Upload
kevin-j-ruth
View
222
Download
0
Embed Size (px)
Citation preview
8/4/2019 New Hampton School SP 2008-13
1/12
A BOLD NEW DIRECTION:
Te New Hampton School
Strategic Plan2008-13
8/4/2019 New Hampton School SP 2008-13
2/12
Academic Programand Curriculum
Sarah AndersenJennifer BerryMatt Cheney 94Cecelia CoxJohn CullinanJames DuvalAbbey EdwardsJacob FalconerKatka Farr-WilliamsKate Miller P 05, 09David Perfield
Kristen ReimoldJon ShackettAmy Wilson
Academic Support ProgramRosemary Brewster P 08Suzanne BuckCecelia CoxJill DuncanSteve FreebornMeghan McCarron
Jen McMahonMelody MartelP 06Sara Tyson
Admissions and EnrollmentCeil Andrews P 07Suzanne BuckCathy CreanyPatrick DeBenedictisSally DuvalPeg Frame P 04, 10Mandy Gennaro P 07, 08David PerfieldRoger Richardson 07Jean TroianoGina Wagner P 10
Alumni and DevelopmentCindy Buck
Suzanne BuckSandy ColhounTom Dailey P 04, 07Sarah DeBenedictisDebby LeachRobinson Moore 73Pamela Susi
AthleticsJamie ArsenaultKendell Clark
Kayla DiBari 08Lisa Falconi 01Cindy McBournie P 08Patrick Saunders 08Mark TiltonAdam TysonMallory Young
College AdvisingKelsey Berry 07Alan Crocker
Tom Crocker 07Darren Redman P 08Sally SmithDick SteeleMark Tilton
Experiential Learning andSummer ProgramsRuss BrummerBetsy FinerJustin JoslinHans MundahlIlana Saxe
External Relations andMarketing
Cindy BuckMatt CheneySandy ColhounCathy CreanyBeth Dodge P 07, 09Eric LaCroixPeter Miller P 09Lyn OCallaghanDarren RedmanTim Saunders P 08Martha Shepp
Holli Hamel Siff72Amy Wilson
FacilitiesDana BatesKirk BeswickRobert Coursey P 09Alan CrockerSteve FayPeter GalletlyMaureen Huber
Justin JoslinKen KettenringFrank MaranaceDavid PaulKyle Raynor 08Ray Reimold
FinanceLisa AdkinsMargaret BarnettPatrick DeBenedictisSteven Delaney 65David DoyleJill Duncan
Bill Guardenier 62Kathleen Howe
Luke Haran P 97Joe SampsonNeal Shartar
GovernanceSandy AbrahamsErik Dithmer 49Peter GalletlyRobert KennedyDeborah LeachRichard Maine
Physical and MentalHealth ServicesRosemary BrewsterBetsy FinerJodie IngramJennifer MenkeJames Miller P 05, 09Scott MitchellStacey RedmanPeter RowanSara Tyson
Student Life, ResidentialLife, and Dining ServicesLara ArsenaultJennifer BerryBritney CullinanSteve FayBeth GrosartJen GureckisMike HelmsMike Levine 00Chris LittleMeghan McCarronCory McClureJeremy MathisonGreg Norris
David PerfieldLarry Pimental
Kim PoulinKristen ReimoldNeal Shartar
Staffing, Evaluation,Compensation, andProfessional GrowthTucker BarnabyJennifer BerryAlan CrockerKatherine Drennan
Jill DuncanBarbara GuardenierDan LoveAndrew MenkeKristen ReimoldJ. K. ScottAdam Tyson
TechnologyPaul HamelP 07, 08Aaron Gettinger 07Eric LaCroixDavid Leuser IITim MakiErica Wilson
Visual and Performing ArtsJayne Adams-Laurion
P 04, 06
John BuckRick ElkinDavid Gagne, Sr. P 04, 09Rene MetzlerDavid PerfieldJoe SampsonAmy Wilson
Sanders Abrahams P 07,ChairSarah AndersenJamie ArsenaultJennifer Berry 83, P 07, 10
Cindy Buck P 01, 05Kendell ClarkSandy Colhoun
Cathy CreanyAlan Crocker P 04, 07Kayla DiBari 08Jill Duncan P 04, 06
Rick Elkin 76, P 07Patrick FlahertyPeter Galletly 73, P 09
Barbara GuardenierJen Gureckis 07Mike Helms 08Robert D. Kennedy 50, GP 10
Eric LaCroixDebby Leach P 96Doug MacKinnon
Richard Maine 60Andrew MenkeRev. Scott MitchellHans Mundahl
Greg Norris 96David Paul81, P 07David Perfield
Jason Pilalas 58, ex officioStacey Redman P 08Mark Tilton P 83, 88Jean Troiano 07
Sara Tyson
Strategic Plan Subcommittees 2006-08
Strategic Planning Steering Committee
8/4/2019 New Hampton School SP 2008-13
3/12
Te ProcessNew Hampton School embarked on the
development of a Strategic Plan in the springof 2006, seeking to capture momentum,
involve the entire school community, and
define a new set of bold initiatives for
the future. The school entered this highly
collaborative process at a point of strength
and stability, with a campus community
poised to write the next chapter in the
schools proud history.
