SACRED HEART ACADEMY

Transcription

1 PRESIDENT SACRED HEART ACADEMY Hempstead, Long Island, New York Sacred Heart Academy is a Catholic college preparatory school dedicated to the intellectual and personal growth of young women. A focus on the specific needs of young women creates a unique environment that both challenges and nurtures students to help them discover and achieve their full potential. Offering many opportunities for success, Sacred Heart Academy provides rigorous academics, varied extracurricular activities, and religious values that nourish mind, body, and soul. The result is the development of purposeful and successful women who lead with heart and are ready for life s challenges. Rooted in the mission of the Sisters of St. Joseph, the school s dedicated teachers and administrators have made Sacred Heart the premier Catholic college preparatory school for young women on Long Island. Building upon a 66-year tradition of excellence, Sacred Heart Academy (SHA) enrolls approximately 800 young women in grades To prepare these future leaders for success in a digital and globally focused world, SHA offers a comprehensive college preparatory program featuring two complementary curricular strands: STEAM (science, technology, engineering, art, and mathematics) and STELLAR (social sciences, theology, English, languages, law/business, art, and research in humanities). In this Catholic community thoroughly grounded in the clearly articulated mission of the Sisters of St. Joseph of Brentwood, character and achievement are promoted within a culture of hard work, respect, and acceptance. In 2014, Sacred Heart Academy successfully concluded a $5.2 million capital campaign that funded major campus improvements including a new Science Research Center, a home field and track, and the creation of attractive new spaces for the administrative offices and the Guidance Center. For a position to begin in July 2016, Sacred Heart Academy is seeking a dynamic, visionary, and experienced Catholic leader to broadly oversee the school s advancement efforts by actively articulating and promoting the school s mission and philosophy within and beyond the SHA community. On the web: APPLICATION DEADLINE: OCTOBER 1, 2015

2 EMPOWERED BY LEARNING, SHA WOMEN STRIVE FOR ACADEMIC EXCELLENCE... IMPASSIONED BY LEGACY, SHA WOMEN HONOR THE 10,000 IN WHOSE STEPS THEY FOLLOW... INSPIRED BY INCLUSIVE LOVE, SHA WOMEN EMBRACE THE MISSION OF THE SISTERS OF ST. JOSEPH... SACRED HEART ACADEMY PHILOSOPHY AND MISSION Established in 1949 in Hempstead, New York, by the Congregation of the Sisters of St. Joseph of Brentwood, New York, Sacred Heart Academy is a Catholic college preparatory school whose singular purpose is to educate young women who have strong academic and leadership potential. Sacred Heart Academy empowers young women to make a difference in their communities, professions, the Church, and the global world. Students are empowered by academic excellence, which is both an expectation and an aspiration. Rooted in the Gospel of Jesus and steeped in the tradition and spirituality of the Sisters of St. Joseph, the mission of Sacred Heart Academy is to live and witness reconciliation, unity, justice, peace, and God's inclusive love. Sacred Heart Academy strives through the highest academic and spiritual standards to prepare, empower, impassion, and inspire women leaders who are mindful of the call to work for justice and peace in an increasingly interdependent and connected global community. Passionate and purposeful love of learning is fostered in an environment that is both challenging and nurturing. In an atmosphere of Courage, Compassion, and Commitment, those entrusted to the care of Sacred Heart Academy are encouraged always to "lead with heart." VITAL STATISTICS FOUNDED: 1949 by the Congregation of the Sisters of St. Joseph of Brentwood, NY LOCATION: 9-acre campus in the Town of Hempstead, Long Island ENROLLMENT, : 798 STUDENTS BELONGING TO RACIAL/ETHNIC MINORITIES: 16% FACULTY: 66 full-time faculty with an average tenure of 14 years; 92% with advanced degrees FULL-TIME ADMINISTRATORS AND STAFF: 4 administrators and 13 administrative staff OPERATING BUDGET, : $11 million ENDOWMENT: $7.1 million TOTAL FUNDS RAISED, : $893,000 ANNUAL GIVING, : $151,800, with 18% parent participation and 7% alumnae participation TUITION, : $9,495 FINANCIAL AID, : $436,200 to 16% of student body ACCREDITATION: New York State Board of Regents, Middle States Association of Colleges and Schools MEMBER: National Catholic Educational Association; Catholic Schools Administrators of New York 2

