Strategic Plan 2016

Inspiring Greater Glory A Commitment to Excellence

Loyola School

STRATEGIC PLAN

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Loyola School New York

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A Note From the President Dear Friends, In the film For Greater Glory: The True Story of Cristiada, Peter O’Toole’s character proclaims, “Who are you if you do not stand up for what you believe?” We have decided to name this strategic plan, and the fundraising efforts that support it, Inspiring Greater Glory. That is exactly what we hope to accomplish in implementing this plan, and you will certainly see when reviewing Inspiring Greater Glory, that it is supported by “what we believe.”

Loyola School is rich in tradition, and we “plan” to enhance that tradition of excellence. You will note that this plan addresses and recognizes:

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Our Jesuit and Independent school identities;

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A commitment to excellence and educational best practices;

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The importance of student development and transformation;

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A need to embrace and contribute to the world that surrounds us.

Our strategic plan looks to make our Loyola School even stronger. While acknowledging that all plans are evolutionary, this plan will help prepare us for the opportunities that inevitably await.

I am very grateful to our community (faculty, trustees, alumni, parents, etc.) for their help in forming this plan and I am especially thankful for the assistance of: our Principal, Kristin Ross; our Vice President for Advancement, Samantha Hanley ’87; our Vice President for Finance, Ed Knapp; and our Director of Admissions, Gabe Rotman. Moreover, our Board of Trustees, led by Chair Bob Sheehy ’68, embraced the work of strategic planning, and our now defined goals and action steps were fully endorsed by trustees and board committee members. I must also mention that our strategic planning process over the past few years was directed by, R.J. Valentino, of the Napa Group who pushed all of us to imagine what is best for Loyola School.

As this plan developed, we did not sit idly by for we looked to address identified strategic needs immediately, including the creation of a new science center and a new arts center.

With those projects planned and completed, we continued to imagine what the best possible educational setting will be for our faculty and students. We are excited by the possibilities of Loyola School’s Ignatian, global, and technologically advanced future and I thank you, in advance, for supporting this vision.

Sincerely,

Tony Oroszlany ’87 President

If our schools are to perform as they should, they will live in a continual tension between the old and the new, the comfortable past and the uneasy present.

– Former Superior General Fr. Pedro Arrupe, S.J.

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A Note From the Chair of the Board Dear Loyola School Community, A group of trustees and senior administrators recently shared in an exercise which called for the participants to define “who Loyola School is.” Words such as Jesuit, family, rigorous, innovative, independent, and collaborative were brought forward over and over again.

Our Inspiring Greater Glory strategic plans looks to highlight these characteristics of a Loyola School education, while anticipating the opportunities that lie ahead. Our Board of Trustees is truly committed to offering all of the resources necessary to continue a tradition of excellence — a state-of-the-art plant, a well-funded endowment, and a supported faculty.

Please read through Inspiring Greater Glory and understand who we are and who we hope to be. The quote at the bottom of this page from Lewis Carroll points to our understanding of the power of planning. At the same time, we recognize that communities, not individuals, move plans forward and we look to you for your support of our vision and goals.

We have and will continue to upgrade our physical plant; grow our endowment to create opportunity for all; and maximize enrollment of an academically qualified, well-rounded student body while maintaining faculty-staff ratios that ensure the unique, Loyola School educational experience.

You may note that this plan is not a hundred or so pages and that was a conscious decision. We are confident that with this plan, Loyola’s administrative team and faculty, along with the support of the Board and our Loyola School community, will realize this vision for Loyola School’s future.

Sincerely,

Robert F. Sheehy ’68 Chair, Board of Trustees

If you don’t know where you are going, any road will get you there.

– Lewis Carroll

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Introduction Established in 1900, Loyola School is an independent, coeducational, Jesuit high school, the only school of its kind in the New York City area. Loyola provides an 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 administrators, all collaborating in the transformation of “women and men for others.”

Loyola School was founded as a Catholic boy’s school by the Society of Jesus in 1900. Combining the Jesuit and American independent schools 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 personal attention and individual participation.

Loyola School has launched a new five year strategic planning effort to advance our long-term vision to be recognized as a college preparatory learning community of excellence, with a global focus, that implements 21st century educational practices and innovations, and develops well-rounded leaders of character in an Ignatian environment.

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Vision Loyola School, uniquely Jesuit, independent, and coeducational, is a college preparatory learning community of excellence, with a global focus, that implements 21st century educational practices and innovations, and develops well-rounded leaders of character in an Ignatian environment.

Mission Statement As 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 challenging 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 Beliefs As 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.

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Strategic Planning Goals Ignatian Identity Develop well-rounded leaders of character in an environment infused with Ignatian ideals.

Programs Strengthen Loyola’s academic and extracurricular excellence by utilizing 21st century education practices and innovations with a focus on global citizenship.

Admissions and Enrollment Increase the applicant pool, improve yields and maximize enrollment of an academically qualified, well-rounded student body.