A strategic planning process was developed
with the assistance of a planning
facilitator, and a Steering Committee of
key stakeholders was formed in order to
guide the process. The Steering Committee
consisted of thirty-two representatives of
all areas of the school, including faculty,
staff, trustees, parents, alumni, students,and community leaders. They brought with
them a strong sense of the strategic issues,
strengths, and challenges that New Hampton
School would face in the next five years.
This group was carefully selected based
upon areas of expertise and experience,
and subsequently charged with two primary
roles: (1) examining high-level institutional
strategic issues, such as mission, vision, and
core values; and (2) guiding subcommittee
efforts around the essential functions of the
school community.
New Hampton School began the process with
significant market research pertaining to its
current and desired market position. As a
result of this research New Hampton School
adopted a new strategic direction for the
future, guided by a new positioning platformthat focused on differentiating the school
in a competitive landscape. With a new
lens through which to view the future, the
Steering Committee began its leadership role
in formulating the Strategic Plan.
Sixty-nine individuals, including faculty,
staff, parents, students, and community
members, along with the thirty-two membersof the Steering Committee, formed eighteen
subcommittees to conduct the balance of the
process. Subcommittee chairs were derived
from and appointed through the Steering
Committee. These groups progressed through
a series of strategic planning exercises
during the fall and winter months. The
results of these exercises produced strategicinitiatives for New Hampton School, and
together, form the six major goals of the
Strategic Plan.
New Hampton Schools positioning platform,
mission, vision, core value statements, and
six major strategic initiatives are outlined on
the following pages. Together, they profile
an exciting new chapter in the history ofNew Hampton School.
Sanders Abrahams, P 07, Trustee
Chair, Strategic Planning Steering Committee
MARCH 2008
8/4/2019 New Hampton School SP 2008-13
4/12
Call to ActionAs New Hampton School approaches its third century of college
preparatory education we enter an exciting new chapter inthe schools venerable history. Poised with dedicated faculty,
healthy enrollment, a balanced operating budget, growing
endowment, a revitalized physical plant, and a legacy of
educating our students holistically, we embark in a bold new
direction.
Reflecting a diverse, interdependent, and complex world, where
collaboration and communication are the rule, we committo the development of a new curriculum that both delivers
fundamental academic skills essential to college success, and
raises consciousness and competencies around those national
and international challenges and opportunities that affect our
planet and its peoples now and in the years ahead.
With a specific focus on math and science and within a
framework of sustainability, we will develop globally relevant,
interdisciplinary offerings in each core subject area. We will
establish exchange relationships around the world to allow
intellectual, cultural, and financial sharing and understanding.
We will foster regional partnerships to imbue in our students a
strong sense of collaboration and responsibility to their local
communities. And, we will continue to improve upon our
whole-child, relationship-based educational model.
As we prepare students for an ever-changing world, New
Hampton School will develop a culture that is at once consistent
and dynamic, allowing students to grow and explore in a vibrant
yet stable school environment. As the late Peter Drucker, world
renowned business leader suggests, in the centuries ahead,
schools, especially independent schools, will develop the
leadership this world needs:
Healthy societies require three vital sectors: a public sector of
effective governance; a private sector of ef fective businesses; and
a social sector of effective community organizations. The mission
of the social sector is changing lives. It accomplishes this mission
by addressing the needs of the spirit, the mind, and the bodyof
individuals, the community, and society. The societal sector also
provides a significant sphere for individuals and corporations to
practice ef fective and responsible citizenship.
