P l ann ing A f u tur e i n cr a f t sm an sh i p

Annual ReportAugust 1, 2007 – July 31, 2008

Board of Directors

PresidentBurton M. Harris

Vice PresidentCharles L. Kline

TreasurerS. Parkman Shaw, Jr.

ClerkJames McNeely

Henry P. Becton, Jr.Jacqueline BlombachDavid Bush-BrownWilliam G. CreelmanDaniel S. Cheever, Jr.Bruce DaytonCharles FayerweatherJudy FerenbachStephen FriedlaenderJohn F. GiffordJ. Kimo GriggsAmos B. Hostetter, Jr.Isaiah JacksonFrancis J. LynchJohn. M. McKelway, Jr.Caroline MortimerPeter NessenMarie C. OedelLynn C. OsbornJ. Arthur TaylorLisa von ClemmJane Wilson

Overseers

Natalie Q. AlbersRobert P. BainbridgeAlbert G. BangertBarbara BrenzelH. William Breyer IVElise BrinkFenton J. BurkeJudith Brown CaroPeter CabotNancy J. CarusoArthur F. CookSusanna M. CramptonJeremiah de RhamPeter FeinmannDavid FirestoneMurray FrankG. Keith FunstonNancy GardinerBarbara Adams HebardMarilyn HeskettBrian HoltFrancis W. HunnewellNicholas J. IselinPeder C. JohnsonBarbara R. KappWallace KempCatherine C. LastavicaCheryl MarceauNancy MaullPaul F. McDonough, Jr.Ginny NewburyChristine S. ParsonGregory E. PomeroyAdrienne N. RabkinFrank C. SmithElizabeth ThomsonRobert A. TomasoneTim Williams

The Missionof North BennetStreet School is totrain students forcareers in traditionaltrades that use handskills in concert withevolving technology,to preserve andadvance crafttraditions, and topromote greaterappreciation ofcraftsmanship.

C Printed with soy based inks on recycled , Forestry StewardshipCouncil certified stock (50% Recycled /25% Post Consumer Waste)

Photography credits: Photos on pgs. 5, 7, 8, 9, 11, 18, 22, 24, 25by Romana Vysatova. All other photos by NBSS staff.

Cover photo: NBSS Open House, November, 2007

Letter from the Executive Director

Friends and Alumni:

Amid the financial uncertainties of the past twelve months, I am pleased tobe able to report that we have completed another successful year. During aperiod when the stock market lost 15 percent of its value, ending the yearwith a strong positive net change in assets was a significant accomplishment,and a tribute to the school’s faculty, staff, students and supporters.

The positive financial results mirror accomplishments in other areas of theschool. During the past year we welcomed Claire Fruitman as our newAssociate Director and Maria Schauer as our Business Manager and CFO.A number of improvements were made to the school’s facilities, includingexterior masonry and roof repairs, a new fuel efficient vehicle for theArlington facility, and improvements to the Cabinet and Furniture Making,Piano Technology, Violin and Jewelrydepartments. We also initiated a twoyear expansion of the Bookbindingprogram that will add four students,and offered 37 new courses in theworkshop program.

The continuing financial crisis hasunderscored the need for the school toundertake a thorough review of its busi-ness practices and its prospects for thefuture, and I am pleased to report thatwe have spent the last year doing justthat, with the assistance of planning consultants TDC.

This year’s Annual Report presents the conclusions of that year-long study,which has been published as the North Bennet Street School StrategicBusiness Plan: FY’09 to FY’13. You will find a summary of the BusinessPlan’s research methodology on page 5, and after that an outline of thereport’s six key findings, with a corresponding goal established in responseto each. The Business Plan provides a road map for a series of financial andacademic enhancements that will ensure that North Bennet Street Schoolmaintains its position as one of the nation’s preeminent schools of craft.

Thanks to all of you,

Miguel Gómez-IbáñezExecutive Director

Miguel Gómez-Ibáñez, Executive Director, with visiting artistsRegina and Dan St. John of Chena River Marblers.

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S T U D E N T S 2 0 0 7 - 2 0 0 8

Gayle Koyanagi

Katherine Mazzone

Michelle Mercaldo

Glee Mollan

Kaylie Rosborough

Anita Page-Svensson

Michael Sprague

Beth Thompson-Robbins

Jack Thompson

Vinh Tran

Bridget Ann Walsh*

LocksmithingSean Hamel*

Brendan Larrabee*

Thomas Lemere*

Seth Mason*

Christopher McGuirk*

Sean O’Mara*

Larry Pinkerton

Michael Raymond*

Terrence Simmons

Basic PianoTechnologyKatheryne Cahill*

Erik Diehl*

Eric Donnelly*

Brian Greene

Richard Gruenler*

Elizabeth Harris*

Jade Hecht*

Marguerite Lykes*

Erica Miao*

Matthew Quinlan*

Russell Andy Reach*

Rachel Elizabeth Rose

Christopher Storch*

John Stothoff*

Laura Wyeth*

Advanced PianoTechnologyWilliam Chubb III*

Seth de Berry*

Jacob Gonchar*

Shawn Hansen*

Xiaodan Liu*

Kevin Luke*

Robert Purcell*

Nate Reyburn*

Michael Shaw*

Emily Townsend*

PreservationCarpentryRyan Benoit

Michael Bernstein*

Tracy Chim

Lucas Davisson*

Mike Dempsey

Mark Dooley

Christopher Dowd

Joshua Ewart*

James Hardwick

Evan Heraty

Michael Hevenor*

Nathaniel Hill*

Brian Horne*

Tara Hrynik*

Amy Kellett*

Christopher Knapp*

David LaBruzza

Jessica Milne

Peter Milner

David Nydam

David Parks

Adam Reitano*

Adam Rissolo*

Harry Sedwick

Brian Willett*

Violin Makingand RepairRosemary Clancy

Celeste Devlin

Sef Gray*

Joe Lotito*

Andrew Khederian

Joseph McDevitt

Joel Pautz

Erika Safran

Alexis Scott Tribble

Paul Trombly

David Truscott

John Wenthe*

Arie Werbrouck

*Graduated

BookbindingRebecca Caswell

Monica Feeney*

Aude Gabory

Yumiko Harris*

Sarah Johnston-French

Timothy Oliverson*

Elizabeth Rideout*

Nicholas Seaver

Katie Smith

Christina Thomas*

Katherine Westermann

Wendy Withrow*

Cabinet &Furniture MakingKevin Ainsworth

David Benetello*

Gary Bosse

Brian Boyd*

Andrew Bristow

Brian Brophy*

Greg Brown

Jeff Citro

Matthew Clark*

Eli Cleveland

Sean Conway

Matt Doyle

Matthew Emery*

John Ewart*

Laura Fuoco

Christopher Galligan

Andrew Glenn*

Robert Goudreau

Michael Greenberg

David Hancock

Herbert Harris

Sten Havumaki

Edwin Hinspeter

Matthew Huffman

Mike Javidi

Justin Keegan

Mike Leggett*

Melissa Lombardi

Kevin Mack*

Nancy Maloney

Nicholas Mansur

Keith McIntosh*

Robert McSwegin

Peter Michelinie*

Claire Minihan

Jehu Mubarek

Jean-Pierre Parnas*

Earl Powell*

Devin Ream

Ryan Rhoades*

Will Silverman

Philip Siraco

Brian Smith*

Christoph Streubert

David Trees

Anita Tyiska

Stephen Weizenecker

CarpentryZach Cooperstein*

Joseph De Dominici*

Brendan Delaney*

Robert Dunsmore*

Ed Frontino*

Patrick Harper*

Eric Hinds*

Christopher Logan*

Raymond McKinnon*

Joseph Ruscio*

Mark Shriner*

Paul Sramowicz*

Michael Toomey

Jewelry Makingand RepairLori Allison*

Sarah Babineau*

Joseph Balboni*

Madeline Baldwin

David Branco

James Cresta

Fallon Crowley

Janie Do

Jade Drakes*

Anna Fish

Aleksandra Golly

Jamie Hackett

Saedis Halldorsdottir

Elizabeth Johannsen

Clare Konizeski4

In recent years North Bennet StreetSchool has invested a significant amountof time defining and confirming themission and vision of the long-standingorganization. The school’s leadershipis firmly convinced that the Schoolcontinues to play a unique andimportant role by training students forcareers in traditional trades that usehand skills. Through full-time programsand short term workshops, NBSS hassignificant reach, and the school iscurrently at capacity in a number of itsprograms. After a period of transition,the school has also begun to strengthenits internal management capacity andstructure. At the same time, the school’sNorth End facility is overcrowded and inmany ways poorly suited to the school’sneeds. While NBSS has a satellite facilityin Arlington that has provided someflexibility in terms of available space,it also complicates the operations andmanagement of the school. These spaceconstraints and operating challengeshave caused the school to come to aplateau in its growth and development,prompting the school’s leadership to callinto question the future trajectoryof the organization.

The following plan lays out thequestions that were posed to explorethese issues, the key research findingsthat emerged in relation to thesequestions, and a plan for the future thatbuilds upon these findings and willenable NBSS to ensure ongoing vitalityand quality in craft education.

The QuestionsIn July 2007, a Business PlanningCommittee was formed to examinematters relating to growth, accessibilityand vitality. The Committee identifiedfour primary questions to guide theresearch for the planning process:

Q. What is the potential to improve orexpand each of the various programs atthe School, including the eight full timeprograms and the workshop program?

Q. What are the income and expenseimplications of acting on theseopportunities?

Q. What is an adequate facility tosupport the program currently and withany potential enhancements?

Q. Can the School generate the capitalsupport to realize this vision?

Research MethodologyFrom July 2007 to May 2008, signifi-cant internal and external research wasconducted to formulate answers to thesequestions. Research consisted of thefollowing key elements:• A constituent survey distributed toapproximately 9,000 current students,prospective students and alumni;• Interviews with 12 NBSS faculty andadministrators;• Admissions trend analysis of full timeand workshop programs;• Profitability analysis by program area;• Marketplace scan to develop an under-standing of key competitors;• Examination of internal employmentdata; and• Facility analysis of current and poten-tial needs.