Physical Plant Enhance Loyola’s campus environment by undertaking physical plant initiatives that will strengthen the student experience informed by the school’s master plan.

Finance and Advancement Ensure financial stability through ongoing financial performance and cost management, growing endowment and evaluating opportunities to increase capital to support strategic goals and objectives.

Governance Work with a talented group of volunteers who are committed to advancing the short- and long- term strategic needs of the school.

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Ignatian Identity As a Jesuit school sponsored by the USA Northeast Province of the Society of Jesus, Loyola has long been committed to the Ignatian ideals of Jesuit education. The school community’s focus is on achieving the characteristics of the Grad at Grad: a Loyola student is becoming more Open to Growth, Academically Excellent, Religious, Loving, and Committed to Doing Justice. Faculty and staff grow in their knowledge of and experience with Ignatian spirituality, including the ways in which it relates to educational pedagogy.

Goal: Develop well-rounded leaders of character in an environment infused with Ignatian ideals.

Action Steps: 1. Explore opportunities to expand and improve the faculty Ignatian Formation Program.

2. Explore opportunities to expand and improve student programs related to Ignatian formation and student knowledge and understanding of Jesuit ideals.

3. Monitor recommendations as offered through the sponsorship review process by the Society of Jesus’s Provincial’s Assistants for Secondary Education and Province leadership.

For those who love, nothing is too difficult, especially when it is done for the love of our Lord Jesus Christ.

– St. Ignatius Loyola

Programs The Program of Studies at Loyola School is intended to provide an education that is both Christian and humanistic. As a college preparatory school, Loyola promotes an academically stimulating and challenging environment with a curriculum that is designed to place emphasis on the development of those skills and strengths necessary for success in the most demanding colleges. Loyola School strives to produce graduates who can form sound analytical judgments, cultivate powers of self-expression, express a keen interest in and concern for all God’s creation, and exhibit a philosophy of life based on sound principles. The Loyola community consists of students and faculty with a wide range of gifts and talents; in the spirit of St. Ignatius, we are called to share these talents. All members of the Loyola community are encouraged to complement their academic program by becoming actively involved in the school’s extracurricular activities.

Goal: Strengthen Loyola’s academic and extracurricular excellence by utilizing 21st century education practices and innovations with a focus on global citizenship.

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Action Steps: 1. Continue to explore and implement meaningful ways to develop and expand a global focus in all curricular areas.

2. Further embrace innovative and applicable 21st century pedagogical methods across all departments.

3. Embrace growth and the emergence of new programs that will result from a change in leadership in the Principal’s Office.

4. Re-examine Loyola’s extracurricular offerings in order to strengthen and enhance the school’s extracurricular program.

5. Study the possibility of partnering arrangements with local renowned not-for-profit organizations, and further embrace the learning resources provided by our location in the City.

6. Monitor recommendations as offered through the New York State Association of Independent Schools (NYSAIS) accreditation process.

Children must be taught how to think, not what to think.

– Margaret Mead

Admissions and Enrollment Loyola School looks to attract talented students who will contribute their academic and extracurricular talents in support of the school’s mission. Loyola faces significant challenges in student application outreach insofar as it is a high school (only grades 9-12) and it must annually enroll a full freshman class without the benefit of a lower and middle school transition population.

As the only Jesuit, independent, coeducational high school in the region, Loyola School fosters a community that is close-knit, diverse, lively, and accepting. Loyola is committed to providing the best possible context for the deeply personal process of student growth, a context that is rich with experience and potential. The admissions office is dedicated to a personalized recruitment process in representing the Loyola School community.

Goal: Increase the applicant pool, improve yields, and maximize enrollment of an academically qualified, well-rounded student body.

Action Steps: 1. Increase applications on an annual basis by 5% above the five-year average through a personalized admissions process that forms a gender balanced and gifted student body.

2. Strengthen the unique identity of Loyola School through the consistent reinforcement of its qualities in all internal and external manifestations.

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3. Expand the feeder school outreach plan to contact new schools, including a broader geographic outreach.

4. Increase the visibility of Loyola School through web and digital marketing.

5. Further enhance a culture of using data-driven metrics.

6. Analyze the financial assistance and scholarship program and the impact of this assistance on the student enrollment decision.

7. Implement key recommendations offered through the strategic enrollment plan, NYSAIS self-study exercises, and the Sponsorship Agreement.

A key tool in enrollment management is to develop the story of your school’s value proposition in a way that is both authentic to the school and appealing.

– Andrea Jarrell

Physical Plant Loyola School’s main building is a six-level building built in 1899. This structure covers approximately 28,700 square feet and houses most of the administration and the school’s academic spaces. The main building is connected to the gymnasium building, constructed in 1954. Loyola uses approximately 19,000 square feet of this building, leaving the upper three floors for the Jesuit residence. The school “Jug Yard” is an open courtyard enclosed by the gym, the main school building, and the St. Ignatius Loyola Parish House and Church.

