2023-2027 Strategic Plan

Our Mission

At Nansemond-Suffolk Academy, students are engaged in personal growth, inspired to discover their passion and empowered to make a difference in the world.

Vision

A community dedicated to educational excellence for future generations.

Saints Values

CHARACTER IS OUR FOUNDATION

NSA is committed to the social, emotional and physical development of each student. We are intentional in nurturing students to reach their maximum potential. Our students feel a sense of belonging and are respected and connected to those around them allowing them to thrive academically, artistically, athletically and socially. Our faculty and staff embrace their responsibility as role models in setting high standards of character. Character is our foundation for Honor Above All.

COMMUNITY IS OUR HALLMARK

NSA is a dedicated and inclusive community of students joined by loyal faculty and staff, parents, alumni, trustees and friends. We are committed to one another and devoted to our belief in Honor Above All. With shared purposes and principles, we seek to improve our school, our community, our society, our environment and our world through our compassion, philanthropy and leadership.

EXCELLENCE IS OUR STANDARD

From our programs and pedagogy to our personnel and operations, NSA strives for excellence in all aspects of the Saints experience. All members of the NSA family are committed to achieving their highest potential and helping students do the same.

DISCOVERY IS OUR PASSION

NSA commits to providing our students with engaging, challenging and inspiring programs. Our environment fosters a love of learning and intellectual exploration, where students are empowered to embrace new opportunities.

Dear Saints Community,

It has been an absolute pleasure to witness the growth of NSA and our students over the last five years. We should be proud of the progress that we have made as well as the success of our recent graduates and alumni, given how much the landscape has changed not only in education but also in our communities.

Despite our growth, there is still much teaching and learning that needs to occur to continue to shape and educate productive and compassionate citizens to lead our businesses, industries and government entities at all levels. Our Saints Values adopted during the last strategic planning process continue to be critical foundational aspects of our school and differentiate our students, alumni, faculty and staff from other schools. Our welcoming community, with an intentional focus on creating a sense of belonging for all, has also proven to be a differentiating factor and why so many students and alumni refer to NSA as their second home and an extension of their family.

The 2023-2027 Strategic Plan highlights four strategic imperatives to ensure that all aspects of the NSA experience are thoughtfully designed with exceptional student outcomes at the forefront. We look forward to your continued partnership on this journey as we continue to Engage, Inspire and Empower Saints for years to come!

To prepare NSA for the next five years and to identify strategic priorities for the school, we conducted demographic research, analyzed the latest industry trends in education, completed a strengths, weaknesses, opportunities and threats (SWOT) analysis and collected data from other independent schools to complete a benchmarking study using key performance indicators. In addition, we obtained valuable feedback from many members of our Saints community through numerous surveys and focus groups. Using the information from our research as well as the feedback from our community, we formalized a new strategic plan that will provide a shared vision for the next five years. The 2023-2027 Strategic Plan highlights four strategic imperatives to ensure that all aspects of the NSA experience are thoughtfully designed with exceptional student outcomes at the forefront.

While our intentional culture is an integral part of who we are and the experience we are able to provide our students, the continued growth and development of our academic, arts and athletic programs also unequivocally makes NSA a preferred academic institution in Hampton Roads and northeastern North Carolina. We must continue our efforts to create a sense of belonging for all and provide exceptional educational experiences for our students, while balancing the health and wellness of our community and being responsible stewards of the school’s financial resources. We believe the 2023-2027 Strategic Plan is reflective of these priorities.

We look forward to your continued partnership on this journey as we continue to Engage, Inspire and Empower Saints for years to come!

Sincerely,

Debbie Russell Head of School

W. Ashton Lewis Jr. ’90 Chair, Board of Trustees

The Process

The strategic planning process has been a yearlong community-wide effort that engaged all members of the NSA community, including students, parents, faculty, staff, administrators, alumni and trustees. Through an online survey, workshops, focus groups and strategic planning sessions, the Strategic Planning Committee was able to gather data and feedback to develop a shared vision for our future.

Total number of participants who completed the strategic planning survey that was based on the Virginia Association of Independent Schools (VAIS) standards for membership.

Members of our community who attended one of five focus-group sessions held in the spring of 2022.*

Number of themes that emerged from the survey data.

Student Experience

Faculty and Staff Experience

Inclusive Communities Vitality and Sustainability

*Limited attendees due to COVID-19 safety protocols.

Strategic Priorities

The 2023-2027 Strategic Plan highlights four strategic priorities that will serve as a guide for continued progress to build on our strengths while also finding new ways to engage and inspire our students, advance our programs, improve our facilities and celebrate the unique contributions of our faculty and staff. By identifying additional opportunities for engagement and connection as well as celebrating individuality, we will also continue to strengthen our greatest asset – our exceptional community.

The Student Experience

Academic excellence can only be achieved when every student’s unique needs are recognized, understood and supported. The mental, social and physical health of all students will continue to be a priority, along with providing innovative and experiential learning opportunities to inspire our students to discover and pursue their passions.

The Faculty and Staff Experience

Outstanding schools have outstanding educators. We will empower our faculty and staff to continue to grow professionally and will recognize and celebrate their role in creating transformational learning experiences for our students. Working together, we will foster a joyful learning environment where students and adults arrive each day to inspire and be inspired.

The Community Experience

Connections with our vibrant community, composed of students, faculty, staff, parents, alumni, parents of alumni, grandparents, trustees and friends, will be strengthened by continuing to foster a sense of belonging and modeling and nurturing kindness, caring and respect for one another.

Financial Stewardship

Through strategic enrollment, continued growth in giving, including launching a new capital campaign, and careful stewardship of our resources, we will ensure our longterm financial sustainability.

