ACCOMPLISHMENTS FROM THE 2009–2014 STRATEGIC PLAN Developed a Campus Master Plan,
Constructed two academic buildings—
consistent with Far Brook’s mission,
the Kronthal Science & Environmental
our commitment to the natural
Center and the Music & Arts
environment and outdoor learning,
Building—adding close to 10,000
and determination to be counted as a
square feet of learning space.
leading independent school. Embarked on a three-year capital campaign, Imagine The Possibilities, raising more than $8.5 million for new and upgraded facilities as well as our Endowment.
Created Far Brook’s Statement on Diversity, advancing our values of inclusion and equity.
faculty and administration. Expanded the reach of the School by adding a Nursery 3s program.
Diane Bakst
Tanya Nicholson Miller
Neale Trangucci
In 2017, the Board of Trustees took a streamlined approach to creating a Strategic Plan for
Christopher Burns
Rob Olazagasti
Bradford Wiley, II ’54
Far Brook. At that point in time, the School was in a position of strength, building on the
Carmine Fanelle
Elyse N. Post ’78
Renee Sekino Wolfe
accomplishments of the 2009 plan.
Greg Hoffman
Marc Schwartz
Amy Yin
Bob Kelly
Doak Sergent
Amy Ziebarth, Head of School
Leah Kronthal
Harsh Sule
Krissy Mannello
Michelle Swittenberg
completed with some still under way. This plan aligns with our fundamental convictions—our
STRATEGIC PLAN FACULTY & ADMINISTRATION REVIEW COMMITTEE Ed Solecki
for scope-and-sequence review across
Nicole Engelke
Haruka Mori
Amy Ziebarth, Head of School
grade levels and disciplines.
Suzanne Glatt
Mikki Murphy
Jessica Howe
Rob Olazagasti
raised
be visionary yet remain flexible in an ever-changing world. The Far Brook School Strategic Plan process built on the mission and core values of the School. Many of these goals have been
Paula Levin
$8.5 m
One of the most important responsibilities of the Board is to strategically plan for the future: to 2017-2021, which you will find on the following pages, is dynamic and represents a thoughtful
Ashley Barnes
Organized curricula to pave the way
Increased professional development opportunities for
DEAR MEMBERS OF THE FAR BROOK COMMUNITY,
2018-2019 BOARD OF TRUSTEES
commitment to diversity, equity, and inclusion, and our emphasis on the importance of high academic standards, social justice, leadership, responsibility, and respect for others. We are proud of the work that has been accomplished over the last few years and hope that you will be inspired as you read through this plan. Warmly,
STRATEGIC PLAN 2 0 1 7 - 2 0 2 1
Amy Ziebarth Marc Schwartz Head of School
Chair, Board of Trustees
ACCOMPLISHMENTS FROM THE 2009–2014 STRATEGIC PLAN
DEAR MEMBERS OF THE FAR BROOK COMMUNITY,
2018-2019 BOARD OF TRUSTEES Diane Bakst
Tanya Nicholson Miller
Neale Trangucci
In 2017, the Board of Trustees took a streamlined approach to creating a Strategic Plan for
Christopher Burns
Rob Olazagasti
Bradford Wiley, II ’54
Far Brook. At that point in time, the School was in a position of strength, building on the
Carmine Fanelle
Elyse N. Post ’78
Renee Sekino Wolfe
accomplishments of the 2009 plan.
Greg Hoffman
Marc Schwartz
Amy Yin
Bob Kelly
Doak Sergent
Amy Ziebarth, Head of School
Leah Kronthal
Harsh Sule
Krissy Mannello
Michelle Swittenberg
Developed a Campus Master Plan,
Constructed two academic buildings—
consistent with Far Brook’s mission,
the Kronthal Science & Environmental
our commitment to the natural
Center and the Music & Arts
environment and outdoor learning,
Building—adding close to 10,000
and determination to be counted as a
square feet of learning space.
leading independent school.
Created Far Brook’s Statement on
Embarked on a three-year capital
Diversity, advancing our values of
campaign, Imagine The Possibilities,
inclusion and equity.
STRATEGIC PLAN FACULTY & ADMINISTRATION REVIEW COMMITTEE
raising more than $8.5 million for
Organized curricula to pave the way
Ashley Barnes
Paula Levin
Ed Solecki
for scope-and-sequence review across
Nicole Engelke
Haruka Mori
Amy Ziebarth, Head of School
grade levels and disciplines.
