A • Loyola School • Strategic Plan Loyola School • Inspiring Greater Glory • A

STRATEGIC PLAN

Inspiring Greater Glory A Commitment to Excellence

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Loyola SchoolNew York

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A Note From the PresidentDear Friends,

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

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

• OurJesuitandIndependentschoolidentities;

• Acommitmenttoexcellenceandeducationalbestpractices;

• Theimportanceofstudentdevelopmentandtransformation;

• Aneedtoembraceandcontributetotheworldthatsurroundsus.

Our strategic plan looks to make our Loyola School even stronger. While acknowledging that all plans are evolutionary, this plan will help prepare us for the opportunities that inevitably await. I am very grateful to our community (faculty, trustees, alumni, parents, etc.) for their help in formingthisplanandIamespeciallythankfulfortheassistanceof:ourPrincipal,KristinRoss;our Vice President for Advancement, Samantha Hanley ’87; our Vice President for Finance,Ed Knapp; and our Director of Admissions, Gabe Rotman. Moreover, our Board of Trustees,ledbyChairBobSheehy’68,embracedtheworkofstrategicplanning,andournowdefinedgoals and action steps were fully endorsed by trustees and board committee members. I must alsomentionthatourstrategicplanningprocessoverthepastfewyearswasdirectedby,R.J.Valentino,oftheNapaGroupwhopushedallofustoimaginewhatisbestforLoyolaSchool.

As this plan developed, we did not sit idly by for we looked to address identified strategicneeds immediately, including the creation of a new science center and a new arts center. With those projects planned and completed, we continued to imagine what the best possible educational setting will be for our faculty and students. We are excited by the possibilities of Loyola School’s Ignatian, global, and technologically advanced future and I thank you, in advance, for supporting this vision.

Sincerely,

TonyOroszlany’87 President

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

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

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A Note From the Chair of the BoardDear Loyola School Community,

Agroupoftrusteesandsenioradministratorsrecentlysharedinanexercisewhichcalledfortheparticipantstodefine“whoLoyolaSchoolis.”WordssuchasJesuit,family,rigorous,innovative,independent, and collaborative were brought forward over and over again.

Our Inspiring Greater Glory strategic plans looks to highlight these characteristics of a Loyola Schooleducation,whileanticipatingtheopportunitiesthatlieahead.OurBoardofTrusteesistruly committed to offering all of the resources necessary to continue a tradition of excellence — a state-of-the-art plant, a well-funded endowment, and a supported faculty.

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

We have and will continue to upgrade our physical plant; grow our endowment to createopportunityforall;andmaximizeenrollmentofanacademicallyqualified,well-roundedstudentbody while maintaining faculty-staff ratios that ensure the unique, Loyola School educational experience.

You may note that this plan is not a hundred or so pages and that was a conscious decision. We are confident that with this plan, Loyola’s administrative team and faculty, along with the support oftheBoardandourLoyolaSchoolcommunity,willrealizethisvisionforLoyolaSchool’sfuture.

Sincerely,

RobertF.Sheehy’68 Chair,BoardofTrustees

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

– Lewis Carroll

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Introduction Establishedin1900,LoyolaSchoolisanindependent,coeducational,Jesuithigh

school, the only school of its kind in the New York City area. Loyola provides an

a rigorous college preparatory education that is marked by individual attention

and by a close-knit, talented, and diverse community of students and parents,

teachers and administrators, all collaborating in the transformation of “women

and men for others.”

LoyolaSchoolwasfoundedasaCatholicboy’sschoolbytheSocietyofJesusin

1900.CombiningtheJesuitandAmericanindependentschoolstraditions,Loyola

provided an educational program and environment which at that time were only

available in private, non-Catholic, college preparatory schools. In 1973, Loyola

became coeducational, and today Loyola is the only Jesuit, independent and

coed college preparatory secondary school in the Tri-State region. With a student

enrollment of approximately 200, the class size average of 15 students promotes

personal attention and individual participation.

Loyola School has launched a new five year strategic planning effort to advance

our long-term vision to be recognized as a college preparatory learning

community of excellence, with a global focus, that implements 21st century

educational practices and innovations, and develops well-rounded leaders of

character in an Ignatian environment.

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VisionLoyolaSchool,uniquelyJesuit,independent,andcoeducational,isacollegepreparatorylearningcommunity of excellence, with a global focus, that implements 21st century educational practices and innovations, and develops well-rounded leaders of character in an Ignatian environment.

Mission StatementAsaCatholic, independent,coeducational,collegepreparatory,urban,secondarydayschool,rootedintheJesuittradition,LoyolaSchoolchallengesitsyoungmenandwomentobecomeintellectually fulfilled, open to growth, religious, loving, and committed to doing justice. Loyola School is committed to challenging its students religiously, intellectually, aesthetically, physically, and socially.

Opportunities for personal study, reflection, and leadership allow students to expand their knowledge, develop their skills, mature as individuals and community members, and realize the goodnessinherentinthemselvesandallGod’screation.

In keeping with the Ignatian spirit of cura personalis (care for the whole person), Loyola School strives to develop the diverse and unique talents of each member of the Loyola community, and encouragestheuseofthesetalentstoserveothersforthegreatergloryofGod.

Statement of BeliefsAsanindependent,CatholicSchoolintheJesuittradition,webelievethat. . .

• Allpeopleareintrinsicallygoodandhavearighttoberespectedandtreatedwithdignity.

• FaithinthevaluesoftheGospelcontributessignificantlytotheindividual’smoralandintellectual development, and a commitment to serving others.

• EachindividualhasGod-giventalentsthatcontributetothegrowthofthecommunity.

• Thedynamicinteractionofallmembersofthecommunityisessentialtothelearningenvironment.