In addition, the planning processbenefited from the knowledge andstrategic thinking of the BusinessPlanning Committee, including fourmembers of the Board of Directors aswell as the Executive Director, AssociateDirector, Director of Admissions,Business Manager/ CFO and a facultyrepresentative.

North Bennet Street SchoolStrategic Business Plan: FY09 – FY13

5

At the most basic level, the researchconfirmed the sentiments expressed bysenior leadership at the outset of thisprocess – the NBSS mission to preparestudents for work in the trades is bothunique and valued.

Faculty and staff consistently report thatthe key strengths of NBSS are embeddedin the school’s unique character andtraditions that emphasize quality andexcellence in craftsmanship. There isunanimous agreement that the school’sunwavering commitment to high qualitycraftsmanship and preparing studentsfor work in traditional trade fields arewhat make the institution truly unique.The school’s commitment to these valuesis evidenced in its emphasis on itsselective admissions process, its highexpectations of its students, and thededication of a mature andtalented student body.

Similarly, current NBSSstudents and alumniexhibit high levels ofsatisfaction acrossprograms. The constituentsurvey revealed strongsatisfaction levels forcourse instructors, coursecurriculum, the application andenrollment process, and the overallexperience. For each of these four areastested in the survey, over 90% ofworkshop student respondents and over80% of full time program respondentsprovided a rating of “Good” or“Excellent,” with a higher proportionconsistently choosing “excellent.” Thishigh level of satisfaction was consistentacross all full time programs, which isfurther indication of the strong overall

program quality. In addition to theseratings, 86% of current full timeprogram students and alumni said thatthey would recommend NBSS to a friend,while 13% said they would maybe do so.

A majority of students rated NBSS assuperior to other institutions. Facultyand staff are careful to note that thereare limited direct competitors thatprovide the quality and depth of trainingavailable to students at NBSS. Thecomparisons between NBSS and otherinstitutions made by survey respondentssupport faculty and staff assertions thatNBSS offers a unique, qualityeducation. Approximately 40% ofworkshop and full time programstudents surveyed reported takingcomparable courses at other institutions.Of these individuals 52% said that NBSS

is superior, 23% saidNBSS is equal, and 22%were not sure. Amongthose individuals who saidNBSS is superior, thefaculty and the school’satmosphere were cited askey reasons why.

Data suggests potentialto reengage students after

they graduate from a full time NBSSprogram. Given this high level of satis-faction, it is not surprising that whenasked about their intention to remaininvolved with NBSS in the future, 56%of student and alumni survey respon-dents said that they are certain they willcontinue their relationship with NBSSin some way. Another 31% of studentsand alumni say that they will be involvedwith the school if the right circumstancesexist.

photo | bookbinding '08 | students with instructor jeffrey altepeter

North Bennet Street School has been highly successfulat fulfilling its mission to deliver a high quality educationin craftsmanship.Fin

ding

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Data PointOver 80% of full timeprogram respondentsprovided a rating of“Good” or “Excellent,”with a higher proportionconsistently choosing

“Excellent.”

6

It is central to the school’s mission tobuild and preserve an understandingand appreciation for the trades andcraftsmanship. While North BennetStreet School is currently highlyregarded by those individuals that haveexperienced the school first hand, thereis an opportunity to elevate the positionof NBSS - and with it the trades andcrafts - in the community.

Enhance the school’s position as thepreeminent institution for all membersof the trades. NBSS will build upon itsexcellent reputation among students andalumni to position itself as the preemi-nent institution formembers of the trades,including individuals thathave not previously beenengaged with the school.To increase brandawareness, NBSS willinvest in developing acomprehensive brandingand positioning strategy.Because the school must beable to effectively market eight full timeprograms and a workshop program –each with its own target audience andspecific benefits, it is critical to developa strategy that will present a strong,unified brand. Over the last 10 years,NBSS has offered a number of advancedor master workshop courses targetedat individuals working in the tradeswho seek opportunities to build uponexisting skills. As a corollary to amarketing effort that will raise thevisibility of the NBSS brand, the schoolwill increase its portfolio of master classofferings.

Establish the school as a communityresource for individuals interested incraft as an art. NBSS will build its baseof support by engaging individuals who

are interested in the art of the tradesand crafts, but who may not be interestedin creating craft or working in thetrades. The marketing investmentsdescribed above will serve the dualpurpose of elevating the NBSS reputationamong members of the trades andreaching those individuals that areinclined to appreciate and supporteducation in the trades and creation ofcraft, but who may not have had a pointof entry. Currently, the school shopserves as a retail venue. NBSS will moveto transform this space into a combina-tion retail venue and exhibition/gallery

space to display piecescreated by students andalumni. The exhibi-tion/gallery space willbe used to position theorganization, therebycomplementing develop-ment efforts andmarketing investments.

Instill in a new genera-tion the value of hand

skills and craft. The previous two goalshave discussed ways to increase engage-ment amongst two adult audiences. Inaddition, NBSS will draw from its rootsas an organization that piloted programsfor youth in schools to engage a youngerpopulation indeveloping handskills. Initialconversationsduring the plann-ing process withthe principal ofthe John EliotK-8 School inthe North End suggest that greatopportunity exists to build a partnershipwithin the North End community.

photo | devin ream | cabinet and furniture making '09

Preserve the tradition of excellence and qualitycraftsmanship while elevating the reputation andprominence of the organization in the community.

Data PointThe majority of

workshop students(69%) and the majorityof full time programstudents (52%) did notconsider enrollinganywhere else.

7

Long Term GoalNBSS, its values

and its reputation forexcellence will be

preeminent in Bostonas well as nationally

Key similarities exist among currentstudents relating to their demographic char-acteristics, motivation for enrollment, andway that they heard about NBSS. Across fulltime programs the age of full time studentsranges from 18 to over 75. The age groupwith the highest concentration of students is25-34 (37%). The majority of students aresingle and do not havechildren. The majority alsohave a bachelor’s degree ormore advanced education.The household income ofthe majority of students isunder $75,000. The goal totransition into a career inthe field is a clear driver ofenrollment across programs.Over 70% of full time program students cite“to learn a specific trade” as their motivationfor enrolling.

Profiles of prospective full time programstudents differ from the current studentprofile. Prospective student survey respon-dents differed from the current students inthree primary ways. Women represent ahigher proportion of prospective studentsthan current students or alumni, and thecurrent student body is older than the groupof prospective students. Prospective studentsare largely from out of state, likely resultingfrom the combined impact of NBSS effortsto reach more national audiences and theimpact of an environment that increasinglyreliant on web-based information.

While there are commonalities that cutacross full time programs, each operatesin a distinct environment with a uniquetarget audience and mission. Themajority student profile for the eightprograms varies greatly in terms of gender,age, marital status, education and residency-key differences that will impact futurestrategy.

Admissions trends for each full timeprogram and sector employment datasuggest that there is potential for fulltime program growth. The full timeprograms fall into three categories basedupon their short and long term growthpotential. For one group of programs,admissions trends show that the job marketcan support additional graduates, and theseprograms have the potential to expand theirprogram capacity. The full time programs in

this category are Bookbinding, Carpentry,Jewelry Making & Repair, and PreservationCarpentry. A second group includesprograms that are more esoteric in nature,where the market may not support additionalgraduates. The full time programs in thiscategory include Cabinet & FurnitureMaking, Piano Technology and Violin

Making & Repair. The finalcategory includes theLocksmithing program.While the market suggeststhat there is considerableopportunity to enhance thisprogram and grow enroll-ment, recent admissionstrends also suggest thatachieving these goals will

require significant investments to market theprogram and reduce barriers to entry.

Workshop Program There is a core localaudience for workshop programs. Surveyresults revealed that the majority ofworkshop students are male, between theages of 35 and 64, have a spouse, partneror family, have a college or advanced degree,have a household income above $50,000,and live in the Greater Boston Area.

Motivation for workshop enrollmentvaries. Unlike full time programs whereentrance into the trades was a key driver ofenrollment, motivations for enrollment inworkshop programs was widely distributed.While the highest concentration of workshopstudents enrolled in courses for pleasure orenjoyment (17%), other motivations such as“to strengthen a pre-existing skill” (12%) or“to test my interest in the field” (12%) werenot far below.

Workshops have the potential to playthree key roles. Interviews with faculty andstaff and survey research findings togethershow that the workshop program has thepotential to play three key roles withinNBSS; a recruiting/screening mechanismfor full time programs, a mechanism forengaging members of the trades, and anavenue to engage individuals with generalinterest in the craft and trades. Broadlyspeaking, the first role would be fulfilled byoffering beginner classes, the second rolewould be fulfilled by offering advanced ormaster’s classes, and the third role would befulfilled by offering programs for individualswith general interest.

photo | violin benchroom | fall 2008

Each of the school’s programs has a unique targetaudience, program trends, structure, and growth potential,requiring tailored strategies for programmanagement.Fin

ding

2

Data PointOnly two full time

programs – Jewelry andLocksmithing – drawthe majority of their

students from within thestate of Massachusetts.

8

Branding and positioning. NBSS willinvest in a two tiered marketing strategythat addresses the need to brand andposition the school overall, as well asposition and market each full timeprogram and the workshop program.While goals for each full time programand the workshop program are unique,marketing efforts will be coordinatedand will build upon four strategies.Focusing on these strategies will marka shift to a more web-based marketingeffort.

Search engine optimization –Shift existing investmentsin print advertisement tosearch engine optimizationthat will help drivestudents to the NBSSwebsite.

Website development –Invest in enhancing thewebsite to make it dynamicand user friendly.

Outreach – Increaseattendance at shows,conferences and exposfrom the current level of 9to 11 or 12 in the coming year.

