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Brooks School

 1160 Great Pond Road
 North Andover, MA 01845
[P] (978) 725-6300
[F] (978) 725-6218
www.brooksschool.org
[email protected]
Gage Dobbins
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INCORPORATED: 1926
 Printable Profile (Summary / Full)
EIN 04-2130844

LAST UPDATED: 06/18/2015
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

At Brooks School, we seek to provide the most meaningful educational experience our students will have in their lives.

Mission Statement

At Brooks School, we seek to provide the most meaningful educational experience our students will have in their lives.

FinancialsMORE »

Fiscal Year July 01, 2012 to June 30, 2013
Projected Income $21,550,188.00
Projected Expense $21,537,714.00

ProgramsMORE »

  • Financial Aid

Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

At Brooks School, we seek to provide the most meaningful educational experience our students will have in their lives.

Background Statement

Brooks School was founded in 1926 by the Rev. Endicott Peabody, headmaster of Groton, who served as the first president of the board of trustees. Associated with him were Richard Russell, who gave the land and original buildings and who served for many years as secretary-treasurer of the board; the Reverend Sherrard Billings, senior master at Groton; James Jackson, a Groton graduate and trustee; Roger B. Merriman, also a Groton trustee and parent; and the Right Reverend Charles L. Slattery, a former Groton teacher and trustee. Mr. Peabody believed that there was a need for another small boarding school built on the Groton model. The school was to be named after Phillips Brooks, and the teaching was to be that of the Episcopal Church.

Frank D. Ashburn, a graduate of Groton and Yale (1925), then at Columbia Law School, was appointed the first headmaster. The school opened September 29, 1927, with 14 boys in the first and second forms and two masters, a headmaster and a headmistress. The first class graduated in 1932.
 
It was intended that Brooks should be a small school with emphasis on individual attention and a close relationship between masters and boys. The main goal was preparation for life, rather than simply for college admission. The school felt an obligation to regard the difficult or less able boy as a challenge rather than an obstacle. Efforts were made to provide a maximum amount of flexibility in the curriculum. Athletics were encouraged but regarded as means to an end rather than an end in itself. There was a conscious effort to expose boys to the best of the human tradition in literature, the arts and sciences, and to do this in a beautiful setting. Aside from dorms and a kitchen, the first facilities established were a library and a chapel.

After 46 years as headmaster, Frank D. Ashburn retired in 1973 (he died on October 2, 1997). H. Peter Aitken, who served as headmaster from 1973 to 1986, succeeded Mr. Ashburn. Lawrence W. Becker was the school’s third headmaster from 1986 until his retirement in 2008. John R. Packard was appointed head of school in 2008, making him the fourth leader in the school’s history.

The school has changed from a six-year school of just under 200 boys to a four-year school of approximately 370 boys and girls. One of the most significant changes in the history of the school was the move to co-education in 1979. Today, approximately 55% of the student's enrolled are boys and 45% are girls.

Impact Statement

Accomplishments over the past year:

·        A new administrative structure has helped Brooks become more systematized and creates a framework in which to focus on students today, while looking ahead to the future. It includes four new associate head positions: external affairs, academic affairs, student affairs, and finances and operations.

·        Brooks School is on solid financial footing. A re-working of the school’s overall debt has reduced the annual debt load, made future debt burden predictable, and has opened up possibilities to even more aggressively reduce the School’s endowment draw rate – a direction the School has been moving in since 2008. With the exception of vital increases in financial aid, overall school expenses have remained close to flat over the past several years by scrutinizing budgets, improving procedures, and asking a great deal of faculty and staff alike. Brooks is emerging from an acute phase, mindful of the lessons learned in the 2008 market down-turn and intent on being better positioned than ever before to withstand continued fluidity in the global financial environment.

·        The increased level of attention to expenses over the past several years has allowed Brooks to better fund the school’s plant needs, which are many, and do some substantive work on existing facilities in need of improvements. We took these steps with the pursuit of meaningful education forefront in our minds.

Goals for current year:

·        Cultivate new Trustee candidates

·        Formalize a master plan for the school

·        Set priorities for a capital campaign


Needs Statement

Brooks School is currently in the discovery phase of a campaign to strengthen the School’s financial model to support improvement in mission-driven ways and bring more in-depth experiences into the curriculum and school life. Priorities and financial goals will be set by the end of 2014.The general areas of need include:

·        Support of extraordinary teachers –create new endowed chairs in each of the six academic departments.