Suzanne Glatt
Mikki Murphy
Jessica Howe
Rob Olazagasti
new and upgraded facilities as well as our Endowment. Increased professional development opportunities for faculty and administration. Expanded the reach of the School by adding a Nursery 3s program.
$8.5 m raised
One of the most important responsibilities of the Board is to strategically plan for the future: to be visionary yet remain flexible in an ever-changing world. The Far Brook School Strategic Plan 2017-2021, which you will find on the following pages, is dynamic and represents a thoughtful process built on the mission and core values of the School. Many of these goals have been completed with some still under way. This plan aligns with our fundamental convictions—our commitment to diversity, equity, and inclusion, and our emphasis on the importance of high academic standards, social justice, leadership, responsibility, and respect for others. We are proud of the work that has been accomplished over the last few years and hope that you will be inspired as you read through this plan. Warmly,
STRATEGIC PLAN
Amy Ziebarth
Marc Schwartz
2 0 1 7 - 2 0 2 1
Head of School
Chair, Board of Trustees
ACCOMPLISHMENTS FROM THE 2009–2014 STRATEGIC PLAN Developed a Campus Master Plan,
Constructed two academic buildings—
consistent with Far Brook’s mission,
the Kronthal Science & Environmental
our commitment to the natural
Center and the Music & Arts
environment and outdoor learning,
Building—adding close to 10,000
and determination to be counted as a
square feet of learning space.
leading independent school. Embarked on a three-year capital campaign, Imagine The Possibilities, raising more than $8.5 million for new and upgraded facilities as well as our Endowment.
Created Far Brook’s Statement on Diversity, advancing our values of inclusion and equity.
faculty and administration. Expanded the reach of the School by adding a Nursery 3s program.
Diane Bakst
Tanya Nicholson Miller
Neale Trangucci
In 2017, the Board of Trustees took a streamlined approach to creating a Strategic Plan for
Christopher Burns
Rob Olazagasti
Bradford Wiley, II ’54
Far Brook. At that point in time, the School was in a position of strength, building on the
Carmine Fanelle
Elyse N. Post ’78
Renee Sekino Wolfe
accomplishments of the 2009 plan.
Greg Hoffman
Marc Schwartz
Amy Yin
Bob Kelly
Doak Sergent
Amy Ziebarth, Head of School
Leah Kronthal
Harsh Sule
Krissy Mannello
Michelle Swittenberg
completed with some still under way. This plan aligns with our fundamental convictions—our
STRATEGIC PLAN FACULTY & ADMINISTRATION REVIEW COMMITTEE Ed Solecki
for scope-and-sequence review across
Nicole Engelke
Haruka Mori
Amy Ziebarth, Head of School
grade levels and disciplines.
Suzanne Glatt
Mikki Murphy
Jessica Howe
Rob Olazagasti
raised
be visionary yet remain flexible in an ever-changing world. The Far Brook School Strategic Plan process built on the mission and core values of the School. Many of these goals have been
Paula Levin
$8.5 m
One of the most important responsibilities of the Board is to strategically plan for the future: to 2017-2021, which you will find on the following pages, is dynamic and represents a thoughtful
Ashley Barnes
Organized curricula to pave the way
Increased professional development opportunities for
DEAR MEMBERS OF THE FAR BROOK COMMUNITY,
2018-2019 BOARD OF TRUSTEES
commitment to diversity, equity, and inclusion, and our emphasis on the importance of high academic standards, social justice, leadership, responsibility, and respect for others. We are proud of the work that has been accomplished over the last few years and hope that you will be inspired as you read through this plan. Warmly,
STRATEGIC PLAN 2 0 1 7 - 2 0 2 1
Amy Ziebarth Marc Schwartz Head of School
Chair, Board of Trustees
1
4
3
2
ATTRACT OUTSTANDING STUDENTS
CREATE A DYNAMIC FACULTY ENVIRONMENT
MAXIMIZE CAMPUS & FACILITIES
BUILD FINANCIAL STRENGTH
We will attract and support curious, creative, smart, and
We will work to recruit and retain educators who inspire,
Far Brook’s setting on nine wooded acres
We will continue to analyze the full financial
engaged students who will flourish in our progressive
challenge, and engage our students. Understanding how
is unique, providing an environment that
picture of the School to support and
educational environment. Recognizing that a diversity of
important it is for students to see people with a range of
readily allows us to incorporate nature
implement our strategic goals and achieve
experiences enriches the learning environment for all—
backgrounds represented in leadership roles, we will strive
and the outdoors into learning. As good
ideal fiscal health.
encouraging the development of empathy and critical
to create a richly diverse faculty and administration.
stewards of our resources, we will assess
thinking—we will strategically use tuition assistance to expand access and enroll students from a variety of backgrounds.
