallmarks that set north Shore apart from
other local schools:
1) Small By Design.
2) rigorous, relevant academics.
3) Participation is required.
4) Students are Known.
it’s from this position of strength – our constant drive for continued improvement and recognizing that needs
are always evolving – from which the strategic-planning committee sought to further raise the bar.
equally important, the world is increasingly complex, technology is accelerating change and global connections
are a necessity. educational approaches that have been effective to date will need to adjust for the future. to
prepare our students for these new demands, we must be flexible, responsive and adaptable. Our commitment
remains to delivering on our mission.
So, in the spirit of academic excellence, development of the whole child, the strength of our JK-12 community,
and recognition that the School’s culture and environment are valued, we embark on our Strategic Plan 2012-
2016. the process has allowed us to rearticulate who we are and who we serve, and will propel us as we approach
our second century.
For the last 20 years, strategic plans have guided our work and the direction of our school. We have set forward-
thinking, attainable goals to support our students and faculty; inspired innovative teaching and learning; improved
facilities; and laid a course for the future that reflects our mission and values. this Strategic Plan is north Shore
country Day School’s map for the next four years.
the 2012-2016 strategic-planning process began in May 2011 when the Board of trustees identified four areas of
focus. the first was to revisit the School’s mission and values statements to rearticulate our enduring principles
considering the new realities and opportunities in education. three additional areas focused on the essential
elements of our school: students and their experiences; faculty and teaching methods; finances and facilities.
committees for each initiative included a broad representation from our school community.
Several principles guided our work. First, the strategic-planning process had to be inclusive. the 2012-2016
Strategic Plan reflects input from trustees, faculty, alumni, parents, students and outside experts. in fact, more
than 100 individuals contributed to this plan. Second, the plan had to be driven by and reflective of the School’s
mission and values. third, it had to be research-based and incorporate best practices for JK-12 education. lastly,
our plan had to be ambitious and measurable, driven by an objective assessment of the School’s strengths and
opportunities for improvement.
the result of our collaboration is the 2012-2016 Strategic Plan. this plan reflects the input and expertise of many.
it is a balanced mix of aspirational ideals and attainable goals that support the School’s enduring mission and
values, and will guide our work over the next four years.
tom Doar iii, Head of School
Susan Bondurant, Chair, Board of Trustees
Jim Valenti, Vice Chair, Board of Trustees
Jim lumberg, Chair, Strategic Planning Committee
the Process
AcAdemicsthrough a range of experiences
in and out of the classroom,
students are immersed in science,
mathematics, humanities,
language and the arts. Our broad
and ever-evolving curriculum
challenges and engages students
to strive for personal growth and
academic excellence.
chArActerWe believe in the importance of
developing individuals who are
resilient, creative, confident and
who persevere. We teach students
to be self-advocates and expect
them to own their education and
actions, preparing them for lives
marked by integrity, kindness,
respect and fulfillment.
PArticiPAtionrealizing that students
discover and develop their
talents and passions through
action, we require full participation
in arts, athletics and service.
engagement in multiple
disciplines expands our students’
understanding, commitment,
teamwork and potential.
diversityWe embrace diversity and global
literacy to build acceptance,
strengthen compassion, instill
social responsibility and expand
competencies that enable students
to succeed in a multicultural world.
Students are enriched by the
inclusion of individuals with varied
talents, voices and backgrounds.
communityOur students are known and
celebrated as individuals.
connections are formed with
teachers that endure beyond
graduation. Multi-age relationships
emerge from our JK-12 campus to
foster a strong sense of community.
and, we leverage knowing each
and every student with our active
network of faculty, parents and
alumni to help students reach their
goals and aspirations.
resourcesalthough people make up
the core of our educational
experience, we recognize the
value and importance of the
campus environment and
resources. Our thoughtfully
designed classrooms, course
materials, outdoor spaces and
campus facilities provide the
resources necessary to
maximize learning.
We prepare students with a challenging education that requires them to think critically, communicate effectively and engage fully in their intellectual growth and personal development. In doing so, they become self-confident, ethical citizens of the world who embody our motto, “Live and Serve.”
