Strategic Plan 2020-2025

2020-2025 STRATEGIC VISION

A FUTURE of PROMISE

The Academy of Notre Dame de Namur will be internationally recognized as a premier independent Catholic academy for young women by developing strong, confident women who are prepared to be leaders in a global society. “Teach them what they need to know for life.�

- St. Julie Billiart

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STRATEGIC VISION The Academy of Notre Dame de Namur will be internationally recognized as a premier independent Catholic academy for young women by developing strong, confident women who are prepared to be leaders in a global society.

STATEMENT OF MISSION The Academy of Notre Dame de Namur, an independent, Catholic college preparatory school, commits itself to the education of young women of grades 6 through 12 for responsible living in a global society. The Academy, rooted in the faith tradition of the Catholic Church and the charism of Saint Julie Billiart, provides its students a challenging academic curriculum within a rich spiritual community in order to: • Inspire them to live the prophetic nature of the gospel with a passion for justice and love for the poor, • Enable them to develop the skills and desire necessary for lifelong learning, • Empower them to be honorable, compassionate leaders.

HALLMARKS OF THE NOTRE DAME LEARNING COMMUNITY A learning community of the Sisters of Notre Dame de Namur, the Academy of Notre Dame embraces the Notre Dame de Namur Learning Community Hallmarks, which give valuesbased direction for decisions and activities so that this learning community continues to express the spirituality and mission of the Sisters of Notre Dame de Namur.

Hallmark One:

We proclaim by our lives even more than by our words that God is good.

Hallmark Two:

We honor the dignity and sacredness of each person.

Hallmark Three: We educate for and act on behalf of justice and peace in the world.

Hallmark Four:

We commit ourselves to community service.

Hallmark Five:

We embrace the gift of diversity.

Hallmark Six:

We create community among those with whom we work and with those we serve.

Hallmark Seven: We develop holistic learning communities that educate for life.

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GOAL 1:

PROVIDE A SUPERIOR ACADEMIC PROGRAM FOR YOUNG WOMEN Create a rigorous academic environment that recognizes the unique potential of each student, encourages scholarship, instills self-confidence and inspires leadership.

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Create a comprehensive model for developing 21st century leaders.

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Exemplify a culture of faith, service and community based upon the teachings of foundress Saint Julie Billiart, the Hallmarks of the Sisters of Notre Dame de Namur and our Honor Code.

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Deepen the influence of the Center for Global Leadership in curriculum, campus life, service and general global fluency.

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Remain a thought-leader for innovative teaching and learning.

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Create a holistic wellness program emphasizing the physical, mental and emotional well-being of all community members.

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GOAL 2:

CREATE DYNAMIC TEACHING AND LEARNING ENVIRONMENTS By retaining the beauty of its 19th century estate setting and providing state-of-the-art facilities for all activities, Notre Dame’s campus will be safe, welcoming and attractive.

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Continue implementing the Campus Master Plan, with the identification of an auditorium as the first priority.

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Develop a plan to renovate the interior of the Mansion.

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Continue to address deferred maintenance with the guidance of an ongoing facilities condition assessment.

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Continue to promote best practices concerning campus safety.

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GOAL 3:

RECRUIT AND RETAIN A FACULTY AND PROFESSIONAL STAFF OF THE HIGHEST QUALITY Excellent teaching and engaged students require experienced faculty and professional academic staff who are subject matter experts in their fields. Notre Dame will recruit talented faculty and professional academic staff who support the Mission and Hallmarks of the Notre Dame community. The Academy also commits to offering best-in-class professional development opportunities for all Notre Dame employees on an annual basis.

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Recruit new faculty and staff from various backgrounds, recognizing that a diverse faculty creates a more authentic learning experience for students.

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Increase teacher involvement in leadership roles throughout all aspects of academic life.

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Develop a robust mentoring program and observation schedule among faculty and staff.

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Retain effective faculty and staff through competitive pay and benefits and aligned professional development opportunities.

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GOAL 4:

ATTRACT, ENROLL AND RETAIN A STUDENT BODY COMMITTED TO EXCELLENCE Effective enrollment management practices will provide the structure and direction necessary to attract, enroll and retain talented and engaged students.

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Maintain the overall size of the student body (550) with a focus on enrolling students who are academically talented, highly involved and committed to our mission.

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Develop an enhanced targeted marketing and enrollment plan for Middle School that strengthens the applicant pool for the earliest entry points of the Academy.

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Continue strategic efforts to double the percentage of students of color schoolwide by 2023.

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Ensure that the most effective systems and processes are being utilized to facilitate an innovative and personalized experience for prospective families from inquiry through enrollment.

