Loyola School Strategic Plan

A VISION FOR THE FUTURE

Loyola School
N ew Yo r k
A Letter From the President

Dear Friends,
Loyola’s Adult Faith Formation Director, Sister Jo-Ann Flora, SND, recently shared the following quote with me:
Visioning is not about predicting the future. It is about discovering who we are and what we are becoming, and the
environments we are becoming into. It is about discerning the adaptive challenges and taking the next steps.

The source of the quote is an individual with a doctorate in ministry. That ministry could very well be occurring at
Loyola School because the quote describes our experience of visioning at Loyola and the result of that vision—our
strategic plan. While not a crystal ball, our strategic plan is based on who we are—uniquely Jesuit, independent, and
coeducational—and who we are becoming—an educational institution with first class facilities, competitive salaries,
and a growing endowment that will enable Loyola to recruit top students and train leaders from a variety of socio-
economic backgrounds hailing from throughout the New York metropolitan area.

The quote also includes the word discerning, a word that frequently appears in the writing of the founder of the
Jesuits and our School’s patron, Saint Ignatius Loyola. Ignatius asks Jesuits and all of us in the Loyola community to
discern what is best, what is most important, what is the most effective way to serve God by serving others. Let me
assure you that Loyola’s strategic plan is the fruit of our discernment.

Such discernment is the result of collaboration with and among all of Loyola’s constituents. I am grateful to my
dedicated leadership team at the School: our Headmaster, Jim Lyness; our Vice-President for Advancement and
Institutional Planning, Tony Oroszlany ’87; our Vice-President for Finance, Susan Durban Conniff; and our Facili-
ties Manager, Maryann Asprea. Our trustees, led by Chair Bob Sheehy ’68, embraced the work of visioning Loyola’s
future and were key in identifying the School’s directions during our discernment. Loyola’s generous and talented
faculty engaged in discernment based on their interactions with our students and their professional expertise. Our
loyal and supportive alumni drew from their experiences of the rewards of a Loyola education to offer assistance in
our discernment. Loyola’s strategic planning process was facilitated by my consultant, R.J. Valentino, of the Napa
Group; R.J. has collaborated with the presidents of several of Jesuit colleges and universities, with the leaders of the
University of California system, and with the heads and advancement teams of private schools throughout the coun-
try. His work with Loyola helped us to identify both our areas of pre-eminence and direction for our next steps.

Those next steps include you and all in the Loyola School community. I look forward to continuing the discernment
with you as we collaborate to ensure Loyola’s future as the pre-eminent religiously affiliated college preparatory
school in the metropolitan area that reflects the diversity of the New York region.

Sincerely,

God’s blessings,

Steve Katsouros, SJ
President

2 Loyola School A VISION FOR THE FUTURE

A Letter From the Chairman of the Board

Dear Loyola School Community,

It is with great pleasure that I, on behalf of Loyola School’s Board of Trustees, present to you
Loyola School—A Vision for the Future.

In so doing I would like to acknowledge the work not only of our current trustees, who have approved this
plan, but of all of our trustees who have served since Fr. Katsouros’ presidential term began in 2002. A great
deal of research went into studying who we are and who we hope to become. Please be assured that we do
not plan to change who we are, but do hope to continue to improve all of the services currently offered to
our students and faculty.

While we are keenly aware that this strategic plan does not offer answers for every situation that we will face
over the next five years, we hope that all strategic decisions over this time period will be addressed in the
context of the vision and goals contained in Loyola School—A Vision for the Future.

We are excited by both the simplicity and extensiveness of the plan, and we are confident that Fr. Katsouros’s
dynamic leadership, along with the support of the Board, his administrative team, the faculty, and all of you,
will help Loyola School achieve this vision for Loyola’s future.