The 21st century will be the century of the social sector
organization. The more economy, money, and information become
global, the more community will matter. And only the social
sector nonprofit organization performs in the community, exploits
its opportunities, mobilizes its local resources, and solves its
problems. The leadership, competence, and management of the
social sector nonprofit organization will thus largely determine
the values, vision, cohesion, and the performance of the
21st century society.
Through the implementation of its Strategic Plan, New Hampton
School will not only ready students for the rigors of college
and university study but also thoughtfully prepare citizens for
tomorrows world.
Andrew Menke
Head of School
8/4/2019 New Hampton School SP 2008-13
5/12
Te New Hampton SchoolStrategic Plan 2008-13brings together our longstanding strengths and traditions
with vital, relevant, and cutting-edge curriculum, programs,and facilities for the twenty-first century. The plan will elevate
New Hampton School to a new peak of excellence that honors
the many summits scaled in our proud, one hundred and
eighty-seven year history.
New Hampton Schools strategic direct ion is the product of the
following three reinforcing elements of our new positioning
platform, which collectively distinguish the school while
summarizing our assets and aspirations.
A Global ApproachWe seek to connect the New Hampton School community to an
increasingly global world, giving students the skills they need
to be successful in life. Marked by a progressive curr iculum,
a culturally relevant education, international networks,
educational travel, and strategic alliances and partnerships,
our future approach will set us apart from other independentboarding schools regionally and nationally.
A Local ApplicationNew Hampton School will focus on br inging global information
and context to the local community. This effort will include an
intentional involvement in the social issues and context of the
Lakes Region and central New Hampshire, to which we are
deeply connected and committed.
A Purposeful ExplorationHistorically, New Hampton School has been committed to
the development of the whole individual through personal
exploration, authentic self-discovery, transformative experiences,
and the preparation for ones life journey. This Strategic Plan
reaffirms our commitment to whole-child education through
mission, vision, core values, and strategic initiatives.
Our Mission, Vision, and Core Values summarize our goals
and foundational beliefs.
MissionNew Hampton School prepares students for life-long learningthrough self-discovery, authentic relationships, civic
responsibility, and global citizenship.
VisionNew Hampton School will be a nationally recognized innovator,
known for our globally oriented program that nurtures creative,
compassionate students who are empowered to make a difference
in the world.
Core Values Individual Transformation
We promote and engage students in purposeful self-exploration
that models and encourages healthy risk-taking in the context of
personal growth.
Inclusivity
Our school community commits itself to social equality and
personal respect among all members of our school and extended
community.
Diversity of Learners
We honor and validate the diversity of all learners in our
community, promoting understanding of the unique gifts each
student possesses.
Individuality
Our school community celebrates a genuine approach to campusliving where we respect individuals for who they are and what
they contribute to our school and extended community.
Academic Innovation
Our school reflects an on-going examination and refinement of our
programs to place the school as a nationally recognized innovator
among independent schools.
Respect and Responsibility
We expect all members of our school community to be forthright
and honest, to maintain personal integrity in all relationships,
and to embrace our core values.
8/4/2019 New Hampton School SP 2008-13
6/12
STRATEGIC GOAL NUMBER ONE:
A Globally RelevantCurriculum
Our AimNew Hampton School will be known for a progressive,
integrated, and globally relevant academic curriculum.
Over the next five years we will develop courses and
programs that will equip our students with necessary and
fundamental skills to succeed in college and in the complex
and interdependent world that awaits them.
Te ChallengeGlobalization and interconnectedness are profound
influences in all fields of endeavor, and we will actively
engage these forces to benefit our students.
New Hampton School will build upon current programs and
relationships to create an academic environment that will
foster connection to and a superior understanding and
mastery of international issues.
We will reorient and expand our academic program to
significantly increase global content and options.
Our Path o Success
Hire a global curriculum coordinator to develop moreglobally focused curricula. This will include integrating
educational travel and cultural exchanges into the
academic program; enhancing the arts with a globalemphasis, and focusing on both experiential and
interdisciplinary study throughout the curriculum.
Commence exchange programs with China, and offerMandarin as a foreign language option. Relationships
with Latin America, India, and other parts of the world
will be explored and enhanced.
Adopt the International Baccalaureate program, throughwhich NHS will join a worldwide community of schoolsoffering rigorous courses that meet a common standard.
Emphasize sustainability, a unifying concept that speaksto all nations, as a key element of our initiative.
