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2012–2016

OUr PositionWe are fortunate in so many ways. Our heritage is over 90 years strong. Our predecessors were progressive

educators and, since the early 1990s, north Shore’s upward trajectory has been steady.

enrollment has increased from 350 students to an all-time high of 515 students. Our campus has been

modernized with the Science center addition, lower and Middle School renovations and Upper School’s

complete transformation. curriculum and programming have grown in scope and quality. the School’s position

in the community remains strong, due in part to leveraging the four hallmarks that set north Shore apart from

other local schools:

1) Small By Design.

2) rigorous, relevant academics.

3) Participation is required.

4) Students are Known.

it’s from this position of strength – our constant drive for continued improvement and recognizing that needs

are always evolving – from which the strategic-planning committee sought to further raise the bar.

equally important, the world is increasingly complex, technology is accelerating change and global connections

are a necessity. educational approaches that have been effective to date will need to adjust for the future. to

prepare our students for these new demands, we must be flexible, responsive and adaptable. Our commitment

remains to delivering on our mission.

So, in the spirit of academic excellence, development of the whole child, the strength of our JK-12 community,

and recognition that the School’s culture and environment are valued, we embark on our Strategic Plan 2012-

2016. the process has allowed us to rearticulate who we are and who we serve, and will propel us as we approach

our second century.

For the last 20 years, strategic plans have guided our work and the direction of our school. We have set forward-

thinking, attainable goals to support our students and faculty; inspired innovative teaching and learning; improved

facilities; and laid a course for the future that reflects our mission and values. this Strategic Plan is north Shore

country Day School’s map for the next four years.

the 2012-2016 strategic-planning process began in May 2011 when the Board of trustees identified four areas of

focus. the first was to revisit the School’s mission and values statements to rearticulate our enduring principles

considering the new realities and opportunities in education. three additional areas focused on the essential

elements of our school: students and their experiences; faculty and teaching methods; finances and facilities.

committees for each initiative included a broad representation from our school community.

Several principles guided our work. First, the strategic-planning process had to be inclusive. the 2012-2016

Strategic Plan reflects input from trustees, faculty, alumni, parents, students and outside experts. in fact, more

than 100 individuals contributed to this plan. Second, the plan had to be driven by and reflective of the School’s

mission and values. third, it had to be research-based and incorporate best practices for JK-12 education. lastly,

our plan had to be ambitious and measurable, driven by an objective assessment of the School’s strengths and

opportunities for improvement.

the result of our collaboration is the 2012-2016 Strategic Plan. this plan reflects the input and expertise of many.

it is a balanced mix of aspirational ideals and attainable goals that support the School’s enduring mission and

values, and will guide our work over the next four years.

tom Doar iii, Head of School

Susan Bondurant, Chair, Board of Trustees

Jim Valenti, Vice Chair, Board of Trustees

Jim lumberg, Chair, Strategic Planning Committee

the Process

AcAdemicsthrough a range of experiences

in and out of the classroom,

students are immersed in science,

mathematics, humanities,

language and the arts. Our broad

and ever-evolving curriculum

challenges and engages students

to strive for personal growth and

academic excellence.

chArActerWe believe in the importance of

developing individuals who are

resilient, creative, confident and

who persevere. We teach students

to be self-advocates and expect

them to own their education and

actions, preparing them for lives

marked by integrity, kindness,

respect and fulfillment.

PArticiPAtionrealizing that students

discover and develop their

talents and passions through

action, we require full participation

in arts, athletics and service.

engagement in multiple

disciplines expands our students’

understanding, commitment,

teamwork and potential.

diversityWe embrace diversity and global

literacy to build acceptance,

strengthen compassion, instill

social responsibility and expand

competencies that enable students

to succeed in a multicultural world.

Students are enriched by the

inclusion of individuals with varied

talents, voices and backgrounds.

communityOur students are known and

celebrated as individuals.

connections are formed with

teachers that endure beyond

graduation. Multi-age relationships

emerge from our JK-12 campus to

foster a strong sense of community.

and, we leverage knowing each

and every student with our active

network of faculty, parents and

alumni to help students reach their

goals and aspirations.

resourcesalthough people make up

the core of our educational

experience, we recognize the

value and importance of the

campus environment and

resources. Our thoughtfully

designed classrooms, course

materials, outdoor spaces and

campus facilities provide the

resources necessary to

maximize learning.