·        Achieve greater flexibility in admissions – increase financial aid dollars to counter current economic and demographic trends, and to enrich enrollment.

·        Align the campus to foster relationships – engage in a process by which we systematically transform student residential facilities for the next 50 years and pedestrianize the Main Street of campus.

·        Increase endowment dollars – ensure financial security and the School’s long-term viability in a changing independent school landscape

·        Create an inclusive community space – build or refurbish existing spaces, within existing footprints, to allow the entire Brooks campus community to gather in one place.


CEO Statement

 

“Why Brooks?”

This question was asked of me in the first moments of my first interview to become Brooks School’s fourth head of school, and the truth is that the core of my reply has remained true and constant for all of my years here—relationships. I have enjoyed more rich, full and lasting relationships with students through my life at Brooks than any one educator deserves in any number of lifetimes. The root of our success is our school’s enormous capacity and will to reach our students in meaningful, lasting ways. Indeed, to earn our way to being the kind of experience that stays with our students throughout their lives. To be the most meaningful educational experience our students will ever have in their lives. This is our goal.

While Brooks enjoys a pastoral setting overlooking Lake Cochichewick, it's anything but sleepy. The active campus remains bustling at all hours of the day and into the night.

There are many places for students to hang out during free time, the most popular of which is the student center, which houses the F. Fessenden Wilder Dining Hall, the snack bar, school store and post office.

Time spent with friends in dormitories is an important part of the educational experience at Brooks. The school has 10 dormitories, five each for girls and boys. At least two faculty members live in each residence, and dorm prefects are appointed to work with the younger students as they adjust to living away from home.


One of the most exciting things about Brooks is the school’s wide range of extracurricular activities, which allows its students to explore new areas of interest outside of the classroom and to further develop those areas in which they already have interest and knowledge. Every student is free to initiate a new organization or extracurricular activity if such a program does not already exist. Such initiative and responsibility is an important element to leadership training, which occurs both in and out of the classroom.

The list of extracurricular activities varies from year to year, depending on what students are interested in. A variety of weekend activities are also offered. Day students are encouraged to become involved in the residential life of the school. All-school dinners are held a number of times during the year and day students often spend Saturday nights on campus, sleeping over with a friend in a dorm.

John R. Packard

Head of School

Board Chair Statement

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Geographic Area Served

Internationally
Throughout the United States
STATEWIDE
NORTHEAST REGION, MA
Students from the United States and around the world.

Organization Categories

  1. Education - Secondary & High Schools
  2. Education - Elementary & Secondary Schools
  3. Education - Elementary & Secondary Schools

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Financial Aid

Our ability to be the most meaningful educational experience in our students’ lives depends largely on the students who walk through our doors. We believe this means enrolling a student body from all walks of life, with a wide range of talents and interests, who seek deep engagement with each other, and who are passionate about sharing our core values. Admissions officers need flexibility to round out our student body on an annual basis, to accept the athlete or the artist or the musician or the brilliant learner, even if he or she needs financial aid.

Financial aid is also essential to maintaining diversity of all kinds on campus and preparing our students for a global world.

Current financial aid resources cannot keep pace with the need for financial aid that is growing year by year, especially among middle-class students. Financial aid is the key to sustaining enrollment and delivering a better Brooks.

Budget  $3,065,409.00
Category  Education, General/Other Student Financial Aid
Population Served Adolescents Only (13-19 years) Poor,Economically Disadvantaged,Indigent Other Economic Level
Program Short-Term Success 

In this current fiscal year of 2012-13, Brooks School’s financial aid budget totals $3,065,409 and has provided assistance to 78 students, or 21 percent of the student body. A comparison with peer schools of similar size and endowment levels reveals that Brooks lags behind its counterparts significantly. Incrementally increasing the percentage of students on aid to be on par with peer schools would be one measure of short-term success. While the comprehensive fundraising campaign currently in the planning stages would focus on building endowed funds earmarked for financial aid, current-use financial aid funds are necessary in the meantime.

Program Long-Term Success 

Brooks School aims to build its financial aid program, which presently includes resources from endowed, restricted and operating funds, to be on par with peer schools. Currently, approximately 20 percent of the student body receives aid, and one-third of those financial aid dollars allocated each year come from endowed sources. It is our hope to move toward having 100 percent of our aid dollars each year provided by our endowment at a 4.5 percent draw rate. This would create a sustainable program that would allow us to offer aid to more students each year and help to keep Brooks competitive in a changing independent school landscape. It would also increase Brooks’ ability to enroll the best students for its program.

