Strategic Initiatives - Fall 2019

FALL

Strategic Initiatives

2019

HEADMASTER

BOARD OF TRUSTEES

Michael A. Marinelli, Ed.D. ’76

Frank J. Behm ’74, PP ’13 Rev. Andrew D. Ciferni, O. Praem.

PRINCIPAL John J. Jordan ’80, CP ’21, PP ’12 ’15 ’18

Joseph P. Clark ’77 Chair, Strategic Planning Committee

Kathryn K. McCord, PP ’11 ’16 Chair, Advancement Committee Pamela Moore Salameda, M.D, PP’15 ’17 Marc A. Ross ’91

Rev. Francis B. Danielski, O.Praem.

Rev. Dr. Eric G. Ruoss

E. Andrew DiSabatino Jr, ’69

James A. Stockman III, M.D. ’61 Chair, Mission and Heritage Committee

B. Christopher Dougherty, Ph.D. ’85 Board Chair William J. Doyle, Ed.D. PP ’97 ’99 ’01 Principal Emeritus Fr. David A. Driesch, O.Praem.

Ravi Subbaraya, CP ’20, PP ’16 Neilli Mullen Walsh, Esq., PP ’10 ’12 ’14 ’18 LEGAL COUNSEL

Marisa Cole Facciolo ’93, PP ’02

Anthony G. Flynn, Esq. ’69, PP ’03 ’04

Bernadette Gilmore

EXECUTIVE OFFICER

David Hogan ’87, CP ’20, PP ’14 ’18 James R. Maddox III ’89, CP ’21, PP ’18

Michael A. Marinelli, Ed.D. ’76, Headmaster

From the Board of Trustees WE ARE EXCITED TO SHARE WITH YOU KEY STRATEGIC INITIATIVES UNDERWAY TO ENSURE THE CONTINUED GROWTH AND SUSTAINED MISSION OF ARCHMERE ACADEMY. These strategies build on the 2012 Strategic Plan, with specific focus in two areas: empowering scholars with ongoing curriculum research and development and building on effective financial stewardship through enhanced philanthropic capacity and enrollment management. We are grateful to all those who partner in our work of making our vision for the Academy something that is real, relevant, and enduring.

Incorporating the thoughts and ideas of hundreds of people who were engaged in conversation over a year, these strategies were developed from the consensus of key constituencies of the Archmere community: alumni, parents, students, faculty, administrators, trustees, community supporters and benefactors.

The strategic planning committee of the board, comprised of trustees, parents, alumni, parents of alumni, and administrators, analyzed information gathered from focus groups, interviews and independently administered surveys, along with demographic and economic data from our geographic region.

SCHOOL MOTTO

Pietate et Scientia, Reverence and Wisdom.

We are committed to our mission and to the preservation of our history, while growing and evolving in areas in response to the needs of teenagers today. We hope that these strategies resonate with you, and that you will personally endorse and support the vision we have for Archmere.

Thank you for your continued support, The Board of Trustees of Archmere Academy

FALL 2019

|

STRATEGIC INITIATIVES

|

1

2

|

ARCHMERE ACADEMY

The Mission ARCHMERE WILL CONTINUE TO ARTICULATE, PROMOTE AND LIVE ITS UNIQUE MISSION.

MISSION STATEMENT

Our mission is founded in the rich history and tradition of Archmere. In 1120, Saint Norbert founded the

Archmere Academy is a

Premonstratentian Order (Norbertines), whose members eight centuries later established Archmere

Catholic, Norbertine college

Academy as a community of faith inspired by Saint Norbert’s deep devotion to the Eucharist, service to

preparatory school, valuing

others through education and good works, and the ability to reconcile differences, inspiring peace and concord between divided and warring communities.

community, respect, zeal,

In 1910, John and Helena Raskob purchased the Archmere estate. From 1916 to 1918, they constructed

Nurturing body and soul,

reverence and wisdom.

a magnificent Neoclassical Italian Renaissance mansion and garages, a home that reflected their

mind and heart, Archmere

growing family of thirteen children.

focuses on the whole person through academic excellence,

In 1932, Rt. Rev. Bernard H. Pennings, O.Praem., Abbot of Saint Norbert Abbey in DePere, Wisconsin,

faith reflection, social

envisioned Raskob’s home as a perfect site for a school and purchased the estate. Archmere Academy was founded to advance the educational ministry and priestly vocations of the Norbertines in the United States.

development and service

We are committed to sustaining a vision for Archmere that has 1932 American roots and was born out of

heritage, Archmere cultivates

to others. Inspired by its

a ten-century European tradition. Archmere is a Catholic, Norbertine community, grounded in the ideals

empathetic leaders – young

and faith of its founders, and located on an historic campus. Because we are Catholic and Norbertine,

men and women prepared for

we are excited to collaborate with educational partners whose missions are ecumenically aligned, and to

every good work.

welcome families from diverse religious traditions, in a spirit of shared thought and values. The mission statement for Archmere Academy embraces the values that are at the heart of the Archmere experience.