Supported, nurtured and known

At NSA, students benefit from a school culture that prioritizes healthy growth in all areas of a student’s life—academic, social-emotional and physical.

STRATEGIC PRIORITY

The Student Experience

Provide academic and extracurricular programs that support exceptional academic success as well as social and emotional well-being.

Goal 1: Prioritize the health and well-being of our students.

• Continue to implement the schoolwide Saints Health and Wellness Plan.

• Create student-centered schedules, which support student wellness.

• Evaluate homework expectations in all divisions and find the appropriate balance of health, wellness and extracurricular activities with homework loads.

Goal 2: Utilize best practices in scheduling and leverage community resources to broaden the curriculum to include more global and experiential learning opportunities.

• Provide experiential and innovative learning opportunities to empower students to pursue their passions, develop leadership skills and promote collaboration.

• Create learning opportunities for authentic engagement with the community.

• Utilize data to redesign the schedules, curriculum and electives for meaningful academic outcomes.

Goal 3: Continue to strengthen the arts and athletic extracurricular experiences.

• Continue to improve our athletic and performing arts facilities to further improve the student and spectator experience.

• Increase student involvement in the performing arts.

• Build partnerships with athletics in the lower schools by planning intramural experiences to generate interest in athletic programs at an early age and create more opportunities for health and wellness in the lower schools.

The heart of the school

Outstanding schools have outstanding educators.

STRATEGIC PRIORITY

The Faculty Experience

Foster a joyful learning environment where students and adults arrive each day to inspire and be inspired.

Goal 1: Support our faculty and staff for growth and success.

• Conduct a workload expectations audit.

• Ensure ongoing opportunities for professional growth.

Goal 2: Attract and retain qualified faculty and staff.

• Review faculty and staff compensation and benefits to remain competitive and equitable.

• Analyze how we are attracting qualified and diverse candidates and how to find new candidates.

• Review interview process to identify opportunities for streamlining and improvement.

Goal 3: Strengthen workplace culture so all faculty and staff feel a sense of purpose and belonging.

• Identify opportunities for employee recognition.

• Improve employee common spaces and lounges.

More than a school

NSA is a supportive community that is an extension of your family. From the first day of school to years after graduation, your family is a valued member of the NSA family.

STRATEGIC PRIORITY

The Community Experience

Nurture an environment where every person feels a sense of belonging and is valued and respected.

Goal 1: Further demonstrate our commitment to inclusivity and multiculturalism.

• Continue to implement the Inclusivity and Multiculturalism Plan.

• Further foster the development of our Saints Values in our students.

• Ensure the faculty and staff are equipped with the tools to welcome all students into a safe and inclusive community, which values all differences.

Goal 2: Connect with our community through ongoing communication and feedback.

• Identify and communicate key messages for our constituents.

• Survey our constituents annually.

• Conduct a communications audit to determine communication preferences, best practices and tools.

Goal 3: Cultivate partnerships and increase engagement with our NSA community.

• Identify opportunities for families and friends to further engage and connect within the NSA community.

• Create avenues for NSA community members to engage and share with our students to enhance the academic experience.

A sustainable future

Responsible management of our resources will ensure our long-term financial sustainability and will help us to realize our strategic goals.

STRATEGIC PRIORITY

Financial Stewardship

Effectively employ our financial resources to support our strategic goals and long-term stability.

Goal 1: Review the enrollment strategy for the next five years.

• Review enrollment data to determine the future enrollment strategy.

Goal 2: Continue to increase the endowment.

• Create and implement an endowment campaign as part of each capital campaign.

• Review the school’s policy on its annual endowment draw.

Goal 3: Create and implement a new capital campaign to support the goals of the strategic plan.

• Identify a campaign consultant to assist with a new capital campaign.

Goal 4: Continue to identify other sources of revenue.

• Continue to fundraise for the NSA Educational Foundation.

• Identify alternative sources of revenue through community partnerships.

Strategic Planning Committee

Amy C. Birdsong, Co-Chair

Shannon A. Woodward ’93, Co-Chair

Jennifer “Jenni” P. Bivins

Andrew “Drew” L. Bolling ’92

Richard L. Evans ’90

L. Taylor Harrell III

W. Ashton Lewis Jr. ’90

Thank You Board of Trustees

Thank you to the members of the Strategic Planning Committee and the Board of Trustees for their dedication and commitment and to the alumni, parents, students, faculty and staff who graciously shared their feedback through surveys and focus groups. We appreciate your continued partnership as we look to the future and bring our strategic vision to reality. and Administrative Team

Dr. Sharon A. Raghubar

2022-2023 Board of Trustees

Latrice Basden-Clarke

Jennifer “Jenni” P. Bivins

Andrew “Drew” L. Bolling ’92

William “Tony” Brothers

Howard “Dexter” Casterlow

James M. Cox

Thomas C. Coxe IV

C. Scott Creighton

Harry “Lee” Cross IV ’97

Dr. James E. Hammond

L. Taylor Harrell III

Charles Benjamin “Ben” Johnson ’97

W. Ashton Lewis Jr. ’90

Dr. Anitha Malaisamy

Dr. Rajiv B. Nanavaty

Jeanette L. Ojeda

Matthew W. Sawyer ’99

Julia L. Slattery

Vernon M. Towler

David C. Townsend

Shannon A. Woodward ’93

Administrative Team

Deborah B. Russell

Kim H. Aston ’88

Alex F. Bartlett ’01

Michele J. Bossick

Frances J. Chambers

Kenda G. Council ’91

Michelle J. Horton ’89

T.W. Johnson ’92

Amy M. Morrell

Deborah L. Oakes

Maggie B. Prince

Karen A. Schompert

Angie K. Thompson ’01

Larry C. Wilson