OUr Mission
OUr Values
oPtimiZe the student eXPerience For reLevAncy, QuALity And BALAnceWe will refocus our energies on an
educational experience that reflects
the skills needed for 21st century
global citizens while engineering
balance in school life.
• align curriculum to Prepare
Students for the new World
• Focus and enhance the Quality of
JK-12 community Programming
• create new, More Balanced
academic Schedules
• Use Ongoing research Studies to
examine Student experiences
invest in FAcuLty: enhAnce hirinG, evALuAtion And ProFessionAL deveLoPmentWe will commit resources and
dollars for developing and retaining
a highly educated, talented and
diverse faculty.
• Further enhance the current
Faculty recruitment and
hiring Plan
• Build on the newly revised
Faculty evaluation Program and
Develop a Merit Pay System
• invest Strategically in Faculty
Professional Development
• redefine the employee
Benefits Program
imPLement teAchinG And curricuLum innovAtionWe will ensure a systematic
coherence to our curricular
scope and sequence by division
and department while
simultaneously assuring JK-12
program progression.
• Secure curricular coherency
• Support academic
Department leadership
• Optimize academic technology
the Plan
concePtuALiZe And BuiLd A Future-oriented And chALLenGinG science ProGrAmWe will develop a more impactful,
collaborative, exploratory-based
science program that ensures
preparation for challenging college
sciences, and further develops
students’ passion for science.
• invest in Faculty, academic
technology and equipment
• Study and implement Best
Practices in curriculum
and Pedagogy
• create co-curricular Science
Programs in the lower and
Upper Schools
• Develop and nurture
Key Partnerships
BrinG “Live And serve” to LiFe: GLoBAL citiZenshiP And eXPerientiAL educAtionWe will commit to reframing our
campus, city, country and world
as laboratories for our students
to fulfill the School’s motto of
“live and Serve.”
• Develop institutional
Best Practices for global
Programming and connections
• create a chicago community
Partnership Program
• Develop a global citizenship
curriculum Scope and Sequence
• integrate the Upper School civic
and Outdoor education, interim
and Senior Service Programs
• revitalize the School’s
Diversity Plan
continue ProActive steWArdshiP oF FinAnces And FAciLities to FortiFy institutionAL sustAinABiLityWe will build on our strong
foundation with effective financial
and investment leadership.
• Shift to Budget Management
Strategies that reflect Full
enrollment
• Strengthen Financial aid and
Scholarship Program
• Determine a Proactive
Debt Strategy
• continue responsible Oversight
and Planning of our campus
and Facilities
• harness resources to implement
the Strategic Plan
ALiGn curricuLum to PrePAre students For the neW WorLdStrong JK-12 curriculum features subject-specific
content as a vehicle for skill development. Delivering
a relevant education requires that we assess our
current curriculum to connect it with the skills
necessary for our students in their lives beyond
north Shore. We have identified core competencies
“for now and for the future” that are timeless and
modern, intellectual and practical. they include
analytical thinking, collaborative and cross-cultural
problem solving, and data and media literacy,
among others.
Focus And enhAnce the QuALity oF JK-12 community ProGrAmminGrepresentatives from the three divisions will
study and refine our JK-12 community programs,
including Morning ex and the Buddy system,
focusing on quality, relevance, frequency and
quantity of time devoted. Similarly, each division
will study and evolve their programming,
including developing appropriate methods (such
as strengthened advisory programs) for character,
wellness and diversity education.
creAte neW, more BALAnced AcAdemic scheduLesto better meet the challenges of educating today’s
whole child, each division will evaluate, develop
and implement new academic schedules. items to
be addressed include optimizing the effectiveness
of teaching and learning of each academic subject,
coordinating student workload, restructuring
possibilities for experiential and extracurricular
education, and ensuring our divisions maximize
opportunities for high quality JK-12 programming.
use onGoinG reseArch studies to eXAmine student eXPeriencesthrough ongoing research, we will continue to assess
students’ academic and emotional development, and
how experiences vary based on gender, ethnicity,
prior educational experiences, learning differences
and other factors. these studies will help us evaluate
our programming and continue improving student
experiences at north Shore.
the Detailsoptimize the student experience for relevancy, quality and balanceToday’s world is complex, fast moving and increasingly unpredictable making it challenging to forecast and prioritize the skills and knowledge necessary for future success. Over our 93-year history, North Shore has built a strong foundation and adapted to new eras in education while remaining committed to our mission of educating the whole child. This plan calls for us to build on our strengths and re-examine our educational model while ensuring relevancy, quality and balance in students’ lives.
