Subiaco academy Five-year Plan

Subiaco Academy
Five-Year Plan
2010

SUBIACO ACADEMY
MISSION STATEMENT
Subiaco Academy, a boarding and day middle/high
school, is dedicated to providing young men with the
opportunity for a college preparatory education in a
stable and structured environment nourished by
Christian values.
The Subiaco experience also provides the
opportunity to create a sense of community which is a
reflection of Catholic Benedictine traditions of service to
God, respect for self and others, mutual support and
the value of work.

Foreword
For a millennium and a half, communities of men and women committed to observance
of the Rule of St. Benedict have endeavored to live the meaning of his rule—Ora et labora :
Pray and work. Each Benedictine community seeks one or more enterprises beyond those
necessary to merely sustain the community itself and dedicates its spiritual and physical
resources to its ongoing success. The scope of these enterprises has ranged from the
production of specialized foods and beverages to publication and dissemination of a variety of
religious and liturgical materials. But by far the most common enterprise has been education.
From the earliest beginnings of the Benedictine order, monastic communities have recognized
and acted upon the need to educate, first, the members of the community itself, and,
eventually, children and young adults committed to the care of the community. The history of
western civilization is replete with the accomplishment of Benedictine scholars and their
schools.
When Benedictine monks came to western Arkansas from Switzerland in 1878, they
found that the demands of establishing a self-sustaining community in the wilderness absorbed
virtually all of the physical labor they could expend. Nevertheless, they opened a small school
that year and embarked on an educational journey that has provided secondary and collegiate
educations to thousands of young men for more than 130 years, using their prayers and labor
to overcome economic hardships, two disastrous fires, and the challenges of offering a Catholic
education in a state where Catholics are a very small minority.
Subiaco Academy today provides a student-centered college preparatory education built
upon the Benedictine values of service to God, scholarship, work, communal living, and respect
for self and others, the hallmarks of Benedictine education for fifteen centuries. While decades
of traditions are woven throughout every aspect of life at the Academy, the administration,
faculty, student body and monastic community are open to educational innovation to meet the
ever-changing demands of life in the 21 st century.
For much of its life, Subiaco Academy evolved without a formal plan, relying only on the
guidance of the Benedictine monks who provided virtually all of the Academy’s administrative

leadership and instruction. In a world where change occurred rather slowly, the skills of the
monks were sufficient to maintain a thriving educational environment by adapting to necessary
changes in communal living conditions, educational philosophy and technology as needed. In
the early years, there was little need for written plans to guide them through the development
and operation of the Academy. However, as the monastic manpower declined, the need for lay
teachers and administrators in the classrooms and administrative offices grew. The need for
additional financial resources to compensate lay personnel and the costs of staying abreast
with a changing educational climate produced financial demands that had grown beyond the
capability of the monastic community. The need for strategic planning to chart a successful
course for the future of the Academy became obvious.
With a view toward insuring the sustainability of Subiaco Academy, the five-year Plan
outlined herein addresses future needs for the Academy’s academic advancement, residential
life, student recruitment, staffing, spiritual growth and financial resources. The Subiaco
Academy mission statement, coupled with a student-centered vision, provided a focus for the
development of all elements of the plan. These elements of the plan, from their goals to their
specific objectives, reflect the Academy’s mission.
Initial guidance in forming a framework for the plan was provided by educational
consultant, Dr. James Klassen. Doctor Klassen brought to the planning effort years of
experience in school governance, experience as a secondary school administrator, and
experience as a collegiate and secondary school educator. In several planning sessions, Dr.
Klassen helped the Academy Board of Trustees define the strengths and weaknesses of Subiaco
Academy as it currently exists and identified the challenges and opportunities that lie ahead.
From those sessions, six major areas of focus were identified. In each of these areas, several
goals were formulated and a member of the Board of Trustees was chosen to chair a
committee consisting of representatives of the Academy faculty, staff and administration with
expertise in the subject area, all supported by outside expertise when necessary. Over the next
five months these six committees refined the goals and developed specific objectives and
action items to support the goals. Throughout the development period, the goals and