3 SIGNATURE STRENGTHS & DEFINING ATTRIBUTES OF SACRED HEART ACADEMY Asked to describe the defining strengths of Sacred Heart Academy, members of all constituent groups parents, alumnae, faculty, trustees, and students point to the powerful combination of the well-defined Catholic mission, the rigorous academic program, a wonderful spirit of female empowerment, and shared experiences that bond the community together within and across generations. ABOUT THE SISTERS OF ST. JOSEPH The Sisters of St. Joseph charism fuels the workings of every facet of Sacred Heart Academy. Tracing its origins to LePuy, France, in 1650, the Sisters of St. Joseph today includes more than 5,400 members and 2,400 lay Associates organized in 16 congregations throughout the United States. Through collaborative programs, interaction, prayer, and ministry, they strive to embody a vision of all people united in one earth community of love, unity, and reconciliation. The Sisters of St. Joseph of Brentwood are the largest congregation of Catholic women religious on Long Island, with more than 500 members. They have a 160- year tradition of ministering wherever they are needed, including the Dioceses of Brooklyn and Rockville Centre, the New York Archdiocese, and in Connecticut, Massachusetts, Florida, Indiana, New Jersey, Washington, D.C., Appalachia, California, Puerto Rico, the Dominican Republic, and Brazil. The Brentwood congregation independently owns and operates several sponsored ministries, including six high schools for young women (Sacred Heart Academy as well as Bishop Kearny High School, Fontbonne Hall Academy, and St. Joseph High School in Brooklyn; The Mary Louis Academy in Jamaica, NY; and Academia Maria Reina in San Juan, Puerto Rico). At their Brentwood campus, the Sisters operate The CSJ Learning Connection for Adult Education, Maria Regina skilled nursing facility, their Organic Garden to promote ecological conservation, and the St. Joseph s Renewal Center for spiritual renewal. Providence House and Hour Children, founded by the Sisters of St. Joseph, are programs to help incarcerated and formerly incarcerated women and their children in Brooklyn, Queens, and Westchester. THE STUDENT BODY Each year, Sacred Heart Academy welcomes approximately 200 new ninthgraders from diverse ethnic and economic backgrounds, selecting top students from an applicant pool that typically numbers more than 600. Sixteen percent of the student body were minority students. Ninety-four percent of the students are Catholic. SHA offers both need-based and merit scholarships as well as full tuition remission for faculty children. In , more than $436,000 was awarded to 16 percent of the student body. Ambitious, able, and well prepared, virtually all of the school s graduates go on to four-year colleges. Their average SAT scores are consistently higher than their New York State peers, and SHA students are regularly recognized in the National Merit, National Achievement, and National Hispanic Scholarship programs. All graduating students receive the New York State Regents Diploma, with most each year earning Advanced Designation or Designation with Honor Diplomas. Approximately three-quarters of juniors and seniors are named to the National Honor Society. 3

