S TRATEGIC

PL AN 2007 - 2012

way beyond the standard

STRATEGIC PLAN STRATEGIC PLAN

2007 - 2012 PURPOSE AND VISION The mission of The Webb Schools is to develop leaders, men and women of character who demonstrate through their actions virtues of enduring worth. The Webb education inspires and nurtures high school boys and girls to become men and women who: think creatively and boldly act with honor and distinction lead with the courage to do what is right serve with a generous spirit The entire school community is dedicated to preparing our students to be leaders in both their public and private lives. Webb aspires to personal and community integrity through action characterized by the virtues of honesty, responsibility, respect, fairness and compassion. These virtues dene the culture of the school and must be acted uponnot merely talked aboutin every facet of the Webb experience. For this purpose and with this vision, Webb has committed itself to honor, to academic distinction, to a passion for learning and unbounded thinking, and to the transforming merits of the boarding school life. For this purpose and with this vision, Webb has committed itself to being a schoola program, an experience, a preparation, and a community of peoplethat is known for developing and nurturing leaders. In the end, Webb graduates will have developed the desire, skills, and courage to take risks, to be passionate, to empathize, and to engage the intellect, the imagination, and the heart in their own individual endeavors and for the greater good. VISION TO ACTION This plan sets out the strategic action that will advance Webbs purpose and vision in both new and time-tested ways. It was developed over the period of June 2006June 2007, but its genesis is found in Thompson Webbs 1962 retirement speech in which he expressed his hope for his schools future: I sincerely hope that we may build a ne physical plant and establish an endowment that will see the school on a sound foundation through all the years to come. In a sense, he asked the school to make him a promise that Webb would be built to last. Today we envision our future as fullling that promise and, through our alumni, fullling our promise to provide honorable leaders for the worlds future. Just as our vision is ambitious, so, of course, are our goals. Moving vision to reality requires deep commitment to strategic thinking and to sustained action. It requires signicant investment in the shared purpose from all partners and all resources. In todays world, the future is now, and through this plan it is our great privilege and responsibility to fulll the promise of Webb and to fulll our promise to Webb.

HONOR
GOAL
DEVELOP A COMMUNITY OF LEADERS WHO UNDERSTAND, VALUE, AND PRACTICE HONORABLE BEHAVIOR.

The Webb Schools were founded upon very denite principles, chiey that the vital part of education consists of learning to love the right things and doing our best day in and day out. The schools remain devoted to virtues of enduring worth: honesty, responsibility, respect, fairness, and compassion. Webb students learn that living by these virtues is not only a way of life worth pursuing but also a way of life best suited to meaningful leadership. They learn that leadership is not only about doing that which is right but also about living a purposeful and useful life. As the future leaders of a global community with many complex problems, Webb students practice being good stewards of the planet, generous servants, and sound moral thinkers. As the home of these boys and girls who will one day lead, the Webb community remains dedicated to the high standards of ethical behavior and personal responsibility on which it was founded and on which trustworthy citizenship and leadership will always rest.

OBJECTIVE ONE
Develop a shared community understanding of honor and what it means to be an honorable person.

Implementation Steps: 1. Empower the Honor Committee and Honor Cabinet and their advisors to develop and implement community dialogue and decision making regarding honor at Webb. 2. Publish results widely both inside and outside the school community. 3. Update and review policies and practices annually. 4. Develop a thematic approach to advisory meetings whereby topics of honor and moral reasoning are regularly discussed and explored. OBJECTIVE TWO
Embed moral issues and questions across the curriculum, and teach moral reasoning and ethical tness.

Implementation Steps: 1. Include moral reasoning in the curriculum map across all departments. 2. Develop a small faculty task force to mentor colleagues. 3. Support this objective with funding of professional training and development. 4. Explore requiring the Ethics and Leadership course for graduation and oering other related courses.

OBJECTIVE THREE
Create more opportunities for developing, modeling, and honoring the practice of honorable behavior.