objectives were submitted to faculty and staff groups on several occasions to obtain their input
on additions, deletions and modifications. Near the end of the development period, the goals
and objectives were presented to a panel of distinguished alumni and to parent groups to solicit
their input.
The results of the entire process are described in this document. They are intended to
provide a road map for guiding the development and management of Subiaco Academy over
the next five years. Like most other plans it should be reviewed periodically throughout its
useful life, with adjustments made when necessary. The plan does address the need for capital
improvements, but the need for some other improvements may materialize within the planning
horizon. To the maximum extent possible, any such improvements should be undertaken in a
manner consistent with the goals described herein.

ACADEMICS___________________________________
In a college preparatory secondary school, an essential element of fulfilling the mission of studentcenteredness
is an academic program that not only prepares students for the demands of collegiate
academic work but also challenges them to become self-disciplined in their pursuit of academic goals.
Although the academic achievements of Subiaco Academy graduates bears testimony to the fundamental
soundness of the Academy’s academic program, the improvement planning process identified a need for a
regular periodic comparative review of academic policies and programs and revealed several areas in which
additional initiatives could strengthen the existing programs. The following recommendations address
those needs.
Goals
Objectives to Advance Goals
Increase the offerings of our academic program with
consideration of dual credit courses, online learning
opportunities, and International and Language
Immersion programs
Review academic policies and procedures with
current and best practices available
Investigate teaching college classes on campus during
the school day
Partner with local and regional schools to provide
opportunities for international and immersion
programs
Evaluate the use of technology within the academic
program
Provide time and resources for the faculty to explore
and develop student-centered curricular materials
and instructional methods
Regularly and rigorously evaluate the academic
program through internal review, comparison with
like schools, surveys of alumni and investigation into
the curricular expectations and offerings at the
college level
Align curriculum within each department to maximize
every student’s potential for college acceptance and
scholarship opportunities
Encourage all faculty and staff to try new and
innovative techniques to improve learning within the
school
Investigate creating a paperless community
Help all members of the community make the best
use of available technology by offering instruction and
support

BOARDING LIFE/EXTRACURRICULAR__________
A defining element of a college preparatory boarding school is a wholesome, vigorous, diverse, and well planned
program of extracurricular activities that maximizes the advantages of a boarding school experience. The continuous
improvement planning process revealed that this is an area that offers many opportunities for improvements at
Subiaco Academy. Many of the opportunities center on the need for more involvement of adults, including parents
and alumni, in the day-to-day life of Subiaco students. The potential richness of the boarding experience cannot be
realized only through the efforts of the most committed and dedicated faculty and staff. The following goals
articulate several of the most important initiatives to broaden and strengthen the Academy’s residential life.
Goals
Objectives to Advance Goals
Develop a comprehensive activity program that
focuses on students who are traditionally nonparticipative
Expand the current activity program to include more
offerings for more student body participation
Explore the involvement of alumni, parents and nonfaculty
in student activities
Investigate what effect the addition of an outdoor
education component would have on the overall
program
Build the life of the school around the boarding
community by identifying ways to integrate everyone
in the boarding experience
Encourage and support more student-to-student and
student-to-adult interactions
Create a partnership between the Parents
Association, the Alumni Association and the student
activity program to provide meaningful experiences
for the student body
Establish and implement an ongoing residential life
training plan for those assigned dormitory duties
Enhance the sense of community between boarding
and day students
Create a sense of ownership for faculty, staff, and
dorm personnel for their particular house
Organize house staff schedules, on both weekdays
and weekends, to ensure a healthy pace and a
balanced life
Foster a boarding environment where structure is
embraced and discipline the norm
Provide a place on campus for students to pursue cocurricular,
extracurricular, and social activities and to
interact with adults in the community

