Bishop Fenwick High School Strategic Plan 2014-2018

FAITH IN FENWICK

STRATEGIC PLAN for Bishop Fenwick High School

2014-2018

BISHOP FENWICK HIGH SCHOOL

Dear Members of the Bishop Fenwick Community, It is with great pleasure that we invite you to examine the Bishop Fenwick Strategic Plan 2014-2018.

The mission, vision and core values of our institution serve as a guide in the development of this plan. It not only represents several years of careful examination and planning by the committee members, but also portrays the desired direction of the school in the years to come.

Focusing on the future is critically important for Bishop Fenwick High School as we navigate through the essential elements of providing a holistic, values-centered education that will prepare our students for what lies beyond. In 2012, the school underwent a self-study as part of the accreditation process with the New England Association of Schools and Colleges (NEASC). To insure that Bishop Fenwick is able to look to the future proactively and address the recommendations offered by the visiting committee, the development and implementation of a strategic plan is necessary.

For all of us in Catholic education, the last few years have been challenging, but for Bishop Fenwick, they have also been most satisfying. This is indeed an exciting and energizing time. We look forward to a continuing partnership with all members of our community and thank you for your ongoing commitment to Bishop Fenwick’s motto of bonitas et fidelitas — goodness and loyalty. Together, we will ensure that the values and beliefs that are hallmarks of a Catholic education are sustained.

Arthur D. Makar ’68 Chairman, Board of Trustees

Br.Thomas Zoppo, FSC Principal/Head of School

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Overview In the winter of 2013, Bishop Fenwick High School embarked on a collaborative process to discuss the future of the school, its goals and opportunities.

Together staff, faculty, parents and members of the Board of Trustees, identified strategic areas of focus and for each area, key priorities and objectives. The purpose was clear: define a future vision for Bishop Fenwick and outline a path to achieve that vision.

This strategic plan,“Faith in Fenwick,” is the result of the careful assessment and planning by the individuals participating in this process. This plan provides a blueprint for Bishop Fenwick for 20142018 and beyond.

Realizing this vision will require the efforts of the entire Bishop Fenwick community, including staff, faculty, parents and students. Operational plans will be developed for each strategic area. The input collected throughout the planning process will inform those plans, as will ongoing committee work to refine objectives and strategies. Targets and specific recommendations will be defined. Progress will be reviewed and measured on an ongoing basis with staff and the Board of Trustees. Challenges and success will be shared with all members of our community.

As noted above, recent years have presented challenges for Catholic education and for Bishop Fenwick, but this is an exciting and energizing time for the school. The efforts involved in creating this plan are only the beginning. Our school’s academic advantage, foundation for personal best and life-long impact point to a bright future. Ongoing commitment and support from our community and “Faith in Fenwick” will lead to that success.

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History Bishop Fenwick High School was founded in 1959 by the late Richard Cardinal Cushing and was named for Boston’s second Bishop, Benedict Joseph Fenwick. The fifty-nine acre campus on the Peabody-Salem line was the first coeducational Catholic high school on the North Shore.

Originally staffed by the Sisters of Notre Dame de Namur, an international Catholic religious congregation deeply committed to education, the school flourished. The Sisters fostered the dictum of their foundress, St. Julie Billiart,“to teach whatever is necessary to equip the students for life.”

When shifting demographics in education and the world at large emerged, the school responded to these changes. Today, the faculty is comprised chiefly of lay faculty and staff, many of whom received a Notre Dame education. Amid the changes, Bishop Fenwick has remained steadfastly committed to its Catholic educational mission and its core values, which emphasize intellectual inquiry and integrity, a strong sense of community, a commitment to justice and peace, and service to others.

Initially, Bishop Fenwick attracted students from Peabody, Salem, and other surrounding towns.

Today, it draws them from over 40 communities. The current enrollment of 498 students includes 143 freshmen, the largest class in recent years. As a college preparatory school, Bishop Fenwick has placed particular emphasis on the development of academic skills, an appreciation for life-long learning, a commitment to nurturing strong moral character, and providing diverse opportunities in extra- and co-curricular activities, including the arts.

Bishop Fenwick has evolved as realities, opportunities, and needs have arisen. A Development Office was created in 1983 to devote more attention to advancement and alumni affairs. A Campus Ministry program was added in 1987 to help meet the varied spiritual and pastoral needs of students. The Zampell Technology Center was opened in 1998 along with the McHugh-Farley Athletic Complex.