Direct mail – Direct mail marketing willbe carried out through frequent targetedemail contact supplemented by conven-tional mailings.

Full time program – Research has high-lighted the need for distinct marketingstrategies for each full timeprogram, depending uponits enrollment trends andtarget audience. Invest-ments in marketing thefull time programs will usedefined profiles of currentstudents to understand and

target inclined audiences for each fulltime program. A “Broadened TargetAudience” for each program wasdeveloped based upon examination ofcurrent audience data in combinationwith local and national market data.

Workshop program – Marketing invest-ments to reach potential workshopstudents will be targeted at the threepotential audiences - potential full timeprogram students, members of thetrades and crafts, and individuals withgeneral interest. Web and print mediabuys will be made in select publications

and markets that overlapwith NBSS workshoptarget audiences.

Articulate program goalsfor each full timeprogram. On an ongoingbasis, NBSS will continueto evaluate the potentialfor enhancement andgrowth for each of thefull time programs, andto articulate specificprogram goals.

Coordinate programplanning between all departments. Thesuccess of these strategies is dependenton interdepartmental planning. NBSSwill institute formalized communicationchannels to ensure that workshop andfull time program planning, goals andscheduling aligns, that marketing efforts

are coordinated withdevelopment initiativeswhere audiences mayoverlap, and the facilityis being utilized to itsmaximum extent.

photo | rosemary clancy | violin making and repair, '10

Develop unique yet integrated strategies to manage andgrow individual full time and workshop programs.

Data PointMost students who

come to the school saythat they heard aboutNBSS from someonethey know (59%), or

from the internet (30%).Only 10% of surveyrespondents found

NBSS through a print,radio or otheradvertisement.

9

Long Term GoalNBSS will develop theunique personality ofeach of its programswithin the context of asingle brand identity.

The varied structures of full time programsand workshop courses have producedinconsistent annual financial outcomesfor NBSS. While there have beennotable improvements in recent years,challenges relating to achieving scaleremain. For NBSS, scale is defined asthe enrollment level where a qualityprogram can be delivered and theenrollment generates sufficient revenueto support the program costs. Theinstructor to student ratio is a keymetric in determining scale.

Small course size and enrollment fluctu-ation make it difficult forfull time programs tooperate at scale.Economies of scale occurfor the full time programswhen NBSS is able tomaximize enrollment inorder to allocate the lowestpossible fixed cost per fulltime program student.There are two realities of these programsthat make this particularly difficult toachieve. First, full time programs aresmall in size. This means that for anygiven program, fixed costs per studentare relatively high, and reaching scalerequires high enrollment rates. Theability of full time programs to achievescale is complicated by enrollmentfluctuation, which it is difficult forsmall sized courses to absorb.

Issues of scale for the full timeprograms are complicated by tuitionrates that are not rationalized toprogram costs. Both cost per student andtuition revenue per student vary widelyacross full time programs, and are not

aligned. As a result, many programshave no cushion against enrollmentfluctuation, and surplus revenue isdifficult to predict from year to year.

Workshop courses face similar chal-lenges in reaching scale. Like the fulltime programs, workshop courses aresmall in size and are susceptible toenrollment fluctuation. As a result,overall program profitability has variedconsiderably in recent years. Inaddition, each course has its own uniquecost structure, depending on the lengthof the course, the instructor’s wage, and

peripheral costs such asinstructor travel orpreparation time.An analysis of NBSSworkshop financial andenrollment data suggeststhat in order for mostNBSS courses tobreak-even, enrollmentthresholds must in fact

be considerably higher, especially forcourses that are longer in length.

A larger facility that can accommodateincreased enrollment can help NBSSachieve scale. Just as having less thanfull capacity in any full time programgreatly impacts its ability to operate atscale, increasing enrollment by a modestamount increases profitability dramati-cally. A profitability analysis of the fulltime programs at current enrollmentlevels shows that operating in a largerspace (50,000 square feet) with a layoutconducive to NBSS needs and couldaccommodate 43 additional full timestudents and 86 additional workshopstudents, and would generate surplusrevenue after funding depreciation.

photo | janie do | jewelry making and repair, '09

Achieving scale on a programmatic levelis key to financial sustainability.

Finding

3

Data PointOver the past five years585 students have takenthe Fundamentals ofFine Woodworkingworkshop at North

Bennet Street School.

10

NBSS will focus on operating at scale. Forcurrent programs, this means operatingat full or near full capacity for all fulltime programs, and operating at break-even capacity for workshop programs.

Increase full time program enrollmentby 36 students to 186 students over 4years. Growing enrollment will increaseNBSS’s ability to operate full timeprograms at scale while increasing itsimpact in the field. While the goal foreach full time program is tied to itsidentified growth potential, the overar-ching strategy is to reach at capacityenrollment for allprograms.

For those programsidentified for growth(Bookbinding, Carpentry,Jewelry Making & Repair,Preservation Carpentry),the goal is to build upondemand in the marketplaceto increase class enroll-ment to full current capacity in the shortterm. Long term growth goals areunique to each program, and willdepend on continued monitoring ofdemand and employment opportunitiesin the field.

For those programs identified asmaintain (Cabinet & Furniture Making,Piano Technology and Violin Making &Repair), the broad goal is to maintaina consistent level of applicants to ensureat capacity enrollment with qualitystudents. In the long term, additionalgrowth potential may exist for theseprograms, which will be determinedby monitoring application trends andemployment trends in conjunction withmarketing investments and marketforces.

Under the revitalize category, NBSS willtake steps to grow enrollment in theLocksmith program to 80% capacity inthe short term. Specific steps to achievethis implementation goal are already

underway, including streamlining thestart date from two dates a single startdate in September.

For the short term goals above, enroll-ment targets have been developed basedupon consideration of the potential forgrowth and current parameters such asspace constraints and the student toteacher ratios that exist for each course.

Increase workshop program enrollment42% over the course of 5 years. NBSSwill revise the workshop programstructure to serve the three roles

discussed in the researchfindings section: ascreening mechanismfor full time programs;a mechanism to engagealumni and othermembers of the tradesthrough advancedcourses; and a means toengage individuals withgeneral interest in the

crafts and trades. This structure willincrease the admissions office’s ability topredict whether an applicant to a fulltime program will succeed, and will re-engage alumni and members of thetrades while simultaneously elevating thereputation of the school as a center foradvanced instruction. It will also provideaccess to membersof the community,thereby furtheringthe NBSS missionto teach the value ofthe trades. Theoverall increasedengagementachieved throughthis strategy will alsoallow NBSS to broaden its donor base.

Using this revised program structure,NBSS will seek to grow enrollment of theworkshop program to 630 students byFY10. In the long term, NBSS will seekto grow enrollment to 768 students by FY13.

photo | mary jane clark | locksmith '09 | with instructor david troiano

Operate full time and workshop programs at anenrollment level that supports the delivery of the highestquality education.

Data PointAccording to the U.S.Dept. of Labor 2008Occupational Outlook,Locksmithing is anoccupation that isexpected to grow

22.1 percent by 2016.

11

Long Term GoalNBSS will operatewith consistency at

enrollment levels thatsupport continuingenhancements to its

facilities and programs.

Doris C. FreitagStephen FriedlaenderJohn F. Gifford,Jewelry ’97, Furniture ‘01Miguel Gómez-Ibáñez,Furniture ‘99Nehemias GorinFoundationRichard Grubman &Caroline MortimerBrian HoltBarbara R. KappWallace KempL. Patton Kline FamilyFoundation, Inc.Charles L. Kline,Furniture ‘05Laura Kline & MichaelLazarusCatherine C. LastavicaFrancis J. LynchNancy L. MaullWalter H. McDonaldStephen J. MemishianMr. & Mrs. Preston R.Miller, Jr.Peter NessenMarie Oedel,Bookbinding ‘02Richard Oedel,Furniture ‘05Lynn C. OsbornMorgan PalmerFinley PerryPomeroy & Co., Inc.Mr. & Mrs S. ParkmanShawShawmut Design andConstructionSholley FoundationWilliam & Laura ShucartLewis J. Surdam,Piano ‘80 (Piano)Elizabeth ThomsonAnne Van Nostrand(Bookbinding)Robert C. WeirJane WilsonNorman & RositaWinston Foundation,Inc.“The Woods” CharitableFoundation

MasterCraftsperson($500 - $999)

Judith H. Cahoon(Jewelry)Duane Chase,Furniture ‘93Richard CheekEugene H. ClappPeter FeinmannDavid E. Franz,Furniture ‘99Claire Fruitman,Furniture ’96, Brian &Griffin BramLouis GiovanellaStephen GrayDeborah J. HallColeman S. HicksTimothy S. LarkinMichael Lyons,Furniture ‘05Paul F. McDonough, Jr.Christine S. ParsonSheila D. PerryAdrienne N. RabkinRio GrandeAnthony T. Smith,Furniture ‘97Jeffrey Williams

Artisan($250 - $499)

Charles C. AmesElizabeth BarringerPatricia BeldenColleen Chapin,Preservation Carpentry ‘06Jess DelaneyJohnathan EricsonThomas R. Frank, Jr.,Furniture ‘99Paula J. Garbarino,Furniture ‘88Erin Hanley, Furniture ‘07Donald & Ann HareIsaiah JacksonJohn KeaneLAB Security SystemsAndrew LadygoDaniel Levitan, Piano ‘75

Jeffrey L. Long,Furniture ‘97Robert H. MontgomeryMark E. Moriarty,Piano ‘79Donald MorrisFord Ogden,Preservation Carpentry ‘94James S. RogersW. Mason Smith, IIIWendy ThaxterJames L. Therrien,Jewelry ’98 (Jewelry)James Tiernan, Piano ‘99& Amy TiernanAlexander & LaurieWebbTim & Mary WilliamsValerie A. Wyckoff,Bookbinding ‘89

Journeyman($100 - $249)