Further enhAnce the current FAcuLty recruitment And hirinG PLAnthe strongest faculty – compelling teachers,
advisors, colleagues, coaches and mentors – directly
enriches our students’ experience. to meet the
highest standards of teaching effectiveness and
professionalism we will continue to proactively
source, recruit, hire and support a diverse faculty.
this enhanced plan, established in part through
examining the successes of other schools and tapping
the expertise of outside experts, includes developing
a description of essential skills that teachers must
demonstrate, and key benchmarks for the values
faculty will add.
BuiLd on the neWLy revised FAcuLty evALuAtion ProGrAm And deveLoP A merit PAy systemWith this Strategic Plan, we will continue to
implement our newly revised, more comprehensive
and robust faculty evaluation program, and a
companion merit pay system. this will position us to
reward individuals whose impact on students and the
School are most meaningful.
invest strAteGicALLy in FAcuLty ProFessionAL deveLoPmentto best meet the needs of our students, we will
continue to invest in our teachers’ professional
development. emphasis will be placed on high-
impact programming for individual teachers,
departments and divisions. the benchmark will
be to engage faculty intellectually and advance
teaching practices.
redeFine the emPLoyee BeneFits ProGrAmreflecting the evolving needs of current and
prospective faculty and staff we will review the scope,
cost and use of our employee benefits program to
ensure it is equitable in cost and offering. Further,
we will provide an updated Faculty handbook
that details the evaluation program, expectations
and responsibilities, employee benefits, resources
and administrative structure. Our commitment is
to support our faculty and staff individually and
collectively, and frame clear expectations for their
focus and responsibilities.
invest in Faculty: enhance hiring, evaluation And Professional developmentExpectations for North Shore faculty are high: They are teachers, advisors, coaches and travel leaders. We expect our faculty to be life-long learners and active global citizens who reflect the diverse and cosmopolitan world in which our students will live. The multi-dimensional candidates we seek to join the ranks of our current faculty are the exception – not the rule. We must be proactive and deliberate to identify prospective faculty. Once hired, our commitment to them must equal their commitment to our students. These actions will further our ability to retain our current faculty and future hires.
secure curricuLAr coherencyWe will recommit to the use of curriculum maps,
which remain an essential tool in ensuring
sequential development, eliminating curricular
redundancy, and identifying areas for individual,
departmental and divisional work across the
JK-12 experience.
suPPort AcAdemic dePArtment LeAdershiPStrong communication between administration
and faculty is essential for a healthy and productive
school environment. Department heads are the
vital link. We will continue to examine, align
and define the School’s organization to optimize
responsibilities, including advancing this Strategic
Plan and encouraging faculty to think creatively
about their work.
oPtimiZe AcAdemic technoLoGyintegrating accessible academic technologies is key to
moving forward, and collaboration is a prerequisite
for achieving this goal. the academic technology
staff and faculty will develop and implement a
comprehensive JK-12 academic technology plan,
including a 1:1 computer program in the Middle
and Upper Schools, geared to empowering student-
to-student and student-to-faculty collaboration and
advance the development of 21st century skills such
as innovation, creativity and problem solving.
implement best practices in teaching and curriculum innovationNorth Shore’s expectation for excellence is high. It is important, however, not to allow our expectations for excellence to inhibit well-considered experimentation with creative teaching methods and curriculum. To make our teachers and curriculum even more dynamic, we will provide faculty with the resources, research and support required to create an environment that fosters and supports innovation and creativity.
invest in FAcuLty, AcAdemic technoLoGy And eQuiPmentto create a distinctive and rich science program,
we will strategically invest in faculty professional
development and hiring. We will also make necessary
investments in academic technology and equipment
to support new teaching techniques, curricular and
extracurricular programming.
