The Nichols Strategic Plan 2015

connecting with our past in preparation for our future

strategic plaN

M ISSION STATE M E NT

Our aim is to train minds, bodies and hearts for the work of life, and to carry into all we do the highest ideals of character and service.

visioN Nichols aims to be a nationally recognized school providing the finest coeducational independent education in Western New York. Our safe and inclusive school community is guided by our outstanding faculty and staff who are committed to serving the School’s mission. Nichols is distinguished by innovative academic and co-curricular programs, powerful mentoring relationships between teachers and students, and a creative approach to teaching and learning that focuses on the successful growth of the whole child.

The degree to which we are successful in delivering on our mission will always be determined by the quality of the relationships between our students and faculty. Our strategic plan compels us to inspire our students, innovate in and outside the classroom, build a more inclusive community, and invest in our future.

It is an exciting time at Nichols as we approach our 125TH

admissions continue to grow more competitive. The issues

anniversary. Our enrollment is strong, our campus and facilities

of sustainability, global understanding and climate change

are unique among day schools in Western New York, and our

are of concern to all of us.

faculty is eager and talented. Nichols students are gifted,

That is why Nichols is so important. Our students are

bright and driven to do great things in our community and

intelligent, ambitious and eager to take on the challenges facing

in the wider Western New York and global communities.

their generation. We must prepare them with 21ST century skills

We all work together to make our students’ experience at

in critical thinking, collaboration, creativity, and communication;

Nichols the best that it can be.

and we must help them engage in civic, environmental and

Families who visit our campus recognize the strong

global issues. Our new strategic plan positions Nichols to equip

relationships between students and faculty that are the

students with the tools and character needed to tackle the

foundation of a Nichols education. They consistently

challenges they will face as they take their places in the world.

comment on our exceptional academic programs, excellent

The plan’s strategies invest in our treasured faculty

athletics offerings and robust art programs. They are

and staff, supporting their learning and growth so they

particularly impressed by the many opportunities for

can continue to provide the intellectual spark that ignites

experiential education and by our capstone project: the

our students’ passions. This plan sets objectives to enroll

senior thesis. At the core, our efforts emphasize character

talented applicants from all socio-economic backgrounds and

and leadership — exemplified by our Honor Code.

simultaneously, diversify our faculty and staff.

But our students face many challenges as they look ahead.

The job market is uncertain and the economy volatile. College

It also imagines our school five years hence and implements plans to ensure our economic viability, that

We are steadfast in our mission, confident in our people 4

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our historic facilities meet the needs of future students and that Nichols’ story is celebrated.

Our work with students defines Nichols School. Our commitment to them and their future remains our constant focus. This strategic plan represents the work of dozens of people passionate about Nichols and its success.

I want to thank all the faculty, alumni, parent and community participants involved in the process, and recognize Jeremy M. Jacobs Jr. ’81 for his substantial efforts chairing the entire process and Nichols’ Board of Trustees for their support.

This plan is truly an evolving process as we discover the best approaches for our objectives. We have a road map and we are ready to begin our journey.

Bill Clough Head of School

and excited for the future.

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Our students live the values we teach, serving their communities in myriad ways.

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iNspire Leadership and service are at the heart of what we do as a school. Nichols is not just in Buffalo, but of Buffalo. Therefore, we have a responsibility to engage our community and an obligation to demonstrate that responsibility to our students by giving them more opportunities to contribute to and learn from the Buffalo community.

Nichols has developed a culture of leadership among our students. Yet, we can always expand and improve our programs by clearly articulating a coherent school-wide philosophy. Leadership development begins at the start of a student’s career at Nichols as we engage the student in unique training and provide opportunities in and outside the classroom to build confidence and leadership skills.

Our students volunteer their time across the city, mentoring public elementary school students, cleaning up parks, running clothing drives and raising money for projects of importance to them. Our curricular and extra-curricular activities provide our students with roles in the community, and they are proud to play a part in its vitality.

n Build on our shared understanding of character

education and leadership development among faculty, staff, coaches, students and parents.

Design and implement a comprehensive leadership program and curriculum that includes both direct and indirect approaches to leadership development.

n Grow partnerships with the expanding Buffalo

community in our colleges and universities, the medical corridor, businesses, and entrepreneurial and cultural organizations to foster a greater connection and commitment to Western New York’s heritage and diversity while continuing to inspire student college and career choice.

n Refine and enhance our international exchange

programs and create service learning projects that expand our community and worldwide understanding. Coordinate existing global opportunities such as immersion in languages, exchanges, community service and internships, and create lesson plans and elective courses that examine issues from a global perspective.

