The 2012

Strategic Plan
von
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November 2012
Board of Trustees
Barbra Frank Andrisani, Chair,
Academic Affairs Committee
Matthew J. Bastian 83
Richard M. Beck 82, Chair,
Strategic Planning Committee
James F. Bonner, M.D.
Linda M. Branco
Charles J. Ciarrocchi, Jr.
Rev. Andrew D. Ciferni, O.Praem.,
Ph.D.
John S. Gerard, Chair,
Finance & Facilities Committee
William F. Githens 64, Chair,
Mission & Heritage Committee
Michael J. Hare 79, Chair,
Advancement Committee
Francis J. McKee 68
Debra Whitby-Norman
Douglas R. Quaintance
Elaine C. Reilly Esq. 83
John W. Rollins, III 88
Rev. Joseph A. Serano, O.Praem.,
Ph.D.
Robert E. Shields 60, Board Chair
Mary Ann E. Slowik 79
Barbara A. Wasik, Ph.D.
Kathleen E. Wunner, Ph.D.
Legal Counsel
Anthony G. Flynn, Esq. 69
Executive Ofcer
Michael A. Marinelli, Ed.D. 76,
Headmaster
On the cover: The estate of John J. and Helena Raskob was given the name Archmere, from
the arch to the sea because of the view through the arch of trees, and later the stone
arches of The Patio, of the river and the community beyond. Today, Archmere Academy
continues to look through the arches of its founding home to the outside world: to renew
its commitment to academic excellence, to promote the advancement of its mission, and
to ensure that Archmere Academy remains a premier academic institution.
Reverence Zeal Wisdom Community Respect
Dear Friends:
We are pleased to share with you The 2012 Strategic Plan for
Archmere Academy. This blueprint for Archmere builds upon its
strong 80-year foundation and charts a vision for the schools future.
Ultimately, Archmere will realize this vision because of you
because of your faithful devotion to the Archmere legacy and your
commitment to the achievement of Archmeres future.
We could not have crafted this plan without the participation
of hundreds of people representing the key constituencies of
the Archmere community: alumni, parents, students, faculty,
administrators, trustees, community supporters and benefactors.
Information from focus groups, interviews and surveys, combined
with market trend and data analysis, provided content for intensive
deliberations by ve Board-led committees over nine months.
The Plan underscores Archmeres fundamental commitment to its
founding mission, vision and history and allows Archmere to expand
upon that mission and to advance in an ever-changing world. We
invite you to embrace the ve key themes of The Strategic Plan and
help Archmere achieve the related goals identied for each theme.
We hope that you will join us in this ambitious undertaking and
help Archmere realize the vision of The 2012 Strategic Plan.
Thank You for Your Continued Support,
The Board of Trustees of Archmere Academy
Reverence Zeal Wisdom Community Respect
Strategic Planning Task Force
Barbra Frank Andrisani, Board Member, Past Parent
Rebecca W. Baeurle, CFRE, Institutional Advancement Director, Current Parent
Richard M. Beck 82, Board Member, Alumnus
Linda M. Branco, Board Member, Past Parent
Carl S. Campion 76, Director of Information Technology, Past Parent, Alumnus
John F. Cirillo III, Director of Finance, Current Parent
Timothy Dougherty, Director of Curriculum and Instruction
Carolyn T. Doyle, Director of College Counseling and Guidance, Past Parent
William J. Doyle, Ed.D., Faculty Member, Former Principal, Past Parent
John V. Flynn, Jr, Ph.D., Past Board Member, Past Parent, Alumnus
John S. Gerard, Board Member, Past and Current Parent
William F. Githens 64, Board Member, Past Parent, Alumnus
Michael J. Hare 79, Board Member, Alumnus
Carl E. Hertrich, Past Board Member, Past Parent
Michael C. Johnson, Jr., Campus Minister, Faculty Member
John J. Jordan III 80, Principal, Former Admissions Director, Past and Current
Parent, Alumnus
Michael A. Marinelli, Ed.D. 76, Headmaster, Alumnus
Rev. Joseph McLaughlin, O.Praem. Director of Mission and Heritage, Chaplain,
Headmaster Emeritus
Debra Whitby-Norman, Board Member, Past Parent
Robert C. Nowaczyk, Director of Student Life
David Oswinkle, Director of Athletics
Douglas R. Quaintance, Board Member, Past Parent
Rev. Joseph A. Serano, O.Praem.,Ph.D., Board Member
Robert E. Shields 60, Board Chair, Past Parent, Alumnus
Mary Ann Slowik 79, Board Member, Past Parent, Alumna
James P. Tosi, Director of Facilities, Past Parent
Kathleen E. Wunner, Ph.D., Board Member
Five Key emes of e 2012 Strategic Plan
1. Archmere will articulate, promote and live its unique mission
