P L A N S T R A T E G I C S C H O O L R A N N E Y
P L A N S T R A T E G I C S C H O O L N N E Y
Turning Vision into Reality…
The Dream Continues
Turning Vision into Reality…
The Dream Continues
Ranney School is dedicated to engaging its students in an exemplary, well-rounded education, one that promotes the development of every child’s intellectual, personal, creative, and moral promise. By serving a diverse community that values a rigorous, wide-ranging program of study, Ranney students are inspired to reach their full potential. Guided by dedicated and compassionate professionals, the Ranney experience is distinguished by the heartfelt bond between student and teacher – the hallowed principle celebrating the unique nature of every child. In an environment with contemporary learning resources, students learn the value of
MISSION STATEMENT contributing to their local and global communities through leadership and service. The school’s motto – Knowledge, Vision, Honor – is as much an aspiration as it is a social imperative, one that informs the thinking and actions of our students. Awakening students’ intellectual potential and encouraging them to communicate with confidence in their own unique voice remains fundamental to the Ranney experience. The ultimate success of our students is the result of a simple yet powerful mission-promise … every child will be known and valued.
The Ranney Family Vision
Dear Members of the Ranney Family, On behalf of the Board of Trustees, it gives us great pleasure to share with you our new three-year Strategic Plan: Turning Vision into Reality…The Dream Continues. This new blueprint for the future represents the work of trustees, administration, faculty, students, parents, support staff, and alumni. We are deeply grateful to have had the opportunity to work with so many talented people who contributed their time and inspiring ideas, leading to the formation of this new strategic document. Strategic planning begins with strategic thinking. Just two years ago, in January of 2009, the Board of Trustees held a mid-winter planning retreat with our Head of School, Dr. Lawrence Sykoff, co-author of The Strategic Process: 10 Steps for Planning your Independent School’s Future and A Trustee’s Primer on the Strategic Process: A 10-Step Framework – both National Association of Independent Schools (NAIS) publications, and nationally recognized independent school consultant, Mary DeKuyper, author of the NAIS decisive book, the Trustee Handbook. The full-day retreat had two central themes: how can we plan a future that is robust with 21st century teaching and learning opportunities for our teachers and their students, and how will we maintain the Ranney experience as a beacon of exemplary education? At that retreat, the journey to transformation began. The goal was simple…to develop a meaningful strategic plan, building on years of successful growth, one that reflects value-added experiences, augmenting the continual growth and vitality of the institution. Our new mission statement concludes with a mission-promise – each child is known and valued. With such commitment, we begin our next 50 years. To ensure the responsible stewardship of Ranney’s future, the Board of Trustees led a specific charge to examine opportunities for growth in nine Strategic Planning Subcommittees: • Academic Life: To foster educational excellence with state-of-the-art technologies and educational tools as pathways (connect core values to the academic experience, refine Portrait of the Ranney Graduate Profile, create new programs and initiatives at each division level, expand goals for athletics and the arts, explore new summer opportunities for students, consider specialty courses in certain disciplines). • Student Life: To strengthen a culture of honorable behavior and character education, while sustaining traditions across all three divisions (student support services, co-curricular and extra-curricular programs, travel abroad study, service programs, summer internships, advisory programs and cross-divisional partnerships). • Faculty and Administration: To benchmark teaching excellence and student achievement (enhance professional development model to support professional development, encourage mentor programs, attract and retain high-quality talent, plan sabbaticals to develop teaching partnerships with local universities). • Family Life: To strengthen Ranney’s partnership between the school and parent communities (update and expand the mission and vision of the Parents’ Association). • Strategic Marketing: To reinforce and promote the Ranney story (define core values, explore emerging markets, enhance web communications and press relations, showcase student success in meaningful ways and develop a new outreach plan for alumni). • Financial Planning: To ensure sustainability (forecast, improve financial benchmarking systems, develop long-term view of tuition, compensation and benefits, endowment strategies, financial aid, uncover additional revenue streams and review cost efficiency). • Development: To ensure our ability to fund educational excellence (endowment, annual fund, alumni, grants, planned giving and stewardship). • Governance: To strengthen Board leadership with a new mission and vision (Board composition and expansion, define the evolving role of the trustee, Board self-review and evaluation, adopt a new paradigm – trustees as strategic planners – and develop a governance culture). • Facilities and Campus Infrastructure: To maintain a secure learning community and advance green environment initiatives (develop a capital operations plan to explore sustainability and alternative energy systems). The three-year strategic planning summaries that follow will provide a working strategy for our work over the next several years. On behalf of the Strategic Planning Committees, the faculty, staff and administration, we trust that you are excited about Ranney’s future and all that it holds for our exceptional students and the noble community that we serve. Daniel B. Goldberg, M.D. President