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iNnovate The innovative teacher serves as a catalyst and coach, mentoring students throughout the learning process. Supported by technology, the teacher encourages deeper understanding through project-based, hands-on learning. With this guidance, Nichols students take intellectual risks, learn and grow more confident in themselves. Carrying this confidence into a rapidly changing world, Nichols prepares our students for a lifetime of discovery and learning.

To meet our promise to our families, Nichols must continue to invest in the areas that have defined its strengths. This includes cutting-edge learning environments and exceptional faculty recruitment and training.

The quality of the Nichols faculty is a key measure of the School’s excellence. Our caring, dedicated teachers, administrators and staff deserve responsive professional development and appropriate compensation because the quality of our teachers is the quality of our education.

n Empower students to meet the demands and

expectations of our curriculum by supporting diverse learning styles. Expand collaborative learning opportunities to better support a 21ST century curriculum and develop “innovation spaces� where students get hands-on experience applying technology to solve complex problems.

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n Expand professional development opportunities.

Support the unique experience of teaching, coaching and advising at Nichols by funding summer curriculum grants, sabbaticals and meaningful professional development opportunities. Give faculty the time to build their own skills and the opportunities to share their knowledge with colleagues.

n Increase collaboration across academic

departments and grade levels. Invite and participate in more observations, both crossdepartmental and cross-divisional, in order to build open communication, self-reflection and assessment. Provide structured opportunities for faculty collaboration and time for interdisciplinary work.

Our faculty design innovative curriculum empowering students to take control of their learning.

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iNclude Four decades ago, Nichols joined many independent schools by embracing co-education. Since then, we have gained a better understanding of the challenges and opportunities of creating a truly inclusive community. We also recognize the enormous value to our community from a more diverse student and faculty body. The more varied our backgrounds and experiences, the more robust and expansive our students’ perspective of the world will be — a critical skill in an increasingly global society and multicultural world.

To meet this challenge, we remain committed to providing access to a Nichols education for the best and brightest students and to creating a community where students of varying backgrounds feel welcome and able to succeed. We seek to foster an exciting and vibrant environment where all students have equitable opportunities to participate and contribute to school life and use their educations to lead productive and meaningful lives.

n Raise the consciousness of the entire Nichols

community—faculty, staff, Trustees, parents and students—in multicultural understanding.

Support student and faculty participation in educational programs and conferences about diversity and multiculturalism and create platforms and spaces to share knowledge with the Nichols community.

n Select, hire, develop and retain talented faculty,

staff and administrators who reflect the diversity of the student body and the Buffalo community by building partnerships with Buffalo Prep, the National Federation for Just Communities, NAIS Equity and Justice division, and minority candidate recruiting services.

n Expand financial aid opportunities so the most

qualified students regardless of background or finances can reap the benefits of a Nichols education.

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iNvest The Board of Trustees is committed to prudent financial planning. Through sound management and a generous community dedicated to service and philanthropy, Nichols is in a solid financial position, remains debt free and operates with a balanced budget. But with the possibility of unsettled financial conditions, it is crucial to think critically about the proper levels of financial resources available each year and the size and use of endowment funds.

The Board also seeks to manage future tuition increases to levels that allow Western New York students to attend and earn the benefits of a Nichols education. Growing our endowment will secure the School’s financial future, and enable us to meet our promises to our students and to the community.

As part of a Campus Master Planning process, we will identify needed facility upgrades and improvements to meet the School’s goals, improve learning environments and student spaces, renovate administrative offices and expand the capacity of larger campus spaces.

n Celebrate and reinforce Nichols’ long-standing

tradition and culture of philanthropy.

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n Develop, communicate and implement

a long-term advancement plan that emphasizes overall financial viability, fundraising, expansion of non-tuition revenue, endowment growth and cost management.

n Invest in our students, our faculty and

our campus to adapt to new teaching techniques and technologies with improvements and new building initiatives.

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At Nichols we are proud of our past and excited for our future.

Together our community will set the bar for independent education in Western New York even higher.

Join us on this journey.

Nichols School | 1250 Amherst St., Buffalo, NY 14216 www.nicholsschool.org | 716.332.6300