ENROLLMENT_________________________________
A key element in the success of a college preparatory boarding school is a cadre of students large enough to provide
a solid nucleus of participants in each of the various types of extracurricular activities needed to produce both a
vigorous residential life and a variety of experiences to challenge students to develop their physical, mental, and
spiritual strengths. The continuous improvement planning process identified the need for substantial improvements
in the Academy’s efforts to attract a larger, more diverse student body. The recommendations below are first steps
in addressing that need.
Goals
Objectives to Advance Goals
Increase enrollment to 200 students with 50 day, 50
international, and 100 American boarders by 2013-14
Establish the Subiaco Academy identity/brand in the
marketplace
Develop a network of Subiaco agents, which includes
parents and alumni, to aid in recruiting
Make the commitment of financial resources and
adequate personnel to meet target goals
Develop a marketing and recruitment plan
highlighting the school’s strengths and uniqueness,
including a regional recruitment initiative that
identifies strong boarding candidates
Develop a signature program that addresses our
uniquely Catholic, Benedictine tradition
Establish a unique academic program that
incorporates our mission as a Catholic, Benedictine
college prep school
Continue to seek diversity among the student body,
especially among our international students
Develop a recruiting program that reaches out to our
international parents, former parents, alumni, and
educational consultants
Expand the offerings of activities during the school
year to increase retention rates of currently enrolled
students
Expand our commitment to financial aid funds to
ensure that a Subiaco Academy education stays within
the reach of all young men who are qualified
candidates
Investigate the concept of expanding our 5-day boarding
program to include school-provided transportation
each weekend to Little Rock and Fort Smith

FACULTY/STAFF________________________________
One of Subiaco Academy’s strengths is a faculty comprised of individuals who have made long-term commitments to
academic excellence at the Academy. However, the benefits of an experienced, committed faculty can be enhanced by
the addition of faculty members who bring new ideas and perspectives to enrich the lives of both students and faculty.
In the view of those involved in the improvement planning process, the greatest need in the area of improving faculty
and staff resources is to develop programs that will bring to the Academy fresh ideas for strengthening academic
programs, enriching and invigorating residential life, and providing new extracurricular activities. The goals and
objectives below were chosen as vehicles for realizing these improvements.
Goals
Objectives to Advance Goals
Develop a program for young college grads in our
school program and develop a faculty recruitment
procedure/strategy
Develop a partnership with local universities for
graduate assistants in our residential life
Review faculty/staff compensation packages and
develop programs to offset any shortcomings
Develop a relationship with universities to build a pool
of prospective faculty members
Form a cohesive and collaborative esprit de corps
among the entire staff so that all see themselves as
integral parts of the educational, social, and spiritual
mission of the Academy
Align our benefits, compensation, and responsibilities
with like institutions
Develop and keep current a Faculty and Staff Policy
Manual
Form a Personnel Policy Committee which would
establish a procedure for soliciting input from the
faculty and staff
Form a comprehensive appreciation and recognition
program for faculty and staff
Prioritize funding to support those areas of professional
development that add the highest value to
advancing the mission and core values of the school
Seek faculty members who believe in the importance
of significant contact with students outside the
classroom, including adults who want to be part of
the boarding experience or who have skills and
experience to take on other responsibilities, such as
coaching, advising clubs, or participating in weekend
or other extracurricular activities
Develop a plan to include more monk community
members into the daily life of the school