study And imPLement Best PrActices in curricuLum And PedAGoGyDepartment faculty and administrators will
investigate and identify best practices in JK-12
science education with particular focus on project/
inquiry-based learning, and transformative teaching
methods. Following this research, we will work
jointly to implement a program that leverages
accessible technologies, is hands-on and research-
oriented, builds on a coherent progression and
engages all students in all divisions.
creAte co-curricuLAr science ProGrAms in the LoWer And uPPer schooLsWe will build on our strong Middle School Science
Olympiad program by establishing lower and
Upper School extracurricular science activities
and programs in a way that engages students and
encourages their interest in and passion for science.
deveLoP And nurture Key PArtnershiPschicago is abundant with universities, organizations
and corporations that have track records of strong
partnerships with school science programs. We will
actively develop and nurture ongoing relationships
with organizations that provide experiential
opportunities for the full spectrum of our students
and our subject areas.
conceptualize and build a future-oriented and challenging science program Shifts in science-education curriculum, teaching methods, research and experimentation frame an exciting opportunity. Given our facilities, small classes, location in Chicago and institutional resources, we are committed to take full advantage of this changing dynamic to deliver a more enriching, challenging and engaging science program.
deveLoP institutionAL Best PrActices For GLoBAL ProGrAmminG And connectionsWe will establish best practices and goals for global
travel experiences. this includes creating selective
partnerships with organizations and educational
institutions beyond chicago that will lead to more
meaningful and sustained student travel and
exchange programs.
creAte A chicAGo community PArtnershiP ProGrAma new community Partnership Program will link
one or more of each grade level’s signature curricular,
co-curricular, and/or service-learning programs with
local partner organizations.
deveLoP A GLoBAL citiZenshiP curricuLum scoPe And seQuencethe faculty leaders of the global citizenship
Program will lead this initiative, partnering with their
peers. the goal is to develop a scope and sequence
that assures coherent development of student
knowledge and skills in areas required of true
global citizens.
inteGrAte the uPPer schooL civic And outdoor educAtion, interim And senior service ProGrAmscontinuing to raise the bar for program quality and
innovation, we will directly link civic and Outdoor
education, interim and Senior Service programs
to our global citizenship initiative, chicago
community Partnership Program and Service-
learning Program.
revitALiZe the schooL’s diversity PLAnnorth Shore has a history of valuing and cultivating
a diverse school community. With this Plan, we place
renewed emphasis on attracting students, families
and faculty of differing backgrounds, cultures,
interests and perspectives. equally important is
ensuring we have the systems in place for everyone
to fully navigate, participate and succeed in the north
Shore experience.
Bring “Live and serve” to life: global citizenship and experiential education Fulfilling the School’s “Live and Serve” motto requires our community members be linked to the world. A curriculum that equips students with the knowledge and skills to engage with people and challenges they will encounter is essential. Experiential education provides students with the opportunity to put their education into action, develop their skills in authentic settings, and serve communities in which they find themselves. Providing – and eventually asking students to create their own – experiential opportunities is key to their full engagement with their education. With this plan, we commit to reframing our campus, city, country and world as laboratories for our students, knowing that our students’ future successes will be propelled by life experiences and global citizenship education.
shiFt to BudGet mAnAGement strAteGies thAt reFLect FuLL enroLLmentOver the last 20 years, we have benefitted from a 25%
growth in enrollment. given current demographics,
trends and space constraints, we need to prepare
for the rate of growth to level off. We will evolve to a
financial model that reduces the School’s dependence
on increased enrollment. this includes managing
with a clearly defined set of financial metrics,
adhering to best practices and procedures, and using
a disciplined benchmarking process relative to our
peer schools in the Midwest.
strenGthen FinAnciAL Aid And schoLArshiP ProGrAmrecommit to a robust financial-aid program
to support families of differing socioeconomic
circumstances to shape our student population,
meeting the School’s mission and academic goals.
to honor that commitment, we will complete a
strategic study of our current financial-aid model
to ensure fairness and sustainability.
determine A ProActive deBt strAteGyanalyze the strategic and operational importance of
maintaining access to financial markets, optimizing
debt strategies, managing the structure and maturity
of long-term debt to meet liquidity objectives, and
coordinating debt and asset management decisions
to optimize overall funding strategies.
continue resPonsiBLe oversiGht And PLAnninG oF our cAmPus And FAciLitiesDuring the last 10 years, we have made dramatic
investments and improvements in our facilities.