FALL 2019

|

STRATEGIC INITIATIVES

|

3

STRATEGIC AREAS OF FOCUS

STRATEGIC AREA OF FOCUS

Goal 1 | Empowering Scholars THE ACADEMIC RIGOR OF AN ARCHMERE EDUCATION HAS BEEN CELEBRATED AND NOTED OVER THE YEARS. The developmental philosophy of the Academy’s academic and extracurricular programs has been consistently to challenge students to stretch beyond their preconceived limits to accomplish goals that may have seemed initially to be unattainable. During this journey of achievement, our teenagers come to know themselves and begin to define their place in the world. The question of “How much is too much?” is answered collaboratively in conversations with each student’s parents, teachers, counselors, coaches, and administrators. Effective student advisement and respectful student-teacher relationships create the cornerstone of positive student experiences and outcomes. Posited by Lev Vygotsky (1896-1934), the zone of proximal development is defined as what a learner can do with guidance. Our goal is to find that zone for every student, such that the educational experience offers challenge, without boredom because the material is too easy and self-evident, or without frustration, because the material is too complex or advanced at that time in a student’s development. Therefore, program content and the methodology of delivery are critical focus areas of the strategic initiatives, as the forces of technology are changing information access and skill expectations for our students. In addition, the forces of globalization and the increasing diversity of our society will also shape our teaching and learning. All of this is accomplished in the context of the whole person, which includes social, emotional, and spiritual development and physical wellness.

4

|

ARCHMERE ACADEMY

FALL 2019

|

STRATEGIC INITIATIVES

|

5

STRATEGIC AREAS OF FOCUS

STRATEGIC AREA OF FOCUS

Goal 2 | Building on Effective Financial Stewardship WITH A TRADITION OF OFFERING COMPREHENSIVE ACADEMIC AND EXTENSIVE EXTRA-CURRICULAR PROGRAMS, maintaining a large, college-like campus, and offering a variety of student support services, the cost of an Archmere education has always been a challenge for some families. Providing access to talented and motivated students whose families cannot afford an Archmere education has been a part of the tradition, as well. In recent years, as a result of a number of demographic and economic trends, financial need expressed by families has become even more acute. In response, Archmere continues to work to provide equitably and consistently scholarships and financial assistance grants to qualified students. While the student body is more diverse socio-economically than it has ever been, a key area of focus is to continue to be able to respond to families’ financial assistance requests in order to provide deserving students with access to an Archmere education.

“ We are committed to our mission and to the preservation of our history, while growing and evolving in areas in response to the needs of teenagers today.”

THE BOARD OF TRUSTEES OF ARCHMERE ACADEMY

6

|

ARCHMERE ACADEMY

STRATEGIC WORKING GROUPS

STRATEGIC WORKING GROUP | GOAL 1: EMPOWERING SCHOLARS

Middle States Reaccreditation Leadership Committee Work led by the Principal and department chairs is summarized in three areas: measuring students’ effective acquisition of critical thinking skills, students’ health and wellness, and mapping the curriculum to develop interdepartmental collaborations and intersections of disciplines.

INITIATIVES • With four years of data compiled from the administration of the College and Work Readiness Assessment (CRWA+), explore specific areas of curriculum that can be enhanced or reinforced to generate continued positive growth and improvement from students’ freshman through senior years.

• Work with The Independence School’s Center for Wellness, Innovation, and Learning (CWIL) to further research and assess current Archmere students’ experiences relative to stress, anxiety, social pressures, and other issues tangential but affecting student learning and positive growth.

• Broaden ideas of interdepartmental collaboration to include global connections and the work of the global studies committee, as well as the connections afforded by the partnership with The Independence School.

• Develop experiential learning experiences that include student internship experiences and entrepreneurial learning that take place beyond the traditional classroom.

FALL 2019

|

STRATEGIC INITIATIVES

|

7

STRATEGIC WORKING GROUPS

STRATEGIC WORKING GROUP | GOAL 1: EMPOWERING SCHOLARS

The Mission and Heritage Committee of the Board of Trustees Comprised of board members, administrators, faculty, and staff who are parents, alumni, and parents of graduates.

INITIATIVES • Research, evaluate, and recommend strategies to be inclusive in developing students’ spirituality, recognizing the increasing diversity of the student body, in the context of Archmere’s mission rooted in a Catholic Christian/Norbertine tradition.

• Refresh the theology curriculum related to the study of Norbertine spirituality and history, initially by a review of the newest biography of Saint Norbert, Man on Fire, written by Tom Kunkel, former president of Saint Norbert College, for consideration as one of several resources.

• I ntroduce and evolve a sport and spirituality program, patterned after the Neumann University program that reinforces the mission of the Academy as experienced through athletics.

8

|

ARCHMERE ACADEMY

FALL 2019

|

STRATEGIC INITIATIVES

|

9

STRATEGIC WORKING GROUPS

STRATEGIC WORKING GROUP | GOAL 1: EMPOWERING SCHOLARS

Global Studies Committee Comprised of faculty and administrators who have traveled on Norbertine Heritage Pilgrimage trips in 2012, 2014, 2016, and 2018.