Sincerely,

Robert F. Sheehy ’68

Chair, Board of Trustees

Loyola School A VISION FOR THE FUTURE 3

 Introduction
Loyola School is an independent, coeducational, Jesuit high school, the only
school of its kind in the New York City area. Loyola provides a rigorous college
preparatory education that is marked by individual attention and by a close-knit,
talented, and diverse community of students and parents, teachers and adminis-
trators, alumni and trustees, all collaborating in the transformation of “women
and men for others.”

Loyola School was founded as a Catholic boys’ school by the Society of Jesus in
1900. Combining the Jesuit and American independent school traditions, Loyola
provided an educational program and environment which, at that time, were only
available in private, non-Catholic, college preparatory schools. In 1973, Loyola
became coeducational, and today Loyola is the only Jesuit, independent and coed
college preparatory secondary school in the Tri-State region. With a student
enrollment of approximately 200, the class size average of 15 students promotes
participation and individual attention as well as regular opportunities for group
work and collaboration.

In the fall of 2006, Loyola School launched a new 5-year strategic planning effort
to advance our long-term vision to be recognized as the pre-eminent religiously
affiliated college preparatory school in the New York metropolitan area and to
reflect the diversity of the New York region.

4 Loyola School A VISION FOR THE FUTURE

 Loyola’s Position in the Current
Secondary Education Market
Loyola School is expanding enrollment strategies from a focus on parochial elementary schools to
include the private independent schools in the New York City area. This inclusion recognizes Loyola’s
original mission when the School was founded in 1900 and the Jesuits’ historical goal “to influence those
who will influence others.” Loyola provides a unique educational experience that incorporates the Jesuit
value of “cura personalis” (care for the whole person) into a student transformational experience dedicated
to enriching student awareness through experience, reflection and action. As shown in the following table,
Loyola’s positioning on key factors is very much characterized by a dual-identity as both Jesuit and
independent:

Characteristic Loyola Other NYC Other NYC Loyola Identity

Jesuit Schools Independent Schools

Tuition (2007–2008) $24,000 $10,000 – $14,000 $22,000 – $32,000 Independent

School size 50 per grade 150 – 250 per grade 50 per grade Independent

Socio-economic 27% – 32% 25% – 32% 15% – 20% Jesuit

diversity (% on Aid)

Service programs Core to mission Core to mission Noncore Jesuit

We understand that continued analysis of market data, collected through statistically reliable and valid
methodologies, as well as targeted marketing are necessary to successfully satisfy our strategic enrollment
goals and to differentiate ourselves in the independent school market.

Loyola School A VISION FOR THE FUTURE 5

 Strategic Planning Background
For Loyola School, sustaining and enhancing our leadership role in the highly competitive New York
private school market and college placement arena requires a refreshed, comprehensive strategy to prepare
students intellectually, spiritually, aesthetically, physically, and socially in the Ignatian spirit of cura
personalis.

In examining our current strengths and future opportunities, the Loyola School strategic planning process
identified five areas of preeminence:
■ Student development and transformation
■ College preparation and placement programs
■ Faculty grounded in Ignatian pedagogy
■ Extraordinary relationships of mentoring, networking, and support in the Loyola
■ School community among all constituents
■ Culture of service rooted in faith and values
In this context, achieving our strategic goals requires that Loyola School:
◆ Continue to recruit and retain quality faculty and staff
◆ Increase capacity and upgrade the physical plant
◆ Maintain academic excellence
◆ Grow the endowment
◆ Increase the number of applicants in order to maximize the enrollment level of qualified students
◆ Maintain faculty-staff ratios that ensure the unique Loyola educational experience
◆ Expand and manage socioeconomic and ethnic diversity within our community
◆ Create greater awareness and enhance the perception of the school in the regional market
The Loyola School Strategy Action Plan acknowledges the last five year’s (2002-2007) focus on building
and improving the foundational elements of faculty and staff acquisition, compensation, retention as well
as envisions the next five years (2007-2012) of growth in enrollment, regional presence, academic excel-
lence, and the physical plant.

6 Loyola School A VISION FOR THE FUTURE

 Vision
Loyola School, uniquely Jesuit, independent, and co-educational, will be recognized as the pre-eminent
religiously affiliated college preparatory school in the metropolitan area and will reflect the diversity of the
New York region.

