VISION OF PINKERTON ACADEMY€¦ · Pinkerton Academy’s Strategic Plan is based on 4 pillars:...

Strategic Plan 2019 - 20241

VISION OF PINKERTON ACADEMY

MISSION OF PINKERTON ACADEMY

Pinkerton Academy students will gain the critical knowledge, skills, and deeper understanding necessary to develop goals, become thinkers and communicators, and grow as responsible and productive citizens. While celebrating the strengths

of our traditions, we encourage innovation in response to a changing world.

As a unique, independent academy, Pinkerton Academy’s mission is to strive to ensure the growth of all students in a challenging, respectful, and collaborative

environment. The Academy fosters a student-centered community with purposefully designed, interactive, and relevant learning opportunities.

Strategic Plan 2019 - 2024 2

TABLE OF CONTENTSI. Welcome Letter 3

II. Strategic Plan Advisory Committee 4

III. 4 Pillars 5

IV. Goal 1: A student learning experience that is 9 cohesive, connected, and collaborative

V. Goal 2: Communication 10

VI. Goal 3: Faculty/Staff full of life-changers 11

VII. Goal 4: Safety & Security 12

VIII. Goal 5: A broader experience of diversity and 13 a renewed commitment to accessibility

IX. Goal 6: A unified and welcoming community 14

X. Goal 7: Support of the goals 15

XI. Conclusion 16


Dear Pinkerton Academy Community Members:

This past year Pinkerton Academy embarked upon a new path to the future. As an integral aspect of our strategic plan development, we asked for participation from many stakeholder groups across our community in a very open and transparent process; the response was overwhelming. Two multi-hour workshops were held involving over 40 participants. This included representatives from the Auburn, Candia, Chester, Derry, Hampstead, and Hooksett school boards, Pinkerton’s Board of Trustees, administration, faculty, staff, and students from each of our towns. From these sessions and the collective input of all, the Pinkerton Academy’s strategic plan has been greatly strengthened.

Throughout the process, voices from across the community came together for the shared purpose of informing the future direction of the Academy. This work has made us a tighter-knit community, and our plan now incorporates some innovative thinking that serves to energize and hone the timeless qualities that have guided Pinkerton’s long-term success as an independent school for the public good. We are proud and honored to have educated the high school age students in our area for the past 205 years and value continuing that great responsibility for many more generations.

This strategic plan lays out a pathway to achieve the goals that will maximize the potential of our community. It also necessarily contains aspirations that align with the mission and vision of Pinkerton Academy based upon the three core tenets of courtesy, respect, and responsibility. The new model for the strategic plan is that of a living document, one that will be reviewed and adjusted by the Pinkerton Academy community stakeholders year over year, ensuring a continually improving experience for our students and the towns we serve as a whole.

We are grateful to all the participants of the workshop sessions for the extensive time and expertise invested in this collaborate effort.

Sincerely,

Dr. William A. Nevious Dr. Timothy J. Powers Mr. Edwin KarjalaPresident, Board of Trustees Headmaster Chair, Strategic Plan


STRATEGIC PLAN ADVISORY COMMITTEEThe following people attended one or both the work sessions that helped to develop this strategic plan. We would like to thank them for all the time and effort they put into this plan.

Sue Tartarilla, Pinkerton AcademyDerek Lee, Pinkerton AcademyMike Adams, Pinkerton AcademyKirsten Soroko, Pinkerton AcademyBrad Botto, Pinkerton AcademyJohn Breda, Pinkerton AcademyJen Haskins, Pinkerton AcademyCorbett O’Connell, Pinkerton AcademyEd Faszewski, Pinkerton AcademyChristina DiMicelli, Pinkerton AcademyKevin Yahnian, Pinkerton AcademyKim Larkin, Pinkerton AcademyRick Sharp, Pinkerton AcademyDave Fischer, Pinkerton AcademyLorrie Belinsky, Alumni AssociationDan McKenna, DerryAlan Villenueve, AuburnJennifer St. Onge, HampsteadJason Tyburski, AuburnMike Somers, HooksettDerick Anderson, DerryRoyal Richardson, Chester

Diamond Page, DerryEmma Johnston, HampsteadJacie Harlow, HampsteadJeff Potvin, DerryAleksandra Carney, DerryIsabella Brouillet, AuburnApril DiDomenico, DerryBrandon Simpson, ChesterDuncan Korkosz, HooksettSawyer Broderick, HooksettBenjamin Fairbank, HampsteadKate Stariknok, ChesterChristopher Perfetto, CandiaJoanne McHugh, Trustee, HooksettSandra Truebe, Trustee, CandiaKimberly Smith, Trustee, AuburnHarry Burnham, Trustee, WindhamBonnie Eckerman, Trustee, ChesterScott Copeland, Trustee, DerryBrenda Keith, Trustee, DerryMark Laliberte, Trustee, Candia


4PILLARSOUR

Pinkerton Academy’s Strategic Plan is based on 4 pillars: Tradition of Excellence, Equity in Opportunity, Beauty and Purpose, and Stewardship and Accountability. From the following details and priorities, 7 goals for Pinkerton Academy’s strategic plan were developed.