INITIATIVES • Develop international study-abroad experiences for students through more than twenty contacts with Norbertine abbeys and schools in Eastern and Western Europe, India, and Australia.

• Develop student connections between Archmere and the youth from Norbertine communities and schools via a technology platform that would allow for dialog and exchange of ideas.

• Develop teacher and student exchange programs between Archmere Academy and Norbertine schools, particularly identifying schools in Germany, Hungary, Belgium, and Australia.

• Design a global studies program for students that culminates in a Global Studies Certificate upon graduation.

10

|

ARCHMERE ACADEMY

STRATEGIC WORKING GROUPS

STRATEGIC WORKING GROUP | G OAL 1: EMPOWERING SCHOLARS GOAL 2: BUILDING ON EFFECTIVE FINANCIAL STEWARDSHIP

Archmere Academy and The Independence School Partnership With conversations initiated in 2017, between the boards of trustees, heads of school, administrators, and faculty, several initiatives have been developed.

INITIATIVES • Explore operational efficiencies and reduced operating costs through shared resources, including staff, student transportation services, and bundling of vendor contracted services.

• Collaborate on curricular and co-curricular program development, including a joint winter session between semesters, using shared staff expertise and educational and professional contacts established by both schools.

• Develop shared professional development experiences, working together on a variety of relevant topics.

• Conduct action research, in collaboration with institutions of higher education, focusing on a number of relevant topics, including students’ physical and emotional wellness, metacognition, critical thinking, and a host of related themes advanced by faculty and support staff.

• Analyze day schedules to maximize the best use of time and establish platforms during the teaching cycle when collaboration between schools can occur.

FALL 2019

|

STRATEGIC INITIATIVES

|

13

STRATEGIC WORKING GROUPS

STRATEGIC WORKING GROUP | GOAL 2: BUILDING ON EFFECTIVE FINANCIAL STEWARDSHIP

Enrollment, Admissions and Marketing Committee Staff engage parent, student, and alumni volunteers to serve as “ambassadors,” spokespersons, and event hosts to promote Archmere to prospective students and their families.

INITIATIVES • Archmere identifies students from socio-economically challenged backgrounds in need of financial assistance beyond Archmere’s budget capacity, such that individual donors are identified to provide the additional funds needed. The intent is to expand on this model which began with the Rocco and Mary Abessinio Scholarships, specifically made available to Hispanic families with significant need from Saint Rocco Parish in Avondale, PA. Since the inception of the program, other individual donors have supported similar initiatives.

• Employ new social media-based marketing tools and approaches to reach prospective families and students interested in Archmere.

• Identify and define “new” markets for future enrollment, based on demographic and psychographic data.

• Continue to evaluate Archmere’s value proposition, given the level of tuition that supports the programs and services available to each student.

14

|

ARCHMERE ACADEMY

•E nroll international students that have good command of the English language in oral and written communications, who are academically prepared, and who will contribute positively to the global diversity of the school community.

• I nsure that qualified legacy students have the opportunity to attend Archmere.

•M aintain an appropriate school size of 480-500 students, so as to balance class size, students’ desired course selections, and overall operating costs to sustain the program.

•T hrough continuing action research, provide appropriate learning support and student services to promote student success and sustain high academic standards.

“ While the student body is more diverse socio-economically than it has ever been, a key area of focus is to continue to be able to respond to families’ financial assistance requests in order to provide deserving students with access to an Archmere education.”

THE BOARD OF TRUSTEES OF ARCHMERE ACADEMY

FALL 2019

|

STRATEGIC INITIATIVES

|

15

STRATEGIC WORKING GROUPS

STRATEGIC WORKING GROUP | GOAL 2: BUILDING ON EFFECTIVE FINANCIAL STEWARDSHIP

Advancement Committee A committee of the Board of Trustees, supported by professional advancement staff that includes representatives from various constituent groups of the school and is charged with raising funds and other resources for the Academy.

INITIATIVES • Grow annual giving to pre-Comprehensive Campaign levels and beyond to support operations, including programs, capital improvements, and financial assistance needs not covered by tuition.

• Identify potential philanthropic resources to assist with the renovation and restoration of The Manor, the original 1918 garages and servants’ quarters of The Raskob Estate, now serving as the Visual Arts Building on campus. The renovation would include replacement of the heating and cooling systems of the Manor and the Patio, as they were originally designed in 1918 as one system.

• Continue to grow the endowment through the establishment of named scholarship funds, the solicitation of additional gifts to already established endowed funds for financial assistance and for programs.

• Identify potential partners who are able to support capital renovations to the campus buildings and grounds through in-kind contributions. Specific projects include repair of the Performing Arts Center Theater roof, replacement of the seating, and refurbishing the theater “house,” and replacement of two turf athletic fields.

• Engage more alumni more regularly and consistently through regional gatherings and through our virtual community and social media.

16

|

ARCHMERE ACADEMY

3600 Philadelphia Pike Claymont, DE 19703 302.798.6632 ArchmereAcademy.com