• Learningtakesplacewithinacaringenvironmentthatsupportsrisk-taking,collaborationand trust.

• Reflectionenhancesanddeepenseachexperiencefortheindividual.

• Allindividualscanlearn,butnotalllearninthesameway.

• Learningisalifelongprocess.

• Learninghowtolearnisessentialtothegrowthoftheindividual.

• Growthinvolvesthedevelopmentofastrongsenseofself.

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Strategic Planning GoalsIGNAtIAN IdeNtItyDevelop well-rounded leaders of character in an environment infused with Ignatian ideals.

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

AdMISSIoNS ANd eNroLLMeNtIncrease the applicant pool, improve yields and maximize enrollment of an academically qualified, well-rounded student body.

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

FINANCe ANd AdVANCeMeNtEnsure financial stability through ongoing financial performance and cost management, growing endowment and evaluating opportunities to increase capital to support strategic goals and objectives.

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

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

GoAL: develop well-rounded leaders of character in an environment infused with Ignatian ideals.

ACtIoN StePS:

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

2. Explore opportunities to expand and improve student programs related to Ignatian formationandstudentknowledgeandunderstandingofJesuitideals.

3. Monitor recommendations as offered through the sponsorship review process bytheSocietyofJesus’sProvincial’sAssistantsforSecondaryEducationandProvinceleadership.

For those who love, nothing is too difficult,

especially when it is done for the love of our Lord Jesus Christ.– St. Ignatius Loyola

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

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

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ACtIoN StePS:

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

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

3. Embracegrowthandtheemergenceofnewprogramsthatwillresultfromachangein leadership in the Principal’s Office.

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

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

6. Monitor recommendations as offered through the New York State Association ofIndependentSchools(NYSAIS)accreditationprocess.

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

– Margaret Mead

Admissions and enrollment Loyola School looks to attract talented students who will contribute their academic and extracurricular talents in support of the school’s mission. Loyola faces significant challenges in student application outreach insofar as it is a high school (only grades 9-12) and it must annually enroll a full freshman class without the benefit of a lower and middle school transition population. As the only Jesuit, independent, coeducational high school in the region, Loyola School fosters a community that is close-knit, diverse, lively, and accepting. Loyola is committed to providing the best possible context for the deeply personal process of student growth, a context that is rich with experience and potential. The admissions office is dedicated to a personalized recruitment process in representing the Loyola School community.

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

ACtIoN StePS:

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

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

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3. Expandthefeederschooloutreachplantocontactnewschools,includingabroadergeographic outreach.

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

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

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

7. Implement key recommendations offered through the strategic enrollment plan,NYSAISself-studyexercises,andtheSponsorshipAgreement.

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

– Andrea Jarrell

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

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

ACtIoN StePS:

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

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

3. Studyextracurricularfacilityandresourceneeds.

4. Maintainastrongcommitmenttoinfrastructureneeds.

We shape our buildings; thereafter they shape us.– Winston Churchill

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

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

FINANCe ACtIoN StePS

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

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

3. Ensureoperatingresourcesforschool’sfinancialassistanceprogram.

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

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

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

An investment in knowledge pays the best interest.– Benjamin Franklin

AdVANCeMeNt ACtIoN StePS:

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

2. Growendowmenttohelpfundoperatingbudgetneeds,withthegoalofbeinginthetopquartile of New York City independent schools on a per-student basis (net of debt).

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

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

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

– Ralph Waldo Emerson

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

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

ACtIoN StePS:

1. AttracttalentedindividualstoserveonLoyolaSchool’sBoardofTrustees,representingthe community’s various constituencies and understanding the need for expertise from many industries.

2. Focus trustee efforts on strategic and generative goals while monitoring best practices asmeasuredbyNAISstatisticalmeasures.

3. Reviewcommitteeworkandassessneedsfortaskforcesrelativetolargershorttermneeds.

4. Foster a commitment to Ignatian Identity.

“Generative” work (helps) to invent new goals, to discard old goals, to better see problems, and to discard problems that really are not that

important in the long run. – Richard P. Chait

eXPeCtAtIoNS1. This strategic plan will allow Loyola School to achieve the objectives detailed in its board-

approved vision statement while further strengthening the distinctive Loyola School student experience.

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

3. Implementationoftheplanhasbegunandwillcontinueduringthenextfiveyears,whichwill be characterized by planning, resource management, and measurement.

4. TheBoardanditscommitteechairswillworkwiththeschool’sleadershipteamtoensurethat annual goals are implemented successfully and are aligned with this strategic plan.

Go forth and set the world on fire.– St. Ignatius Loyola

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2015-16 BoArd oF truSteeSRobertF.Sheehy’68,Chair

MaryClaireBonnerLagno,P’08,Vice-Chair

TonyOroszlany’87,President

Fr.AnthonyAndreassi,C.O.

ArmenA.Avanessians,P’10

DougBorkowski’92

Christopher T. Cox, P ’14, ’15

MaureenDore,P’09

KathleenDraghi,P’18,’19

PatrickFarrell’93

DinahGretsch,SP’64

AlanJames,P’18

RonKass,P’18

ChuckMarino’73,P’15

JackMinson’91

JosephPetriello

KarenPhillips,P’13

RobertE.Reiser,S.J.

ThomasScarangello,P’15,’17

Rachelle Spielvogel ’91

GillianVanSchaick’80

GuidoVanHauwermeiren,P’13,’14

d

Dr. Kristin Ross, Principal

SusanBaber,Director of Campus Ministry

SamanthaHanley’87,Vice President for Advancement

Edward Knapp, Vice President for Finance

DeidreMahon,President’s Office Associate

GabeRotman,Director of Admissions

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Loyola School980 Park Avenue

New York, NY 10028

www.loyolanyc.org