FINANCIAL RESOURCES_______________________
Subiaco Academy’s fundamental strengths and resources offer opportunities that bear exploring with a
view of enhancing the Academy’s financial position. In serving the present number of students with current
levels of tuition assistance, the Academy faces challenges. It is prudent for us to examine a number of
means that would assist the future financial stability and, at the same time, enrich the overall set of
offerings available on the Academy grounds. The goals and objectives below have been identified as steps
toward increasing the Academy’s financial resources.
Goals
Objectives to Advance Goals
Base financial decisions on best practices of similar
private academies
Develop plans to use agents to enlarge the student
body, with both domestic and foreign students
Team with the Subiaco Foundation to maximize a
growing revenue stream
Add 7 th grade to the program to create a complete
middle school offering
Leverage the academy facilities by adding endeavors
that can reasonably be accommodated
Develop a survey to use with comparable schools to
ensure we are using enlightened procedures and
approaches
Develop a relationship document to ensure clarity
between the abbey, academy and the foundation
Develop academic programs beyond the current
preparatory school offering including programs such
as post graduate, summer school, etc. that uses
existing facilities. These would not be limited to
current students.
Develop or solicit programs like summer camps for
other churches, sports camps, team building, Catholic
Camps for school age children or continuing education
for adults

SPIRITUAL____________________________________
Capitalizing on Subiaco Academy’s association with the Benedictine community of Subiaco Abbey has
historically been one of the enduring strengths of the Academy, but the decline in the number of monks
available to teach and advise students necessitates that efforts be undertaken to ensure the continuing
importance of Benedictine values in the life of Subiaco students today and in the future. The continuous
improvement planners, recognizing the instillation of Benedictine values in all Subiaco students as an
important element of the Academy mission, focused on identifying goals and objectives that will inculcate
Benedictine values in every aspect of the life of faculty, staff and students.
Goals
Objectives to Advance Goals
Develop a program that is uniquely Benedictine for
both students and staff
Develop a staff formation program
Develop an orientation program for new Subiaco
students
Expand our recognition and reward system for
students who demonstrate and model healthy, Christcentered
respect for self and others
Collect specific texts for making the prayer life of the
school Benedictine in the classrooms, dorms and on
the sporting fields
Make a Benedictine Spirituality class part of the
student curriculum and part of the faculty continuing
education
Become an active member of the International
Commission on Benedictine Education
Schedule spiritual renewal days during the academic
year for faculty and students. These days may include
fasting
Adapt and publish The Portfolio for the Members of
the Subiaco Abbey/Academy “Family” of St. Benedict
as continuing ed for the faculty and staff
Develop an orientation day for all new students at the
start of each new school year of what we expect, who
we are, what we do, traditions, cheers, explain
procedures for students at Mass, etc.

CAMPUS IMPROVEMENTS_____________________
Although the strategic planning process did not specifically address the need for improvement in the
physical facilities of Subiaco Academy, the outcomes of the improvement planning process identified
several needs and opportunities for facilities that, coupled with pursuit of the other goals, would result in
substantial enhancements of student life at Subiaco. The most important of these needs—those that would
have the greatest impact on the quality of residential life—are articulated in the objectives below.
Objectives to Advance Goals
Longer Term Objectives to Advance
The Goals
Develop the area in front of the main building into a
landscaped Quad area to facilitate student to student
interaction and adult to student interaction
Provide various forms of faculty housing to help build
a learning/faith community among all constituents of
Subiaco Academy
Merge and consolidate all student services including
the Media Center into one location for more efficient
operation that will better serve the needs of the
students
Rededicate and improve some areas to provide
additional outdoor athletic practice and intramural
fields
Update the dorms with new furniture, better lighting
and more common spaces to provide a more
welcoming environment
Construct a campus student center that provides a
central, attractive gathering space for students, clubs
and other extracurricular activities, social events and
student life events that allows for interaction with all
members of the Subiaco community
Construct 4 to 6 new tennis courts to provide a stateof-
the-art recreation and competition venue for our
students