4 The 213 graduates in the Class of 2015 will attend 85 colleges and universities throughout the United States and Canada, with nearly half continuing their education at Catholic institutions. Ninety-one percent of the class received scholarship offers totaling $45.5 million. One graduate earned admission to all of the seven Ivy League schools to which she applied, and will attend Harvard University. Eleven students were recruited to play college sports. THE FACULTY AND STAFF The 66 members of the Sacred Heart Academy faculty are highly educated, with 92 percent holding advanced degrees (including three doctoral degrees), and dedicated to the success and personal growth of their students. In classes ranging in size from 24 to 35 students, the faculty provide both a challenging academic experience and careful attention to the social and moral development of their charges. The recent capital campaign also funded increased investments in professional development, designed to assist the faculty and staff in remaining at the forefront of knowledge in their areas of specialty. The efforts of the faculty are supported by 17 administrators and staff members. From the six-member guidance department, each student is assigned a counselor who will provide guidance and support, including college counseling, throughout her four years. In addition, four Deans each assume responsibility for the discipline of all students on one grade level, moving with the class for four years. ADMINISTRATION AND GOVERNANCE Formerly led by a Principal, Sacred Heart Academy embarked in 2008 on the transition to a President/Principal administrative structure. That year, Sister Jeanne M. Ross, CSJ 66, already serving as Principal, assumed both roles. The following year, Sister Joanne Forker, CSJ, Ed.D., was appointed to the principalship, allowing Sister Jeanne to focus since then on the externally oriented duties associated with the presidency. At present, all of the school s top administrators the President, Vice President, and Principal are Sisters of St. Joseph, as is one of the teaching faculty. With the retirement of Sister Jeanne in the summer of 2015, Vice President Sister Jean Amore, CSJ, Ed.D., will also serve as acting President until the next President joins the school in July Administrators reporting to the President include the Directors of Finance, Institutional Advancement, Food Service, and Facilities, as well as the Principal. The Principal and the Vice President (who acts as Director of Mission) share oversight responsibilities for the academic program and faculty. The Principal also manages admissions, athletics, and student life and is responsible for the hiring and supervision of faculty. Two Boards share responsibility for the governance of Sacred Heart Academy. The ultimate stewardship of the school is vested in the Board of Members of the Congregation of St. Joseph. In 1996, the Congregation established the Sacred Heart Academy Board of Trustees to support and implement the mission. The relationship between the two Boards continues to evolve, with recent changes in the bylaws designed to invest more authority and oversight responsibility in the Board of Trustees. The 16- member Board includes Sisters of St. Joseph representatives, alumnae, and both current and past parents. The President acts as a liaison between the two Boards and among all of the school s stakeholder groups. ALUMNAE More than 10,000 alumnae have reaped the benefits of a Sacred Heart Academy education over the past 65 years. Many remain passionate about a high school experience that prepared them well for college while also deepening their faith, developing their commitment to service, and empowering them to lead and succeed as empowered women. For many, the strong sense of community they enjoyed at their alma mater has persisted into adulthood. Alumnae are serving in key administrative, faculty, and staff positions; as Board members; and as volunteers. In recent years, the school has stepped up its efforts to reconnect with all of its graduates: developing a database of more than 10,000 alumnae and past parents; staging reunions on campus and gatherings in other cities; engaging alumnae in fundraising and service activities; honoring accomplished alumnae at an annual dinner dance; and inviting graduates back to the campus to share career insights with students. The engagement of alumnae has been a key focus of the current President and will be a high priority for her successor as well. 4

5 LOCATION, CAMPUS, AND FACILITIES Sacred Heart Academy occupies a nine-acre campus situated on a busy thoroughfare on the border of the urban community of Hempstead and the more suburban environs of Garden City. The Long Island Railroad is nearby, with convenient access to New York City. The largest college on Long Island, Hofstra University, is in Hempstead. Housed in a sprawling and inviting brick building that was originally constructed in 1950, with a major addition in 1980, the facilities include a gymnasium, an 800-seat theater, and a beautiful modern chapel that can accommodate about 30 people. The recently completed capital campaign and resulting building projects have transformed SHA s s facilities from a single school building to a full-fledged campus. For the first time in its history, SHA can proudly claim a home field and a 1/5-mile track. The school s STEAM curriculum got a major boost with the conversion of a fourth-floor space in the main building to a state-of-the-art Science Center that provides many of the resources students need to participate in advanced-level science competitions. One of two former homes across from the main school building has been converted into offices for the President and other non-academic administrators. The second home now houses the Guidance Career Center, providing private offices for each counselor as well as a new tech center filled with college and career guidance resources. New parking and drop-off areas, combined with pathways through the new campus, have beautified the grounds as well. Two convents are also situated on the grounds. One 38- bedroom house provides assisted living for retired Sisters of St. Joseph; the other provides apartments for retired sisters and others who still are actively engaged in ministry. While separate from the school, the convents are a presence and a reminder of the mission of the school. 5

