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A BOLD NEW DIRECTION:

The New Hampton School

Strategic Plan
2008-13

Strategic Planning Steering Committee


Sanders Abrahams P 07, Chair Sarah Andersen Jamie Arsenault Jennifer Berry 83, P 07, 10 Cindy Buck P 01, 05 Kendell Clark Sandy Colhoun Cathy Creany Alan Crocker P 04, 07 Kayla DiBari 08 Jill Duncan P 04, 06 Rick Elkin 76, P 07 Patrick Flaherty Peter Galletly 73, P 09 Barbara Guardenier Jen Gureckis 07 Mike Helms 08 Robert D. Kennedy 50, GP 10 Eric LaCroix Debby Leach P 96 Doug MacKinnon Richard Maine 60 Andrew Menke Rev. Scott Mitchell Hans Mundahl Greg Norris 96 David Paul 81, P 07 David Pereld Jason Pilalas 58, ex ofcio Stacey Redman P 08 Mark Tilton P 83, 88 Jean Troiano 07 Sara Tyson

Strategic Plan Subcommittees 2006-08


Academic Program and Curriculum Sarah Andersen Jennifer Berry Matt Cheney 94 Cecelia Cox John Cullinan James Duval Abbey Edwards Jacob Falconer Katka Farr-Williams Kate Miller P 05, 09 David Pereld Kristen Reimold Jon Shackett Amy Wilson Academic Support Program Rosemary Brewster P 08 Suzanne Buck Cecelia Cox Jill Duncan Steve Freeborn Meghan McCarron Jen McMahon Melody Martel P 06 Sara Tyson Admissions and Enrollment Ceil Andrews P 07 Suzanne Buck Cathy Creany Patrick DeBenedictis Sally Duval Peg Frame P 04, 10 Mandy Gennaro P 07, 08 David Pereld Roger Richardson 07 Jean Troiano Gina Wagner P 10 Alumni and Development Cindy Buck Suzanne Buck Sandy Colhoun Tom Dailey P 04, 07 Sarah DeBenedictis Debby Leach Robinson Moore 73 Pamela Susi Athletics Jamie Arsenault Kendell Clark Kayla DiBari 08 Lisa Falconi 01 Cindy McBournie P 08 Patrick Saunders 08 Mark Tilton Adam Tyson Mallory Young College Advising Kelsey Berry 07 Alan Crocker Tom Crocker 07 Darren Redman P 08 Sally Smith Dick Steele Mark Tilton Experiential Learning and Summer Programs Russ Brummer Betsy Finer Justin Joslin Hans Mundahl Ilana Saxe External Relations and Marketing Cindy Buck Matt Cheney Sandy Colhoun Cathy Creany Beth Dodge P 07, 09 Eric LaCroix Peter Miller P 09 Lyn OCallaghan Darren Redman Tim Saunders P 08 Martha Shepp Holli Hamel Siff 72 Amy Wilson Facilities Dana Bates Kirk Beswick Robert Coursey P 09 Alan Crocker Steve Fay Peter Galletly Maureen Huber Justin Joslin Ken Kettenring Frank Maranace David Paul Kyle Raynor 08 Ray Reimold Finance Lisa Adkins Margaret Barnett Patrick DeBenedictis Steven Delaney 65 David Doyle Jill Duncan Bill Guardenier 62 Kathleen Howe Luke Haran P 97 Joe Sampson Neal Shartar Governance Sandy Abrahams Erik Dithmer 49 Peter Galletly Robert Kennedy Deborah Leach Richard Maine Physical and Mental Health Services Rosemary Brewster Betsy Finer Jodie Ingram Jennifer Menke James Miller P 05, 09 Scott Mitchell Stacey Redman Peter Rowan Sara Tyson Student Life, Residential Life, and Dining Services Lara Arsenault Jennifer Berry Britney Cullinan Steve Fay Beth Grosart Jen Gureckis Mike Helms Mike Levine 00 Chris Little Meghan McCarron Cory McClure Jeremy Mathison Greg Norris David Pereld Larry Pimental Kim Poulin Kristen Reimold Neal Shartar Stafng, Evaluation, Compensation, and Professional Growth Tucker Barnaby Jennifer Berry Alan Crocker Katherine Drennan Jill Duncan Barbara Guardenier Dan Love Andrew Menke Kristen Reimold J. K. Scott Adam Tyson Technology Paul Hamel P 07, 08 Aaron Gettinger 07 Eric LaCroix David Leuser II Tim Maki Erica Wilson Visual and Performing Arts Jayne Adams-Laurion
P 04, 06

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.