Josephine R. Esquivel Chair, Strategic Planning Committee
Lawrence S. Sykoff, Ed.D. Head of School
Turning Vision into Reality
Lawrence S. Sykoff, Ed.D., Head of School In this day of growing expectations for schools to develop the innovators of tomorrow, coupled with an ever-increasing requirement to provide high-quality educational experiences, it is essential for boards and school leaders to take every opportunity to be strategic with regard to future planning. To be effective, strategic planning must be ongoing, and not reserved for special times. At Ranney School, we believe that the efficacy of our school today will determine the success of the next generation, and the future should never be determined by chance. Our children, and our society, are too important to do otherwise. Over the past five years, Ranney has experienced consistent enrollment growth. In addition to continued growth in student admission patterns, academic and athletic programming and co-curricular and extracurricular activities have also kept pace with significant innovations and achievements. Notwithstanding growth in enrollment, Ranney has remained committed to its traditions of small student-to-teacher ratios and individualized student attention, two hallmarks of the Ranney experience. Ranney’s strong financial position continues to ensure its fiscal integrity. In addition, the School’s annual operating budget generates ample funds to support current operations and capital improvements. As a result of focused planning and responsible management of expenditures, the School continues to set aside funds for the future. In 2007, Ranney embarked on a capital expansion program resulting in the construction of a new Lower School, which houses a large multipurpose auditorium and state-of-the-art science and technology labs. Upgrading campus infrastructure, including significant improvements to athletic facilities, also received dedicated attention. This all-encompassing project was funded through the issuance of tax-exempt bonds; favorable interest rates were made possible by the School’s strong credit profile. Within this same timeframe, Ranney completed the most ambitious fundraising campaign in the School’s 50-year history, which raised more than $11.5 million. Once a grand vision for students and faculty, the new Lower School Complex and RSPA Panther Hall are now a reality. Our new facilities were designed to not only meet the needs of our current students and faculty, but also to anticipate the needs of future students. Last year represented a distinctive one for Ranney – a golden anniversary birthday. Our year-long celebration included numerous special events including: the 50th Anniversary Panther Ball; new alumni events including fall Homecoming; and a retrospective performance entitled, “Ranney Voices.” Since September 2001, Ranney has created some exciting new initiatives such as: a new crew team and rowing program (currently in its second year); an expanded Lower School science program; a Middle School astronomy program including “Star Parties” and multimedia presentations in our Distance Learning Center; an ever-expanding Mandarin Chinese program and World Languages Department; travel abroad opportunities for Upper School students; and an enhanced faculty professional development, inter-teach program. Learning through collaborative exchange, referred to as LEAD (Leading, Engaging, Advising, Discussing), facilitates the sharing of best practices through faculty mentoring, modeling and dialogue. As a result of such professionalism, inspired faculty invite the dynamic exchange of intellectual ideas, creative lessons, and classroom observations through a Ranney BLOG, inviting scholarly exchange between professional peers. Thus, in this 21st century, Ranney remains poised, once again, with clear opportunities and ambitious plans to soar even higher. Turning dreams into actual outcomes is a challenging process; however, our history reflects our steady resolve to be nimble and forward-thinking, seeing the transformation of vision into reality as a way of giving our children every educational opportunity to grow with a perfect blend of scholarship, goodness and confidence. The dream continues.
About Dr. Sykoff An accomplished educator and administrator, Dr. Lawrence S. Sykoff became the third Head of Ranney School in 1993. Under his leadership, Ranney School has undergone a renaissance and has become one of the premier independent college preparatory day schools in New Jersey. The Upper School now boasts increased academic offerings, including more Advanced Placement courses, and has an unprecedented number of graduates accepted into the nation’s most selective universities. Dr. Sykoff has also encouraged the evolution of competitive athletics and performing arts; Ranney athletes have won multiple state and league athletic championships and Ranney thespians have produced award-winning plays. In addition, Dr. Sykoff has helped many Ranney educators to flourish in their own careers. A leader with high expectations, extraordinary vision and much compassion, he takes care to model the school motto, Knowledge, Vision and Honor each day and encourages others to do so, bringing a standard of excellence, enthusiasm and pride to Ranney School.
