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For the Stony Brook School The Bulletin of The Stony Brook School stonyWINTER brook2016 the issue Strategic Plan PLUS: OUR MOST SUCCESSFUL MAIN EVENT EVER, HOMECOMING WEEKEND HIGHLIGHTS, SWIMMING RETURNS, AND MORE 1 Why I returned to The Stony Brook School: “When the opportunity arose to head back to SBS as a staff member, I knew it would be a special experience. In my new position as admissions associate, I provide current and prospective students the same experience I value so highly as an alumnus.” Tory Abrahamsen ’10 Considering a Stony Brook education for your child? stonybrookschool.org/apply photo © bruce jeffrey The Bulletin of The Stony Brook School stonyWINTER brook2016 Vol. LXXXV No. 2, Winter 2016 head of school Joshua Crane P’18, ’20 assistant head of school Jane A. Taylor P’99, ’01 editor/art director/designer Rachel Estrada Ryan managing editor Sara Kristin diPierro director of annual giving Alex Edwards-Bourdrez ’72 the stony brook board of trustees S. Michael Koh ’88, Chair Elaine M. Kanas P’09, Vice-Chair J. Douglas Kirk ’79, Secretary SPECIAL FEATURE: Henry Ho ’78, Treasurer J. Scott Pavao P’10, ’14, ’20, The Strategic Plan 4 Director of Finance/Assistant Treasurer Diane W. Bennett P’14 Bruce Bohuny P’17 Rebecca Haile Swanson ’78 Ethan F. Harris ’71 Nathan Hart Jocelyn Hathaway Hutzler ’82, P’12, ’17 Wendelyne Horst Murphy ’82 John Lindsell ’70 The Stony Brook Bulletin, USPS #522-440, is produced for all alumni, parents, and friends of The Stony Brook School. The Bulletin is 14 24 published by The Stony Brook School, Inc., Stony Brook, New York, three times a year. ALSO FEATURED mission statement The Stony Brook School is an independent 14 the main event college preparatory school (grades 7-12) that exists to challenge young men and women to Read a recap of our most successful fundraising event to date. know Jesus Christ as Lord, to love others as themselves, and to grow in knowledge and skill, in order that they may serve the world DEPARTMENTS through their character and leadership. 18 Campus Life send address changes to: 22 Athletics the stony brook school alumni office 24 Homecoming 2015 1 chapman parkway stony brook, ny 11790 28 Alumni Log phone 631-941-1550 fax 631-941-1557 34 Flow of The Brook email [email protected] website www.stonybrookschool.org alumni portal alumni.stonybrookschool.org Front and inside cover photos © Bruce Jeffrey printed by Corporate Color, Deer Park, NY 3 4 photo © michael cao ’18 Strategic Plan for The Stony Brook School For almost a century The Stony Brook School has been a place where vision and tradition meet—vision for Christian education and a strong tradition of implementing that vision. But vision precedes tradition in the same way that character must be established before career. As Proverbs 29:18 says, “Without vision, the people perish.” So it is with high hopes that we articulate our vision for Stony Brook, to set its compass and keep it on a good course. The next several pages identify The Stony Brook School’s core mission, statement of practice, and vision for the future. It concludes with seven strategic imperatives that will serve as benchmarks for our growth in the near term. From this visional basis we will both renew and safeguard the Stony Brook tradition that so many of us—students and families, faculty and staff, and our broad base of supporters—hold dear. We expect our centennial to be a bright occasion. 5 SBS Strategic Plan OUR MISSION The Stony Brook School is an independent college preparatory school (grades 7-12) that exists to challenge young men and women to know Jesus Christ as Lord, to love others as themselves, and to grow in knowledge and skill, in order that they may serve the world through their character and leadership. OUR PRACTICE We believe school should be a place where young people embark on a passionate quest for truth, beauty, goodness and self-discovery, informed by relationships with adults of character and faith who know and love them. Our founding Head of School Frank Gaebelein believed that “all truth is God’s truth.” With this in mind, we are confident that sincere inquiry will lead students into discovering the heuristic power of the Christian narrative. We want our students to be deeply and thoughtfully engaged in the world around them, to be prepared to meet contemporary challenges with well-trained minds and hearts. Further, we recognize our School’s commitment to excellence in the liberal arts, and we are confident that it will remain at the center of what we do. PHOTO OF CARSON AUDITORIUM TAKEN BY PHOTOGRAPHY STUDENT MICHAEL CAO ’18. 