Take a proactive approach to attracting and retaining dedicated and innovative faculty and staff by expanding
Revise and enhance curriculum to ensure it is both
recruitment efforts, determining hiring policies, reviewing
representative and relevant.
benefits, and investing in professional development.
Continue to foster a student body that is representative of the world in which we live. Demonstrate our commitment to inclusion by creating a new leadership team position, Director of Diversity, Equity, and Community, expanding diversity initiatives beyond the classroom to encourage students to adopt a wider lens through which to view their own possibilities and those of others. Provide a robust and flexible tuition assistance program throughout the grades.
1948 founded
Develop Professional Study Groups to give faculty more ownership over their own teaching and learning. Launch a Teaching Fellows program to continue
current facilities and prioritize opportunities for updates and repairs. Adopt a sustainable model for upkeep of the campus and School buildings, including major renovations of the Lower School and Junior High. Compile a suite of options for capital
to encourage professionals to pursue independent
improvements to be addressed as
school teaching.
funding allows.
Increase professional development opportunities
Optimize the use of the campus and facilities by expanding revenue-
presenting a wide range of topics related to independent
generating partnerships.
17 years
average teacher experience
iterative and dynamic 10-year financial forecast, incorporating historical data, new initiatives, enrollment, and the economic landscape. Launch the public phase of Strength In Community–Far Brook’s Initiative for Students and Faculty. Be rooted in financial best practices. Evaluate and strengthen faculty and staff
for faculty to advance their leadership skills, school administration.
Continue to work with the School’s
site
1531 Far Brook’s Wetlands designated a Schoolyard Habitat by the National Wildlife Federation
compensation and benefits to ensure we remain competitive. Integrate the work of Enrollment Management and Development to create a full-fledged advancement model that aligns our mission with our strategic and financial goals.
1,700 alumni
1
4
3
2
ATTRACT OUTSTANDING STUDENTS
CREATE A DYNAMIC FACULTY ENVIRONMENT
MAXIMIZE CAMPUS & FACILITIES
BUILD FINANCIAL STRENGTH
We will attract and support curious, creative, smart, and
We will work to recruit and retain educators who inspire,
Far Brook’s setting on nine wooded acres
We will continue to analyze the full financial
engaged students who will flourish in our progressive
challenge, and engage our students. Understanding how
is unique, providing an environment that
picture of the School to support and
educational environment. Recognizing that a diversity of
important it is for students to see people with a range of
readily allows us to incorporate nature
implement our strategic goals and achieve
experiences enriches the learning environment for all—
backgrounds represented in leadership roles, we will strive
and the outdoors into learning. As good
ideal fiscal health.
encouraging the development of empathy and critical
to create a richly diverse faculty and administration.
stewards of our resources, we will assess
thinking—we will strategically use tuition assistance to expand access and enroll students from a variety of backgrounds.
Take a proactive approach to attracting and retaining dedicated and innovative faculty and staff by expanding
Revise and enhance curriculum to ensure it is both
recruitment efforts, determining hiring policies, reviewing
representative and relevant.
benefits, and investing in professional development.
Continue to foster a student body that is representative of the world in which we live. Demonstrate our commitment to inclusion by creating a new leadership team position, Director of Diversity, Equity, and Community, expanding diversity initiatives beyond the classroom to encourage students to adopt a wider lens through which to view their own possibilities and those of others. Provide a robust and flexible tuition assistance program throughout the grades.
1948 founded
Develop Professional Study Groups to give faculty more ownership over their own teaching and learning. Launch a Teaching Fellows program to continue
current facilities and prioritize opportunities for updates and repairs. Adopt a sustainable model for upkeep of the campus and School buildings, including major renovations of the Lower School and Junior High. Compile a suite of options for capital
to encourage professionals to pursue independent
improvements to be addressed as
school teaching.
funding allows.
Increase professional development opportunities
Optimize the use of the campus and facilities by expanding revenue-
presenting a wide range of topics related to independent
generating partnerships.