Renovations and additions to better support the arts, technology, science, and athletics have been undertaken since 2000, including the LeDuc Center for weight training and health services. Virtual High School allows students to enroll in online courses.

Bishop Fenwick faces the future with particular confidence. Since 1959, the school has sustained a legacy of educational success and special accomplishment. While challenges are evident for all Catholic educational institutions, Bishop Fenwick’s academic advantage, foundation for personal best, and life-long impact, provide the ingredients necessary to build on its proud tradition, address realities, and take advantage of unique opportunities.

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Vision Bishop Fenwick High School will empower a diverse community of learners with a quality, Christcentered educational experience. As a Catholic secondary college preparatory school, Bishop Fenwick will be recognized for providing a nurturing, challenging, and dynamic learning environment. Our graduates will excel in the competencies and values required for scholarship, leadership, and service.

Mission Bishop Fenwick High School is a Catholic, co-educational college preparatory, secondary school.The faculty and staff are committed to creating an academically challenging and nurturing environment that is rooted in the mandate of the gospel message of Jesus Christ and in the charism of St. Julie Billiart, foundress of the Sisters of Notre Dame de Namur. We believe that our ministry calls us to "teach as Christ did".

Faith in Achievement A rigorous college-prep curriculum committed to academic excellence.

Faith In Action Students and alumni touching lives, impacting the community.

Faith in Sportsmanship Healthy competition. Respect, integrity and honor.

Faith in the Arts Creative processes and skills to develop a unique artistic voice.

Faith in Tradition Become young men and women of integrity, educated in faith, for justice, and service and the pursuit of truth.

Faith in Community A safe, positive environment promoting strong character and respect. A place where everybody fits in.

Faith in the Individual Promote growth through structured, supportive learning, encouraging self-discovery and social responsibility.

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Our Priorities • Cultivate a holistic education grounded in Catholic teaching that encompasses the vision and charism of St. Julie Billiart.

• Build on the existing foundation of academic excellence. Support a rigorous academic environment, preparing students for post-secondary education and life-long learning.

• Provide opportunities for students to participate in co-curricular and athletic activities. Encourage students to develop from a creative, spiritual, athletic and community perspective.

• Stabilize and grow enrollment. Effectively communicate our value proposition to prospective students, parents and the community.

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Our Priorities, continued • Grow new resources to promote the future vision of the school. Increase fundraising and create a culture of giving.

• Implement enhanced technology solutions to meet future school needs.

• Formulate a campus facilities master plan that supports the initiatives of the strategic plan.

• Ensure financial stability and establish a pattern of annual growth.

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Strategic Goal I Cultivate a holistic education grounded in Catholic teaching that encompasses the vision and charisma of St. Julie Billiart.

Objective A: Preserve and enhance our mission.

Ensure that Bishop Fenwick’s mission is embedded in meaningful ways in all curricular and co-curricular activities.

1. Provide orientation for new staff members and ongoing formation to deepen the understanding of the tradition, educational vision, and mission of Bishop Fenwick as a Catholic secondary school in the Archdiocese of Boston.

2. Integrate Church teaching on social justice throughout the curriculum.

3. Provide faith formation development efforts to ensure the consistency of Catholic understanding by the Board of Trustees and all staff.

Objective B: Ensure access to Catholic spirituality and academic excellence.

Provide students with access to an integrated experience of Catholic spirituality and educational excellence.

1. Ensure necessary resources to provide tuition assistance to eligible families who desire the benefits of a Bishop Fenwick education but lack the financial resources.

2. Develop a campus ministry experience that supports and enhances the religious studies curriculum.

3. Cultivate strong distinctive ties with catholic parishes for recruiting students and seeking financial aid.

Objective C: Foster Board leadership.

Establish strategies for the recruitment, cultivation, and formation of new Board members, to ensure effectiveness of the Board.

1. Determine key strategic priorities, and the skills and expertise needed on the school’s Board of Trustees to help achieve those priorities.

2. Identify and solicit individuals that are passionate about Bishop Fenwick and its mission, possess the time to serve, and can assist with its fiduciary responsibilities and fundraising goals.