2. Archmere will enhance its exceptional academic tradition with 21st
century best practices for learning to attract and advance motivated
and talented students
3. Archmere will attract, retain and develop excellent teachers and staff
to preserve the Archmere experience for its students
4. Archmere will engage its alumni to become more involved in the
Archmere community
5. Archmere will ensure nancial sustainability by assessing and
articulating the Academys needs and priorities
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The answers to the questions Who are we? and What is our mission? are
found in the rich history and tradition of Archmere:
t In 1120, Saint Norbert founded the Order of Premontre, whose
members eight centuries later established Archmere Academy as a
community of faith inspired by the deep Norbertine devotion to the
Eucharist and to serving others through education and good works.
t In 1910, John and Helena Raskob purchased the Archmere estate.
From 1916 to 1918, they constructed a magnicent Neoclassical
Italian Renaissance mansion and garages, a home that reected their
Catholic family life.
t In 1932, Rt. Rev. Bernard H. Pennings, O.Praem., Abbot of Saint
Norbert Abbey in DePere, Wisconsin, envisioned Raskobs home
as a perfect site for a school and purchased the estate. Archmere
Academy was founded to grow the educational ministry and priestly
vocations of the Norbertines in the United States.
Archmere is committed to sustaining a vision of academic rigor and excellence,
faith and values that was formed by an eighty-year American tradition born
out of a nine-century European tradition of being a Catholic, Norbertine
community, grounded in the ideals and faith of its founders and located on an
historic campus. The following mission statement for Archmere embraces the
values that are at the heart of the Archmere experience:
Archmere Academy is a Catholic, Norbertine college preparatory school, valuing
community, respect, zeal, reverence and wisdom. Nurturing body and soul, mind
and heart, Archmere focuses on the whole person through academic excellence,
faith reection, social development and service to others. Inspired by its heritage,
Archmere cultivates empathetic leaders young men and women prepared for
every good work.
Reverence
everence
Goals
To remain faithful to articulating, living and promoting its mission, Archmere will:
1. Ensure that Archmeres mission is reected in the design of academic and
extracurricular programs
2. Nurture and expand faculty and staff members understanding and value of
the mission and heritage through the evaluation and creation of mission-
infused practices, supported by Archmeres sponsoring community,
Daylesford Abbey, a Catholic community of Nobertine priests and brothers
3. Attract and retain students of all faiths who will contribute to the strength
and growth of the Archmere community
4. Ensure that Archmeres internal and external communications reect the
schools unique mission, creating a virtual community that fosters dialogue
5. Enhance the campus with visual reminders and inspirational artwork and
spaces that speak to Archmeres mission
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Archmere has a strong academic tradition that values a consistent work
ethic; cultivates an appreciation for excellence; values mathematics and
science equally with the humanities and the ne arts; and supports students
self-discovery of their unique skills, talents and avocations.
Archmeres academic leadership will build upon the schools tradition of
excellence by studying, evaluating and applying the most effective pedagogical
best practices for learning in the 21st century. These approaches will guide
Archmere in improving existing and adopting new curricula, crafting
professional development opportunities for staff and implementing tools
for student learning and assessment that will be centered on developing the
following student competencies:
t Analytical and creative thinking and problem solving
t Complex communication through oral and written methods, plus
digital and quantitative literacy
t Collaboration skills fostered through learning to work in teams, both
as leaders and team members
t A global perspective of learning and living
t Integrity and ethical decision making
Archmere graduates will become the empathetic leaders of their time,
prepared to manage the challenges of the 21st century and to sustain the
traditions of the exemplary alumni who preceded them.