Committees
Board of Trustees 2010- 2011 Daniel Goldberg, M.D. President Adam ’99 Jeffrey ’03 Marshall Knopf Senior Vice President Emily ’01 Jennifer ’03 Laura ’06 Max ’09 Jamie Price Vice President Madison ’13 Josephine R. Esquivel Vice President Alexandra ’14 Joseph ’14 Patricia Kurdyla Secretary Amy ’88 Phillip ’94 Carol Martin Educational Development Advisor Elizabeth ’14 Brian Torpey, M.D. Strategic Planning Advisor McCall ’11 Kendall ’13 Matthew ’17 Jack ’18 Kristen Gerhard Peter ’15 Madison ’18 Thomas Karagianakis Alexander ’12 Michael Oster Aidan ’21 Devin ’22 Dylan ’24 Stephen Papetti Julia ’07 Anthony ’12 Douglas Roberts (Class of ’79) Elizabeth ’15 Alexander ’18 Christopher Fitzmaurice Liam ’17 Shana ’19 Tyge ’23 Michael Jones, M.D. Siobhan ’21 Gavin ’25 Lawrence S. Sykoff, Ed.D. Head of School, Ex-Officio
Board of Trustees Strategic Planning Steering Committee
Student Life
Josephine R. Esquivel Chair – Vice President, Board of Trustees
David Fischer – Chair Head of Middle School Lauren ’23
Carol Martin – Educational Development Advisor, Board of Trustees
Steven Papetti Co-Chair – Trustee Julia ’07 Anthony ’12
Steven Papetti – Finance Committee Member, Board of Trustees Albert Tedeschi, M.D. – Retired Trustee (2001-2010) – Chair, Committee on Trustees Brian Torpey, M.D. – Strategic Planning Advisor, Board of Trustees Academic Life Lawrence S. Sykoff, Ed.D. Chair Carol Martin Co-Chair – Trustee – Educational Development Advisor Chair, Education Committee Elizabeth ’14
Denis Fitzgerald, M.D. Kate ’07 Conor ’10 Kerri Donovan-Casucci Gillian ’12 Sarah ’18 Caroline ’20 Maryellen Adams Patricia ’02 Dennis ’03 Colleen ’05 Kathleen ’09 Jeanette Cordero Lower School Spanish Teacher David Ketcham Middle School Dean of Students
Robert Saunders, Ph.D. Kieran ’20
Mike Ling Middle School History Teacher
Christopher Johnson, M.D. Anna Rose ’08 Christopher ’11 Alessandra ’14 Robert ’17
Adam Materasso Upper School Associate Director, College Guidance and Director of Student Activities
June Moser Stephanie ’11 Raymond ’15 Jessica ’19 Bridget Looney Lower School Curriculum Coordinator Tammy Mills Middle School English Teacher Douglas Felter Upper School English Teacher Jason Sugarman Network Administrator Jessica ’09
Faculty and Administration Patricia Marshall – Chair Head of Lower School/Senior Administrator Director Albert Tedeschi, M.D. – Co-Chair – Retired Trustee (2001-2010) – Chair, Committee on Trustees Daren ’01 Paul and Dolores Billyard Caroline ’17 Lori Krikorian Markar ’17 Ana ’20 Ramalingam Vaidyaselvan, DDS Shruthi ’16 Shrish ’20
Strategic Marketing
Development
Noel Nivera, M.D. Christopher ’17 Grace ’23
Heather Rudisi – Chair Associate Head for Enrollment Management and Financial Aid
Russell Gartz – Chair Director, Institutional Advancement
Doreen Fowlkes Fifth Grade Teacher
Kristen Gerhard – Co-Chair Trustee – Chair, Investment Committee Peter ’15 Madison ’18
Brian Torpey, M.D. – Co-Chair – Trustee – Strategic Planning Advisor McCall ’11 Kendall ’13 Matthew ’17 Jack ’18
Veronica Warren Chair, English Department Upper School English Teacher Allison Reddington Middle School English Teacher Marie Curry Upper School History Teacher Family Life Kathleen Deeken Chair – Director of Student Support Services Tessa ’05 Laura Gillroy – Co-Chair Director, Early Childhood Tracy Mutchiga – Chair Associate Director, Special Events and Parent Relations Paul Guidone – Co-Chair Retired Trustee (2008-2010) Chair, Investment Committee Matthew ’03 Greg ’06 Kathryn ’08 Marshall Allegra, M.D. Marshall ’07 Andrew ’09 Paul ’09 Helena ’17 Sue Grosso – President, RSPA Chris ’12 Emily Paasche David ’15 Elizabeth ’16 Teri Zimmerman Past President, RSPA Evan ‘07 Nancy Wade Middle School Dean of Student and Faculty Development Katie Hunt First Grade Teacher
Christine Bruno Associate Director of Admissions Valerie Schwake Upper School Science Teacher Christopher ’12 Stephanie Wilkens Fourth Grade Teacher Robert Sickles Sasha ’09 Tristan ’15 Michael Jones, M.D. Trustee – Chair, Audit Committee Siobhan ’21 Gavin ’25
Peter Grayson Eric ’19
Christopher Zraly – Chair Chief Financial Officer Ella ’23 Douglas Roberts – Co-Chair Trustee Elizabeth ’15 Alex ’18 Anna Mascolo Accounting Manager Marc Betesh Lauren ’04 Alexandra ’06 Elizabeth ’11 Scott Fischer Veronika ’13 Francesca ’15 Myles ’17 Matt Saker Coury ’13 Matthew ’17
Connie Congemi Third Grade Teacher Marissa ’99 Joseph Tweed Assistant Head of Upper School/Dean of College Guidance
Robert Farber Ian ’15 Sarah ’20
Facilities and Campus Infrastructure
Kim Widener
Dennis Myers – Chair Director of Operations
Emmett Walling Director of Aquatics Noel Delgado, Ph.D. Upper School History Teacher Coordinator of Excursions – Director of Running Governance
Financial Planning
Louise Dewar Chair, History Department Upper School History Teacher Margaret ’06
Josephine R. Esquivel Chair – Trustee –Vice President Chair, Committee on Trustees Alexandra ’14 Joseph ’14 Jack McEnery – Co-Chair Retired Trustee (2004-2010) Co-Chair, Finance Committee Allana Egol Jacob ’19 Lily ’22 Tom Boyan Madison ’14 Jack ’16 Abigail ’18 Thomas ’22 Christopher Fitzmaurice Trustee – Chair, Finance Committee Liam ’17 Shana ’19 Tyge ’23
Tom Frystock – Co-Chair Retired Trustee (2001-2010) Chair, Campus Operations Committee Christopher ’04 Michael Oster Trustee – Co-Chair, Campus Operations Committee Aidan ’21 Devin ’22 Dylan ’24 Stephen Aluotto Nadaskay Kopelson Architects Joseph Hanrahan Dynamic Engineering Tom Moriau Director of Athletics Jena ’08 Marnie Jones Science Department Chair – Upper School Science Teacher Barbara Levine Lower School Art Teacher Tess Nielsen Chair, Performing Arts Department – Upper School Music and Chorus Teacher Jeremy Lessing ’10 Middlebury College, Environmental Engineering
Academic Life