Jacob D. AlbertDavid AmblerStephen AtlasSusan Gray Barbarossa,Bookbinding ‘96Victor Bélanger, Piano ‘94Lisa BielefeldMaurice L. Bombar, Jr.,Furniture ‘87Howard A. Bouve,Locksmithing ‘90Wally & Vivian BrooksRichard G. BrouillardIra CarpKermit C. Cederholm,Preservation Carpentry ‘99Samuel P. Chase,Furniture ‘89Sara B. ChaseElizabeth W. Clark,Bookbinding ‘96William Contente,Piano ‘81Arthur F. CookJoanne CooperJuliet R. Davenport,Piano ‘95Thomas M. Decatur,Preservation Carpentry ‘88Tia C. Dennis,Furniture ‘03

ANNUAL FUND

Legacy Patron($10,000+)

AnonymousBruce DaytonBurton M. Harris,Furniture ‘97William Hettinger,Furniture ‘07 & CorinnaHettingerHigh Meadows FundAmos & BarbaraHostetterJames McNeelyS. Parkman Shaw, Jr.Lisa von Clemm

Pauline AgassizShaw Society($1,000 - $9,999)

Edith Alpers (Jewelry)Associates of the BostonPublic Library(Bookbinding)Nancy D. Berkowitz, inhonor of Caroline MortimerJacqueline D. Blombach,Preservation Carpentry ‘02H. William Breyer IV,Furniture ‘97Judith Brown CaroFenton J. Burke,Furniture ‘95David Bush-BrownJohn O. CarrollDaniel S. Cheever, Jr.Colombia ContractingCorp.William G. CreelmanEaton Vance ManagementElisha-BoltonFoundation (Carpentry)Robert & Joanna Ecke(Bookbinding)Charles & CarolFayerweatherElizabeth TaylorFessenden FoundationFiduciary Counseling, Inc.David Firestone

con t r i b u tor s

12

Thomas S. McAndrews,Furniture ‘03Dennis McCarten,Violin ‘06Judith B. McDonoughWilliam McGuffin,Piano ‘79Gretchen A. Meyers,Carpentry ‘01Daniel Michaels,Carpentry ‘98Nina Moore-Howell,Jewelry ‘94Robert V. Mullen,Nils A. Ohlson,Furniture ‘85Elissa O’LoughlinPatrick O’Shaughnessy,Carpentry ‘06Sonja Piilgaard Reid,Bookbinding ‘98Jack L. Renner (Piano)Ira Richer, Furniture ‘02Deborah L. Rossi,Bookbinding ‘02Catherine SainesRebecca SearlsNicki Skipper, Piano ‘93Craig Smith,Preservation Carpentry ‘98Barbara St. Clare PostJosene M. Steinberg,in honor of Burton Harris,Furniture ‘97Michelle Stranges,Piano ‘94Molly Sturges, Piano ‘00Donald J. Sutkus,Furniture ‘04Jane A. Swanson,Furniture ‘93John Toto, Carpentry ‘06Salvatore UrsinoRuth Van Dine, Piano ‘00David H. Wellington,Furniture ‘98Leslie Wills, Furniture ‘04Dr. & Mrs. Bertil WolfJohn V. Yore, Piano ‘03Peter YozellBrian Yurewicz,Preservation Carpentry ‘06

William & Nancy AmesDorothy Bell, Piano ‘99Joshua Bloom,Preservation Carpentry ‘07Philip C. BowmanAnthony BravoJames & CharleneCallahanCate Carulli, Piano ‘87Judith Cohen,Bookbinding ‘98Sarah M. Corvene,Preservation Carpentry ‘99Mark DeGrandpre,Jewelry ‘94Elizabeth de Rham,Bookbinding ‘90Joseph F. DiBlasi,Piano ‘00Ainsley Donaldson,Furniture ‘73Daniel Dover, Piano ‘90John FavaloroJohn K. GeorgeJoanne E. GiampaPhyllis Glazerman,Piano ‘92Andrew Goldberg,Carpentry ‘00Roland GrayRussell T. GreveJoyce Hanna, Furniture ‘96Michael H. HardmanBeth Ann Harrington,Furniture ‘94Burton M. Harris,Furniture ’97 (Bookbinding)Mark J. HauserHolly Hawkins, Jewelry ‘07John B. Howe, Piano ‘97Phyllis D. Kayne,Jewelry ‘99Danforth Kenerson,Preservation Carpentry ‘91Robert A. KorbonitsKatharine LawrenceDennis W. Lawton,Furniture ‘99Thomas Lee, Furniture ‘87Michele L’Heureux,Carpentry ‘03Rebekah Lord-Gardiner,Bookbinding ‘93Paul R. Marshall, Piano ‘03

John DonahueSarah & William DwyerRomeyn EverdellStanton M. Felton,Furniture ‘01Denise Fenoglio,Jewelry ‘06Cynthia Fields-Bélanger,Bookbinding ‘95Larry Fine, Piano ‘76Robin A. Flint, Piano ‘01Fuller Craft MuseumRobert Gallagher,Piano ‘00Christopher GrantMichael J. Gratz,Piano ‘71Gary W. Green,Furniture ‘96Robert A. Harvey,Preservation Carpentry ‘03Amanda C. Hegarty,Bookbinding ‘91& MarkEsserCaleb P. Hemphill,Preservation Carpentry ‘96John Herbert,

Furniture ‘06Francis and ElizabethHunnewell FoundationWalter Hunnewell, Jr.Willard P. HunnewellDavid P. IngramKenneth IsaacsMirisa Kamiya, Jewelry ‘02Christopher H. Kendig,Piano ‘00Alison Kuller,Bookbinding ‘99Jorge Lago, Piano ‘88Ben LeclercGeorge LewisNanette Liberty-Savini,Preservation Carpentry ‘97Sean Mallari, Piano ‘06John R. MannheimCheryl A. MarceauWalter H. McDonald,(Bookbinding)Peter S. McGhee,Furniture ‘04Andrew McInnes,Furniture ‘95William McMillenWilliam J. McMullin,Furniture ‘97

Consuela G. Metzger,Bookbinding ‘93Edward R. Miller,Preservation Carpentry ‘98Jon Molesworth,Furniture ‘99Museum of Fine ArtsAssociates, Inc.David Nadworny,Piano ‘72John Nove,Bookbinding ‘07Nick Oster,Preservation Carpentry ‘06Russell Peckham,Piano ‘84Cheryl PetersonJohn G. Petrasch,Furniture ‘94Alan Phillips, Piano ‘85James Reid-Cunningham,Bookbinding ‘90Robert Richard,Furniture ‘97Valerie Rogers,Furniture ‘97Ilya Rutman, Violin ‘92Jo Ann Share, Piano ‘05Zoe A. Sherman,Piano ‘00Steven SoppeIsrael Stein, Piano ‘86Susan F. SurdamKenneth P. Tucker,Piano ‘81Lawrence M. Tuttle,Furniture ‘80Philip Wales,Preservation Carpentry ‘93Tom & Alice WalshRay K. WarburtonMichele M. Waters,Bookbinding ‘93Tatiana Wilcke,Furniture ‘89Harold A. Wilson,Furniture ‘01Robert O. Wilson

Apprentice($1 - $99)

Dorothy C. Africa,Bookbinding ‘93William Alvarado,Furniture ‘98

13

North Bennet Street School

Treasurer’s Report

August 1, 2007 - July 31, 2008

Ladies and Gentlemen:

I am pleased to present the Treasurer’s Report for the North BennetStreet School for the fiscal year beginning on August 1, 2007 and endingon July 31, 2008.

The School closed the fiscal year with net assets of $4,500,403, whichrepresents a 5.1% increase over the prior year. This positive change wasdriven by successful tuition and fundraising initiatives. The establishmentof the Walter MacDonald Scholarship Fund provided a significant boost toendowment funds and will play an important role in the lives of studentsfor many years to come.

The gains in operating revenue were partly offset by planned increases ingeneral and administrative expenses designed to enhance services forstudents and reward personnel. The increases in fundraising anddevelopment expenses helped ensure this year’s fundraising success.Further, our development initiatives establish a solid foundation for ourfundraising efforts in the future. Running against these positive trends,the market value of endowment funds suffered in a challenging economicenvironment. The School will continue to actively monitor expenses andinvestments throughout the year.

I want to thank our Executive Director and his able staff for their strongcommitment to the School and for their unfailing efforts to fulfill theSchool’s financial goals for the year.