17 years
average teacher experience
iterative and dynamic 10-year financial forecast, incorporating historical data, new initiatives, enrollment, and the economic landscape. Launch the public phase of Strength In Community–Far Brook’s Initiative for Students and Faculty. Be rooted in financial best practices. Evaluate and strengthen faculty and staff
for faculty to advance their leadership skills, school administration.
Continue to work with the School’s
site
1531 Far Brook’s Wetlands designated a Schoolyard Habitat by the National Wildlife Federation
compensation and benefits to ensure we remain competitive. Integrate the work of Enrollment Management and Development to create a full-fledged advancement model that aligns our mission with our strategic and financial goals.
1,700 alumni
1
4
3
2
ATTRACT OUTSTANDING STUDENTS
CREATE A DYNAMIC FACULTY ENVIRONMENT
MAXIMIZE CAMPUS & FACILITIES
BUILD FINANCIAL STRENGTH
We will attract and support curious, creative, smart, and
We will work to recruit and retain educators who inspire,
Far Brook’s setting on nine wooded acres
We will continue to analyze the full financial
engaged students who will flourish in our progressive
challenge, and engage our students. Understanding how
is unique, providing an environment that
picture of the School to support and
educational environment. Recognizing that a diversity of
important it is for students to see people with a range of
readily allows us to incorporate nature
implement our strategic goals and achieve
experiences enriches the learning environment for all—
backgrounds represented in leadership roles, we will strive
and the outdoors into learning. As good
ideal fiscal health.
encouraging the development of empathy and critical
to create a richly diverse faculty and administration.
stewards of our resources, we will assess
thinking—we will strategically use tuition assistance to expand access and enroll students from a variety of backgrounds.
Take a proactive approach to attracting and retaining dedicated and innovative faculty and staff by expanding
Revise and enhance curriculum to ensure it is both
recruitment efforts, determining hiring policies, reviewing
representative and relevant.
benefits, and investing in professional development.
Continue to foster a student body that is representative of the world in which we live. Demonstrate our commitment to inclusion by creating a new leadership team position, Director of Diversity, Equity, and Community, expanding diversity initiatives beyond the classroom to encourage students to adopt a wider lens through which to view their own possibilities and those of others. Provide a robust and flexible tuition assistance program throughout the grades.
1948 founded
Develop Professional Study Groups to give faculty more ownership over their own teaching and learning. Launch a Teaching Fellows program to continue
current facilities and prioritize opportunities for updates and repairs. Adopt a sustainable model for upkeep of the campus and School buildings, including major renovations of the Lower School and Junior High. Compile a suite of options for capital
to encourage professionals to pursue independent
improvements to be addressed as
school teaching.
funding allows.
Increase professional development opportunities
Optimize the use of the campus and facilities by expanding revenue-
presenting a wide range of topics related to independent
generating partnerships.
17 years
average teacher experience
iterative and dynamic 10-year financial forecast, incorporating historical data, new initiatives, enrollment, and the economic landscape. Launch the public phase of Strength In Community–Far Brook’s Initiative for Students and Faculty. Be rooted in financial best practices. Evaluate and strengthen faculty and staff
for faculty to advance their leadership skills, school administration.
Continue to work with the School’s
site
1531 Far Brook’s Wetlands designated a Schoolyard Habitat by the National Wildlife Federation
compensation and benefits to ensure we remain competitive. Integrate the work of Enrollment Management and Development to create a full-fledged advancement model that aligns our mission with our strategic and financial goals.
1,700 alumni
1
4
3
2
ATTRACT OUTSTANDING STUDENTS
CREATE A DYNAMIC FACULTY ENVIRONMENT
MAXIMIZE CAMPUS & FACILITIES
BUILD FINANCIAL STRENGTH
We will attract and support curious, creative, smart, and
We will work to recruit and retain educators who inspire,
Far Brook’s setting on nine wooded acres
We will continue to analyze the full financial
engaged students who will flourish in our progressive
challenge, and engage our students. Understanding how
is unique, providing an environment that
picture of the School to support and
educational environment. Recognizing that a diversity of
important it is for students to see people with a range of
readily allows us to incorporate nature
implement our strategic goals and achieve
experiences enriches the learning environment for all—
backgrounds represented in leadership roles, we will strive
and the outdoors into learning. As good
ideal fiscal health.
encouraging the development of empathy and critical
to create a richly diverse faculty and administration.
stewards of our resources, we will assess
thinking—we will strategically use tuition assistance to expand access and enroll students from a variety of backgrounds.
