Notre Dame Strategic Plan 2015-2020

Inspiring young

women since 1856 STRATEGIC VISION The Academy of Notre Dame will be recognized as the premier independent Catholic academy for young women in North America by developing strong, confident women who are prepared to be leaders in a global society.

March 10, 2015 Dear Academy of Notre Dame Community, On behalf of the Board of Trustees, we are proud and honored to present the “2015-2020 Strategic Vision: Our Time to Inspire.” In the fall of 2014, the Academy initiated a collaborative, comprehensive strategic planning process. This process presented our community with the unique opportunity to develop a “road map” that would give direction to our school for the future.

This document developed by our community presents a bold vision for 2015-2020. It is rooted in the great tradition of the Academy and celebrates both our vibrant Catholic mission and the pioneering legacy of the Sisters of the Academy of Notre Dame de Namur. “2015-2020 Strategic Vision: Our Time to Inspire” offers us the opportunity to shape a future of promise and new possibilities, always trusting in the goodness of God. We look forward to working with you and the entire Notre Dame community as we embark on this process.

President

Chair, Board of Trustees

Statement of Mission The Academy of Notre Dame de Namur, an independent, Catholic college preparatory school, commits itself to the education of young women of grades 6 through 12 for responsible living in a global society.

The Academy, rooted in the faith tradition of the Catholic Church and the charism of Saint Julie Billiart, provides its students with a challenging academic curriculum within a rich spiritual community in order to inspire them to live the prophetic nature of the gospel with a passion for justice and love for the poor, enable them to develop the skills and desire necessary for lifelong learning, empower them to be honorable, compassionate leaders.

Hallmarks of the Notre Dame Learning Community Hallmark One: We proclaim by our lives even more than by our words that God is good.

Hallmark Two: We honor the dignity and sacredness of each person.

Hallmark Three: We educate for and act on behalf of justice and peace in the world.

Hallmark Four: We commit ourselves to community service.

Hallmark Five: We embrace the gift of diversity.

Hallmark Six: We create community among those with whom we work and with those we serve.

Hallmark Seven: We develop holistic learning communities that educate for life.

20152

52020 GOAL 1:

Provide a Superior Academic Program for Young Women Create a rigorous academic environment that recognizes the unique potential of each student, encourages scholarship, instills self-confidence, and inspires leadership.

Deepen a culture of faith, service, and community based upon the charism of Saint Julie Billiart, the Hallmarks of the Sisters of Notre Dame de Namur, and our Honor Code.

Design and implement a comprehensive STEM program for grades 6-12 to prepare students to succeed in an ever-evolving, information-based, and highly technological society.

Establish a Center for Leadership and International Studies to educate, empower, and inspire women to be leaders in a global community.

Create a platform for the performing arts that will enhance curriculum and instructional programs as well as facilitate the presentation and enjoyment of the arts.

20152

52020 GOAL 2:

Create Dynamic Teaching and Learning Environments By retaining the beauty of its 19th century estate setting and providing state-of-the-art facilities for all activities, Notre Dame’s campus will be safe, welcoming, and attractive.

Develop a Campus Master Plan.

Renovate The Mansion, incorporating space designated for the new Center for Leadership and International Studies.

Design and construct a STEM Center, a Liturgical and Performing Arts Center, and a Student Center.

Evaluate and upgrade technologies.

– Within administrative systems to improve efficiency and – data integration.

– Related to academic programs to incorporate best practices – within 21st century pedagogies.

2015

52020 GOAL 3:

Attract, Enroll, and Retain a High-Quality Student Body An effective enrollment management process will provide the structure and direction necessary to attract, enroll, and retain talented and engaged students.

Restructure the Office of Admissions to create an Office of Enrollment Management, which assumes responsibility for the coordination of admissions management, retention, research, and marketing.

Position the Middle School as part of Notre Dame’s college preparatory learning continuum.

Extend recruitment opportunities by providing transportation to areas such as Center City Philadelphia, Glen Mills, and Collegeville.

Develop a five-year enrollment strategy to increase the current student body, enhance retention strategies, and increase percentages of inquiries, applications, and enrollments.

Create a diverse and inclusive community representing cultures, backgrounds, and talents through scholarship and financial aid.

2015

52020 GOAL 4:

Continue to Strengthen the Academy’s Financial Position A comprehensive, five-year financial plan is essential to balance Notre Dame’s financial resources, retain qualified personnel, improve educational programs, and enhance facilities, technology, and equipment.

Continue to maintain a balanced budget.

Ensure prudent stewardship of Notre Dame’s endowment and support its fundraising activities.

Review financial aid processes and procedures as well as compare to competitors in order to maximize the utility of budgeted financial aid dollars.

2015

52020 GOAL 5:

Develop Robust Marketing Initiatives and Media Relations An all-inclusive, flexible, and detailed marketing plan will successfully promote Notre Dame’s mission and its accomplishments, achievements, events, programs, and community engagement.

Create cohesive, consistent messaging of the Academy’s narrative.

Develop and disseminate collateral material to attract prospective students, build internal and external communities’ awareness, and garner financial support.

Enhance press relations’ efforts to expand media coverage and awareness of the Academy in Delaware, Montgomery, Chester, Bucks, Philadelphia, and New Castle counties.

20152

52020 GOAL 6:

Create a Culture of Engagement and Support Implement a sophisticated advancement program in order to significantly enhance contributions.

Complete a successful “Our Time to Inspire” campaign to support the Academy’s priorities outlined in the Strategic Plan, including the creation of a Center for Leadership and International Studies, renovation of The Mansion, a STEM facility, a Liturgical and Performing Arts Center, a Student Center, an increased endowment, and completion of Launfal Feildhouse and the athletic fields.

Develop an intentional, multifaceted alumnae program that strengthens alumnae ties with the Academy, involves them in the life of the school, and cultivates their desire to support the Academy financially.

Implement and maintain a sophisticated fundraising program, which encompasses annual giving, major gift giving, and planned giving.

Develop clear messaging on fundraising priorities, creating a “culture of giving” within the Notre Dame community.

Academy of Notre Dame de Namur Board of Trustees 2014-2015 Ms. Mary Ellen Maggitti Mr. George Van Kula Dr. Judith A. Dwyer Mrs. Donna McNeill Mr. Arnold C. Schneider III

Chairperson Vice-Chairperson President Secretary Treasurer

Mr. L. Jay Agnes Mr. William Ashton Mr. Patrick Burns Ms. Erin Duffy ’88 Mr. David England Mrs. Susan Carney Fahey ’77 Mrs. Agnes Gillin Gayhardt ’83 Father Robert Hagan, OSA Mr. Francis Hallinan Sister Edithann Kane, SND Sister Shawn Marie Maguire, SND Mrs. Janice Toscani Petersen ’70 Mr. Donald Pohlig Mr. W. Michael Reckmeyer Mr. Eric Rubino Mr. Stephen Schwartz Mr. Vincent Tague, Jr. Mrs. Judi Taylor Mr. Andrew Willis Mr. Wayne Withrow Trustee Emeritus Sister Helen J. Bellew, SND Mr. Paul Finley Mr. Michael G. O’Neill Ms. Kathleen Shay ’70 Mr. Cary Toner