Mission Statement and Statement

of Beliefs
Mission Statement
As a Catholic, independent, coeducational, college preparatory, urban, secondary day school, rooted in
the Jesuit tradition, Loyola School challenges its young men and women to become intellectually fulfilled,
open to growth, religious, loving, and committed to doing justice. Loyola School is committed to chal-
lenging its students religiously, intellectually, aesthetically, physically, and socially.

Opportunities for personal study, reflection, and leadership allow students to expand their knowledge,
develop their skills, mature as individuals and community members, and realize the goodness inherent in
themselves and all God's creation.

In keeping with the Ignatian spirit of cura personalis (care for the whole person), Loyola School strives to
develop the diverse and unique talents of each member of the Loyola community, and encourages the use
of these talents to serve others for the greater glory of God.

Statement of Beliefs
As an independent, Catholic School in the Jesuit tradition, we believe that…
■ All people are intrinsically good and have a right to be respected and treated with dignity.
■ Faith in the values of the Gospel contributes significantly to the individual’s moral and intellectual
development, and a commitment to serving others.
■ Each individual has God-given talents that contribute to the growth of the community.
■ The dynamic interaction of all members of the community is essential to the learning environment.
■ Learning takes place within a caring environment that supports risk-taking, collaboration and trust.
■ Reflection enhances and deepens each experience for the individual.
■ All individuals can learn, but not all learn in the same way.
■ Learning is a lifelong process.
■ Learning how to learn is essential to the growth of the individual.
■ Growth involves the development of a strong sense of self.
Loyola School A VISION FOR THE FUTURE 7
 Goals and Strategies
1. Increase the number of applicants in order to maximize the enrollment level of qualified
students.
2. Grow scholarship endowment to lessen the dependency on current operating revenues.
3. Build upon our academic and extracurricular excellence.
4. Continue to build a market based total compensation program that supports faculty and
staff development and retention.
5. Increase and improve the School’s facilities.

Goal 1: Increase the number of applicants in order to maximize the enrollment

level of qualified students.
Strategies:
1. Gather, assess and utilize regional market research data and information to influence Loyola School
enrollment strategies.
• Review and revise the “Provisional Strategic Enrollment Plan” in light of additional relevant data
collected annually.

2. Review and revise the admissions process, including publications and other collateral materials, based
on the market data and targeted enrollment outcomes.
• Work with a PR firm to plan for wider exposure of Loyola in the New York metropolitan area to
parents and students.
• Focus efforts on target-market based tactics.
• Maintain, update, and continue to enhance the Loyola external web site.

3. Explore additional in-house programs that may expand the applicant pool, such as increased current
parent participation in the admissions process and a summer enrichment program for middle school
students.

8 Loyola School A VISION FOR THE FUTURE

Goal 2: Grow scholarship endowment to lessen the dependency on current
operating revenues.
Strategies:
1. Plan for and launch a personalized special endowment and capital gift campaign that grows
endowment to $10-$12 million and helps address classroom, field, office and infrastructure needs.

2. Maximize endowment contribution to the operating budget through ongoing review of returns and
the spending rate.

3. Annually review and determine with Loyola’s finance office the ideal percentage of scholarship
assistance to be funded by endowment returns, ideal percentage of operating budget to be funded by
Annual Giving, and how growth in the Annual Fund can help fund ongoing capital projects.

4. Endeavor to be in top quartile of New York City Independent and Jesuit schools for highest average
annual fund gift per student, highest average total event revenues per student, and highest average
endowment total per student.

5. Establish a five year coordinated advancement plan which looks at the development of a major gift
management system, the alumni relations program, the school’s donor cultivation program and staffing
needs.

Goal 3: Build upon our academic and extracurricular excellence.

Strategies:
1. Conduct a comprehensive curriculum review to affirm and strengthen the academic program and to
align curriculum with the “Grad at Grad” goals.