Sincerely,

S. Parkman Shaw, Jr.Treasurer

Treasurer’s report

f i n a n c i a l s

14

North Bennet Street SchoolStatement of ActivitiesFor the Years Ended July 31, 2008 and 2007

July 31, 2008 July 31, 2007 % Change

RevenueTuition and workshop fees $2,708,002 $2,560,892 5.74%Contributions, gifts and grants 928,952 679,162 36.78%Project and instrument revenue 119,902 193,191 -37.94%Special event revenue 72,715 66,027 10.13%Investment income 66,255 63,565 4.23%Gain (loss) on investments (168,442) 149,945 -212.34%Gain on sale of fixed assets 11,707Other 16,884 273 6084.62%Store sales, net of cost of sales 46,827 35,798 30.81%Total Revenue $3,802,802 $3,748,853 1.44%

ExpensesProgram expenses $2,671,310 $2,719,072 -1.76%General and administrative 600,095 424,593 41.33%Fundraising and development 313,567 222,048 41.22%Total Expenses $3,584,972 3,365,713 6.51%

Change in net assets $217,830 $383,140

Net assets, beginning of year $4,282,573 $3,899,433

Net assets, end of year $4,500,403 $4,282,573

This statement is an excerpt from the audited financial statements of North Bennet Street School

Revenue fy 2008* Expenses fy 2008

Statement of Activities

*Unrealized loss on investment for fiscal year2008 not included in the chart above

15

Pop-Up Extravaganza*

Suitcase Full ofPop-Up Books*

Calligraphy& Paper ArtsCopperplate Script*

Introduction toCalligraphy (2)

Introduction toMarbling*

Manuscript Gilding &Illumination (2)

Carpentry andPreservationCarpentryHistoric TimberFraming

Platform Framing

Window SashRestoration

JewelryThe Art of MokumeGane Patterning*

Bezel Making & Settingfor Faceted Stones

Exploring the Ring*

Fundamentals I ofJewelry Making (2)

Fundamentals II ofJewelry Making (2)

Gem Identification forProfessional Jewelers*

Introduction CabochonStone Setting

Introduction to JewelryRepair*

Introduction to WaxCarving

Jewelry Open Studio* (3)

Jewelry Repair, Part II*

Jewelry TechnicianCertification Course*

Loop In Loop ChainMaking

Working With Gold (2)

LocksmithingAutomotive LockServicing*

MarketingDoing Your First Show*

Marketing Your Craft

Marketing 101-You*

How to Approach aGallery to Sell YourWork*

MusicalInstrumentsIntroduction to FluteMaintenance* (2)

WoodworkingBuilding a Workbench*

Cabriole Leg Samplerand the Ball and ClawFoot

Crosscut Sled*

Decorative Inlay

Decorative Inlay forTeens* (2)

Federal Leg with Inlay*

Flat Edge ToolSharpening (3)

Fundamentals of FineWoodworking (10)

Fundamentals ofMachine Woodworking(10)

Hurdle and CrosscutSled Sawhorses*

Introduction to BowlTurning (5)

Introduction to ChipCarving

Introduction to theConservation andRestoration of GildedSurfaces*

Introduction to Draftingfor Furniture Makers

Introduction toTraditional Gilding

Introduction toHammer Veneering

Introduction to SpindleTurning (4)

Ladder Back ChairMaking

Machine Maintenance:The Bandsaw*

Machine Woodworking –Frame & Panel Chest

Machine Woodworking –Shaker Style Table

Marlborough TableDetail*

Ornamental Carving

Queen Anne Side Chair

Relief Carving I (2)

Sand-Shaded Fan*

Seventeenth CenturyWood Carving

Shaker Oval Boxmaking (2)

Sheraton Style Leg*

Three-Month FurnitureMaking Intensive (3)

Traditional Slip SeatUpholstery

Traditional WindsorChair Making

Veneered Serving Tray*

Woodcarving PiecrustTray*

*Denotes new workshop

( ) Indicates a workshop ranmultiple sessions

BookbindingAccordion Books (2)

Advanced Non-Adhesive Bookbinding

Basic PaperConservation forBookbinders*

Book Structures forAll Media*

Books to Create andInspire: ClassroomBookbinding forTeachers*

Boxes and BookEnclosures

Cloth CaseBookbinding, Part II*

Chemistry forBookbinders and BookArtists*

Collections Maintenanceand Basic MaterialRepair*

Crossed StructureBookbinding

Dream House CarouselBook*

Eighteenth CenturyFrench BindingStructures*

Girdle Books*

Gold Tooling*

Introduction to ClothCase Bookbinding (5)

Introduction to LeatherParing*

Introduction toNon-AdhesiveBookbinding (5)

Leaf Casting Symposium*

Limp VellumBookbinding (2)

Photo Albums

WOR K S HO P S 2 0 0 7 - 0 8The following workshops were offered at least once during the past year.Beginning August 1, 2007 through July 31, 2008 - 134 workshops were offered

16

Kevin Mack CFM ‘08

Nicholas Maraldo CFM‘07

Dennis J. McCartenVMR ‘06

Jonathan McLean CFM‘92

Peter Michelinie CFM‘08

Amanda Nelsen BB ‘07

Adam O’Donnell JMR‘05

Richard Oedel CFM ‘04

Ford B. Ogden PC ‘94

James Reid-Cunningham BB ‘90

Emily Scott JMR ‘07

Dean Stillings CFM ‘97

Matt Wajda CFM ‘00

Sarah West JMR ‘97

Craft BostonWorld TradeCenterMarch 27-30, 2008

Kevin Ainsworth CFM‘09

Joseph Balboni JMR ‘08

David Benetello CFM‘08

Brian Boyd CFM ‘08

Rebecca Caswell BB ‘09

Eli Cleveland CFM ‘09

Jade Drakes JMR ‘08

John Ewart CFM ‘08

Monica Feeney BB ’08

Aude Gabory BB ‘09

Andrew Glenn CFM ‘08

Saedis BauerHalldorsdottir JMR ‘09

Yumiko Harris BB ‘08

Sarah Johnston-FrenchBB ‘09

Justin Keegan CFM ‘09

Gayle Koyanagi JMR ‘09

Keith McIntosh CFM’08

Michelle Mercaldo JMR‘09

Glee M. Mollan JMR ‘09

Jean-Pierre Parnas CFM‘08

Elizabeth Rideout BB‘08

Kaylie Anne RosboroughJMR ‘09

Erika Safran VMR ‘09

Katie Smith BB ‘09

Michael Sprague JMR‘09

Christoph StreubertCFM ‘09

Christina Q. ThomasBB ‘08

Jack Thompson JMR ‘09

Paul Trombly VMR ‘09

Bridget Walsh JMR ‘09

Katherine WestermannBB ‘09

Wendy Withrow BB ‘08

Student Show –“The Pastis Present”BostonArchitecturalCollegeApril 7-27, 2008

Kevin Ainsworth CFM’09

Joseph Balboni JMR ‘08

David Benetello CFM‘08

Gary Bosse CFM ’09

Eli Cleveland CFM ‘09

Jade Drakes JMR ‘08

John A. Ewart CFM ‘08

Andrew Glenn CFM ‘08

Robert Goudreau CFM‘09

Michael Greenberg CFM‘09

Saedis BauerHalldorsdottir JMR ‘09

Edwin Hinspeter CFM’09

Matt Huffman CFM ‘09

Justin Keegan CFM ‘08

Gayle Koyanagi JMR ‘09

Michelle Marcaldo JMR‘09

Robert McSweginCFM’09

Peter Michelinie CFM‘08

Glee M. Mollan JMR ‘09

Earl N. Powell CFM’08

Ryan H. Rhoades CFM‘08

Kaylie Anne RosboroughJMR ‘09

Michael Sprague JMR‘09

Christoph StreubertCFM ‘09

Jack Thompson JMR ‘09

Bridget Walsh JMR ‘08

Providence FineFurnishings ShowRI ConventionCenterOct. 26-28, 2007

David Benetello CFM‘08

Brian Boyd CFM ‘08

Brian Brophy CFM’08

Matthew Emery CFM‘08

John Ewart CFM ‘08

Andrew Glenn CFM ‘08

Michael Greenberg CFM’09

Edwin Hinspeter CFM‘09

Mike Leggett CFM ‘08

Kevin Mack CFM ‘08

Peter Michelinie CFM‘08

Jehu Mubarek CFM ‘08

Jean Pierre Parnas CFM‘08

Christoph StreubertCFM ‘09

Annual Eveningof TraditionalCraft

MassachusettsHistorical SocietyMay 15, 2008Amanda Aker JMR ‘07

Jeffrey Altepeter BB ‘99

Mark Andersson BB ‘92

Emma Bates BB ‘07

Walter Beebe-Center PC‘94

Cathie Bobzin JMR ‘06

Anthony Bondi JMR ‘95

William Chubb III PA‘08

Janet Collins CFM ‘96

Keith Cornell CFM ‘95

Ken Craggs CFM ‘07

Paul Crowley VMR ‘02

Robert Davidson PC ‘02

Dan Faia CFM ‘94

Denise Fenoglio JMR ‘06

Cynthia Fields-BélangerBB ‘97

Michael Fitzpatrick CFM‘06

Richard Friberg PC ‘04

Paula Garbarino CFM‘88

Erin Hanley CFM ‘07

Leslie Hartwell JMR ‘06

Barbara Adams HebardBB ‘90

Alexandra Holmes CFM‘06

Megan Holst JMR ‘00

Charles Kline CFM ‘05

Alex Krutsky CFM ‘80

Amy Lapidow BB ‘95

Nancy Lev-AlexanderBB’91

David Lewis PC ‘03

Xiaodan Liu PA ‘08

Joe Lotito VMR ‘08

Thomas MacDonaldCFM ‘02

E x h i b i to r s 2 0 0 7 - 0 8

17

While satisfaction levels are high andthere appears to be demand in themarketplace, admissions trends suggeststagnant or declining application andenrollment levels in a number of fulltime programs. The unique approachesto growth of full time and workshopprograms must address key barriers toenrollment.

The cost of enrollment is the top barrierto prospective full time and workshopstudents. Survey data shows that 38% ofprospective full time program studentsand 34% of prospectiveworkshop programstudents identified costof tuition as a barrier toenrollment. Other deter-rents cited by prospectivestudents include “lack oftime” (27% of prospectiveworkshop students and21% of prospective fulltime students) and the“course schedule” (22%of prospective workshopstudents and 14% of prospective fulltime students). It is interesting to notethat the North End location was notidentified as a significant barrier.

Faculty and staff echo the concernsexhibited by survey respondents. NBSShas identified preparing students forcareers in the trades as core to themission. There is recognition that

serving the population of students thatseeks to enter the trades requires anability to facilitate access to an NBSSeducation. There is concern thatwithout improved availability of scholar-ships, there will be insufficient accessand the student base as it currently existswill begin to erode as tuition becomescost prohibitive.

An analysis of financial aid availabilityin 2006-2007 shows that significantfinancial need is going unmet. Financialneed is determined through FAFSA and

is evaluated on two levels:1) need to meet the costof tuition, and 2) needto meet the cost of atten-dance (tuition and livingcosts). For the 2006-2007 academic year, 96of 171 students (or 56%)applied for financial aid.