Take a proactive approach to attracting and retaining dedicated and innovative faculty and staff by expanding
Revise and enhance curriculum to ensure it is both
recruitment efforts, determining hiring policies, reviewing
representative and relevant.
benefits, and investing in professional development.
Continue to foster a student body that is representative of the world in which we live. Demonstrate our commitment to inclusion by creating a new leadership team position, Director of Diversity, Equity, and Community, expanding diversity initiatives beyond the classroom to encourage students to adopt a wider lens through which to view their own possibilities and those of others. Provide a robust and flexible tuition assistance program throughout the grades.
1948 founded
Develop Professional Study Groups to give faculty more ownership over their own teaching and learning. Launch a Teaching Fellows program to continue
current facilities and prioritize opportunities for updates and repairs. Adopt a sustainable model for upkeep of the campus and School buildings, including major renovations of the Lower School and Junior High. Compile a suite of options for capital
to encourage professionals to pursue independent
improvements to be addressed as
school teaching.
funding allows.
Increase professional development opportunities
Optimize the use of the campus and facilities by expanding revenue-
presenting a wide range of topics related to independent
generating partnerships.
17 years
average teacher experience
iterative and dynamic 10-year financial forecast, incorporating historical data, new initiatives, enrollment, and the economic landscape. Launch the public phase of Strength In Community–Far Brook’s Initiative for Students and Faculty. Be rooted in financial best practices. Evaluate and strengthen faculty and staff
for faculty to advance their leadership skills, school administration.
Continue to work with the School’s
site
1531 Far Brook’s Wetlands designated a Schoolyard Habitat by the National Wildlife Federation
compensation and benefits to ensure we remain competitive. Integrate the work of Enrollment Management and Development to create a full-fledged advancement model that aligns our mission with our strategic and financial goals.
1,700 alumni
ACCOMPLISHMENTS FROM THE 2009–2014 STRATEGIC PLAN Developed a Campus Master Plan,
Constructed two academic buildings—
consistent with Far Brook’s mission,
the Kronthal Science & Environmental
our commitment to the natural
Center and the Music & Arts
environment and outdoor learning,
Building—adding close to 10,000
and determination to be counted as a
square feet of learning space.
leading independent school. Embarked on a three-year capital campaign, Imagine The Possibilities, raising more than $8.5 million for new and upgraded facilities as well as our Endowment.
Created Far Brook’s Statement on Diversity, advancing our values of inclusion and equity.
faculty and administration. Expanded the reach of the School by adding a Nursery 3s program.
Diane Bakst
Tanya Nicholson Miller
Neale Trangucci
In 2017, the Board of Trustees took a streamlined approach to creating a Strategic Plan for
Christopher Burns
Rob Olazagasti
Bradford Wiley, II ’54
Far Brook. At that point in time, the School was in a position of strength, building on the
Carmine Fanelle
Elyse N. Post ’78
Renee Sekino Wolfe
accomplishments of the 2009 plan.
Greg Hoffman
Marc Schwartz
Amy Yin
Bob Kelly
Doak Sergent
Amy Ziebarth, Head of School
Leah Kronthal
Harsh Sule
Krissy Mannello
Michelle Swittenberg
completed with some still under way. This plan aligns with our fundamental convictions—our
STRATEGIC PLAN FACULTY & ADMINISTRATION REVIEW COMMITTEE Ed Solecki
for scope-and-sequence review across
Nicole Engelke
Haruka Mori
Amy Ziebarth, Head of School
grade levels and disciplines.
Suzanne Glatt
Mikki Murphy
Jessica Howe
Rob Olazagasti
raised
be visionary yet remain flexible in an ever-changing world. The Far Brook School Strategic Plan process built on the mission and core values of the School. Many of these goals have been
Paula Levin
$8.5 m
One of the most important responsibilities of the Board is to strategically plan for the future: to 2017-2021, which you will find on the following pages, is dynamic and represents a thoughtful
Ashley Barnes
Organized curricula to pave the way
Increased professional development opportunities for
DEAR MEMBERS OF THE FAR BROOK COMMUNITY,
2018-2019 BOARD OF TRUSTEES
commitment to diversity, equity, and inclusion, and our emphasis on the importance of high academic standards, social justice, leadership, responsibility, and respect for others. We are proud of the work that has been accomplished over the last few years and hope that you will be inspired as you read through this plan. Warmly,
STRATEGIC PLAN 2 0 1 7 - 2 0 2 1
Amy Ziebarth Marc Schwartz Head of School
Chair, Board of Trustees