Far Brook School Strategic Plan 2017-2021

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