Academic Life Education is currently undergoing a major transformation; essential questions about how we can best prepare our students to succeed lead strategic discussions. Great schools will heed the call to expand student horizons on a global scale. Exceptional schools will utilize emerging technologies as a framework for the realization of student competencies that will ensure success in today’s classroom and tomorrow’s workplace. The most effective and successful schools will inspire their students to value a new definition of “being smart” – one that includes highly developed communication skills, creativity, innovation, self-directedness, collaboration, global perspective, and fluency in world languages. Future success will depend on students’ ability to forge their own learning paths as innovators for acquiring knowledge through core subjects, the arts and interdisciplinary themes: global awareness, finance, economics, business and entrepreneurship, civics, health and environmental literacy. Ranney has positioned itself as a leader in education. Our commitment to lead with distinction has resulted in the formation of new paradigms for teaching and learning. Simply stated, we believe that the 21st century Ranney graduate will be able to demonstrate the capacity to: • Think decisively and make sound judgments. • Solve multifaceted world problems. • Be resourceful and cultivate an entrepreneurial spirit. • Communicate skillfully with confidence and reassurance. • Make use of ever-present information for the common good. • Exude the finest qualities of character and honor. • Contribute meaningfully to community. • Become global and inclusive in perspective.
Goals: To this end, the Academic Life Committee has developed the following educational goals: • Enlarge the basic tenants of Knowledge, Vision, and Honor with an expanded vision statement, including themes in ethics, leadership, globalization, societal contribution, digital media, cultural literacy, and environmental stewardship. • Propose a mission-promise that ensures that every Ranney student will be known and valued. • Reaffirm our commitment to educating the whole child, providing ample opportunities in academics, the arts, athletics, and independent research with new experiences for domestic and international travel that promote worldwide learning and service education.
Action Plan: • Redesign the mission statement to reflect our visionary thinking and leadership, yet remain committed to time-honored traditions and values. • Expand the course of study with new courses and extra-curricular activities that feature: • New grade-level retreats and international excursions • Mandarin Chinese through the Advanced Placement level • New programs in astronomy, robotics, marine science, ethics education, and digital and social media literacy • A summer internship/mentorship program for all juniors in the fields of medicine, science, business, and law • A newly restructured Latin program to augment English and writing classes • An expanded Pre-K through 12th grade learning support department with professionally trained teachers who can assist all students in becoming successful scholars who reach their full potential as independent confident learners • New research opportunities in our libraries, or “Media Learning Centers,” using state-of-the-art technology, featuring comprehensive databases, SMART Board technology, digital readers and writing tablets
• Co-curricular programs in theater, stage management, instrumental music, and choral instruction • Additional programs in the arts, introducing architecture, film-making, and digital design classes • More dedicated use of distance learning programs, using advanced classroom technology to access educational programs around the world • New media in the classroom and the school experience, including blogs and podcasts • Unique partnerships with colleges and universities that support Ranney programs in the STEM fields of science, technology, engineering and mathematics, as well as athletics, and the arts • A much broadened summer program with new activities that include a music conservatory for the performing arts, additional course offerings for gifted and talented students, and comprehensive “college-bound” sports’ camps • A highly personalized college guidance program commencing in the Middle School that supports each child’s desire to attend a top-flight college that represents a “perfect fit” • An even more diversified and competitive sports program, with active participation in the Shore Conference
Technology Plan: • The purpose of Ranney’s Strategic Technology Plan is to provide a solid foundation of technology leadership and direction in support of the pedagogical goals of the school, and to promote effective use of 21st century technologies. • Technology offers students an avenue to succeed as citizens in a global community where information is growing at an incredible rate. Technology can improve communication, enhance critical thinking, make instruction more efficient and effective, and develop life skills critical to success. Ranney School will incorporate technology as a means of integrating curriculum across subject areas. Students and educators will have opportunities to use technology as an integral part of education. • To meet the needs of a modern classroom, students and faculty members, the following technology goals have been established that create a roadmap in support of the pedagogical goals of Ranney School. • Create a 21st century learning environment where technology enhances the curriculum and prepares the student for the global community. Introduce a one-to-one laptop program. • Encourage active student participation in learning experiences that foster collaboration, critical thinking and problem solving skills that are facilitated by digital content and tools. The libraries will include a media center with readers and other technological devices. • Implement the new media learning into the Ranney classroom: Google DOCs; digital text books; student blogs; and Skype, to list a few. Distance learning education will become more routine in the learning process, accessing educational partnerships through SMART Boards. • Provide sustained professional development for teachers that encourage the use and understanding of contemporary technologies. • Provide safe, secure, and reliable access to the network infrastructure and internet resources. • Introduce social networking as a means of collaborating with others on essential educational topics.