We prepare students with a challenging education that requires them to think critically, communicate effectively and engage fully in their intellectual growth and personal development. In doing so, they become self-confident, ethical citizens of the world who embody our motto, “Live and Serve.”

OUr Mission

OUr Values

oPtimiZe the student eXPerience For reLevAncy, QuALity And BALAnceWe will refocus our energies on an

educational experience that reflects

the skills needed for 21st century

global citizens while engineering

balance in school life.

• align curriculum to Prepare

Students for the new World

• Focus and enhance the Quality of

JK-12 community Programming

• create new, More Balanced

academic Schedules

• Use Ongoing research Studies to

examine Student experiences

invest in FAcuLty: enhAnce hirinG, evALuAtion And ProFessionAL deveLoPmentWe will commit resources and

dollars for developing and retaining

a highly educated, talented and

diverse faculty.

• Further enhance the current

Faculty recruitment and

hiring Plan

• Build on the newly revised

Faculty evaluation Program and

Develop a Merit Pay System

• invest Strategically in Faculty

Professional Development

• redefine the employee

Benefits Program

imPLement teAchinG And curricuLum innovAtionWe will ensure a systematic

coherence to our curricular

scope and sequence by division

and department while

simultaneously assuring JK-12

program progression.

• Secure curricular coherency

• Support academic

Department leadership

• Optimize academic technology

the Plan

concePtuALiZe And BuiLd A Future-oriented And chALLenGinG science ProGrAmWe will develop a more impactful,

collaborative, exploratory-based

science program that ensures

preparation for challenging college

sciences, and further develops

students’ passion for science.

• invest in Faculty, academic

technology and equipment

• Study and implement Best

Practices in curriculum

and Pedagogy

• create co-curricular Science

Programs in the lower and

Upper Schools

• Develop and nurture

Key Partnerships

BrinG “Live And serve” to LiFe: GLoBAL citiZenshiP And eXPerientiAL educAtionWe will commit to reframing our

campus, city, country and world

as laboratories for our students

to fulfill the School’s motto of

“live and Serve.”

• Develop institutional

Best Practices for global

Programming and connections

• create a chicago community

Partnership Program

• Develop a global citizenship

curriculum Scope and Sequence

• integrate the Upper School civic

and Outdoor education, interim

and Senior Service Programs

• revitalize the School’s

Diversity Plan

continue ProActive steWArdshiP oF FinAnces And FAciLities to FortiFy institutionAL sustAinABiLityWe will build on our strong

foundation with effective financial

and investment leadership.

• Shift to Budget Management

Strategies that reflect Full

enrollment

• Strengthen Financial aid and

Scholarship Program

• Determine a Proactive

Debt Strategy

• continue responsible Oversight

and Planning of our campus

and Facilities

• harness resources to implement

the Strategic Plan

ALiGn curricuLum to PrePAre students For the neW WorLdStrong JK-12 curriculum features subject-specific

content as a vehicle for skill development. Delivering

a relevant education requires that we assess our

current curriculum to connect it with the skills

necessary for our students in their lives beyond

north Shore. We have identified core competencies

“for now and for the future” that are timeless and

modern, intellectual and practical. they include

analytical thinking, collaborative and cross-cultural

problem solving, and data and media literacy,

among others.

Focus And enhAnce the QuALity oF JK-12 community ProGrAmminGrepresentatives from the three divisions will

study and refine our JK-12 community programs,

including Morning ex and the Buddy system,

focusing on quality, relevance, frequency and

quantity of time devoted. Similarly, each division

will study and evolve their programming,

including developing appropriate methods (such

as strengthened advisory programs) for character,

wellness and diversity education.

creAte neW, more BALAnced AcAdemic scheduLesto better meet the challenges of educating today’s

whole child, each division will evaluate, develop

and implement new academic schedules. items to

be addressed include optimizing the effectiveness

of teaching and learning of each academic subject,

coordinating student workload, restructuring

possibilities for experiential and extracurricular

education, and ensuring our divisions maximize

opportunities for high quality JK-12 programming.

use onGoinG reseArch studies to eXAmine student eXPeriencesthrough ongoing research, we will continue to assess

students’ academic and emotional development, and

how experiences vary based on gender, ethnicity,

prior educational experiences, learning differences

and other factors. these studies will help us evaluate

our programming and continue improving student

experiences at north Shore.

the Detailsoptimize the student experience for relevancy, quality and balanceToday’s world is complex, fast moving and increasingly unpredictable making it challenging to forecast and prioritize the skills and knowledge necessary for future success. Over our 93-year history, North Shore has built a strong foundation and adapted to new eras in education while remaining committed to our mission of educating the whole child. This plan calls for us to build on our strengths and re-examine our educational model while ensuring relevancy, quality and balance in students’ lives.

