Documente Academic
Documente Profesional
Documente Cultură
Strategic Plan
2008-13
John Buck Rick Elkin David Gagne, Sr. P 04, 09 Rene Metzler David Pereld Joe Sampson Amy Wilson
MARCH 2008
New Hampton School embarked on the development of a Strategic Plan in the spring of 2006, seeking to capture momentum, involve the entire school community, and dene 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 ve 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 signicant market research pertaining to its current and desired market position. As a result of this research New Hampton School
The Process
adopted a new strategic direction for the future, guided by a new positioning platform that 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 members of 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 strategic initiatives 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 prole an exciting new chapter in the history of New Hampton School.
Call to Action
As New Hampton School approaches its third century of college preparatory education we enter an exciting new chapter in the 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. Reecting a diverse, interdependent, and complex world, where collaboration and communication are the rule, we commit to 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 specic 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 nancial 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 effective 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 signicant sphere for individuals and corporations to practice effective 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 nonprot 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 nonprot 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.
Our Mission, Vision, and Core Values summarize our goals and foundational beliefs.
Mission
New Hampton School prepares students for life-long learning through self-discovery, authentic relationships, civic responsibility, and global citizenship.
Vision
New 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 campus living where we respect individuals for who they are and what they contribute to our school and extended community. Academic Innovation Our school reects an on-going examination and renement 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.
A Global Approach
We 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 curriculum, a culturally relevant education, international networks, educational travel, and strategic alliances and partnerships, our future approach will set us apart from other independent boarding schools regionally and nationally.
A Local Application
New Hampton School will focus on bringing 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 Exploration
Historically, 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 reafrms our commitment to whole-child education through mission, vision, core values, and strategic initiatives.
The Challenge
Globalization and interconnectedness are profound inuences in all elds of endeavor, and we will actively engage these forces to benet 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 signicantly increase global content and options.
The Challenge
For 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.
The Challenge
The school will operate at a heightened level of efciency, 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 identied we will determine the best way to integrate them.
Renovate residential living facilities. Dormitories will be upgraded to take advantage of modern conveniences and technologies that will improve the student experience. Increase the exibility of our summer and outdoor facilities, enabling them to contribute more fully to existing programs and spur new ones. Upgrade athletic and co-curricular facilities, including existing elds and buildings, to better serve both the New Hampton and regional communities. Conduct a sustainability audit and create a sustainability coordinator position.
The Challenge
We intend to signicantly upgrade our campus environment through physical plant improvements as outlined in our master plan. New facilities and renovations to existing ones will introduce efciencies and promote sustainability, which will decrease relative outlays for fossil fuels and other resources.
The Challenge
New 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.
The Challenge
New 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.
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
New Hampton School 70 Main Street New Hampton, NH 03256 (603) 677-3400 www.newhampton.org
RECYCLED PAPER: CONTAINS 30 PERCENT POSTCONSUMER FIBER PHOTO CREDIT: FLYNN LARSEN
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
M. David Giardino 49, Trustee Emeritus, Princeton, New Jersey Ruth J. Haivanis P 04, West Newton, Massachusetts Paul Hamel P 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 Karol P 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 Hampshire Geoffrey Winters 62, Greenwich, Connecticut