6 SBS Strategic Plan OUR VISION By 2022, we see FOR THE FUTURE Stony Brook students: The Stony Brook School turns 100 in • Exploring matters of faith and the year 2022. This milestone will be a philosophy on their quest for truth, testament to God’s faithful preserva- beauty, and goodness; tion of Stony Brook. Yet milestones do • Preparing to become leaders in not just celebrate the past; they can also arenas of business, politics, research, be inflection points towards a brighter medicine, education, social service, and more verdant future. Our planning and the church, and doing so with efforts have sought to answer the fol- cultural sensitivity, moral seriousness, lowing question: Who do we want to be and intellectual integrity; when we turn 100? Through a 15-month • Hosting and winning competitions process initiated in 2014, Stony Brook focused on using entrepreneurship, undertook an exhaustive study to iden- engineering, and technology to serve tify the strengths, weaknesses, opportu- others and solve 21st century problems nities, and threats facing the School. Out around the world; of that process emerged clarity around • Undertaking service-learning projects two essential components—a vision for locally, regionally, and globally, the School in 2022, and the strategic inspired by passionate teachers who initiatives that must be undertaken to are exemplars and mentors; achieve it. • Growing from transformational experiences as scholars, artists, athletes and leaders; As the guide to this future, • Matriculating to college knowing who the following strategic they are and how to use their gifts in imperatives are based on service to others; the recommendations of • Benefiting from excellent facilities Stony Brook’s Strategic designed to reflect the values and Planning Committee aspirations of the institution; and leadership. • Serving as models and ambassadors to other schools who are also seeking to 1. The Arts foster the development of character, a 2. Financial Sustainability love of learning, and a commitment to 3. Mentoring Students faith seeking understanding; • Spending 100 hours a year outside of 4. STEM class during an extended definition of 5. Facilities “the school day” in areas in which they have discovered a passion; 6. Partnerships • Returning from college grateful for the 7. Faculty literacy they have about faith and religion that their peers do not seem to have. 7 SBS Strategic Plan 1. The Arts Advance the arts at Stony Brook with programs that enhance student creativity, promote the marriage of technology and art, and challenge students to discover the true, the good, and the beautiful. Rationale: Stony Brook students routinely express jeffrey © bruce profound appreciation for their studies in core disciplines like history and science. We want to raise the profile of the arts so 2. Financial Stability that more of our students also see the arts Create financial sustainability for the as a vital part of their education. next generation of Stony Brook families We recognize that technical competence and students. alone cannot be the goal of 21st century education, and that the world needs Rationale: “technicians” who are thoughtful about As a historic school that continues to the moral, spiritual, aesthetic, and cultural provide a challenging Christian education dimensions of human creativity. to a diverse student body, The Stony Brook Creativity, critical thinking, problem- School occupies a vital place on the solving, and cultivating a love of beauty educational landscape of America and are central to education, and the beyond. Ensuring its financial health into arts have always been necessary in the future, a future which is debt-free and cultivating these qualities in students. financially enabled to achieve the ambitions of its academic, athletic and residential Action Steps: programs, is a priority for the School. • Invest in faculty development and facilities for the arts. Action Steps: • Develop curriculum and scheduling options • Moderate tuition increases, relying on to promote the arts and incentivize student alternative sources of revenue while participation in the arts. strengthening the culture of philanthropy, • Develop curriculum that helps students to charitable giving, and endowment-building reflect critically, philosophically, and to balance the budget. theologically about the arts and about • Develop a financial plan that establishes human creativity. metrics for student population, staffing, and • Incorporate the arts/humanities into the expenses yielding greater efficiencies and a STEM initiatives, creating STE[A]M. positive cash flow budget. • Network with other schools who are on the • Develop a net tuition strategy around forefront of STE[A]M initiatives. financial aid that grows enrollment, captures talented students, and generates additional tuition. 8 SBS Strategic Plan 3. Mentoring Students Action Steps: Further “Character Before Career” • Train and empower teachers, staff, and through a robust student mentoring residential dorm parents to take a larger system for all students that stresses role in counseling and mentoring students, personalized learning, health and challenging students to cultivate virtue and wholeness, leadership training, cultural a thirst for wisdom and knowledge, intelligence, and spiritual and character assisting students to practice serving and development. leading others, and helping students to grow in faith.
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