Further enhAnce the current FAcuLty recruitment And hirinG PLAnthe strongest faculty – compelling teachers,

advisors, colleagues, coaches and mentors – directly

enriches our students’ experience. to meet the

highest standards of teaching effectiveness and

professionalism we will continue to proactively

source, recruit, hire and support a diverse faculty.

this enhanced plan, established in part through

examining the successes of other schools and tapping

the expertise of outside experts, includes developing

a description of essential skills that teachers must

demonstrate, and key benchmarks for the values

faculty will add.

BuiLd on the neWLy revised FAcuLty evALuAtion ProGrAm And deveLoP A merit PAy systemWith this Strategic Plan, we will continue to

implement our newly revised, more comprehensive

and robust faculty evaluation program, and a

companion merit pay system. this will position us to

reward individuals whose impact on students and the

School are most meaningful.

invest strAteGicALLy in FAcuLty ProFessionAL deveLoPmentto best meet the needs of our students, we will

continue to invest in our teachers’ professional

development. emphasis will be placed on high-

impact programming for individual teachers,

departments and divisions. the benchmark will

be to engage faculty intellectually and advance

teaching practices.

redeFine the emPLoyee BeneFits ProGrAmreflecting the evolving needs of current and

prospective faculty and staff we will review the scope,

cost and use of our employee benefits program to

ensure it is equitable in cost and offering. Further,

we will provide an updated Faculty handbook

that details the evaluation program, expectations

and responsibilities, employee benefits, resources

and administrative structure. Our commitment is

to support our faculty and staff individually and

collectively, and frame clear expectations for their

focus and responsibilities.

invest in Faculty: enhance hiring, evaluation And Professional developmentExpectations for North Shore faculty are high: They are teachers, advisors, coaches and travel leaders. We expect our faculty to be life-long learners and active global citizens who reflect the diverse and cosmopolitan world in which our students will live. The multi-dimensional candidates we seek to join the ranks of our current faculty are the exception – not the rule. We must be proactive and deliberate to identify prospective faculty. Once hired, our commitment to them must equal their commitment to our students. These actions will further our ability to retain our current faculty and future hires.

secure curricuLAr coherencyWe will recommit to the use of curriculum maps,

which remain an essential tool in ensuring

sequential development, eliminating curricular

redundancy, and identifying areas for individual,

departmental and divisional work across the

JK-12 experience.

suPPort AcAdemic dePArtment LeAdershiPStrong communication between administration

and faculty is essential for a healthy and productive

school environment. Department heads are the

vital link. We will continue to examine, align

and define the School’s organization to optimize

responsibilities, including advancing this Strategic

Plan and encouraging faculty to think creatively

about their work.

oPtimiZe AcAdemic technoLoGyintegrating accessible academic technologies is key to

moving forward, and collaboration is a prerequisite

for achieving this goal. the academic technology

staff and faculty will develop and implement a

comprehensive JK-12 academic technology plan,

including a 1:1 computer program in the Middle

and Upper Schools, geared to empowering student-

to-student and student-to-faculty collaboration and

advance the development of 21st century skills such

as innovation, creativity and problem solving.

implement best practices in teaching and curriculum innovationNorth Shore’s expectation for excellence is high. It is important, however, not to allow our expectations for excellence to inhibit well-considered experimentation with creative teaching methods and curriculum. To make our teachers and curriculum even more dynamic, we will provide faculty with the resources, research and support required to create an environment that fosters and supports innovation and creativity.

invest in FAcuLty, AcAdemic technoLoGy And eQuiPmentto create a distinctive and rich science program,

we will strategically invest in faculty professional

development and hiring. We will also make necessary

investments in academic technology and equipment

to support new teaching techniques, curricular and

extracurricular programming.