NBSS financial aid officereported that in this year,NBSS students receiveda total of $1.1m in aid

from four primary sources includinggrant and scholarship aid ($98,000),Federal Stafford Loans ($570,000),PLUS (parent) loans ($228,000) andalternative loans ($303,000). Ofthe amount awarded in grants andscholarships, NBSS supplied $15,600.Approximately $881,000 in financialaid need went unmet.

photo | advanced piano technology studio | fall 2008

There are barriers to enrollment that mustbe addressed in order for NBSS to achieve the growthpotential that exists.Fin

ding

4

Data Point86% of full timeprogram students

and 96% of workshopstudents would

recommend the schoolto a friend. The top tworeasons cited were theschool’s faculty and theschool’s atmosphere.

18

Revise the tuition structure to aligntuition rates with actual costs and reducesensitivity to enrollment fluctuation.Assumptions that support these objec-tives are based on the premise that theschool has little direct competitionwhich allows for elasticity in pricing.Specifically, tuition rates are requiredthat generate a 5-10% revenue surplusfor each program when enrolled at 80%capacity. Using this methodology, NBSSis able to cushion itself against possibleapplication or student retentionchallenges in any given year.

Market research suggestedthat there is elasticity indemand for workshopcourses related to price.Given this finding, theworkshop program willutilize an enrollmentdriven model tied toexisting tuition rates.NBSS will only operateworkshop courses that have sufficientenrollees to break-even on the cost ofthe course after allocation of overhead.The exception to this rule will be pilotworkshop courses, which can run atenrollment levels that break-even beforethe allocation of overhead.

Use tuition revenue to reduce barriersto enrollment. The overarching goal ofthe scholarship program is to increaseenrollment and access toNBSS programs. To achievethis goal, NBSS willcontinue to distributescholarships on a needbasis as determined by theFAFSA evaluation processwhile increasing the levelof scholarships available.

In the short term, NBSS will increasescholarship availability through internallygenerated scholarships funds. Thisstrategy builds upon the revised tuitionstructure described above and is basedupon a theory of a sliding scale oftuitions with a tuition level thatgenerates a 10% surplus at the top ofthe spectrum and a tuition level equalto actual costs at the bottom end of thespectrum. Beginning in FY10, NBSSwill begin a shift to a new scholarshipmodel. In this model, three tiers ofinternally generated scholarships are

assumed: 1) 20% ofstudents in each full timeprogram will receive ascholarship equal to30% of the delta betweencost per student and theestablished tuition rate,2) 30% of students willreceive a scholarshipequal to 60% of the

profit margin, and 3) 20% of studentswill receive a scholarship equal to 100%of the profit margin. Total scholarshipsdollars using this methodology couldrange from $300,000 to $465,000by 2013.

Build a scholarship endowment tosupplement internally generatedscholarship dollars. Funds from theWalter McDonald ScholarshipEndowment will be used in conjunction

with internally generatedfunds to support thosestudents with demonstratedneed for a tuition ratebelow the true cost ofenrollment.

photo | preservation carpentry field trip | old state house | fall 2008

Revise the tuition and scholarship program structures tosupport increased and broad based enrollment.

Data PointIn FY ’06 and ‘07,the school devoted

approximately one halfof one percent of its

annual budget to directfinancial aid to students.

19

Long Term GoalExpanded scholarshipopportunities will

ensure that an NBSSeducation is availableto students of allbackgrounds.

G I F T S & S U P P ORT

Matching GiftsFirestone & ParsonPioneer Investments

In Memoriam GiftsIn Memory of Harold Caro andIn honor of his wife JudyBrown CaroAnita Bender & GerogeAbramsBarbara Starr Wolf

In Memory of Clayton EckeRobert & Joanna Ecke

In Memory of Harold Ionson,to the Harold Ionson FurnitureScholarship FundSociety of AmericanPeriod FurnitureMakers

In Memory of BarbaraTheobald, Violin ‘90Joan T. MitchellNorman & Sally Nelson

Bequest

Maurice L. Bombar, Jr.,Furniture ‘87Barbara B. Groetzinger(Bookbinding)

GrantsGeorge I. Alden TrustAmerican Association ofWood TurnersFrank M. BarnardFoundationBarr FoundationCricket FoundationRoy A. Hunt FoundationMassachusetts CulturalCouncilMassachusetts SouthShore Wood Turners

Judy Ferenbach,Bookbinding ‘97David FirestoneStephen FriedlaenderLouis GiovanellaRick GuidelliBurton M. Harris,Furniture ‘97Marilyn L. Heskett,Bookbinding ‘88Wallace KempFrancis J. LynchNancy L. MaullPaul F. McDonough, Jr.James McNeelyPeter NessenMarie Oedel,Bookbinding ‘02Richard Oedel,Furniture ‘05Carol Buchard O’HareVictor & Jeanne OrphanCheryl PetersonDavid Polstein, Violin ‘89Michael Samra,Locksmithing ‘87Leonard L. Richardson,Piano ‘88Samuel Parkman Shaw,Jr.Lee Trongjaroenchai,Piano ‘89Stephen TuckerLisa von ClemmMay WillettTim & Mary WilliamsJane WilsonWindgate CharitableFoundation

Gifts of Goodsand ServicesRobert A. Adam(Preservation Carpentry)James Baird (Jewelry)Andrew & Anna Bowen(Bookbinding)

Paul Callahan(Preservation Carpentry)Dampp-ChaserElectronics (Piano)Stephen A. Cournoyer,Violin ’02 (Violin)Karen Disher (Carpentry)Ferrante & Associates(Development)Richard Friedman,Piano ’85 (Piano)Maryanne Grebenstein(Workshop Program)Gary W. Green,Furniture ’96 (Furniture)Luana Haner (Piano)Hollis M. Kahn(Furniture, Jewelry)Lie-Nielsen Toolworks(Preservation Carpentry)Margaret Marshall(Violin)John P. McCormack,Furniture ’88 (Furniture,Workshop Program)Medeco Security Locks,Inc. (Locksmithing)Betty Miessner(Preservation Carpentry)Lynn Morgan, Piano ’80(Piano)Lorraine Morong(Preservation Carpentry)David A. PaisnerPomeroy & Co., Inc.David G. Powell(Furniture)Reeder PianosRep Works (Locksmithing)RFT Associates, Inc.,Ginny Newbury, VicePresident (Locksmithing)Ristorante Fiore(Locksmithing)Jeffry Steele (Violin)Udo Steingraeber (Piano)Lewis J. Surdam,Piano ’80 (Piano)WGBH (Workshop Program)

ScholarshipsGreg Comly ScholarshipFundW. Michael Comly

Joseph NewmanScholarship FundEndowmentMary P. BoganAri & Liz BrandtSamuel EllenportMonique C. FisherMary Todd GlazerBarbara Halporn,Bookbinding ‘06Audrey Jawando,Bookbinding ‘04Amy Lapidow,Bookbinding ‘95Carolyn NewmanMichael & Tina NewmanTodd A. PattisonJames Reid-Cunningham,Bookbinding ‘90Jennifer W. RosnerMary SmithDeborah WenderMichael Zinman

Walter McDonaldScholarship FundEndowmentNorine AndersonJacqueline D. Blombach,Preservation Carpentry ‘02Fenton J. Burke,Furniture ‘95David Bush-BrownDaniel S. Cheever, Jr.William G. CreelmanBruce DaytonRobert & Joanna EckeSamuel EllenportCharles & CarolFayerweather

Restricted gifts are noted in parentheses.

Graduates of North Bennet Street School’s full-timeprograms are indicated by their program and graduation year.

20

North Bennet Street School relies on contributions to help control tuition costswhile improving the quality of our programs and our physical space. It is becauseof our supporters that North Bennet Street School continues to thrive and growas an institution that trains individuals for careers in traditional craft and trade.

If you are interested in making a gift to North Bennet Street School,please contact the Development Office at (617)227-0155 ext. 111.

Richard & Marie OedelOsborn Studio +Pasek CorportaionAdrienne N. RabkinRacine Iron & Wire WorksMark Richey WoodworkingMr. & Mrs. S. ParkmanShawS + H Construction, Inc.Laura & Bill ShucartSouth Shore Mill WorkM. Steinert & SonsArthur & JeannetteTaylorJane & James Wilson

Sponsors($500)Ann Beha ArchitectsAlbert & Donna BangertJeannie & Henry BectonJames BertramBoston GemsWilliam M. BraucherFenton J. BurkeRichard CheekDaniel S. Cheever, Jr.& Susan StasiowskiMeredith & EugeneClappD2 Piano MoversFine WoodworkingNicholas & PaulaGleysteenFrederick GoldsteinKimo Griggs Architects,Inc.Highland HardwoodsEmily & FrankHunnewellBarbara Kapp &Paul MitarachiWallace & Barbara KempLong Wharf InvestorsNancy MaullMr. & Mrs. Paul F.McDonough, Jr.Peter & Beatrice NessenFred & Christine ParsonChris RifkinRio GrandeVin Ryan & Carla MeyerSociety of AmericanPeriod Furniture MakersPeter & Lucy SprayregenStar Contracting Co.,Inc.Roger Tackeff

Elizabeth ThomsonLisa von ClemmMary & Tim WilliamsAnonymous

ContributorsRobert Adams &Julie DeVito AdamsLouise Ambler OsbornCharles & KathleenAmesKaren ArrasBen BarrettWalter Beebe-CenterMichael Bentinck-SmithMcKey & JamesBerkmanKatharine BodenJohn & Marilyn BrandtLawrence & LynnCetruloDavid & KarinChamberlainSara B. ChaseRichard CheekKevin & Carol ClevelandJ. Linzee & BethCoolidgeWilliam G. CreelmanBert & Sally DaneNicholas DanforthBarbara DavidArthur Dion &Meg WhiteSheila & CharlesDonahueDownes & ReaderHardwood Co.Emily FarnsworthStanton M. FeltonJudy & Carl FerenbachMichael FitzpatrickDoris C. FreitagRichard FribergKeith & Grace FunstonDonna & Jeff GarnerJohn & NancyGoldthwaitJose Gómez-IbáñezPamela & AlanGoodmanChristopher GrantGary W. GreenDr. David Z. GreenseidDeborah J. HallYumiko HarrisCarol Ann Hayes

