Strategic Plan
2012–2016
OUR Position We 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 20122016. The process has allowed us to rearticulate who we are and who we serve, and will propel us as we approach our second century.
The Process For the last 20 years, strategic plans have guided our work and the direction of our school. We have set forwardthinking, 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
OUR Mission 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 Values Academics
Character
Participation
Through 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.
We 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.
Realizing 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.
Diversity
Community
Resources
We 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.
Our 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.
Although 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.
The Plan
OPTIMIZE THE STUDENT EXPERIENCE FOR RELEVANCY, QUALITY AND BALANCE
INVEST IN FACULTY: ENHANCE HIRING, EVALUATION AND PROFESSIONAL DEVELOPMENT
We will refocus our energies on an educational experience that reflects the skills needed for 21st century global citizens while engineering balance in school life.
We will commit resources and dollars for developing and retaining a highly educated, talented and diverse faculty.
• 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
• 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 INNOVATION We 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
CONCEPTUALIZE AND BUILD A FUTURE-ORIENTED AND CHALLENGING SCIENCE PROGRAM
BRING “LIVE AND SERVE” TO LIFE: GLOBAL CITIZENSHIP AND EXPERIENTIAL EDUCATION
We will develop a more impactful, collaborative, exploratory-based science program that ensures preparation for challenging college sciences, and further develops students’ passion for science.
We 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.”
• 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
• 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 SUSTAINABILITY We 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
The Details Optimize the student experience for relevancy, quality and balance Today’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. Align Curriculum to Prepare Students for the New World
Create New, More Balanced Academic Schedules
Strong 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.
To 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.
Focus and Enhance the Quality of JK-12 Community Programming Representatives 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.
Use Ongoing Research Studies to Examine Student Experiences Through 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.
Invest In Faculty: Enhance Hiring, Evaluation And Professional Development Expectations 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. Further Enhance the Current Faculty Recruitment and Hiring Plan
Invest Strategically in Faculty Professional Development
The 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.
To best meet the needs of our students, we will continue to invest in our teachers’ professional development. Emphasis will be placed on highimpact programming for individual teachers, departments and divisions. The benchmark will be to engage faculty intellectually and advance teaching practices.
Build on the Newly Revised Faculty Evaluation Program and Develop a Merit Pay System With 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.
Redefine the Employee Benefits Program Reflecting 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.
Implement best practices in teaching and curriculum innovation North 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. Secure Curricular Coherency
Optimize Academic Technology
We 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.
Integrating 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 studentto-student and student-to-faculty collaboration and advance the development of 21st Century skills such as innovation, creativity and problem solving.
Support Academic Department Leadership Strong 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.
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. Invest in Faculty, Academic Technology and Equipment To 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.
Create Co-Curricular Science Programs in the Lower and Upper Schools We 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.
Study and Implement Best Practices in Curriculum and Pedagogy
Develop and Nurture Key Partnerships
Department 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 researchoriented, builds on a coherent progression and engages all students in all divisions.
Chicago 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.
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. Develop Institutional Best Practices for Global Programming and Connections
Integrate the Upper School Civic and Outdoor Education, Interim and Senior Service Programs
We 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.
Continuing 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 ServiceLearning Program.
Create a Chicago Community Partnership Program
Revitalize the School’s Diversity Plan
A 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.
North 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.
Develop a Global Citizenship Curriculum Scope and Sequence The 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.
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. Shift to Budget Management Strategies that Reflect Full Enrollment
Continue Responsible Oversight and Planning of our Campus and Facilities
Over 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.
During 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.
Strengthen Financial Aid and Scholarship Program
Harness Resources to Implement the Strategic Plan
Recommit 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.
Develop 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 nonacademic administrative team members to examine, shape and implement methods and programs that meet the needs and objectives of the Strategic Plan.
Determine a Proactive Debt Strategy Analyze 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.
OUR
Committees 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
Mission And Values Jeff 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 Committee Tom 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 Committee Doug 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 Practices Kerry 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
North Shore Country Day School, 310 Green Bay Road, Winnetka, Illinois 60093–4094 T 847.446.0674 F 847.446.0675 www.nscds.org
Photography by Kate Puccia