3. Effectively engage Board Members in oversight and implementation of the strategic plan.

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Strategic Goal II Build on a foundation of academic excellence. Achieve distinction as a school with high academic expectations and standards for all students. Support a rigorous academic environment, preparing students for post-secondary education and life-long learning.

Objective A:

1. Align curriculum to standardized testing. Benchmark scores to national and state standards.

Accountability for Achievement.

Align the curriculum with standardized measures of performance. Maintain rigorous curriculum through evaluation.

2. Review and revise student learning goals (curriculum guides).

Objective B: Strong faculty and leadership.

1. Develop and implement systematic supervision and evaluation processes for faculty and staff.

Maintain effective evaluation processes.

Ensure continuous learning of faculty.

2. Develop ongoing, content-rich professional development programs.

3. Implement programs to expand the curriculum (i.e. technology and international student learning).

3. Hire additional faculty and professionals in the areas of math, science and technology and to support the Learning Center.

4. Attract and retain high-quality faculty and staff. Offer competitive compensation and benefits.

Objective C:

1. Create a Committee to investigate other Catholic School schedules.

Flexibility in scheduling.

Create a schedule that allows for flexibility, and for students to be able to access desired classes. Improve flexibility without compromising curriculum.

2. Pilot actual schedules to provide “real� data before making decisions.

Objective D:

1. Maximize the use of available technology to support instruction.

Improve the role of technology in curriculum.

Improve equipment and curriculum to reflect best practice.

2. Implement the Three Year Technology Plan to more effectively supplement instruction.

3. Revise curriculum to include appropriate technology instruction. Prepare students for post-secondary education and life-long learning.

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Strategic Goal III Provide opportunities for students to participate in co-curricular and athletic activities. Encourage students to develop from a creative, spiritual, and athletic and community perspective.

Objective A: Strengthen co-curricular offerings.

Provide co-curricular activities that impact aspects of students’ lives and experiences.

Encourage students to participate.

1. Establish activities that support the school’s mission and promote cooperation, leadership, communication and life balance.

2. Evaluate and improve the mix of activities to encourage students to participate, including opportunities for fine arts.

3. Support and enhance successful programs, including the National Honor Society.

4. Identify a coordinator of student activities and student life, responsible for offerings and the calendar of activities.

5. Evaluate scheduling options to give wider access to students who wish to participate. Consider options outside of school hours.

Objective B: Ensure a robust campus ministry program.

Ensure campus ministry programs that encourage students to develop from an intellectual, physical, creative and spiritual perspective.

1. Sustain a strong Campus Ministry program rooted in the school’s Mission and values that provides increased opportunities for students to share their talents and gifts.

2. Develop more active service programs that explicitly connect service, retreats, liturgies and the religious curriculum.

3. Evaluate and improve the Student Mentor and Peer Leadership Programs to attract a wider audience.

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Strategic Goal III, continued Objective C: Evaluate and continue to grow athletic programs.

Support an environment where healthy competition challenges student athletes to discover their strengths while providing each student an opportunity to participate in varsity and intramural athletics.

1. Create a new Athletic Steering Committee headed by the athletic director with parents, alumni, coach and community representatives, and faculty and Board liaisons.

2. Assess existing and new sports programs in light of the school’s mission and tradition.

3. Improve intramural programs in conjunction with the Student Activity Council.

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Strategic Goal IV Stabilize and grow enrollment. Effectively communicate the value of a Fenwick education to prospective students, parents and the community.

Objective A: Stabilize and grow enrollment.

Increase the number of prospective students and applicants.

1. Enhance recruiting and outreach. Establish and execute strategies to increase contacts with prospective students and families.

2. Strengthen admission and enrollment processes, including data collection, analysis and reporting.

Establish standard practices, including comparisons with benchmarks and trends.

3. Improve financial aid practice. Adopt approaches to increase admission yield with awards. Consider aid based on both merit and other criteria, including leadership.

4. Work closely with academics, co-curricular, and athletics to identify strategies to increase the competitiveness of the school in attracting students.

Objective B: Improve student retention rate.

Increase the number of students entering the school and continuing on to graduation.

1. Develop an effective student retention program.

Implement specific strategies with a goal to retain and graduate a significant percentage of students.