Provide outstanding student support through generaland college advisement, counseling, and residential
living programs. These foundations of our internationalprogram have long been a hallmark of a New Hampton
School education.
Integrate the appropriate use of technology in allareas of academic life in support of our new
international focus.
8/4/2019 New Hampton School SP 2008-13
7/12
STRATEGIC GOAL NUMBER TWO:
Enhanced iesLocally andRegionally
Our AimNew Hampton School will improve its connection to the
local and regional communities over the next five years,
providing students and faculty with greater access to
valuable educational resources.
Te ChallengeFor nearly two centuries, New Hampton School has been
a major contributor to the life, culture, and scholarship
of the Lakes Region, and this proud heritage represents
an enduring grounding for our all of our efforts. We
plan to become a more relevant entity within the Lakes
Region community, while educating students about
the importance of service where they live and the
responsibility that comes with privilege.
Our Path to Success
Develop and implement a comprehensive outreachprogram that will engage our local and regional
communities in new and innovative ways, such as
programs focused on improving health and wellness,and college planning workshops and test prep
courses.
Build new, mutually beneficial relationships,partnerships, alliances, and connections with colleges
and universities including Colby-Sawyer, Dartmouth,
Plymouth State, and the University of New Hampshire.
Expand our community service activities and ourCommunity Connections program of partnershipswith local organizations. Build momentum through
achieving greater recognition for our local and
regional efforts.
Present annual, community-based educationalofferings sponsored by academic departments.
Review and revise our schedules and calendars toencourage more experiential education opportunities,field studies, and summer programs that benefit area
residents.
8/4/2019 New Hampton School SP 2008-13
8/12
STRATEGIC GOAL NUMBER THREE:
A FinanciallyStronger Institution
Our AimNew Hampton School will implement policies, procedures,
and programs over the next five years that will ensure
adequate funding of our strategic goals, and we will
adopt best practices in school governance, finance,
personnel, and operations.
Te ChallengeThe school will operate at a heightened level of efficiency,which will lead to successful attainment of our strategic
goals. We will carefully examine our funding mechanisms
and administrative procedures. When more effective
methods and constructs are identified we will determine
the best way to integrate them.
Our Path to Success
Improve our admission marketing through the creationof a new viewbook, arts and athletics brochures, and
other high-quality print and electronic communications.
Develop sufficient infrastructure, procedures, andpersonnel in school fundraising to increase the Annual
Fund and the endowment, which will provide requisite
financial support to achieve the Strategic Plan.
Operate from a position of fiscal strength by employingbest practices in financial management, such as more
comprehensive budget planning, competitive bidding
on major purchases, and utilization of five-year rollingbudget projections.
Engage in an ongoing examination of our institutionalleadership, board governance, and strategic planning
processes to ensure best practices, such as development
of succession plans for key management positions.
Review staffing and compensation models by gathering
benchmark comparisons, conducting retention studies,and evaluating our assessment process and salary levels.
Ensure that technological infrastructure supports allteaching and learning.
8/4/2019 New Hampton School SP 2008-13
9/12
STRATEGIC GOAL NUMBER FOUR:
A RevitalizedPhysical Plant
Our Aim
The New Hampton School campus is an extraordinaryasset, blessed with beauty and resources that are
conducive to learning and personal growth. The school
has completed a comprehensive master planning process,
which points the way toward enhancements over the
next five years that will improve students academic,
residential, and co-curricular experiences.
Te ChallengeWe intend to significantly upgrade our campus
environment through physical plant improvements
as outlined in our master plan. New facilities and
renovations to existing ones will introduce efficiencies
and promote sustainability, which will decrease relative
outlays for fossil fuels and other resources.
Our Path to Success
Improve academic facilities for the humanities andthe natural and social sciences.
Renovate residential living facilities. Dormitorieswill be upgraded to take advantage of modern
conveniences and technologies that will improve the
student experience.
Increase the flexibility of our summer and outdoorfacilities, enabling them to contribute more fully to
existing programs and spur new ones.
Upgrade athletic and co-curricular facilities,including existing fields and buildings, to better serve
both the New Hampton and regional communities.
Conduct a sustainability audit and create asustainability coordinator position.
8/4/2019 New Hampton School SP 2008-13
10/12
STRATEGIC GOAL NUMBER FIVE:
StrengthenedIdentity andVisibility
Our AimDuring the next five years New Hampton School will
strengthen its identity and visibility in the local, regional,
national, and international communities, building interest
in and demand for our programs and services.