2. Enhance student transformation and leverage the “Grad at Grad” program and the Ignatian
Pedagogical Paradigm as a unique positioning characteristic and a core component of the Loyola
School educational experience.

3. Enrich and expand an extracurricular program to further fulfill the School’s mission and complements
the philosophy of the formation of the whole person.

4. Enhance the faculty involvement in student growth and development through the Mentor Program.

5. Recruit, hire, develop and retain the faculty and staff necessary to ensure program quality, academic
excellence, continued pre-eminence in college preparation and placement, and the faculty/student
ratios critical to the Loyola education experience.

Loyola School A VISION FOR THE FUTURE 9

 6. Strengthen professional growth and development for faculty and provide annual in-service
opportunities including growth in the Ignatian Pedagogical Paradigm and other professional activities.

7. Encourage, foster and support faculty use of technology as an instructional tool and as an educational
resource for Loyola School.

8. Increase and enhance parent/school communication and collaboration to benefit Loyola students’
overall growth and development.

Goal 4: Continue to build a market based total compensation program that

supports faculty and staff development and retention.
Strategies:
1. Ensure that the total compensation package for faculty and staff is competitive and is informed by
Loyola School strategic goals and objectives.

Goal 5: Increase and improve the School’s facilities.

Strategies:
1. Consider and assess options to expand the school’s physical plant; explore the possibility of expanding
into underutilized space within the Jesuit complex on 83rd Street.

2. Continue to renovate and upgrade existing buildings and facilities to include renovation of the 5th
and ground floors.

3. Explore athletic playing field options for Loyola School’s athletic teams and develop a plan to
implement the recommendations.

10 Loyola School A VISION FOR THE FUTURE

 Implementation
1. This strategic plan and the aforementioned goals will allow Loyola School to strengthen
the foundation of the distinctive student experience that we provide for students who will
become society’s leaders in the 21st century.

2. Our comprehensive approach will allow the School to grow in response to the changing
dynamics of postsecondary education and achieve the aspirations of our vision as the
pre-eminent religiously affiliated college preparatory school in the New York region.

3. Given that this strategic plan is a living document which will be reviewed on an annual
basis, implementation will occur during the next five years through multiyear planning,
resource management, and measurement. Annual reviews of this plan will align the
School’s leadership and the Board of Trustees on outcomes stemming from the strategies
and initiatives contained herein.

4. Annual planning and mid-year assessments of progress and outcomes have been instituted
as part of the School’s management practices. Each year, the School’s leadership team will
develop and share with the Board and its Committee Chairs reports that measure
progress against this strategic plan.

5. The Board and its Committee Chairs will work with the leadership team to ensure that
Loyola’s annual goals are implemented successfully and aligned with this strategic plan.

Loyola School A VISION FOR THE FUTURE 11

2007–2008 Board of Trustees
Stephen Katsouros, S.J., President

Robert Sheehy ’68, Chairman

Malcolm Speed ’70, Vice Chairman

James Lyness, Headmaster

Jeffery Alpi ’90, Faculty Representative
Susan Conniff, Vice President for Finance
Bridgett Lundy, Parents Association President
Rose McSween, Board Secretary
Tony Oroszlany ’87, Vice President for Advancement

Raquel Baker
Vincent Biagi, S.J.
Julie Casella-Esposito
Mark Cullen
Patrick Dore
James Duffy ’70
Margaret Florentine
Dinah Gretsch
Timothy Kesicki, S.J.
Mary Claire Bonner Lagno
Dale McDonald, PBVM
Charles Marino ’73
James Martin, S.J.
Victoria McLaughlin
Ralph Metts, S.J.
Walter Modrys, S.J.
Francis Nemia ’73
John O’Brien
Robert Perrotta
Joseph Sorbera
Anil Stevens ’89
James Vinci

Loyola School A VISION FOR THE FUTURE 12

Loyola School
980 Park Avenue
New York, NY 10028
www.loyola-nyc.org