Since 1814, Pinkerton Academy has provided an exceptional education. The visionary spirit that first pioneered a private, classical high school in rural New Hampshire remains a driving force that has empowered Pinkerton’s growth into a premier independent academy that fulfills public education needs with unusually rich and innovative offerings. High academic standards are an enduring principle of our guidance and instruction from dedicated educators. They impart to our students a strong base of values grounded in an enduring philosophy of courtesy, respect, and responsibility. This time-tested approach consistently produces loyal alumni who are well-positioned for personal success and are motivated and prepared to help shape a better future for the greater good.

• A private school for the public good• A legacy of academic achievement• A track record of innovation and producing innovators• An evolving vision for the future while incorporating a 21st century

pedagogy• An active and supportive Alumni Association• The hiring, retaining, and offering development opportunities for our

educators, administrators, and staff• A forward-looking use of technology in the classroom and operations• A holistic approach to student development

TRADITION OF EXCELLENCEPILLAR #1


EQUITY IN OPPORTUNITYPILLAR #2

Pinkerton is first and foremost attentive to the needs of the student. With over three thousand on our campus who hail from many different walks of life, it is vital that our course offerings, services, extra-curricular programs, and facilities meet each of these young people as they come and then take them as far as they can possibly go. Our talented and multi-faceted faculty is well positioned to apply a diverse range of backgrounds and experiences to this end, leveraging and adopting a cohesive curriculum which provides a framework for student-teacher collaboration. This allows for an education that goes beyond the general accumulation of knowledge and moves towards holistic understanding, tolerance, and accomplishment.

• Full range of choice for all students

• Multi-faceted faculty with a varied range of background and experiences

• An interdisciplinary curriculum that connects the pursuit of knowledge to true understanding and accomplishment

• Tolerance of differing backgrounds, experiences, and perspectives

• Access and opportunity for all students

• A dialogue that invites differing points of view

• Input from all areas of the school community

• Alumni relations providing a network of support after graduation


BEAUTY AND PURPOSEPILLAR #3

• Facilities and grounds that promote learning and nurture understanding, personal and community development

• Education that wholly develops students to better themselves and all aspects of the world that they touch with courtesy, respect, and responsibility

• A balanced offering of academics, the arts, athletics, life skills, career development, and enrichment

• Technology to meet the instructional and learning needs of the classroom

• Ongoing financial stability and accessibility for our sending towns

• A campus atmosphere surrounded by beauty and nature• Resource Development

Located on an expanse of over 120 acres in the town of Derry, NH, Pinkerton Academy’s campus is nestled into a naturescape of trees and hills, greenery and granite, that teems with life as students and staff ebb and flow between classes and activities. With a compelling blend of historic structures and state of the art facilities in this organic setting, the school stands apart from the world around it, hearkening back to simpler days as it also attests to thoughtful and meaningful development over time to meet the needs of the modern age. This contrast underscores the timeless qualities that have sustained Pinkerton as an institution and instills confidence for the future. Here is an atmosphere in which a broad and balanced offering of academics, the arts, and athletics combines with opportunities for development of life and career skills to inspire and prepare today’s students to achieve their full potential.


STEWARDSHIP ANDACCOUNTABILITY

PILLAR #4

Pinkerton Academy is guided by a time-proven model of effective, independent governance. Our headmaster oversees day-to-day operations of the school under the direction of a Board of Trustees whose membership is drawn from our sending school towns. Continuous and thoughtful review and evaluation of this model ensures that it remains pertinent and effective. Partnership with our sending schools at every level is vital for success in achieving our common goal: to ensure that a Pinkerton education fulfills the needs of all our students while maintaining a level of fiscal responsibility that ensures financial stability and consistency for both the school and our sending towns.

• Partnership with sending town schools and boards

• Effective, independent governance

• Fiscal responsibility and financial stability

• Continuous review and evaluation of policies and practices

• Cohesive messaging that ties daily operations to strategic goals

• Improved use of the website, social media, etc.

• Regular updates to sending towns and other constituents

• Classroom success that depends upon teamwork, effective communication, entrepreneurship, etc.


Pinkerton Academy believes that every student’s learning experience should be unique to the student but also be cohesive, connected, and sequential throughout the student’s time at the Academy. Our curriculum should also evolve to incorporate more critical thinking and problem-solving to meet the demands of today’s world while also promoting innovative learning and teaching that reinforce core skills.

• Ensure core academic curriculum incorporates experiential education, critical and creative thinking, team-based projects, character and service learning, and appropriate, responsible use of technology

• Continually examine and revise, as needed, the scope and sequence in all disciplines

• Enhance the spark of intellectual curiosity for students and faculty/staff alike

• Beyond commonly agreed skill and content goals and instructional frameworks, affirm pedagogical autonomy for faculty

• Create more interdisciplinary opportunities across departments and fields of study for faculty and students

Student Learning Experiences that are Cohesive, Connected, and Collaborative

GOAL #1


Pinkerton Academy believes that communication is essential to the success of the Academy. The Academy strives to ensure timely, professional, systematic, two-way communication that promotes student success, acknowledges the achievement of sending districts and the Academy, and builds a positive relationship with all stakeholders. It is Pinkerton Academy’s goal to clearly communicate a positive, unified message at all times.