Te ChallengeNew Hampton School will embark on an energetic,
integrated marketing and communications strategy to
tell our story as effectively as possible. Contemporary
communications materials and tools will be used to recruit
and retain strong students and to engage and motivate
other key constituencies.
Our Path to Success
Expand our enrollment management program to attractand motivate students who are most suited to benefit
from the New Hampton School experience, including
those from international and diverse backgrounds.
Adopt a new, integrated marketing program that willensure maximum visibility and outreach to target
audiences.
Audit and weigh the contribution of all current printedmaterials and consider new pieces that will further our
strategic objectives. Create a school-wide protocol and
timeline for digital and print communications.
Build bridges to local and global audiences throughincreased use of Internet blogs, podcasts, and video.
Become a more engaged and sought-after presence in
online, social networking sites.
Communicate our mission, vision, values, and pointsof differentiation clearly and effectively. Undertake a
campaign that will result in fluency concerning thesepoints within the New Hampton School community, and
work outwards to inform local, regional, national, and
international constituencies.
8/4/2019 New Hampton School SP 2008-13
11/12
STRATEGIC GOAL NUMBER SIX:
Enhanced CampusLife Services
Our AimDuring the next five years New Hampton School willenhance the quality of campus life through improved
student support and essential services.
Te ChallengeNew Hampton School is a complex boarding and day
school community. Our students come from around
the region, nation, and world, and consequently have
a multiplicity of support needs. We will enhance and
strengthen our student campus life services to provide
the highest level of support for academic and student
life endeavors.
Our Path to Success
Develop an integrated residential life and studentleadership program to help students acquire skills for
success in our complex and interdependent world.
Create a new residential life curriculum that willrefine dorm policies and training procedures, provide
opportunities for all students to gain leadership
experience, and focus on healthy lifestyles, domestic
awareness, and student character.
Promote healthy lifestyles by expanding physical andmental health services. Use the dining program to
build greater awareness of nutrition and nourishmentwhile increasing global consciousness and
understanding of the importance of sustainability.
Further develop our international/multiculturalprogram, global knowledge, and appreciation for
diversity though guest presentations, celebrations of
native culture, and mini-classes on language, history,
and heritage.
Enhance our Academic Support Program to bettermeet students developmental and curricular needs.
Support student learning and growth throughexperiential learning stand-alone programs, and
by embedding experiential learning methods,
philosophy, and outcomes into the mainstream
curriculum.
8/4/2019 New Hampton School SP 2008-13
12/12
NHS Board of rustees
OFFICERS
Jason M. Pilalas 58, Chairman,
San Marino, California
Peter W. Galletly 73, P 09, Vice Chairman,
Mahwah, New Jersey
William F. Guardenier 62, Finance
Chairman, Mt. Kisco, New York
Michael F. Mumma P 98, Secretary,
Jefferson, Iowa
MEMBERS
Dr. Sanders L. Abrahams P 07,
Raleigh, North Carolina
Steven G. Delaney 65,Harrison, New York
Erik A. Dithmer 49,
New York, New York
M. David Giardino 49, Trustee Emeritus,
Princeton, New Jersey
Ruth J. Haivanis P 04,
West Newton, Massachusetts
Paul HamelP 07, P 08,
Walpole, Massachusetts
Luke J. Haran, Jr. P 97,
Basking Ridge, New Jersey
Herman A. Hassinger, P 77, P 78, Trustee
Emeritus, Block Island, Rhode Island
William KarolP 08,
Westwood, Massachusetts
Robert D. Kennedy 50, Chairman Emeritus,New Canaan, Connecticut
Deborah Woodward Leach P 96,
Attleboro, Massachusetts
Earl R. Lewis 62,
Sudbury, Massachusetts
Richard W. Maine 60,
Avon, Connecticut
Robinson C. Moore 73,
Groton, Massachusetts
T. Holmes Moore 38,
Headmaster Emeritus,
New Hampton, New Hampshire
Hugh B. Richardson 57,
Bristol, Rhode Island
Karen M. Saunders P 08,
Gilford, New HampshireGeoffrey Winters 62,
Greenwich, Connecticut
New Hampton School 70 Main Street New Hampton, NH 03256
(603) 677-3400
www.newhampton.org
RECYCLED
PAPER:CONTAINS30P
ERCENTPOSTCONSUMER
FIBER
PHOTO
CREDIT:FLYNN
LARSEN