2. Create a dedicated recruitment and retention committee.

3. Enhance summer offerings for current students, including in the areas of leadership and career exploration.

4. Establish an enrollment contingency reserve to provide funding to help stabilize enrollment.

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Strategic Goal IV, continued Objective C: Improve marketing practices.

Identify more effective ways to communicate the value proposition of the school.

1. Establish a campus marketing group with faculty, staff, parent and student representation to adopt best practices and to attract a wider constituency.

2. Create consistent messaging and protocols in message delivery to promote the Fenwick “brand�.

3. Improve how messaging is targeted to all recipients.

Objective D:

1. Revise and improve printed materials and publications.

Improve presentation and communication.

2. Improve school web-site, including content, messaging, presentation and timeliness.

Update, expand and maintain content and materials.

3. Effectively leverage both traditional and new creative modes of delivery, including newspapers, social media and other local media.

4. Encourage and support opportunities to highlight the scholarly work and achievements of students, faculty, staff and distinguished alumni.

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Strategic Goal V Grow advancement resources to support the vision of the school. Increase fundraising and create a culture of philanthropy that sustains long-term commitments to the school across a broad constituency.

Objective A: Increase fundraising.

Increase fundraising to support financial assistance to students, the annual budget and future capital needs.

1. Increase participation by alumni. Continue to personalize contacts and enlist fellow alumni to the highest extent possible. Utilize class agents; explore re-starting phone-a-thon.

2. Target major gift prospects.

3. Increase corporation and foundation giving.

4. Identify prospects for sponsoring students.

5. Improve donor relations through focused donor relations and stewardship strategies.

Objective B: Maintain and enhance diversity in fundraising.

Promote diversity in types of fundraising, including the annual fund, focused events, and planned giving.

1. Increase Annual Fund giving and minimize the need for other types of fundraising.

2. Assess effectiveness of existing fundraising events and focus on a limited number of special events.

3. Explore planned giving, through donor bequests and estate planning.

4. Examine endowment goals and strategies to foster endowment growth.

5. Coordinate efforts with other fundraising groups (e.g., athletics, fine arts).

Objective C: Provide support for advancement.

Provide adequate resources to support advancement, including staffing, publications and technology.

1. Establish a fundraising advisory council with representation from major donors, alumni, parents and staff.

2. Employ adequate staff to support the comprehensive scope of advancement expectations.

3. Research latest advancement tools and invest in technology, if necessary.

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Strategic Goal V, continued Grow new resources to promote the future vision of the school. Increase fundraising and create a culture of giving.

Objective D: Increase and improve outreach.

Increase and maintain largest possible outreach to potential donors.

1. Increase awareness and advocacy for school, recognizing the school’s rigorous academics, impact in the community, and ability to transform lives.

2. Enhance the alumni and donor database.

3. Strengthen use of social media to promote outreach and continued contact with the donor community.

4. Explore technologies to manage the advancement database and to support more efficient communication with potential donors.

5. Establish policy for outreach to alumni and donors, including timing, content, and message delivery.

6. Make effective use of head of school and Board of Trustees to improve fundraising, cultivation, solicitation and stewardship.

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Strategic Goal VI Implement an enhanced technology solution to meet future school needs.

Objective A: Refine and implement a comprehensive network infrastructure.

Implement a solution designed to support current needs. Set a foundation for future technology requirements.

1. Upgrade the wired network to allow for a greater number of devices and increased speed.

2. Improve wireless access to allow for all students in every class to connect to the network.

3. Implement a device management software system.

4. Evaluate need for additional resources to manage infrastructure and collaboration with faculty. Develop a plan to fund equipment replacement.

Objective B:

1. Review emergency calling system and upgrade, as needed.

Improve communication.

2. Expand the use of the school portal to enhance communication with parents.

Refine and implement tools to effectively communicate with all constituencies.

Objective C:

3. Evaluate web-site providers given school needs, including admissions and alumni communication.

Evaluate administrative systems.

1. Review components of the student information system to assess opportunities for improvement.

Evaluate and augment administrative systems to meet current and future needs.

2. Review technologies and database for advancement and alumni systems.

3. Evaluate campus security and camera systems to ensure protection of students, faculty, staff and school property.

Objective D: Strengthen technology curriculum.

Create a technology rich curriculum. Align curriculum to state standards. Prepare students for post-secondary education and life-long learning.