Next Steps
The development of this plan to guide the management and development of Subiaco
Academy over the next five years has been a challenging and thought-provoking process.
Identifying and reflecting upon the Academy’s many strengths, firmly founded on more than
100 years of education in the Benedictine tradition, was heartening and enlightening.
Pondering the need for change in both the immediate and foreseeable future revealed that
sustaining Subiaco’s role in preparing young men for productive lives in service to their faith,
their family, and the communities where they live and work will require concerted efforts of
many--the monks of Subiaco Abbey, the faculty and staff of the Academy, Subiaco alumni, and
families and friends whose lives have been enriched by more than a century of work by the
Subiaco monastic community.
The thousands of Subiaco Academy graduates and their successes in many walks of life are the
greatest tribute to the work of the Benedictine monks who have dedicated their lives to God
and to the young men entrusted to them. Continuation of that work in a rapidly changing world
demands carefully thought out responses to the needs of students and society. This plan
addresses those needs and provides guidance for the Academy administration, faculty and staff
in their efforts to continue Subiaco’s tradition of educational excellence. The plan is based upon
the presumption that the Subiaco family—monks, faculty, alumni, parents, and friends—will
respond as they have always responded in the past, by continuing to contribute their time,
talent, and treasure to the Academy in whatever measure is required to meet its needs.
Efforts to implement some elements of this plan are already underway. Where the plan
identified courses of action that could be initiated immediately, they have been initiated.
Where the plan indicated that research needed to be undertaken to identify potential courses
of action for the future, the research has been initiated. Where the plan suggested that changes
in academic programs needed to be made, those changes are underway. However, some
elements of the plan cannot be undertaken without the commitment of resources that are not
presently in hand. In developing the plan and soliciting the views of monks, faculty and alumni,
the trustees did not limit their vision to only those things that could be accomplished with the
resources in hand. They assumed that the dedication and loyalty of the Subiaco family would
provide in the future, as it has in the past, whatever is needed to enable the Academy to
prosper in the future as it has in the past.

Acknowledgements
The Board of Trustees wishes to offer special thanks to the following task force and committee members for
their participation in the strategic planning process:
Steering Committee
Abbot Jerome Kodell
Mike Burke, Headmaster
Ron Blaschke, Trustee
Pat Franz, Trustee
Jay Fredrich, Trustee
Mike Maus, Trustee – President
Br. Ephrem O’Bryan, Trustee
Joseph Post, Trustee
Joe Spivey, Trustee
Academics
Jay Fredrich, Trustee, Chair
Br. Joseph Heath, Faculty
Cheryl Goetz, Faculty
Laura Woford, Advisor
Mike Burke, Headmaster
Lou Trusty, Admin. Assistant
Enrollment
Pat Franz, Trustee, Chair
Fr. Aaron Pirrera, Monastic
Scott Breed, Director of Admission
Mike Burke, Headmaster
Lou Trusty, Admin. Assistant
Faculty/Staff
Br. Ephrem O’Bryan, Trustee, Chair
Fr. Mark Stengel, Monastic
Greg Timmerman, Dean of Men
Cheryl Goetz, Faculty
Mike Burke, Headmaster
Lou Trusty. Admin. Assistant
Boarding Life/Extracurricular
Joseph Post, Trustee, Chair
Br. Jude Schmitt, Faculty
Br. Patrick Boland, Monastic
Greg Timmerman, Dean of Men
Mike Burke, Headmaster
Lou Trusty, Admin. Assistant
Campus Improvements
Abbot Jerome Kodell
Mike Burke, Headmaster
Ron Blaschke, Trustee
Pat Franz, Trustee
Jay Fredrich, Trustee
Mike Maus, Trustee – President
Br. Ephrem O’Bryan, Trustee
Joseph Post, Trustee
Joe Spivey, Trustee
Financial Resources
Mike Maus, Trustee, Chair
Fr. Leonard Wangler, Faculty
Glenn Constantino, Business Manager
Don Berend, Alumni Association
Mike Berry, Faculty
Mike Burke, Headmaster
Lou Trusty, Admin. Assistant
Spiritual
Joe Spivey, Trustee, Chair
Fr. Brendan Miller, Faculty
Br. Dominic Faciane, Monastic
Roy Goetz, Faculty
Mike Burke, Headmaster
Lou Trusty, Admin. Assistant