Student Life
Student Life A high-quality Student Life program – complete with a competitive athletic program, a flexible and diverse group of co-curricular and extra-curricular activities and clubs, as well as a strong commitment to diversity, community service, mentoring and student support – will provide opportunities for students to explore passions, develop and deepen values, contribute their talents and prepare well for life beyond their secondary school experience. Our commitment to educating the whole student has helped to ensure that our students are best prepared with the skills and experiences necessary to be successful adults. In addition to providing outstanding educational opportunities, Ranney School continues to excel in offering a broad reaching, skills rich, and impactful Student Life program.
Goals: To this end, the Student Life Committee has developed the following extra-curricular goals: • Expand the continuum of activities and clubs across divisions, ensuring that transition points between divisions clearly include Student Life programming. Expand Student Life programs to incorporate diversity and leadership symposia on global connections. A campus-wide Diversity Council including student and faculty members will be established. Intra-division connections between co-curricular and extra-curricular programs, such as Science Olympiad or various student publications, will be forged. • Expand the breadth and scope of off-campus excursions, to include developmentally appropriate overnight and international travel programs at all grade levels (e.g., service learning trips and educational excursions in the United States and overseas). • Adopt the Community Service Statement of Purpose, which will provide structure, direction and continuity to the community service programs in all three divisions as well as delineate service requirements throughout the student body. • Expand the community aspect of the Student Life program, to include a broader range of programs, activities, assemblies and other traditional events that bring together students and faculty from all three divisions. School-wide academic focus weeks, for example, highlighting academic or activity themes, such as science, leadership or sustainability, will become annual events.
Action Plan: • Identify and incorporate activities, such as student publications or co-curricular academic teams, where connections can easily be drawn and activities can be consolidated across division lines. • Incorporate student activities that focus on diversity, leadership and ethics themes. • Identify and incorporate new overnight excursions, at recommended grade levels, associated with academic study, athletics, service, and social/developmental student needs. Student retreats in Middle and Upper School divisions will be expanded, and spring break and summer overseas excursions will become yearly events. • Initiate new international travel programs, incorporating service and/or academic experiences, for Upper School students and Middle School students, where appropriate. • Present Community Service Statement of Purpose for adoption by June 2011. • Finalize the implementation of the Community Service Graduation requirement with a clear description of expectations, including the introduction of a service presentation documenting hours and service experience • Institute programs and activities that can be identified as school-wide focus weeks, highlighting academic and/or extra-curricular interests, ensuring cross-divisional alliances among students. • Identify elements of leadership training for Middle and Upper School students, providing opportunities for them to learn about leadership while serving the school community. Every child will be offered opportunities to be leaders. • Utilize student leadership organizations, such as Student Councils and Honor Boards, to bring the message of school mission and values to the school community through student organized and led town meetings, gatherings and other forums.
Faculty & Administration
Faculty and Administration Ranney School is known as a professional learning community that is well-versed and a leader in overall standards of excellence and best teaching practices. As such, standards of excellence are to serve as the guiding principles of professional excellence for teachers and administrators alike, and are to set the expectation that our educators are expert leaders in their field. Ranney School expects its professionals to participate in a culture of contribution to the School’s learning community and to overall school-wide improvement plans, as well as foster a culture that expects educators to serve the teaching community as mentors and models for peer teachers, contributing to an environment of collaboration. And, because Ranney School is a leader in education, it requires the teachers to be leaders; embracing leadership within their profession, being forward thinkers and visionaries, and whose work will bring the School to national and international recognition for academic excellence and best practice. Thus, the standards recommended within, encourage Ranney educators at all levels to be researchers and readers, thinkers and doers, and to be reflective and proactive in teaching; understanding how modern tools and practice can inspire young learners, while accelerating achievement and bringing student success to reach gold standard. Setting the tone for academic leadership, Ranney School will become a school that attracts and retains the best educators who exemplify a balance of experience, qualification, and intuitive nature and carry through the mission-promise with excellence.
Goals: The Faculty and Administration Sub-committee has outlined four important goals for Ranney’s Professional Development Program: • Develop a Standard of Teaching Excellence that reflects the School’s mission and guides educators to successfully carry out its mission-promise. • Support Ranney’s Professional Development Programs for Faculty/Administration in order to sustain academic excellence and successful student achievement. • Enhance the School’s Faculty/Administrative Mentoring Program to assure that the School’s mission is preserved and teaching excellence is sustained. • Attract and retain exceptional teachers who maintain a balance of qualifications, experience and intuitive nature for teaching, advising and developing curriculum.