study And imPLement Best PrActices in curricuLum And PedAGoGyDepartment faculty and administrators will

investigate and identify best practices in JK-12

science education with particular focus on project/

inquiry-based learning, and transformative teaching

methods. Following this research, we will work

jointly to implement a program that leverages

accessible technologies, is hands-on and research-

oriented, builds on a coherent progression and

engages all students in all divisions.

creAte co-curricuLAr science ProGrAms in the LoWer And uPPer schooLsWe will build on our strong Middle School Science

Olympiad program by establishing lower and

Upper School extracurricular science activities

and programs in a way that engages students and

encourages their interest in and passion for science.

deveLoP And nurture Key PArtnershiPschicago is abundant with universities, organizations

and corporations that have track records of strong

partnerships with school science programs. We will

actively develop and nurture ongoing relationships

with organizations that provide experiential

opportunities for the full spectrum of our students

and our subject areas.

conceptualize and build a future-oriented and challenging science program Shifts in science-education curriculum, teaching methods, research and experimentation frame an exciting opportunity. Given our facilities, small classes, location in Chicago and institutional resources, we are committed to take full advantage of this changing dynamic to deliver a more enriching, challenging and engaging science program.

deveLoP institutionAL Best PrActices For GLoBAL ProGrAmminG And connectionsWe will establish best practices and goals for global

travel experiences. this includes creating selective

partnerships with organizations and educational

institutions beyond chicago that will lead to more

meaningful and sustained student travel and

exchange programs.

creAte A chicAGo community PArtnershiP ProGrAma new community Partnership Program will link

one or more of each grade level’s signature curricular,

co-curricular, and/or service-learning programs with

local partner organizations.

deveLoP A GLoBAL citiZenshiP curricuLum scoPe And seQuencethe faculty leaders of the global citizenship

Program will lead this initiative, partnering with their

peers. the goal is to develop a scope and sequence

that assures coherent development of student

knowledge and skills in areas required of true

global citizens.

inteGrAte the uPPer schooL civic And outdoor educAtion, interim And senior service ProGrAmscontinuing to raise the bar for program quality and

innovation, we will directly link civic and Outdoor

education, interim and Senior Service programs

to our global citizenship initiative, chicago

community Partnership Program and Service-

learning Program.

revitALiZe the schooL’s diversity PLAnnorth Shore has a history of valuing and cultivating

a diverse school community. With this Plan, we place

renewed emphasis on attracting students, families

and faculty of differing backgrounds, cultures,

interests and perspectives. equally important is

ensuring we have the systems in place for everyone

to fully navigate, participate and succeed in the north

Shore experience.

Bring “Live and serve” to life: global citizenship and experiential education Fulfilling the School’s “Live and Serve” motto requires our community members be linked to the world. A curriculum that equips students with the knowledge and skills to engage with people and challenges they will encounter is essential. Experiential education provides students with the opportunity to put their education into action, develop their skills in authentic settings, and serve communities in which they find themselves. Providing – and eventually asking students to create their own – experiential opportunities is key to their full engagement with their education. With this plan, we commit to reframing our campus, city, country and world as laboratories for our students, knowing that our students’ future successes will be propelled by life experiences and global citizenship education.

shiFt to BudGet mAnAGement strAteGies thAt reFLect FuLL enroLLmentOver the last 20 years, we have benefitted from a 25%

growth in enrollment. given current demographics,

trends and space constraints, we need to prepare

for the rate of growth to level off. We will evolve to a

financial model that reduces the School’s dependence

on increased enrollment. this includes managing

with a clearly defined set of financial metrics,

adhering to best practices and procedures, and using

a disciplined benchmarking process relative to our

peer schools in the Midwest.

strenGthen FinAnciAL Aid And schoLArshiP ProGrAmrecommit to a robust financial-aid program

to support families of differing socioeconomic

circumstances to shape our student population,

meeting the School’s mission and academic goals.

to honor that commitment, we will complete a

strategic study of our current financial-aid model

to ensure fairness and sustainability.

determine A ProActive deBt strAteGyanalyze the strategic and operational importance of

maintaining access to financial markets, optimizing

debt strategies, managing the structure and maturity

of long-term debt to meet liquidity objectives, and

coordinating debt and asset management decisions

to optimize overall funding strategies.

continue resPonsiBLe oversiGht And PLAnninG oF our cAmPus And FAciLitiesDuring the last 10 years, we have made dramatic

investments and improvements in our facilities.