6 HIGHLIGHTS OF THE EDUCATIONAL PROGRAM Sacred Heart Academy offers a comprehensive college preparatory curriculum that meets the standards for the New York State Regents Diploma and includes Common Core courses in mathematics and English. Opportunities for honors-level study abound, including Advanced Placement courses in 10 subject areas. Under a dualenrollment program, students may earn college credit through courses at Molloy College, St. John s University and Adelphi University. Graduation requirements include 4 years of English, Theology, and Social Studies; 3 years of a language (French, Italian, or Spanish); 3 years of Mathematics, Science, and the Arts; 2 years of Physical Education/Dance; and courses in Computer, Media, and Health. Distinctive features of the curriculum include the STEAM and STELLAR programs, which are designed to prepare young women for science and technology-based careers and/or studies focused in the humanities. By bundling electives, students may gear their course of study toward specific career pathways, including allied health and medical professions. Students explore their talents and passions through dozens of extracurricular opportunities in the arts, publications, religious activities, social activism and service, academic and cultural interests, and leadership. Eagerly anticipated community events occur throughout the school year, including a Pop Hop for fathers and daughters, a Mother-Daughter Night, and a Shalloween costume event. Each spring, the school stages a Multicultural Assembly during which students showcase a variety of cultures and languages through dance, songs, and poetry. A highlight of the year for many is the student-organized and led Red and Gold Competition, in which two teams compete in dance, aerobics, kickline, cheering, and spirit performances that bring thousands to the Hofstra University gymnasium to cheer for their color. SPIRITUAL LIFE AND COMMUNITY SERVICE Key to the Sacred Heart Academy experience is active participation in the spiritual life of the community. Students and faculty frequently gather in the chapel before homeroom each day for private and group prayer, led by student ministers. Every day begins with prayer and recitation of the Sacred Heart mission statement. The entire community celebrates Eucharist at the opening of the school year, at graduation, and on special occasions throughout the year. The sacrament of Reconciliation is offered to students during Lent. Required classes offered by the Theology Department, which includes one ordained Deacon, often feature guided meditations, reflections on Scripture, and spontaneous prayers. Each class participates in retreat experiences at St. Joseph s in Brentwood, and seniors may attend a three-day retreat at the Don Bosco Retreat Center in Stony Point. The school s values are reinforced through a community service requirement for each student of at least 20 hours each year. Most students far exceed that requirement, however, with the student body collectively contributing more than 37,000 hours of service last year to a variety of causes within the school and in the broader community. Student clubs and prayer groups also enable students to more fully explore aspects of their faith and its expression in social action. 6

7 THE ARTS The fine arts are an integral aspect of the SHA experience in which all students participate. The three-year Regents fine arts requirement is fulfilled through foundation courses in music, theatre, dance, and studio art, after which students may pursue advanced study in any of those disciplines. Instrumental Ensemble and Chorus are offered as after-school classes for which students may audition. The smaller Chamber Ensemble and Chamber Chorus are advanced groups to which students are invited. Artistic highlights of the school year include a spring musical and an annual fall performance of The Nutcracker the only high school in the region to produce a full-length ballet each year. ATHLETICS Sacred Heart Academy's athletic program is among the most competitive on Long Island, consistently ranking among the top teams in the Nassau-Suffolk Catholic High School Girls Athletic Association. SHA fields 19 teams (Varsity, JV, and Freshman) in 12 sports: soccer, swimming, cross country, tennis, basketball, volleyball, winter track, lacrosse, badminton, golf, softball, and spring track and field. The school s philosophy is that athletes are students first, and that the purpose of athletics is to foster the physical, moral, mental, social, and spiritual growth of each student-athlete. In the summer, the school offers camps for girls in grades 3-9 in sports including basketball, lacrosse, softball, volleyball, and soccer. 7