Action Plan: • Create a comprehensive faculty profile that serves as the guiding principle for all professional development and growth. • Develop digital portfolios for faculty and administrators, highlighting professional contributions to the School community with an electronic collection of academic work-curriculum, published pieces, and tools that measure teaching techniques. • Ranney educators will contribute to the development of teaching excellence at Ranney and share practices and research with peer teachers through electronic forums (blogging) and through workshop format (LEAD) as well as through traditional publication. • Hire faculty who are aligned with the School’s mission and philosophy. Ensure professional development and growth opportunities are aligned with the strategic development of the School and are forward reaching and student centered. In doing so, the successful faculty will be those who lead by example and demonstrate excellence through lecture and assessment and speak of academic subject matter with precision and passion. • Develop teacher leadership. Ranney teachers are stakeholders who work in unison to advance the School’s mission and to reach competitive student outcomes. Thus, they are positioned in serving the School as mentors for novice educators to the Ranney community. • Build a professional library for faculty development and faculty research. A bibliography of important readings, research and trends will be collected to support teachers at all levels of tenure and to encourage a continuum of intellectual exchange. • Expect self-assessment and improvement. Provide faculty pathways to pursue degree advancement and professional leadership. Best practices are sharpened and current with the conditions and benefits the School can provide for faculty excellence at all levels of faculty tenure. • Develop 21st century Adult Learning Institutes on campus, playing a role in developing faculty at Ranney, but also welcoming novice teachers and administrators from other independent schools to benefit from our models of excellence and best practice.
Family Life
Family Life The Family Life Sub-committee’s role includes updating the mission and purpose of the RSPA as the keystone to defining the core values of the parent-school partnership. The clarity of that definition provides pathways for expanding parent education offerings and enhancing parent outreach, programming, activities and events that involve the families in Ranney’s community life. Enlarging the ambassadorship role of the RSPA is an integral component of the shifting focus of the Parents’ Association, for its defined purpose is to serve the School’s broad-based community goals. The Committee believes that the following goals and associated action plans will assist our Parents’ Association in increasing the number of parents who feel strongly connected to RSPA, as an organization of peers. This inclusivity will ensure more far-reaching connections that build stronger parent relationships resulting in long-term community ties.
Goals: • Define the core value of the parent-student partnership as an extension of community standards that support the School’s continued representation of Knowledge,Vision and Honor. • Update and expand the mission and vision of the Parents’ Association with a prioritized structure that supports social and cross-cultural friend and “fun-raising”, family programming and educational initiatives that bring our community together. • Increase the activities and outreach programs of the Parents’ Association with a redefined new role to include ambassadorship, which will assist the School in achieving its broad-based community goals. • Expand parent education offerings for greater inclusivity and for a broader range of high-interest programming that meets the developing needs of parents and students with an emphasis on supporting School-wide initiatives and goals. • Enhance outreach programming as a means to build strong community ties, while concurrently maximizing advertising and balancing a full calendar of division specific and School-wide programs and events. • Enhance the offerings for family involvement in Ranney community life with new and exciting family events to bring grade level, division and all School families together for fun and friendship.
Action Plan: Ensuring strong connections among parents and families strengthens the long-term ties that are positioned at the heart of the RSPA as an organization and are, therefore, the foundation of the School’s future success; • Create an RSPA agenda to allow the Parents’ Association to recognize its yearly accomplishments and develop goals with strong family ties to the community that support student, parent and family programming. • Advance Middle/Upper School Family Life Sub-Committee Student Survey Questionnaire as a follow up to the Family Life Committee Parent Questionnaire completed during the strategic planning process last year. • Form a committee of parents and teachers as stakeholders in the School’s mission and vision to research educational and social programs that reflect the School’s strategic planning and goals, and also reflect parent needs as they navigate through their child’s developmental, social/emotional and scholastic needs within the three distinctly different divisions. • Implement educational workshops, speaker series and informational fairs for parents that address global interests and needs. • Use a series of “open campus” nights that will attract members of the entire family for fun and learning opportunities. • Utilize extensive campus technology and facilities such as the Distance Learning Center, computer labs and Panther Hall to provide enhancements. • Provide community events that reflect School-wide initiatives and goals, expanding the School’s relationship with the community. • Support programming that strengthens parent – student connections and collaborative learning i.e. game nights with parent/student teams, students as leaders in parent/teacher meetings and students as teachers in parent programming: technology workshops, glass and pottery workshops or drawing lessons, etc. • Advertise parent and community events in a timely fashion and through multiple modes of communication, including a Web presence and email blast.