Goal: Enhance Loyola’s campus environment by undertaking physical plant initiatives that will strengthen the student experience informed by the school’s master plan.

Action Steps: 1. Develop state-of-the-art science facilities while embracing 21st century technological developments.

2. Work with Province leadership to understand future plant enhancement possibilities.

3. Study extracurricular facility and resource needs.

4. Maintain a strong commitment to infrastructure needs.

We shape our buildings; thereafter they shape us.

– Winston Churchill

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Finance and Advancement Loyola School’s leadership and trustees are dedicated to their fiduciary responsibilities in overseeing the finances of the school. The school recognizes the importance of a strong compensation program, a disciplined budget process, a vibrant fundraising program, and a competitive and well-managed endowment.

Goal: Ensure financial stability through ongoing financial performance and cost management, growing endowment and evaluating opportunities to increase capital to support strategic goals and objectives.

Finance Action Steps 1. Continue the school’s commitment to a competitive total compensation program that supports faculty recruitment, development, and retention.

2. Continue the school’s commitment to budgeted deferred maintenance.

3. Ensure operating resources for school’s financial assistance program.

4. Set annual tuition levels with an understanding of the competitive and macroeconomic environment.

5. Study the necessity to bring on debt to accomplish future plant goals.

6. Work to secure a competitive return on investment for endowed and restricted investments, as well as operating funds.

An investment in knowledge pays the best interest.

– Benjamin Franklin

Advancement Action Steps: 1. Plan for and launch a major gift initiative that will raise necessary funds for endowment and infrastructure and physical plant upgrades (as determined by the master plan).

2. Grow endowment to help fund operating budget needs, with the goal of being in the top quartile of New York City independent schools on a per-student basis (net of debt).

3. Work to expand Loyola’s annual giving program with the goal of being in the top quartile of New York City independent schools on a per-student basis.

4. Develop fundraising capabilities of trustees and select volunteers to take on leadership roles in fundraising efforts. Plan for ongoing recruitment and training of fundraising volunteers for donor cultivation, solicitation, and stewardship.

It is one of the most beautiful compensations of life that no person can sincerely try to help another without helping themselves.

– Ralph Waldo Emerson

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Governance In 1974, after more than 70 years of direct governance by the Society of Jesus, Loyola School became an independent school, governed by a Board of Trustees, with a profound commitment to Ignatian educational ideals. As an independent school, Loyola’s trustees concentrate their efforts on the school’s future strategic and generative goals as defined herein.

Goal: Work with a talented group of volunteers who are committed to advancing the short- and long- term strategic needs of the school.

Action Steps: 1. Attract talented individuals to serve on Loyola School’s Board of Trustees, representing the community’s various constituencies and understanding the need for expertise from many industries.

2. Focus trustee efforts on strategic and generative goals while monitoring best practices as measured by NAIS statistical measures.

3. Review committee work and assess needs for task forces relative to larger short term needs.

4. Foster a commitment to Ignatian Identity.

“Generative” work (helps) to invent new goals, to discard old goals, to better see problems, and to discard problems that really are not that important in the long run.

– Richard P. Chait

EXPECTATIONS 1. This strategic plan will allow Loyola School to achieve the objectives detailed in its boardapproved vision statement while further strengthening the distinctive Loyola School student experience.

2. The plan is a living document which will allow the school to respond to the constantly changing dynamics of secondary education.

3. Implementation of the plan has begun and will continue during the next five years, which will be characterized by planning, resource management, and measurement.

4. The Board and its committee chairs will work with the school’s leadership team to ensure that annual goals are implemented successfully and are aligned with this strategic plan.

Go forth and set the world on fire.

– St. Ignatius Loyola

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2015-16 Board of Trustees Robert F. Sheehy ’68, Chair Mary Claire Bonner Lagno, P ’08, Vice-Chair Tony Oroszlany ’87, President Fr. Anthony Andreassi, C.O. Armen A. Avanessians, P ’10 Doug Borkowski ’92 Christopher T. Cox, P ’14, ’15 Maureen Dore, P ’09 Kathleen Draghi, P ’18, ’19 Patrick Farrell ’93 Dinah Gretsch, SP ’64 Alan James, P ’18 Ron Kass, P ’18 Chuck Marino ’73, P ’15 Jack Minson ’91 Joseph Petriello Karen Phillips, P ’13 Robert E. Reiser, S.J. Thomas Scarangello, P ’15, ’17 Rachelle Spielvogel ’91 Gillian Van Schaick ’80 Guido Van Hauwermeiren, P ’13, ’14

d Dr. Kristin Ross, Principal Susan Baber, Director of Campus Ministry Samantha Hanley ’87, Vice President for Advancement Edward Knapp, Vice President for Finance Deidre Mahon, President’s Office Associate Gabe Rotman, Director of Admissions

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Loyola School 980 Park Avenue New York, NY 10028 www.loyolanyc.org

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