8 THE POSITION: PRESIDENT OF SACRED HEART ACADEMY The President of Sacred Heart Academy is the chief executive officer of the school, responsible for the overall advancement of SHA. The prime responsibility of the President is to articulate and promote the mission of the Sisters of St. Joseph and the philosophy of Sacred Heart Academy to the school community and the general public. The President reports directly to the Board of Trustees and is also accountable to the Board of Members of the Sisters of St. Joseph, which has final approval over the President s appointment. The President is responsible for the hiring of the Vice President and the Principal, with the approval of the Board of Members. The President works collaboratively with the administrative team and the Board of Trustees to ensure that the vision and the identity of the school are consistent with the mission of the Sisters of St. Joseph and the philosophy of Sacred Heart Academy. The President s major responsibilities include the following: LEADERSHIP/GENERAL ADMINISTRATION 1. To be the liaison among the school, the Member Board, the Board of Trustees, alumnae, parents, and the general public. 2. To lead in the development of the school s philosophy and general policies in conjunction with the administrative team. 3. To provide leadership and direction in the execution of the school s five-year strategic plan. 4. To be the chief representative and spokesperson of the school. 5. To set priorities for capital development, plant development, and management. 6. To be responsible for long-range capital development, including major purchases and construction. COMMUNICATIONS/INSTITUTIONAL ADVANCEMENT 7. To oversee all marketing communications, enrollment, and fundraising/development efforts of the school. 8. To oversee all public communications and expand media operations for the school. 9. To promote the school to alumnae, current and future parents, and prospective donors. 10. To act as liaison with the Hempstead community and in other public venues. 11. To work with the Institutional Advancement Committee of the Board of Trustees to assess current advancement programs and explore new directions, venues, and donors for the financial growth of the school. 12. To work collaboratively with institutional advancement to arrange and attend reunions and receptions, and to make personal visits to encourage the support of donors. FINANCE 13. To determine financial policies and be responsible for long-range financial planning and management of school. 14. To determine policies and procedures for administrative support personnel. 15. To develop and oversee the annual budget of the school. 8

9 OPPORTUNITIES AND CHALLENGES FOR THE NEXT PRESIDENT The next President of Sacred Heart Academy will join a mission-driven Catholic institution with a legacy of excellence, cherished traditions, and a forward-looking leadership team. Over the past several years, SHA has taken several important steps to position the school for long-term sustainability in an increasingly competitive educational marketplace and within a challenging local economy: A new Director of Finance joined the school three years ago, modernizing the business office through computerization of records, the adoption of more stringent financial controls, and the development of policies and procedures. The successful capital campaign has energized the community and demonstrated what can be accomplished through the generosity of the school family. In January 2015, with the pro bono assistance of a marketing communications firm, Sacred Heart Academy completed a branding exercise that helped the school community to hone in on its defining qualities. One result was the new logo and tagline, Lead with Heart, a phrase that aptly encapsulates SHA s longstanding leadership position in educating the women of Long Island and its continuing aspirations for the students it serves today. The branding work will enable the school to sharpen its marketing message as it strives to solidify its status as the premier Catholic high school for young women on Long Island. The ongoing work of refining the roles and responsibilities of the two governing Boards is positioning Sacred Heart Academy to continue to thrive even as the presence of the Sisters of St. Joseph in the daily life of the school recedes. The Board of Trustees has approved a Strategic Plan that sets a clear direction for the next leader, with a heightened focus on institutional advancement and student recruitment. Among the specific opportunities and challenges awaiting the school s next leader are the following: ADMINISTRATION AND GOVERNANCE When outgoing President Sister Jeanne M. Ross, CSJ 66, was appointed Sacred Heart Academy s first President in 2008, her mandate was specific and clear: to launch and complete the Building the Dream capital campaign and resulting construction. As an alumna of the school, a Sister of St. Joseph, and the former Principal, she was thoroughly steeped in the mission and culture of the institution. For the next President, the mandate will be to build upon the solid foundation that has been set. Sacred Heart requires a strong, visionary leader who can take the school to the next level a strategic thinker and gifted communicator who can drive change while respecting the institutional culture and values. The new President must exhibit a passion for the mission and the ability to lead with heart. The administrative structure of the school has evolved over time, with positions and reporting relationships sometimes reflecting the talents and interests of officeholders rather than logical lines of authority. As a result, a high priority for the new President will be the establishment of a more effective organizational structure, one with clearer lines of authority that foster communication within and among the various departments of the school. ADMISSIONS AND MARKETING The Board s Strategic Plan sets an enrollment target of 900. Last year s enrollment goals were not achieved, with 167 students entering the freshman class. Though this year s incoming class has returned to more typical numbers (200 or more), the dip was a clear signal that the school may need to be more aggressive in its outreach efforts. The admissions operation is now overseen by the Principal, with the assistance of the Director of Admissions, who also teaches part-time. Given the President s broad oversight role in public relations and promotion, the strategic aspects of admissions will be a focus of attention in the immediate future. 9