Strategic Marketing
Strategic Marketing Ranney is a premiere independent day school, distinguished by its exceptional academic environment and its talented, dynamic teachers. Ranney students are known to appreciate our core values of Knowledge, Vision and Honor, and become remarkable citizens and compassionate leaders and contributors of the greater world. A Ranney education is a priceless investment in every child’s future. Ranney’s marketing and communications efforts are framed by the School’s mission, vision and values. These characteristics define the Ranney culture and differentiate Ranney’s academic strengths and extracurricular opportunities from other academic institutions in the region. In addition, parents and alumni are invaluable to this effort; “sharing the Ranney story” comes from those who have lived this unique and invaluable experience – parents and alumni are our best ambassadors. It is important that this framework continue to be reflected in all areas of Ranney’s internal and external marketing and public relations strategies as we continue to promote our talented faculty and students who are of the highest academic standing, well-rounded, tolerant, honorable and well-prepared to meet the challenges of the 21st century. The overall goal of strategic marketing is to develop a consistent brand platform that will tell the Ranney story in all outreach efforts in order to retain and attract talented faculty and students, while enhancing Ranney’s reputation and mission through all communications vehicles.
Goals: • Advance Ranney’s mission and reputation throughout New Jersey, the Northeast region and nationally. • Expand public relations efforts and strengthen media relations. • Promote the School’s value through newly developed plans using non-traditional and new media. • Enhance internal communications in order to highlight our core messages through students, parents, faculty, administration and alumni. • Foster opportunities to share the Ranney story throughout the community.
Action Plan: • Communicate Ranney’s core messages to our internal community in order to enhance our reputation throughout the local community. • Emphasize Ranney’s commitment to our mission promise that “every child will be known and valued” and continue to promote our newly developed mission statement. • Expand web technology and multimedia through content-rich web applications and broaden marketing to include new media outlets. • Incorporate the judicious use of non-traditional media in marketing our 21st century teaching and learning. • Share student and faculty success stories through all viable media outlets. • Continue to promote our exceptional offerings in the visual and performing arts and athletics through print campaigns and web feature stories.
Financial Planning
Financial Planning As we move forward with the goal of a financially sustainable institution, we continue to plan for the challenges that the future may bring. Ranney School has always used a long-range strategic financial plan to provide sufficient funding for the School to carry out its mission and to ensure long-term viability. As a result, Ranney School has weathered the country’s recent economic conditions and continues to maintain a sound financial position. It is essential that as good stewards of the School’s resources, the Board of Trustees manage the School’s finances responsibly to ensure financial strength and sustainability for years to come. Maintaining the excellence of our School requires a financial investment that demonstrates our priority to our faculty, students, programs, technology and facilities. We are mindful that parents who choose Ranney for their children do so because they recognize that the benefits are immeasurable and far exceed the cost. It is our ongoing challenge to maintain that balance by keeping tuition affordable while maintaining and enhancing the excellence of our programs.
Goals: To meet that challenge, the Financial Planning Committee developed the following goals: • Continue to use the model of a long-range strategic financial plan to provide sufficient funding for the School to carry out its mission consistent with the School’s overall strategic financial plan. • Build an endowment fund that will provide a steady source of investment income to the operating budget. • Attract and retain the best employees by expanding our competitive compensation and benefits plan. • Diversify our revenue streams by identifying additional revenue sources.
Action Plan: • Develop a multi-year budget plan by considering School-wide long-term goals developed through the Strategic Planning Process. • Ensure that our tuition strategy provides the maximum amount of revenue possible given the School’s capacity while providing the best educational value and keeping tuition levels affordable. • Build endowment by providing a case statement to donors which will motivate them to give to specific areas and programs that need funding. The case statement should demonstrate to donors how their funds would provide tangible benefits to the School. • Set a long-term goal that targets endowment income as a specific percentage of revenue to the operating budget. • Establish an endowment spending policy that provides a steady stream of endowment income while preserving capital assets. • Attract and retain the best faculty and staff by ensuring competitiveness of our compensation through benchmarking with other top-tier schools. • Consider adding additional professional development opportunities and sabbaticals for valued long-term employees and continued benefits for retiring staff.
Development
Development The committee proposes to guide philanthropic development within the Ranney community. It is our vision that the following steps are the beginning of a much greater program of advancement that will exist at Ranney School in the next 10 years. As an independent school, Ranney is funded only through tuition and community philanthropy. Our school does not receive any federal or state funding and does not have the restrictions that come with those funds. Our tuition, which is very competitive compared to our peer and aspirant schools, is set to maintain our aesthetically beautiful campus and high-quality educational experiences. Tuition does not provide for new or enhanced programs; philanthropic support is the component that elevates our programs and facilities, as proven through our past campaigns. Philanthropy has and will continue to have a more significant impact on our ability to grow and enhance our school environment. Major components of philanthropic support that will propel Ranney forward include a robust annual giving program and the building of an endowment. Gifts to these two needed areas will directly impact our student experiences today and for years to come. Annual giving enhances our operations budget and allows for unrestricted funds to be used where they are most needed on an annual basis. Endowment programs are critical to independent institutions – these long-term investment accounts provide interest to be used over time to fund a variety of needed areas such as financial aid, infrastructure, faculty development and academic programs. Components of our development program should include: • Annual Giving • Leadership Giving • Planned Giving/Endowment • Special Events • Alumni Programs • Parent Programs/Ranney Parents’ Association
Goals: A generous philanthropic culture supports Ranney’s initiatives and mission goals. The committee has developed the following goals: • Expand the base of support to increase unrestricted giving. • Develop alumni support. • Lay the groundwork for the growth and expansion of an endowment program that supports student programs and faculty.