Implementation Steps: 1. Encourage advisors and advisees to develop personal goal statements and to share progress regularly. 2. Organize regular grade level service and outreach projects and share stories in assemblies or chapel as a means to foster a generous spirit of service. 3. Invite school community members to share their work and attitudes in public forums. 4. Utilize other existing vehicles, groups, and programs for this purpose.

ACADEMIC DISTINCTION
GOAL
BUILD A DISTINCTIVE AND DISTINGUISHED EDUCATIONAL PROGRAM THAT STIMULATES CREATIVE AND CRITICAL THOUGHT AND INSPIRES A PASSION FOR LEARNING.

Webbs distinctive program and unique organization as two kindred single-sex schools in one coeducational community offer students unusual intellectual and social benets and open them to limitless opportunities beyond Webb. An outstanding traditional curriculum is combined with emerging knowledge, new literacies, innovative methods, and advanced technology and is enriched by unique resources such as the Alf Museum. The result is an education intentionally designed as preparation for a life of leadership in the 21st century. Webb students are individuals who want to make a difference and have an impact on the world, and they thrive in an environment of broadly dened diversity that nurtures distinguished pursuits and achievements. Just as honorable behavior is an end in itself at Webb, so is academic distinction characterized by a passion for learning and a love of achievement. In the end, Webb graduates will have developed the desire, skills and courage to take risks, to be passionate, to empathize, and to engage the intellect, the imagination, and the heart in their own endeavors and for the greater good.

OBJECTIVE ONE
Maximize and communicate the benets of being two related single-sex schools in one coeducational community and articulate this unique distinction more powerfully.

Implementation Steps: 1. Explore new ways to provide intellectual and social benets through both single-sex and coeducational activities and settings. 2. Establish ongoing relationships with gender studies researchers and practitioners at colleges, universities, and other organizations. 3. Include gender-specic teaching practices in the curriculum map across all departments and grade levels. 4. Continue Webbs leadership role in the Independent School Gender Project, the National Coalition of Girls Schools, and the International Boys School Coalition. 5. Complete and publish the research project already underway on moral reasoning in teenage girls. 6. Create compelling messages for the new website and marketing materials.

OBJECTIVE TWO
Develop greater variety and more innovative elements in the curriculum.

Implementation Steps: 1. Complete the planned development of the Leadership Education Program to involve all students. 2. Oer more opportunities for discovery learning and experimentation. 3. Give emphasis and focus to incorporating global issues and collaborative problem solving across the curriculum. 4. Help students develop both a life resume (resume of accomplishments) and a competitive transcript. 5. Develop inter-disciplinary courses. 6. Require all students to master the most relevant and applicable information technologies. 7. Create challenging and customized curricular paths as an alternative choice to Advanced Placement oerings. 8. Study the ecacy and implications of oering Mandarin Chinese and other languages through oering exploratory courses. 9. Implement the outdoor education plan and increase opportunities where possible. OBJECTIVE THREE
Develop an arts program that models unbounded, creative, and interdisciplinary thinking.

Implementation Steps: 1. Create an interdisciplinary freshman arts course in which students gain experience as makers/performers of art, and an introduction to art, music, and theatrical history. 2. Develop an interdisciplinary humanities curriculum of which the arts are pivotal components. 3. Create sound-art, computer-graphics, and digital-video programs that galvanize adventuresome student work in electronic music, graphic design, and video. 4. Build an art gallery, and develop a gallery program that features the work of professional artists as well as students, alumni, and the school community. 5. Begin a Visiting Artists program that brings performing and studio artists to campus for workshops, performances, and residencies. 6. Develop the existing technical theater opportunities into a program. 7. Develop a dance program that includes opportunities to explore jazz, modern, and non-Western dance.

8. Develop an experimental theater program that inspires students to tackle challenging repertoire, create new work, and explore the many creative possibilities of the new Copeland Donahue Theater and Digital Media Studio. 9. Cultivate relationships with the arts departments of the Claremont Colleges with the goals of promoting student collaborations, generating dialogues among faculty, and encouraging Webb students to visit galleries and attend performances. OBJECTIVE FOUR
Expand the science programs leadership in providing and promoting innovative, experience-based and research-driven learning.