1. Enhance computer course offerings. Allow students to explore varying aspects of technology. Seek faculty to support technology curriculum.

2. Support on-line learning activities in all classes.

3. Increase integration training and assistance to promote on-line and interactive learning.

4. Further develop the Student Help Desk to support curriculum and the school community.

5. Adapt the school’s Acceptable Use Policy to reflect appropriate device and on-line activities.

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Strategic Goal VII Formulate a campus facilities master plan that supports the initiatives of the strategic plan.

Objective A: Assess the overall capital needs of the school.

Assess the current condition of campus facilities and develop a plan, including a priority list of improvements.

1. Conduct a comprehensive assessment of campus facility needs.

2. Begin a comprehensive campus exterior improvement plan to develop a unified identity including perimeter fencing, appropriate landscaping and signage.

3. Develop a long-term capital budget plan, including projected costs, and a timetable for implementing the plan.

4. Engage the Finance and Advancement committees of the Board to help ensure the necessary funding for the projects.

Objective B: Update and modernize facilities.

Create a campus master plan that seeks to maintain, upgrade, renovate and expand the current school facilities and property.

1. Modernize classrooms including technology, furniture and fixtures.

2. Renovate athletic facilities, upgrading to synthetic playing fields, supporting existing athletic offerings.

3. Upgrade technology infrastructure throughout the campus to further support creative teaching and learning experiences.

4. Replace exterior windows, lockers, sidewalks and re-pave parking areas.

5. Promote a green campus. Encourage responsible stewardship for our resources on and off campus.

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Strategic Goal VIII Ensure financial stability and establish a pattern of annual growth. Improve short and long-range financial planning.

Objective A: Ensure financial stability and establish growth.

Establish and meet financial goals.

Continuously improve the school’s financial position. Secure long-term sources of funds to achieve operational, technology, and facilities goals.

1. Optimize school enrollment to maximize revenue to achieve and maintain the school’s Mission and vision.

2. Create a comprehensive financial plan that engages the whole school community and demonstrates the relationship between the strategic plan and financial stability.

3. Evaluate and assess implementation of the short and long-range goals of the school. Make adjustments if needed or if the environment changes.

4. Streamline and modernize budget processes, fund raising endeavors, financial aid, planned giving and endowment growth.

5. Provide timely, accurate and efficient financial reporting on a monthly and bi-annual basis.

6. Collaborate with the Archdiocese of Boston to secure long-term sources of funding to achieve objectives.

Objective B: Enhance short and long-range financial planning.

Establish and adhere to challenging, yet feasible, short and long-range financial plans.

1. Integrate the annual operation budget into a five-year planning horizon. Establish and meet goals for enrollment and revenue growth and the management of expenses.

2. Develop a capital reserve plan to fund the depreciation of school equipment and facilities.

3. Incorporate contingency planning into annual operational and capital planning. Budget appropriately to address operational contingencies.

4. In planning, understand and reflect trends and developments for the school and for competing schools.

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Strategic Plan Participants Administration/Faculty/Staff Brother Thomas Zoppo, FSC, Principal/Head of School Sr. Geraldine Burns, SND, Vice Principal Stephen Czarnecki ’72 David Dugan ’90 Julie St. Pierre ’75 Hart P’13, ’15 John Jaworski ’68 P’02 Edward Kawczynski P’88, ’90,‘96 Linda Kuzara Cecile Murray ’77 McCarthy P’11, ’14, ’17 Sr. Judith Nee, SND Charles Roop Jena Goodman ’02 Timson Jodi Vigneron P’14, ’16 David Woods P’17

Board of Trustees Arthur Makar ’68, Board Chair Gregory Ahmed ’86 Michael Dolan P’03 Daniel Dunn ’73 Genevieve Fiorente P’97, ’00, ’04 John Hamel Neil Harrington P’05, ’06, ’11 Sharon McNiff ’77 McCarthy P’03, ’05 Scott McKenzie ’93 Audrey Sullivan ’82, Former Board Chair

Parent Representative Susan Whitmyer ’77 Blanchard P’11, ’15 Paula Hannon P’13, ’14, ’16 Jami Uretsky P’14, ’15

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Bishop Fenwick High School 99 Margin Street • Peabody, MA 01960 www.fenwick.org