Zeal
Zeal
Goals
To attract and advance motivated and talented students, Archmere will:
1. Develop and employ both traditional and innovative methods to best
educate the Archmere student in a broad range of disciplines and interests
2. Enhance the curriculum to strengthen student core competencies
of analytical and creative thinking and problem solving, complex
communication, collaborative teamwork, global perspective and ethical
decision making
3. Broaden the aspects of curriculum designed to foster creativity through
teaching the visual and performing arts, further integrating them through
interdisciplinary programming
4. Broaden faculty professional development to increase creative,
interdisciplinary and team project course work for students, strengthen
faculty leadership and technology skills and provide personal experiences
that enhance the communication of Archmeres mission
5. Prepare students to succeed in college with a mastery of skills that include
the ability to: work collaboratively as both a leader and a team member;
excel in communicating and problem solving; demonstrate a command of
technology and media; make wise decisions grounded in informed ethics
and demonstrate knowledge about traditional and emerging topics across
all disciplines
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The positive interaction among students, teachers and staff is a notably unique
and signicant benet of the Archmere experience. These relationships form a
key component of Archmeres distinctive learning environment that supports
students in all aspects of their education and transition to college life. Because
the faculty and staff are a key asset of its community, Archmere will strengthen
its focus on attracting, retaining and developing excellent teachers and staff
members.
Wisdom
Wisdom
Goals
To accomplish these objectives, Archmere will:
1. Foster and support professional development of its faculty to sustain
an academic learning community culture and to promote excellence in
Archmeres academic programs
2. Expand teacher and staff member evaluation processes to ensure
professional growth, as well as enhanced performance
3. Review faculty and staff compensation policies and procedures to ensure
that they are consistent with Archmeres mission, competitive in the
marketplace and successful in attracting and retaining excellent people
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Archmeres alumni represent its past, present and future. They are its living
history, carrying with them the traditions and heritage that make Archmere
unique. The energy that many alumni devote to Archmere provides invaluable
support for the school. Alumni empower the community and embody the spirit
the intangible essence of Archmere. They are valuable ambassadors for the
school. The strategic vision for Archmeres future rests on a base of continual
engagement with alumni across the Archmere community.
Community
ommunity
Goals
To deepen its engagement with its alumni, Archmere will:
1. Engage a broader base of alumni by offering greater opportunities for
participation through the Alumni Association and school-sponsored
initiatives and by connecting with them through a virtual community
2. Rene communications to meet the individual expectations and
preferences of its alumni
3. Enhance, broaden and diversify on-campus and off-campus activities and
events for alumni
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As an independent school, solely responsible for its own nances, Archmere
is committed to a sustainable nancial model. Archmere will increase
endowment and annual nancial support, decrease dependence on tuition
and carefully evaluate ongoing programs and new initiatives. This strategy
will ensure that nancial resources will be used in the most effective manner
possible to meet the objectives of the schools mission and to preserve the value
of an Archmere education.
Respect
Respect
Goals
To accomplish these objectives, Archmere will:
1. Maintain a balanced budget based on revenues from tuition and
non-tuition sources and prioritization of expenditures
2. Maintain a school size that responds to the needs of the community and
sustains the high program standards of the Academy
3. Focus its efforts on feasible capital projects that enhance programs and
the utility of the campus, while preserving its unique character as part of
Archmeres history
4. Develop a culture of philanthropy among the key constituencies of the
Archmere community to enhance annual giving support; to raise funds for
capital needs; and to offer a variety of giving strategies, including planned
gifts
5. Grow the endowment to support scholarship and nancial assistance,
faculty and staff professional development and campus maintenance
projects
6. Pursue opportunities to generate revenues from sources other than tuition
to reduce reliance on annual tuition increases
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You can view the online version of
The 2012 Strategic Plan for Archmere Academy at
www.archmereacademy.com/plan2012