We must be stewards of our historical campus,
maintaining and improving it in ways that reflect
safety, education, innovation and sustainability.
Using the 2008 campus Master Plan as a guide,
investigate enhancement of the arts, library and
administration facilities. conduct an exterior-space
plan, with a goal of improving the athletic experience
and traffic flow.
hArness resources to imPLement the strAteGic PLAnDevelop a plan to maximize revenue and resources
including tuition analysis, non-tuition opportunities
and continued targeted fundraising, and recognize
there are financial limitations to the size and scope
of our program. empower the academic and non-
academic administrative team members to examine,
shape and implement methods and programs that
meet the needs and objectives of the Strategic Plan.
continue proactive stewardship of finances and facilities to fortify institutional sustainability We will build on our strong foundation with effective financial and investment leadership by both the Board and Administration. Since the mid-1990s, we have been in the enviable position of expanding our program and funding operations through an increased revenue stream triggered by both significant enrollment growth and successful fundraising. Going forward, we need to prepare for limited growth in enrollment and non-tuition sources of income, seeking new revenue streams, including full facility utilization, targeted fundraising and prudent budget management.
north Shore country Day School, 310 green Bay road, Winnetka, illinois 60093–4094
t 847.446.0674 F 847.446.0675 www.nscds.org
mission And vALuesJeff colman, Chair, Trustee/Parent
Bruce Blair ’69, Trustee/Parent/Alum
tura cottingham, Administration/Parent
Mary ann Finlay, Former Trustee/Parent of Alumni
David Kubacki, Faculty
Sam Mock, Faculty
tracy Shafroth, Former Trustee/Parent of Alumni
Duff Stevenson, Trustee/Parent
andrea Vaughn, Trustee/Parent
Dale Wentz, Administration/Parent of Alumni
Pam Whalley, Administration/Parent of Alumni
student eXPerience committeetom Shafer, Chair, Trustee/Parent
cori chandler, Trustee/Parent
tom Flickinger, Trustee/Parent
Matt griffin, Student – 10th
Kim Kahnweiler, Student – 12th
la Vina lowery, Administration
Jodi newmark, Parent
noreen Potempa, Faculty
Kwesi Steele, Trustee/Parent
Kiv talty, Parent
amy Viellieu, Former Trustee/Parent
invest in FAcuLty Molly Shotwell Oelerich ’87, Chair, Trustee/Parent/Alum
chris Boyle, Administration
anne-Marie Dall’agata, Faculty
Matt Dowling, Faculty
Susan eichner, Parent/Former Faculty
Bert getz, Trustee/Parent
carmen gomez-Fiegl, Faculty/Parent
Kathy irvin, Faculty/Administration
anne Kelly, Trustee/Parent
tina trott, Trustee/Parent
Jim Valenti, Trustee/Parent
FinAnce committeeDoug Mabie, Chair, Trustee/Parent
tom Doar, Head/Administration
Sue Downing, Administration/Parent of Alum
nancy Doyle, Parent
Brian Frederick, Faculty
Katy hansell, Parent
Kathryn harney, Parent
Winder holeman, Faculty
Peter Karmin ’83, Parent/Alum
teri lowinger, Former Trustee/Parent of Alumni
Molly ingram McDowell ’80, Administration/Parent/Alum
Joe nolan, Trustee/Parent
21st century/Best PrActicesKerry hall, Chair, Trustee/Parent
elizabeth Barr, Parent
anne collins, Faculty
alex guiterrez, Faculty
Jane Mccarthy, Trustee/Parent
nick Mcclanahan, Trustee/Parent
Dave Potter, Administration/Parent
“Ship” Shafford, Faculty
trish tullman, Trustee/Parent
lane Young, Faculty
Stephen Dicicco, EDI Consultant
Mathew heersche, EDI Consultant
PhOtOgraPhY
BY Kate PUccia
Tom Doar III, Head of School
Susan Bondurant, Chair, Board of Trustees
Jim Valenti, Vice Chair, Board of Trustees
Jim Lumberg, Chair, Strategic Planning Committee
OUr
Committees