We must be stewards of our historical campus,

maintaining and improving it in ways that reflect

safety, education, innovation and sustainability.

Using the 2008 campus Master Plan as a guide,

investigate enhancement of the arts, library and

administration facilities. conduct an exterior-space

plan, with a goal of improving the athletic experience

and traffic flow.

hArness resources to imPLement the strAteGic PLAnDevelop a plan to maximize revenue and resources

including tuition analysis, non-tuition opportunities

and continued targeted fundraising, and recognize

there are financial limitations to the size and scope

of our program. empower the academic and non-

academic administrative team members to examine,

shape and implement methods and programs that

meet the needs and objectives of the Strategic Plan.

continue proactive stewardship of finances and facilities to fortify institutional sustainability We will build on our strong foundation with effective financial and investment leadership by both the Board and Administration. Since the mid-1990s, we have been in the enviable position of expanding our program and funding operations through an increased revenue stream triggered by both significant enrollment growth and successful fundraising. Going forward, we need to prepare for limited growth in enrollment and non-tuition sources of income, seeking new revenue streams, including full facility utilization, targeted fundraising and prudent budget management.

north Shore country Day School, 310 green Bay road, Winnetka, illinois 60093–4094

t 847.446.0674 F 847.446.0675 www.nscds.org

mission And vALuesJeff colman, Chair, Trustee/Parent

Bruce Blair ’69, Trustee/Parent/Alum

tura cottingham, Administration/Parent

Mary ann Finlay, Former Trustee/Parent of Alumni

David Kubacki, Faculty

Sam Mock, Faculty

tracy Shafroth, Former Trustee/Parent of Alumni

Duff Stevenson, Trustee/Parent

andrea Vaughn, Trustee/Parent

Dale Wentz, Administration/Parent of Alumni

Pam Whalley, Administration/Parent of Alumni

student eXPerience committeetom Shafer, Chair, Trustee/Parent

cori chandler, Trustee/Parent

tom Flickinger, Trustee/Parent

Matt griffin, Student – 10th

Kim Kahnweiler, Student – 12th

la Vina lowery, Administration

Jodi newmark, Parent

noreen Potempa, Faculty

Kwesi Steele, Trustee/Parent

Kiv talty, Parent

amy Viellieu, Former Trustee/Parent

invest in FAcuLty Molly Shotwell Oelerich ’87, Chair, Trustee/Parent/Alum

chris Boyle, Administration

anne-Marie Dall’agata, Faculty

Matt Dowling, Faculty

Susan eichner, Parent/Former Faculty

Bert getz, Trustee/Parent

carmen gomez-Fiegl, Faculty/Parent

Kathy irvin, Faculty/Administration

anne Kelly, Trustee/Parent

tina trott, Trustee/Parent

Jim Valenti, Trustee/Parent

FinAnce committeeDoug Mabie, Chair, Trustee/Parent

tom Doar, Head/Administration

Sue Downing, Administration/Parent of Alum

nancy Doyle, Parent

Brian Frederick, Faculty

Katy hansell, Parent

Kathryn harney, Parent

Winder holeman, Faculty

Peter Karmin ’83, Parent/Alum

teri lowinger, Former Trustee/Parent of Alumni

Molly ingram McDowell ’80, Administration/Parent/Alum

Joe nolan, Trustee/Parent

21st century/Best PrActicesKerry hall, Chair, Trustee/Parent

elizabeth Barr, Parent

anne collins, Faculty

alex guiterrez, Faculty

Jane Mccarthy, Trustee/Parent

nick Mcclanahan, Trustee/Parent

Dave Potter, Administration/Parent

“Ship” Shafford, Faculty

trish tullman, Trustee/Parent

lane Young, Faculty

Stephen Dicicco, EDI Consultant

Mathew heersche, EDI Consultant

PhOtOgraPhY

BY Kate PUccia

Tom Doar III, Head of School

Susan Bondurant, Chair, Board of Trustees

Jim Valenti, Vice Chair, Board of Trustees

Jim Lumberg, Chair, Strategic Planning Committee

OUr

Committees