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Build on initiatives to enroll students from new and emerging markets for Notre Dame.

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Create marketing for the next generation of parents.

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GOAL 5:

CONTINUE TO POSITION THE ACADEMY FINANCIALLY WITH REGARD TO A STRONG AND SUSTAINABLE FUTURE The Academy of Notre Dame operates with a prudent, comprehensive, multi-year financial plan. This is essential to ensure the school’s fiscal health, balance Notre Dame’s financial resources, retain qualified personnel, support and improve educational programs and enhance facilities and technology.

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Focus on increasing the Endowment so that the endowment value exceeds the outstanding debt balance.

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Consider the possibility of paying down the permanent debt, taking into consideration liquidity needs and prepayment penalties.

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Craft a plan to finance the restoration of the Mansion.

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Continue setting tuition at a level that provides a significant value proposition in the independent school market.

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Maintain a competitive level of financial aid.

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Continue an annual budgeting process that takes into consideration short-term and long-term initiatives.

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GOAL 6:

STRENGTHEN OUR CULTURE OF ENGAGEMENT AND SUPPORT Expand our sophisticated advancement program in order to significantly enhance contributions.

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Complete a successful capital campaign to support the continued implementation of the Campus Master Plan, with the identification of a new auditorium as the next priority.

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Broaden and deepen our fundraising and stewardship programs to increase giving from all constituencies and strengthen donors’ connection to the impact of their generosity.

- Increase giving participation to the Academy: • Alumnae Giving to 25% by 2025 • Current Parent Giving to 60% by 2025 - Increase leadership giving threshold from $1,000 to $1,856

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Adopt clear and consistent messaging to encourage all members of the Notre Dame community to make the Academy a top philanthropic priority throughout their lifetime.

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Enhance all avenues of engagement with the Academy’s stakeholders, especially our highly-accomplished Alumnae network, to deepen their connections to the Notre Dame community and cultivate leadership opportunities in which they can share their time, treasure and expertise to help achieve our strategic goals.

- Establish new Leadership Councils (formerly known as President’s Advisory Councils) in the following regions by 2025: Chicago, West Coast (California) and Southern US (Florida).

- Maximize resources available via new, alumnae-centric Veracross database system beginning in 2021.

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GOAL 7:

CONTINUED DEVELOPMENT OF ROBUST MARKETING, MEDIA RELATIONS AND COMMUNICATION INITIATIVES An all-inclusive, flexible and detailed marketing and communications plan will successfully articulate Notre Dame’s mission and its accomplishments, achievements, events, programs and community engagement.

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Ensure that marketing methods and use of communication channels are evaluated and adapted to reflect current and emerging trends.

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Refine marketing and communication approaches to speak to the unique interests/needs/expectations of admissions prospects and stakeholders.

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Leverage capabilities of school information system to provide individualized, flexible communications to key stakeholders (prospects, enrolled students, parents, alumnae).

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Create high-quality, valuable content to attract, inform and engage with strategically identified target audiences.

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Raise Notre Dame’s visibility through use of administrators, faculty and staff as thought leaders.

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ACADEMY OF NOTRE DAME DE NAMUR BOARD OF TRUSTEES 2019-2020* Mrs. Anne E. Schoemaker Vazquez ’99, Chairperson Mrs. Agnes Gillin Gayhardt ’83, Vice-Chairperson Dr. Judith A. Dwyer, Head of School Mrs. Judi Taylor, Secretary Mrs. Elizabeth M. Oliver, Treasurer Mrs. Lynn Bond Bruder ’80 Mr. Mark Casale Ms. Rosemary Connors ’01 Mrs. Lauren S. Dambly Mr. Zachary C. DeCarlo, Sr. Mr. Will H. Fuller Mr. Andrew Gerardi Sister Edithann Kane, SNDdeN Mrs. Carol Ryan Livingood ’89 Mr. Robert Mitchell Mr. Brian Mulligan Mrs. Preeya Noronha Pinto ’94 Mr. W. Michael Reckmeyer Mrs. Barbara Phelan Riley ’90 Mr. Arnold C. Schneider III Mrs. Colleen Harvey Tegler Mr. George Van Kula Mr. Andrew Willis Trustee Emeritus Sister Helen J. Bellew, SNDdeN Mr. Patrick Burns Mr. Paul Finley Ms. Mary Ellen Maggitti Mrs. Donna McNeill Mr. Michael G. O’Neill Mrs. Janice Toscani Petersen ’70 Mr. Eric Rubino Ms. Kathleen Shay ’70 Mr. Cary Toner *Board of Trustees approved the 2020-2025 Strategic Vision on April 28, 2020.