Action Plan: • Promote annual fund as the primary means of supporting Ranney. • Initiate a lead and major gift committee to identify, cultivate and engage major donors on an annual basis. • Create a case statement that inspires long-term giving. • Develop financial reporting to improve donors’ understanding of funds and campus needs through monthly newsletter. • Educate families in the value of supporting Ranney through philanthropy. • Provide individual, personalized stewardship and improved communication with donors. • Begin fostering relationships with juniors to develop long-term connections to Ranney. • Stay connected with alumni to include them in school activities. • Define the role and scope of planned giving efforts and define short-term goals and marketing plan. • Develop a program for grants – that will partner our school with public and private foundations in support of educational initiatives.
Governance
Governance Quality systems of integrated, mission-driven governance practices help a school meet the challenges of its mission. At Ranney, Trustees have always believed that the best governance practices include clearly defined organizational structures so that the Board always acts ethically, legally and to its fullest potential. The Governance plans and goals that follow have been developed to strengthen the school and the community it serves. Ranney Trustees fully understand their roles and, while being involved, active and engaged leaders, have committed to making long-term growth and stability a living reality.
Goals: • To create constructive partnerships with all constituencies. • To be mission-driven, drawing connections between choices and core values of Knowledge, Vision and Honor. • To continue a strategic thinking mind set at all times. • To sustain a system of compliance – one that is disciplined and ethically motivated. • To link aspiration with ambitious plans to secure financial support. • To embrace opportunities for continuous learning via professional development. • To utilize a results-oriented model, combining benchmarking against peers to determine effectiveness and value.
Action Plan: • Given the growth of the School in the last decade, good governance, renewal and revitalization requires the Board to reassess its size and composition so that it reflects the diversity of skills and talents representative of various constituencies in our community. • Board terms will be reviewed to include tenure options that maximize opportunity and consistency. • Professional development seminar and day retreats will be expanded to engage Trustees in ongoing education about best practices. • The annual Board agenda will be focused on strategic planning goals and mission – outcomes, leading the institution with purpose and intention. • Governance activity will be focused on expanded self-evaluation and assessment, providing direction and guidance on a collective and individual basis, supporting each Board member to perform at his or her fullest potential. • Mentoring programs for new Trustees will be developed, contributing to seamless transitions and significant training in governance and trusteeship. Good mentoring connects new Trustees with the School’s history and vision for the future. • Succession planning is part of an organization’s good governance. Effective leadership transition will be part of the new organizational planning structure. Effective Board leadership promotes brand new and enriching perspectives and will remain an essential element in future planning.
Infrastructure
Facilities and Campus Infrastructure Ranney is committed to keeping its students and staff safe and healthy at all times. A safe and secure environment is often cited as one of the top reasons parents choose independent schools for their children. Ranney maintains comprehensive campus security and full-time nursing coverage. In addition, the school is cognizant of the impact it has on the environment. The Ranney community believes that maintaining an environmentally sustainable campus models the good citizenship and environmentally responsible behavior for our community. It encourages our students to engage future generations about the practices and philosophies of sustainability. Ranney School is conscious of conservation in all facets of energy savings at all levels, from lighting, energy and water consumption to recycling toner, plastic and paper/ cardboard. Ranney School is a leading green-focused school – it encourages the faculty, administrators, staff, students and families to realize the importance and responsibility of reducing their carbon footprint, which ultimately reduces the overall cost of energy usage and demonstrates to surrounding schools and businesses that it is possible to make a profound difference that will impact generations to come.
Goals: The Facilities/Campus Committee developed the following goals: • Develop a three-year capital operations plan. • Explore sustainability and alternate energy systems. • Engage in “going green” initiatives. • Support student-focused green initiatives and programs. • Continue to review and enhance the safety and security of the campus.
Action Plan: • Evaluate current use of buildings for optimal use of space and energy efficiency. • Form a sustainability committee of faculty and administration to promote and implement energy efficiency and green initiatives on campus. • Conduct an audit of all buildings for alignment with Leadership in Energy & Environmental Design (LEED) program initiatives. • Explore the implementation of solar energy on campus. • Replace gas-powered vehicles with hybrid or electric vehicles. • Continue efforts to promote more recycling. • Pledge to reduce our school’s carbon footprint and pursue joining the Green School Alliance. • Support the integration of green initiatives into the science curriculum. • Install a permanent greenhouse to be used by students. • Use modern technology to enhance security protocols and emergency preparedness plans.
Our Future
“The best way to predict the future is to create it.” -Abraham Lincoln
Ranney School 235 Hope Road, Tinton Falls, NJ 07724 Phone: 732-542-4777 • Fax: 732-544-1629 www.ranneyschool.org