John & Brooke HeratyWilliam & CorinnaHettingerJohn & Caron HobinPeter & Julie HydeIsaiah & Helen JacksonMary Eliot JacksonElizabeth L. JohnsonAmalie M. KassJean E. KeamyPeggy KutcherPaul & Gay LarsenCatherine C. LastavicaWilliam & ElizabethLeathermanHerbert & ArleneLeventhalJonathan LeviDr. Harold LevinDr. & Mrs. Sanford LevyThomas J. MacDonaldDavid ManleyTimothy & JuliaMarstersJudy K. McKieStephen J. Mead, Jr.Mr. & Mrs. PeterNicholsScott & Gail NystromVictor & Jeanne OrphanMorgan PalmerRandall PerkinsCarolyn F. PerlowDavid PolsteinAdrienne N. RabkinShepard & Judith RemisJames V. RighterWilliam J. SalisburyWilliam L. SaltonstallThomas C. SchwartzburgJohn W. SearsTrey SimmonsAllen L. SnyderPeter H. SprayregenStephen B. SwensrudChristine ThomsonDick & Lisa TuckerAnne Van NostrandSamuel WakemanMichael WardDavid H. WellingtonMichael WheelerAndree Desiree Wilson

Underwriter($5,000)Amos & BarbaraHostetterBruce & Lynn Dayton

Benefactors($2,500)Boger ConstructionCo., Inc.Boston Society ofArchitects/AIACitizens BankFirestone & Parson, Inc.Burton & Shirley HarrisMarilyn HeskettJames McNeelyArchitectsM.F. Reynolds, Inc.Pomeroy & Co., Inc.

Patrons($1,000)Anderson & McQuaidCo., Inc.Braver PCJackie Blombach &Michael DucaCambridge TrustCompanyCommon Capital LPDavid & CompanyGeorge DavidCharles & CarolFayerweatherFEINMANN, Inc.Stephen FriedlaenderJohn F. GiffordMiguel Gómez-Ibáñez &Fay LarkinGrogan & CompanyHollingsworth & VoseValentine & CarolHollingsworthBrian HoltHorton Brasses Inc.Inland UnderwritersInsurance Agency, Inc.Nick & Sarah IselinCharles & CharlotteKlineKochman Reidt + HaighCabinetmakersLynch & LynchWalter McDonaldCaroline Mortimer &Richard Grubman

Supporters of North Bennet Street School’sAnnual Evening of Traditional Craft

21

With or without growth, there areoperating improvements that can bemade to increase the school’s abilityto deliver programming in an efficient,effective and strategic way. Two keyareas have been identified that meritconsideration and improvement:

Internal operating systems must beimproved. Faculty and staff agree thatinternal communication and datamanagement are currently inadequateto meet the school’s needs. Commun-ication challenges are driven by varyinglevels of computer competency acrossstaff coupled with usage of differentemail providers. Datamanagement is compli-cated by the fact thatthe business office,administrative office andadmissions office utilizedifferent database systemsthat do not communicateto one another. Thedatabase system purchasedin FY06 has failed to servethe organization’s needs.Together, data management andcommunication challenges makeeffective program planning difficult. Forexample, currently it is difficult for full

time programs and the workshopprogram to monitor enrollment on anongoing basis, which makes schedulingand recruitment less targeted.

Support staff capacity is inadequate.Currently, the school operates withlimited support staff, leaving adminis-trative responsibilities and functionssuch as information technology (IT) andwebsite management to be absorbed byprogram and administrative faculty withother primary areas of responsibility.Staff agreed that there is a significantneed for an IT support staff person orconsultant. It was also noted that as the

website assumes a greaterrole in communicatingwith current andprospective students,increased resources maybe required to developand manage web content.Finally, program facultynoted that without ad-ministrative support staff,they have limited capacityto focus on developing

program resources, such as curriculumdocumentation or study materials.

photo | sarah johnston-french and aude gabory | bookbinding '09

Opportunity exists to improve the school’s operatingefficiency and effectiveness.

Findin

g5

Data PointBecause the majorityof the fixed costs forprograms depend onmarket forces andfacility needs, notenrollment capacity,

FY’08 costs per studentvaried from $16,757

to $8,738.

22

With or without investments to grow theinstitution and enhance its presence inthe community, there are key invest-ments that must be made in theorganization’s operatinginfrastructure to improveefficiency and effectiveness.

Secure an adequatedatabase system. At theroot of many of the chal-lenges that have beenidentified in the schoolis the lack of a databasesystem that allows adminis-trators to monitor trendson an ongoing basisprogram trends and marketing invest-ments. NBSS will continue to workwith TDC in order to refine the organi-zation’s understanding of its precisedatabase needs and purchase and installa new system.

Improve internal communicationcapabilities. To address identified issueswith internal communica-tion, NBSS will pursuea cultural shift towardsincreased electroniccommunication andscheduling. NBSS willequip all staff with astandardized email server,

calendar sharing and email address.To ensure the effectiveness of thissystem, NBSS will provide all staff withformal training and support in use of

the email server andscheduling systems.

Increase InformationTechnology supportcapacity. The itemsdiscussed above, as wellas the increased emphasison web-based marketingstrategies, will requireincreased IT supportcapacity. NBSS willevaluate the costs associ-

ated with hiring an internal IT supportperson or contracting with a consultantto meet these needs. The financialmodel calls for significant increasesin funding for annual IT support.

Increase administrative support capacity.Increased administrative supportcapacity will allow full time program

instructors to dedicateadditional time to crucialprogram development.In FY10, NBSS will hirea full time administrativeassistant to support fulltime and workshopprogram staff.

photo | mike leggett | cabinet and furniture making '08

Improve the operating infrastructure and enhancesupport staff capabilities.

Data PointOver 60% of full timestudents have a

Bachelor’s degree oradvanced degree.

Over 80% of workshopstudents have a

Bachelor’s degree,and over 40% have anadvanced degree.

23

Long Term GoalNBSS will have an

integrated, all-schoolinformation

management systemthat will maximizethe effectiveness

of the school’s facultyand staff.

The potential for growth, enhancementand improvement of the operatinginfrastructure described above would begreatly supported by a facility moreproperly suited to the school’s needs.

The existing building has significantdeferred maintenance. Like many oldbuildings that are heavily used and onlyminimally maintained, the NBSSbuilding shows signs of deterioration.Staff report facility issues related toheating and ventilation, roofing,and other structural concerns. In 1997deferred maintenance costs wereestimated at $900,000,which is equal to approxi-mately $1.4 million in2008.

Faculty and staff recognizethe need to seek alterna-tive facility options. Staffbelieves that the lack ofsufficient space inhibitscurrent operations andoffers no opportunity forgrowth. The Arlingtonsatellite site that was acquired to alleviatespace constraints and currently housesthe Carpentry and PreservationCarpentry programs has created a dis-jointed organizational structure with adiminished sense of community. Thereis a belief that a new or renovated facilitycould improve the quality and usabilityof the space as well as increase the senseof community, thereby raising theoverall quality of the NBSS experience.

Currently, NBSS operates in a total ofapproximately 45,000 gross square feet,including 35,000 square feet at theNorth End facility and 10,000 squarefeet in Arlington. At the Arlington site,Preservation Carpentry is allocated ap-proximately 70% of the space (or 7,000square feet) and Carpentry is allocatedthe remaining 30% (or 3,000 squarefeet). In the North End, the total

26,000 square feet includes 23,676square feet of program space shared bysix departments and the workshopprogram.

An examination of current availablespace and specific needs identifiedby staff suggest a 50,000 square footfacility would be ideal for NBSS.Projections for the amount of spacerequired take into account threevariables, including needs for additionalprogram space to accommodateprograms at current enrollment levels,needs for additional space to accommo-

date identified potentialprogram growth, andneeds for additionalnon-program space.Non program space,or common space, is adefining characteristicof a school environment,and faculty and staffconsistently note the lackof sufficient (or any)common space or meetingspace within the school.

Remaining in the North End is viewed assupportive to the school’s mission. Overthe past 100 years, NBSS has been afixture in the North End. While the daysthat most students at NBSS were fromthis city or even this state have passed,the importance of the neighborhoodpersists. Research has showed that theNorth End location does not impedeaccess or enrollment. Faculty and staffconsistently note that the neighborhoodhas enhanced and preserved NBSS tra-ditions over time. Furthermore, NBSSis well respected by the people of theNorth End and the City of Boston.This prominence in the neighborhoodand the metro area provides the schoolwith a platform from which to build andextend its impact.

photo | cabinet and furniture making benchroom | fall 2008

The existing facility is inadequate to supportprogrammatic growth or enhancement.

Findin

g6

Data PointThe average costper student for theCarpentry and

Preservation Carpentryprograms is 18.5 percenthigher than the full timeprogram average due totheir location in a leasedfacility in Arlington.

24

The identified potential for growth andenhancement of NBSS programmingand the inadequate state of the currentfacility suggest that securing animproved facility - under the rightconditions - would greatly support theability of the school to carry out its workinto the future.

Evaluate alternative facility options.As a preferred option, NBSS will pursuea new facility. Over the next 18 to 36months, NBSS willcontinue the work alreadyunderway, evaluatingpotential facility options.The school seeks a spaceto consolidate operationsthat are currently on twosites that has no more than60,000 square feet, anopen floor plan, andwhich will require minimalbuild-out to be suitable for NBSSoperations.

The advantages to this preferred option:• The move would not have to disruptfull time programming;• The school would be consolidatedat one site;• The layout would be reflective of theschool’s needs;• Additional space would provideopportunity to expand andtest strategic priorities; and• Elimination of rentalcosts could increase contri-bution to overhead fromthe Preservation Carpentryand Carpentry programs.