• Broaden public understanding of Pinkerton Academy’s quality teaching, learning, and student achievement

• Engage stakeholders to take action to support our students and the needs of our community

• Continue to improve internal and external communication through the means available

• Enhance the celebration of the successes of the Academy through various means of communication

• Expand the use of social media as a means of communicating with all stakeholders where appropriate

Communication GOAL #2


Pinkerton Academy believes educators should have a life-changing impact on their students. Educators should foster students’ passion and inspire their future goals. Students will be engaged by accountable educators who will nurture, inspire, and challenge students to become the best individuals they can while striving to make a positive difference in the world. We will strive to create and support a driven faculty who will be the life-changers for our students.

• Develop a school-wide plan to strengthen the recruiting and mentoring of new faculty/staff

• Cultivate and celebrate excellence in the faculty/staff

• Implement, assess, evaluate, and ensure accountability in OnePinkerton, a comprehensive compensation plan

• Enhance the employees’ experience by connecting them with the community, students, alumni, and each other

• Foster a culture and environment that encourages considered experimentation and innovation and learning approaches in order to help every student reach his or her highest individual potential

Faculty/Staff Full of Life-ChangersGOAL #3


Pinkerton Academy believes the safety and security of students, faculty, staff, and visitors on campus is the highest priority. In order for student learning to occur, all need to have a feeling of safety. The Academy strives to ensure safety for its community while providing the best learning experience for its students.

• Continue the development of the emergency operations plan and incident command team

• Increase formal and informal interactions with faculty, staff, and students about safety and security

• Continue to incorporate safety and security in the facilities master plan, looking at ways to improve safety across campus

Safety and SecurityGOAL #4


Pinkerton Academy believes that diversity galvanizes, improves, and enriches the Academy and the daily experience of every learner. The Academy will challenge ourselves, from our boardroom to our classroom, to continue to broaden the conversation about and deepen the experience of diversity at Pinkerton Academy.

• Evaluate current diversity initiatives and measure progress toward clearly defined objectives

• Continue development of an integrated Global Studies program that is experiential and curricular in its reinforcement of inclusion and a supportive environment

• Continue to build and support an international program that will add diversity to all aspects of the Academy

• Continue to ensure that faculty and staff are rigorously trained to relate to and support all students, families, and colleagues

Broader Experiences of Diversity and a Renewed Commitment to Accessibility

GOAL #5


Pinkerton Academy believes that a connected school community goes beyond the Academy’s campus. A unified and welcoming community stretches into each of the sending towns and links families, students, faculty, staff, alumni, and visitors. Pinkerton Academy strives to make all feel welcome, valued, and supported as integral parts of Pinkerton Academy’s community.

• Strengthen our culture of inclusion for every student and family

• Continue to share our traditions for the school with the entire school community and create more opportunities for experiences, both within the school day and through extracurricular activities

• Identify new opportunities for all families to be active in the Academy’s culture and well-being of the school

• Create new and deeper connections with alumni to ensure life-long bonds to the Academy and to recognize and celebrate alumni achievements

A Unified and Welcoming CommunityGOAL #6


Pinkerton Academy, to support these goals, must ensure that our enrollment and capital structure enable our ambitions while continuing to be fiscally conservative and a good member of the communities we serve.

• Continue to determine the optimal size of the school considering financial, cultural, pedagogical, and facility factors

• Enhance Pinkerton Academy’s culture of philanthropy and enhance the Academy’s mission

• Develop a comprehensive construction, fundraising, and financial plan to support the Academy’s key projects:

• Continue to fund and sustain the Long Range Plan• Safety and security measures throughout campus• Technology updates across campus to enhance learning• Renovate the athletic side of campus• Expand facility usage for our community needs

Support of the GoalsGOAL #7


CONCLUSIONPinkerton Academy has been committed to excellence since 1814. Over these

205-years, the Academy has grown and changed to meet the needs of its students, faculty/staff, and the communities from which it draws. Each and

every decision that is made is done so with the best interest of the students in mind while also being civically responsible. The vision of the Academy is that students will gain the critical knowledge, skills, and deeper understanding necessary to develop goals, become thinkers and communicators, and grow as responsible and productive citizens. While celebrating the strengths of our traditions, we encourage innovation in response to a changing world.

This strategic plan is a set of long-range aspirational goals laying out a framework for maximizing the potential of our community. Each of these goals ties back to the mission of the Academy. As a unique, independent academy, we strive to ensure the growth of all students in a challenging, respectful, and collaborative environment. The Academy fosters a student-centered community with purposefully designed, interactive, and relevant learning opportunities. This plan will guide us over the next 5-years as we continue to be committed to excellence and providing the best education possible at a great value for the communities that we currently serve.

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