Implementation Steps: 1. Promote existing and develop new capstone courses such as Oceanography, Museum Research, Bio-Chem Research, and Environmental Science. 2. Regularize and celebrate student research submissions in STEM (science, technology, engineering, mathematics) talent search competitions. 3. Design and implement the integrated science-math curriculum. 4. Increase the use of the Alf Museum as a unique resource and element of the science department. 5. Explore and develop other student/teacher outreach programs like GIRLS Camp. 6. Develop collaborative research opportunities with colleges and universities such as Caltech, Harvey Mudd, the Keck Institute, and Claremont Graduate University. 7. Increase and improve facilities to better support program development. OBJECTIVE FIVE
Sustain a culture of distinctive and distinguished teaching.

Implementation Steps: 1. Endow a new award that honors and rewards creative teaching. 2. Improve faculty evaluation through a richer and more purposeful process and criteria. 3. Focus opportunities for professional development, and increase classroom resources related to specic institutional strategic goals. 4. Develop a plan to identify, attract, and retain teachers who will support and sustain the schools culture. 5. Complete the curriculum map, and keep it fresh and responsive through regular management. 6. Improve teacher training in the advisor role.

OBJECTIVE SIX
Create a more balanced and enriched educational experience for students.

Implementation Steps: 1. Ensure that student assessment criteria and practices reect broad and accurate measures of student ability and achievement. 2. Develop a shared denition of a high quality, competitive athletic program in order to build upon strengths and strengthen weaknesses. 3. Develop a coherent and balanced co-curricular and extra-curricular program (including athletics, arts, service, KWEB, intramurals, activities, clubs, and student leadership) that is creative, fun, and within proper scope of all other school activities. 4. Increase engagement with the broader community as a means to nurture a generous spirit of service. 5. Experiment with oering more summer opportunities.

UNBOUNDED THINKING
GOAL
FOSTER THE HABIT OF CREATIVE, ORIGINAL THINKING AND THE PRACTICE OF DISCOVERY LEARNING AND INNOVATION AS CENTRAL TO THE WEBB EXPERIENCE AND EDUCATION.

Bound by honor and free to think. There is no better way to nurture the development of a teenagers character, intellect, and imagination than that winning combination. There is also no better preparation for a useful life, a life of leadership and a life well-lived. Our school has become known for innovation, visionary thinking, creative problem solving, and exploration. We know, too, that these are the attributes of mind and spirit most needed to address the complex challenges of our global society and our planet. The good news is thatlike honorable behaviorcreativity can be taught, nurtured, and strengthened. Artistry, empathy, seeing beyond what is visible, pursuing the transcendent, designing new systems, doing things that cannot be mechanizedthese are some of the pathways to and reections of unbounded thinking at Webb.

OBJECTIVE ONE
Develop a shared understanding of the signicance of unbounded thinking to the 21st century and to our students preparedness to lead in their world.

Implementation Steps: 1. Create a working denition of unbounded thinking and its distinctive value to solving complex, global problems. 2. Develop and implement a plan for making unbounded thinking endemic to daily teaching and learning. 3. Generate the kinds of activities that teach and spark interest in creative thought and problem solving within and across all disciplines. 4. Develop students, faculty, and sta as practitioners and facilitators of these activities. OBJECTIVE TWO
Expand our capacity to engage students, teachers, and staff in exploration and discovery-based learning activities, risk-taking, independent and collaborative problem-solving, and original work.

Implementation Steps: 1. Experiment with alternative calendars for departmental, teacher/student, and individual teacher projects. 2. Provide physical spaces and time for students and teachers to discover and to engage in the intrinsically creative and collaborative nature of doing and learning in community.