Raise capital to support investments ina new or renovated facility. During thisperiod of exploration, NBSS will needto demonstrate the ability to fundmaintenance reserves at a rate ofapproximately $292,000 per year, basedupon an $8.75M estimated value of theexisting facility depreciated over 30years. The capital investments that wouldbe required to move to a 50,000 squarefoot space are estimated to total between$12.5 million to $15 million. This pro-

jection assumes that thebuilding would beacquired for a nominalrate and that build-outwould cost between $250and $300 per squarefoot, inclusive of hardcosts, soft costs and fees.Any acquisition feeswould increase the level

of investment required.

The North End facility owned by NBSSwas valued at $4.4 million in 2004.Assuming that the building is sold forthis price, that would leave between $8.1million and $10.6 million of capitalexpenses associated with the build-outand move to a new building to befunded through a capital campaign,not including whatever portion may befunded through maintenance reserves

raised between now anda facility transition.This final piece of theeconomic model isdependent on the test inthe marketplace that willhelp determine the levelof support that exists forthe building project.

photo | elizabeth johannsen | jewelry making and repair '10

Develop a consolidated facility that will enablethe school to carry its mission into the future.

Data PointOnly 1% of surveyrespondents cited

the school’s North Endlocation, or

“inconvenient location”,as a barrier toenrollment.

25

Long Term GoalNBSS programs willoperate under one

roof, in an appropriatefacility that fostersboth craftsmanshipand community.

Erin Hanley, ‘07Joyce Hanna, ‘96Beth Ann Harrington,‘94John Herbert, ‘06Dennis W. Lawton, ‘99Thomas Lee, ‘87Jeffrey L. Long, ‘97Michael Lyons, ‘05Thomas S. McAndrews,‘03John P. McCormack, ‘88Peter S. McGhee, ‘04Andrew McInnes, ‘95William J. McMullin, ‘97Jon Molesworth, ‘99Nils A. Ohlson, ‘85John G. Petrasch, ‘94Robert Richard, ‘97Ira Richer, ‘00Valerie Rogers, ‘97Anthony T. Smith, ‘97Don Sutkus, ‘04Jane A. Swanson, ‘93Lawrence M. Tuttle, ‘80David H. Wellington, ‘98Tatiana Wilcke, ‘89Leslie Wills, ‘04Harold A. Wilson, ‘04

CarpentryAndrew Goldberg, ‘00Michele L’Heureux, ‘03Gretchen A. Meyers, ‘01Daniel Michaels, ‘98Patrick O’Shaughnessy,‘06John Toto, ‘06

Jewelry Makingand RepairMark DeGrandpre, ‘94Denise Fenoglio, ‘06Holly Hawkins, ‘07Mirisa Kamiya, ‘02Phyllis D. Kayne, ‘99Nina Moore-Howell, ‘94

LocksmithingHoward A. Bouve

Piano TechnologyVictor Bélanger, ‘94Dorothy A. Bell, ‘99Cate Carulli, ‘87William Contente, ‘81Juliet R. Davenport, ‘95Joseph F. DiBlasi, ‘00Daniel Dover, ‘90Larry Fine, ‘76Robin A. Flint, ‘01Robert Gallagher, ‘00Phyllis Glazerman, ‘92Michael J. Gratz, ‘71John B. Howe, ‘97Christopher H. Kendig,‘00Jorge Lago, ‘88Daniel Levitan, ‘75Sean Mallari, ‘06Paul R. Marshall, ‘03William McGuffin, ‘79Mark E. Moriarty, ‘79David Nadworny, ‘72Russell Peckham, ‘84Alan Phillips, ‘85

Jo Ann Share, ‘05Zoe A. Sherman, ‘00Nicki Skipper, ‘93Israel Stein, ‘86Michelle Stranges, ‘94Molly Sturges, ‘99James Tiernan, ‘99Kenneth P. Tucker, ‘81Ruth Van Dine, ‘00John V. Yore, ‘03

PreservationCarpentryJoshua Bloom, ‘07Kermit C. Cederholm,‘99Colleen Chapin, ‘06Sarah M. Corvene, ‘99Thomas M. Decatur, ‘88Robert A. Harvey, ‘03Caleb P. Hemphill, ‘96Danforth Kenerson, ‘91Nanette Liberty-Savini,‘97Edward R. Miller, ‘98Ford Ogden, ‘94Nick Oster, ‘06Craig Smith, ‘98Philip Wales, ‘93Michele M. Waters, ‘93Brian Yurewicz, ‘06

Violin Makingand RepairDennis McCarten, ‘06Ilya Rutman, ‘92

BookbindingDorthy C. Africa, ‘93Susan Gray Barbarossa,‘96Elizabeth W. Clark, ‘96Judith Cohen, ‘98Elizabeth de Rham, ‘90Cynthia H. Fields-Bélanger, ‘97Amanda C. Hegarty, ‘91Alison Kuller, ‘99Rebekah Lord-Gardiner,‘93Consuela G. Metzger, ‘93John Nove, ‘07Sonja Piilgaard Reid, ‘98James Reid-Cunningham, ‘90Deborah L. Rossi, ‘02Valerie A. Wyckoff, ‘89

Cabinet andFurniture MakingWilliam Alvarado, ‘98Maurice L. Bombar, Jr.,‘87Duane Chase, ‘93Samuel Chase, ‘89Tia C. Dennis, ‘03Ainsley Donaldson, ‘73Stanton M. Felton, ‘01Thomas R. Frank, Jr., ‘99David E. Franz, ‘99Claire Fruitman, ‘96Paula J. Garbarino, ‘88Miguel Gómez-Ibáñez,‘99Gary W. Green, ‘96

A L UMN I G I V I N G 2 0 0 8

26

S T A F F & F A C U LT Y

AdministrationMiguel Gómez-IbáñezExecutive Director

Claire FruitmanAssociate Director

Jourdan AbelWorkshop Director

Frank BairdBuilding Manager

Ken CraggsGallery Manager

Robert G. DelaneyDirector of Admissions

Lillian DiGiorgioAdmissions Office Manager

Sara GoodrichAssistant to the ExecutiveDirector

Jason GregoricusDirector of Student andAlumni Services

Cathy JacobowitzAccounting Associate

Walter McDonaldDirector of Financial Aid

Kara StepanianAssociate Director ofDevelopment

Sheila D. PerryDirector of Development

Laurie RiordanDevelopment Coordinator

Ronald SantosCustodian

Maria SchauerBusiness Manager/CFO

Eleanor TaitReceptionist

InstructorsBookbindingJeffrey AltepeterDepartment Head

Cabinet &Furniture MakingSteve BrownDepartment Head

Dan Faia

Alex Krutsky

Lance Patterson

CarpentryFrancis Sullivan

Piano TechnologyLarry Fine

Lewis Surdam

Don Mannino

PreservationCarpentrySara Chase

William Finch

Andrew Ladygo

William McMillen

Violin Making& RepairDavid Polstein

Chris Reuning

Marilyn Wallin

Board StandingCommitteesExecutiveCommitteeBurton M. Harris,President

Charles L. Kline,Vice President

S. Parkman Shaw, Jr.,Treasurer

James McNeely,Clerk

Jacqueline Blombach,Member-at-Large

David Bush-Brown,Member-at-Large

Judy Ferenbach,Member-at-Large

Francis J. Lynch III,Member-at-Large

John McKelway, Jr.,Member-at-Large

Peter Nessen,Member-at-Large

Marie C. Oedel,Member-at-Large

Audit CommitteeFrancis J. Lynch III,Chair

Charles Fayerweather

Burton M. Harris

John M. McKelway, Jr.

Peter Nessen

DevelopmentCommitteeJudy Ferenbach,Co-Chair

David Bush-Brown,Co-Chair

Daniel S. Cheever, Jr.

Bruce Dayton

J. Kimo Griggs

Burton M. Harris

Charles L. Kline

James McNeely

S. Parkman Shaw, Jr.

Finance &FacilitiesCommitteeS. Parkman Shaw, Jr.,Chair

William G. Creelman

Stephen Friedlaender

J. Kimo Griggs

Burton M. Harris

J. Arthur Taylor

Nominating &GovernanceCommitteePeter Nessen,Chair

Henry P. Becton, Jr.

John F. Gifford

Burton M. Harris

Amos B. Hostetter, Jr.

Lynn C. Osborn

Lisa von Clemm

Committeeof OverseersJacqueline Blombach,Co-Chair

Marie C. Oedel,Co-Chair

PersonnelCommitteeJohn M. McKelway, Jr.,Chair

Charles Fayerweather

Burton M. Harris

Lynn C. Osborn

Jane Wilson

Ad HocFaculty LiaisonsBruce Dayton

Judy Ferenbach

Burton M. Harris

Isaiah Jackson

Jewelry Making& RepairRosemary TrainorDepartment Head

Gretchen Furse

Lisa Hunt

LocksmithingDavid TroianoDepartment Head

Piano TechnologyDavid BettsDepartment Head

Debbie Cyr

Christine Lovgren

Jack Stebbins

PreservationCarpentryRobert AdamDepartment Head

Steven O’Shaughnessy

Violin Making& RepairRoman BarnasDepartment Head

AdvisorsBookbindingSamuel Ellenport

Doris Freitag

Paul Parisi

Deborah Wender

Cabinet &Furniture MakingWilliam Doub

Brian Kelly

John LaGatutta

Greg Porfido

CarpentryArthur Massaro

Gregory F. Pomeroy

Jewelry Making& RepairJohn F. Gifford

Laurie Hartley

Barbara Lawrence

LocksmithingLewis Alessandrini

Micheal Samra

Sidney Schwartz

27

Non

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U.S

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No.

5222

3

39NorthBennetStreet

Boston,Massachusetts02113-1998

www.nbss.org