New Hampton School SP 2008-13

8/4/2019 New Hampton School SP 2008-13

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A BOLD NEW DIRECTION:

Te New Hampton School

Strategic Plan2008-13


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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


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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


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


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.


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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.


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.


8/12

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.


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.


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.


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.


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

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New Hampton School SP 2008-13