Sanders Abrahams, P 07, Trustee Chair, Strategic Planning Steering Committee

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.

Andrew Menke Head of School

The New Hampton School Strategic Plan 2008-13


brings together our longstanding strengths and traditions with vital, relevant, and cutting-edge curriculum, programs, and facilities for the twenty-rst 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 direction 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.

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.

STRATEGIC GOAL NUMBER ONE:

Our Path To Success


Hire a global curriculum coordinator to develop more globally focused curricula. This will include integrating educational travel and cultural exchanges into the academic program; enhancing the arts with a global emphasis, and focusing on both experiential and interdisciplinary study throughout the curriculum. Commence exchange programs with China, and offer Mandarin 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, through which NHS will join a worldwide community of schools offering rigorous courses that meet a common standard. Emphasize sustainability, a unifying concept that speaks to all nations, as a key element of our initiative. Provide outstanding student support through general and college advisement, counseling, and residential living programs. These foundations of our international program have long been a hallmark of a New Hampton School education. Integrate the appropriate use of technology in all areas of academic life in support of our new international focus.

A Globally Relevant Curriculum


Our Aim
New Hampton School will be known for a progressive, integrated, and globally relevant academic curriculum. Over the next ve 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.

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.

STRATEGIC GOAL NUMBER TWO:

Our Path to Success


Develop and implement a comprehensive outreach program 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 benecial 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 our Community Connections program of partnerships with local organizations. Build momentum through achieving greater recognition for our local and regional efforts. Present annual, community-based educational offerings sponsored by academic departments. Review and revise our schedules and calendars to encourage more experiential education opportunities, eld studies, and summer programs that benet area residents.

Enhanced Ties Locally and Regionally


Our Aim
New Hampton School will improve its connection to the local and regional communities over the next ve years, providing students and faculty with greater access to valuable educational resources.

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.

STRATEGIC GOAL NUMBER THREE:

Our Path to Success


Improve our admission marketing through the creation of a new viewbook, arts and athletics brochures, and other high-quality print and electronic communications. Develop sufcient infrastructure, procedures, and personnel in school fundraising to increase the Annual Fund and the endowment, which will provide requisite nancial support to achieve the Strategic Plan. Operate from a position of scal strength by employing best practices in nancial management, such as more comprehensive budget planning, competitive bidding on major purchases, and utilization of ve-year rolling budget projections. Engage in an ongoing examination of our institutional leadership, board governance, and strategic planning processes to ensure best practices, such as development of succession plans for key management positions. Review stafng and compensation models by gathering benchmark comparisons, conducting retention studies, and evaluating our assessment process and salary levels. Ensure that technological infrastructure supports all teaching and learning.

A Financially Stronger Institution


Our Aim
New Hampton School will implement policies, procedures, and programs over the next ve years that will ensure adequate funding of our strategic goals, and we will adopt best practices in school governance, nance, personnel, and operations.

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.

STRATEGIC GOAL NUMBER FOUR:

Our Path to Success


Improve academic facilities for the humanities and the natural and social sciences.

A Revitalized Physical Plant


Our Aim
The New Hampton School campus is an extraordinary asset, 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 ve years that will improve students academic, residential, and co-curricular experiences.

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.

STRATEGIC GOAL NUMBER FIVE:

Our Path to Success


Expand our enrollment management program to attract and motivate students who are most suited to benet from the New Hampton School experience, including those from international and diverse backgrounds. Adopt a new, integrated marketing program that will ensure maximum visibility and outreach to target audiences. Audit and weigh the contribution of all current printed materials 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 through increased 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 points of differentiation clearly and effectively. Undertake a campaign that will result in uency concerning these points within the New Hampton School community, and work outwards to inform local, regional, national, and international constituencies.

Strengthened Identity and Visibility


Our Aim
During the next ve 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.

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.

STRATEGIC GOAL NUMBER SIX:

Our Path to Success


Develop an integrated residential life and student leadership program to help students acquire skills for success in our complex and interdependent world. Create a new residential life curriculum that will rene 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 and mental health services. Use the dining program to build greater awareness of nutrition and nourishment while increasing global consciousness and understanding of the importance of sustainability. Further develop our international/multicultural program, 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 better meet students developmental and curricular needs. Support student learning and growth through experiential learning stand-alone programs, and by embedding experiential learning methods, philosophy, and outcomes into the mainstream curriculum.

Enhanced Campus Life Services


Our Aim
During the next ve years New Hampton School will enhance the quality of campus life through improved student support and essential services.

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.

NHS Board of Trustees

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