3. Increase exposure to real-world topics and project-based learning through vehicles such as internships, mini-mesters, culminating immersion experiences, web-based lessons, and participation in the schools master plan projects and global studies projects. 4. Re-imagine the Unbounded Thinkers Symposium as a way to unleash the spirit and practice of creativity within the schools. OBJECTIVE THREE
Establish the Alf Museum as a unique pathway to unbounded thinking that involves all students at Webb and position the museum as a recognized leader in experiential science education.

Implementation Steps: 1. Oer a sequence of courses and eld and lab research experiences, fully integrated into the science curriculum, that enables students to build robust paleontology portfolios. 2. Develop and market a summer paleontology camp that serves both Webb and the general public. 3. Explore connections between the museum and academic disciplines outside of the sciences. 4. Renew the term of accreditation from the American Association of Museums. 5. Increase stang to support improved and new programming. 6. Publicize Alf programs, practices, and original research more creatively and widely. OBJECTIVE FOUR
Advance the historic institutional practice of innovation and unbounded thinking that will make Webb a vibrant, adaptive school of the future.

Implementation Steps: 1. Explore developing Webb programs abroad and on campus for such purposes as English language training and American culture immersion. 2. Re-conceive the Webb Summer School Program to reect the schools distinctive character and core competencies and to increase revenue. 3. Explore strategic partnerships with schools abroad.

BOARDING SCHOOL LIFE

GOAL
NURTURE THE SPECIAL QUALITIES AND CELEBRATE THE EXPERIENCES OF LIVING IN AN HONOR-BOUND COMMUNITY OF TRUST.

Belonging. Independence. Responsibility. Leadership. Lifelong friendships. Community. These are a few of the words that Webb students and alumni use to describe the benets of boarding school life. They also describe the richness of diversity that teaches life lessons day in and day out and that challenges us to take risks, to learn to be strong, effective communicators, to be empathetic roommates and dorm-mates, and to live in respect and trust with strangers who become our second family. Adolescents need freedom and boundaries. They need challenge and compassion. They need their families, of course, but they need adults and peers other than family members to broaden their perspectives and relationships as they are formulating their values and testing and developing themselves as emerging young adults. Boarding life changes lives, and at Webb the transformation is preparation for an adult life of moral leadership, generous service, creative thinking, and courageous action.

OBJECTIVE ONE
Improve the quality of student leadership groups that are vital to the success and well-being of the Webb community.

Implementation Steps: 1. Implement and further develop Webbs Leadership Framework as a continual 4-year leadership development program. 2. Strengthen the Honor Committee and Honor Cabinet as the primary leadership groups of the schools. 3. Strengthen the role of Prefects and Dorm Counselors. 4. Maintain the student government as a vibrant and exciting entity which oers numerous student activities and fun. 5. Build the Orientation Leaders program to ensure the most successful transition of new students and families possible. 6. Create a Captains Council to further the leadership opportunities within the athletic program. 7. Improve the structure and overall eectiveness of the junior leadership retreat.

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OBJECTIVE TWO
Create an environment that facilitates learning about and practicing life-long wellness.

Implementation Steps: 1. Strengthen the role of the advisors to include structured discussions about age-appropriate health topics. 2. Increase the role of the health professionals in providing safety and wellness programs for faculty, sta, and students. 3. Heighten awareness of the benets of good nutrition by providing and promoting a comprehensive dietary program on campus. 4. Revise homework policies and practices to ensure that non-academic programs and activities are meaningful and given appropriate emphasis. OBJECTIVE THREE
Create opportunities for planned and spontaneous, home-like, family-style experiences.

Implementation Steps: 1. Add more community and small group gathering places in the dorms and around campus. 2. Improve the residential orientation program for new students. 3. Plan more creative outlets for the entire school community as well as for each school separately. 4. Develop ways for advisor groups to have informal dinners together in homes or around campus. OBJECTIVE FOUR
Create new opportunities for all students to play meaningful roles in creating and managing the schools community, policies and activities.