10 FINANCE AND INSTITUTIONAL ADVANCEMENT While Sacred Heart Academy is prudently managed and operating with a balanced budget, ongoing financial demands will need to be addressed. Growth of the $7.1 endowment would enable the school to limit tuition increases, offer more financial aid, establish a marketing communications budget, and raise faculty salaries. Continued updating of the facilities will be required for safety and compliance issues and to ensure that the school can compete in the educational marketplace. The school also is eager to continue implementing educational innovations. One current goal is the addition of Bloomberg Terminals to the school s technology resources. The successfully completed $5.2 million capital campaign demonstrates that the school enjoys the passionate support of many members of the school family. Yet only 18 percent of parents and 7 percent of alumnae now contribute to annual giving. Building the culture of philanthropy will be among the new President s most important tasks. The 10,000+ alumnae represent a still largely untapped resource, so the next President will be expected to invest a great deal of attention to engaging with these accomplished women. The President will have the support of an active and talented institutional advancement staff, including an alumna of the school. The office has made great progress in recent years in building the development office infrastructure and establishing programs and events to highlight the school s progress and ongoing needs. The office will welcome the fresh insights the new President will undoubtedly bring. WHO SHOULD APPLY: PROFESSIONAL QUALIFICATIONS AND PERSONAL QUALITIES The presidency of Sacred Heart Academy is an exceptional opportunity for a mission-focused servant leader with strong skills in the external aspects of school leadership. Ideally, the successful candidate will offer most or all of the following attributes: QUALIFICATIONS A Catholic in good standing who will embrace and model the mission of the Sisters of St. Joseph. Excellent academic credentials, including an advanced degree. Extensive leadership experience, ideally but not necessarily in a Catholic institution. Evidence of a strong commitment to and understanding of best practices in the education of young women. The ability and willingness to lead institutional advancement efforts. Financial acumen. First-rate management skills, including the ability to develop a highly effective administrative team and to delegate appropriately. Experience in school governance, including working collaboratively with a Board of Trustees. Exceptional communication skills with a broad range of audiences. LEADERSHIP STYLE AND PERSONAL QUALITIES A dynamic, inspiring, outgoing, and charismatic leader. A collaborative and empowering executive who can build consensus and promote teamwork in the administration and governance of the school. A visionary, forward-thinking, and strategically oriented leader who can innovate and drive change. A strong, confident, and determined leader. A kind and compassionate presence. 10

11 ANTICIPATED SEARCH CALENDAR Application deadline: October 1, 2015 Selection of semifinalists: October 13, 2015 Semifinalist interviews: October 24-25, 2015 Finalist visits: November 2015 Appointment: November/December 2015 THE SEARCH PROCESS AND APPLICATION REQUIREMENTS Acting on behalf of Sacred Heart Academy, Wickenden Associates is actively recruiting extraordinary educational leaders for this appealing position. Applications, nominations, and inquiries are invited. The lead consultants, both of of whom may be reached at (609) , are Susan Walters and Linda Knights Candidates should submit no later than Thursday, October 1, 2015, an application package including the following: A cover letter indicating why you are particularly interested in and qualified for the position, including a description of the role of faith and its practice in your life and work. A current résumé. A statement of educational philosophy and/or other supporting material (e.g. articles or speeches) that would be useful to the Search Committee. The names, addresses, and telephone numbers of three references. (We will obtain permission from candidates before contacting references.) These materials should be transmitted via attachment to searches@wickenden.com. Note: Candidates who are new to Wickenden Associates are particularly encouraged to initiate the application process well before the deadline. After an initial review of applicants, the Search Committee will interview semifinalist candidates over the weekend of October 24-25, Shortly thereafter, finalists will be invited to Sacred Heart Academy for a more comprehensive series of interviews with representatives of the school s constituencies. A November or early December appointment is anticipated. Wickenden Associates will keep all applicants informed of their status throughout the process Herrontown Road, Princeton, New Jersey Tel: Fax: Website: searches@wickenden.com 11