Program Success Monitored By 

For tangible results, admission yield rates can reveal the impact of a robust financial aid program and comparison charts with peer schools can serve as a barometer for industry standards. Overall school performance (grades, SAT scores, college acceptances, number of AP courses offered, number of AP courses passed, and athletic championships) can also reveal success to some extent. Most importantly, however, when admissions officers have the flexibility to pursue an increasing number of first choice candidates, we know our financial aid program is working.

 

There is also the intangible measure of success – the undeniable feeling that the School’s mission is fully satisfied
Examples of Program Success  At Brooks, financial aid is not seen as charity;conversely it strengthens our program. It allows us to enroll quality, multi-dimensional students and individuals who would thrive wherever they go. We are a better Brooks with these students and the most prestigious colleges want them.Every group on campus is impacted by students needing financial assistance. Academics, athletics, arts, residential life, clubs – all are driven by students receiving financial aid. Financial aid students typically immerse themselves fully into our program, getting the most out of it and giving us oodles in return. They easily recognize their time at Brooks as their chance at a transformative opportunity.These are the kind of students that strengthen and enrich Brooks School.

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. John R. Packard
CEO Term Start July 2008
CEO Email [email protected]
CEO Experience
John R. Packard was appointed head of school in 2008. He was formerly dean of the faculty at Brooks, a position he held since 2000. Previously, he was assistant director of admission from 1998 to 2000 and assistant dean of students from 1994 to 1998.

Mr. Packard first came to Brooks in 1990 and has taught history for 15 years. He has also served as dorm master for 15 years and has coached soccer, ice hockey, baseball and lacrosse. He is a graduate of Franklin and Marshall College, where he captained the soccer team. He holds an M.A.L.S from Wesleyan University. Mr. Packard and his wife, Kim (Brooks class of 1987), have two children.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. Lawrence W. Becker July 1986 June 2008
Mr. H. Peter Aitken Jan 1973 Jan 1986

Senior Staff

Name Title Experience/Biography
Mr. Brett Fuhrman Associate Head for Finance and Operations
Brett Fuhrman was born and raised in Fargo, North Dakota (and claims the movie is accurate). Brett is a certified public accountant who earned his bachelor’s degree at Drake University in Des Moines, Iowa, where he played Division I soccer and was named an All-Conference player his sophomore year. Brett’s career prior to Brooks has been a varied and impressive one, including work in the private and public sectors, most recently as chief financial officer of the Denver, Colorado public school system, where he managed a budget of $1.6 billion.
Mr. John H. Haile Dean of Faculty, English Teacher

John H. Haile is dean of faculty, coming to Brooks after 14 years at Western Reserve Academy in Hudson, Ohio, where he taught English and chaired the English department while serving as the school's academic dean. Prior to WRA, he spent 11 years at Avon Old Farms School in Connecticut in a similar capacity. John holds degrees from Bates College and the Bread Loaf School of English at Middlebury College, both in English. John teaches a Third Form English class and coaches in the boys' soccer program.

Mr. James A. Hamilton Associate Head for External Affairs Jim Hamilton returned to Brooks in the summer of 2012 to take on the role of associate head for External Affairs. Between 2003 and 2012, he was the director of admission at St. George's School in Middletown, RI. While at St. George's he also taught English, advised a group of students, lived with the third form boys, and helped out in the basketball program. Jim spent his first stint at Brooks (between 1997 and 2003) working in the admission office, coaching the boys varsity basketball team, assisting in the baseball and football programs, and living in Russell and Thorne.
Mrs. Andrea P. Heinze Associate Head for Student Affairs, Mathematics Teacher Andrea Perotti Heinze has been at Brooks since 1992 and has taught everything from Algebra I to precalculus. She has a B.A. from Hamilton, is a Dean of Students and coach of the girls varsity softball team.
Mr. Lance E. Latham Associate Head for Academic Affairs, History Teacher
As Academic Dean, Lance is responsible for all aspects of the academic program. Besides his administrative duties, he teaches AP Art History and coaches the Baseball 2nd Team.

Awards

Award Awarding Organization Year
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Affiliations

Affiliation Year
AFP (Association of Fundraising Professionals) --
American Camp Association - Member --
Association of Donor Relations Professionals --
Association of Independent Schools of New England --
Council for Advancement and Support of Education (CASE) --
National Association of Independent Schools - Full Member --
New England Association of Schools and Colleges (NEASC) --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
New England Association of Schools and Colleges 2010

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 151
Number of Part Time Staff 45
Number of Volunteers 500
Number of Contract Staff 0
Staff Retention Rate % 91%

Staff Demographics

Ethnicity African American/Black: 5
Asian American/Pacific Islander: 4
Caucasian: 176
Hispanic/Latino: 11
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 110
Male: 86
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers N/A
Management Succession Plan No
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy No
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Bi-Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. William N. Booth
Board Chair Company Affiliation Retired
Board Chair Term May 2005 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mrs. Pamela W. Albright Community Volunteer Voting
Mr. John R. Barker Harvard Management Company Voting
Mr. Charles E. Bascom Watch Captain LLC Voting
Mr. William N. Booth Retired Voting
Mr. Lammot Copeland Jr. Associates International, Inc. Voting
Mr. W. J. Patrick Curley III Fletcher Thompson Architecture Engineering, LLC Voting
Ms. Elizabeth C. Donohue Student NonVoting
Mr. Anthony H. Everets Two Trees Management Voting
Mrs. Carol W. Geremia MFS Institutional Advisors Voting
Mr. Steven R. Gorham Massachusetts Financial Services Company Voting
Mr. Paul L. Hallingby Hambrecht & Quist LLC Voting
Mr. John R. Hartigan Student NonVoting
Mr. John R. Packard Brooks School Voting
Ms. Ginger B. Pearson University of Massachusetts, Lowell Voting
Mr. Donald R. Peck LO JACK Corporation Voting
Mr. Charles C. Platt Wilmer Cutler Pickering Hale and Dorr LLP Voting
Mr. Belisario A. Rosas InterLatin, Inc. Voting
Mr. David A. Rountree First Republic Bank Voting
Ms. Lynne A. Sawyer Citigroup Voting
Mr. Thomas E. Shirley Choate, Hall & Stewart Voting
Ms. Isabella P. Speakman Community Volunteer Voting
Mr. Joseph F. Trustey III Summit Partners Voting
Mrs. Ashley Wightman Scott Owner, Monkey Business Interior Design Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 22
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 16
Not Specified 0

Board Information

Board Term Lengths 0
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 0%
Constituency Includes Client Representation No

Standing Committees

  • Academic Affairs
  • Communications / Promotion / Publicity / Public Relations
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Donor Services
  • Executive
  • Finance
  • Investment
  • Operations
  • Strategic Planning / Strategic Direction
  • Student Affairs
  • Trusteeship

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Fiscal Year July 01, 2012 to June 30, 2013
Projected Income $21,550,188.00
Projected Expense $21,537,714.00
Form 990s

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

2008 Form 990

Audit Documents

2012 Audit

2011 Audit

2010 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2012 2011 2010
Total Revenue $27,413,332 $26,547,529 $20,226,225
Total Expenses $25,784,536 $25,423,130 $25,510,661

Prior Three Years Revenue Sources

Fiscal Year 2012 2011 2010
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $5,479,940 $7,626,898 $3,473,896
Indirect Public Support -- -- --
Earned Revenue $18,818,037 $17,910,191 $17,188,008
Investment Income, Net of Losses $3,024,457 $1,010,440 $-435,679
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $90,898 -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2012 2011 2010
Program Expense $21,268,883 $20,737,509 $19,066,946
Administration Expense $2,586,767 $2,783,566 $4,719,508
Fundraising Expense $1,928,886 $1,902,055 $1,724,207
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.06 1.04 0.79
Program Expense/Total Expenses 82% 82% 75%
Fundraising Expense/Contributed Revenue 35% 25% 50%

Prior Three Years Assets and Liabilities

Fiscal Year 2012 2011 2010
Total Assets $126,636,483 $128,001,708 $117,531,272
Current Assets $11,555,283 $11,036,042 $8,412,081
Long-Term Liabilities $33,413,200 $31,885,558 $31,961,111
Current Liabilities $1,241,159 $1,402,913 $1,582,116
Total Net Assets $91,982,124 $94,713,237 $83,988,045

Prior Three Years Top Three Funding Sources

Fiscal Year 2012 2011 2010
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $61,687,710.00
Spending Policy Percentage
Percentage(If selected) 4.1%
Credit Line No
Reserve Fund No
How many months does reserve cover? 0.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2012 2011 2010
Current Ratio: Current Assets/Current Liabilities 9.31 7.87 5.32

Long Term Solvency

Fiscal Year 2012 2011 2010
Long-term Liabilities/Total Assets 26% 25% 27%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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