Implementation Steps: 1. Give purpose and responsibility to the Student Curriculum Advisory Committee. 2. Involve selected students in planning the yearly calendar. 3. Have students participate regularly in the Board of Trustees Community of the Schools Committee. 4. Encourage other areas for student leadership through ad hoc committees and task forces.

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SUSTAINABILITY and STEWARDSHIP

GOAL
STRENGTHEN THE HUMAN, PHYSICAL, AND FINANCIAL RESOURCES TO NURTURE AND ADVANCE WEBBS MISSION, DISTINCTIVENESS, AND PRE-EMINENCE IN AN INCREASINGLY COMPETITIVE GLOBAL ENVIRONMENT.

Outstanding teachers and students. Pedagogical innovation. Discovery learning. Diversity. Honorable leaders. Creative problem solvers. A transformative boarding school life. An adequate, well-managed endowment. Facilities of a quality to support and sustain the program and the people. Webbs ability to carry out its mission, to realize its dreams and promise, and to achieve the goals of this strategic plan depends upon the collective will of the community to support the school morally and nancially. Webb has enjoyed many recent successes; however, much remains to be accomplished. Endowment growth, capital project support, annual drive support, spreading the schools reputation, and sound scal management are all necessary to The Webb Schools ability to address successfully the many natural, inevitable, and growing challenges inherent in its highly competitive arena.

OBJECTIVE ONE
Recruit and retain an outstanding faculty and staff well suited to Webbs special characteristics and requirements.

Implementation Steps: 1. Maintain competitive compensation. 2. Increase and improve campus housing. 3. Manage quality of life and balance. 4. Reward high performance. 5. Support professional development OBJECTIVE TWO
Enroll students who are most likely to benet from and contribute to the schools mission and purpose and support their transition to and progress through the schools.

Implementation Steps: 1. Develop a new comprehensive, integrated marketing and recruitment strategy. 2. Utilize current technology to develop a data-based strategy for targeting specic markets of opportunity. 3. Rene current recruitment and enrollment yield practices and events to address changing needs of prospective families.

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4. Recruit students who represent a diversity of ethnic, cultural, and socio-economic experiences as well as a diversity of personal talents and strengths. 5. Develop support programs to aid students with their transition into an honor-bound, college preparatory, boarding school that will increase individual success and support overall retention. OBJECTIVE THREE
Strengthen the overall stature and reputation of The Webb Schools among internal and external constituents regionally, nationally, and internationally.

Implementation Steps: 1. Carry out an institutional branding campaign based on the completed research study. 2. Enhance Webbs brand through practicing the highest quality constituent, public, and media relations program resources can support. 3. Develop a strategic communication, marketing, and stang plan that addresses the needs of prospective, current, and alumni families and students. 4. Build and maintain a new website based upon our recent marketing research and brand development. 5. Create and implement a new media relations campaign that highlights Webbs distinctive benets and qualities and extraordinary diversity of talents. 6. Engage more alumni participation in targeted areas such as admissions, fundraising, and regular school events. 7. Strengthen the role of the Alumni Council and facilitate activities which bridge the gap between current students and alumni. 8. Recruit and train alumni, parents and friends to serve as ambassadors of the schools. OBJECTIVE FOUR
Build, maintain, and support the physical plant through a comprehensive, systematic, and environmentally responsible facilities management plan.

Implementation Steps: 1. Develop a facilities management plan. 2. Incorporate and operate sustainable, environmentally-responsible campus building systems as feasible. 3. Increase budgets to allow for adequate stang, maintenance, and capital plant replacement. 4. Establish endowments for all campus master plan projects to provide for the ongoing and long-term care of new and improved facilities. 5. Develop a plan for the renewal and preservation of the campus historic buildings and a capital reserve to support it.

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OBJECTIVE FIVE
Implement campus master plan projects in support of program priorities.

Implementation Steps: 1. Build and improve facilities in support of the visual, digital media, and performing arts program. 2. Renovate and build campus housing, including dormitories and faculty homes. 3. Repurpose Hutchison Dormitory as a center for the humanities and visual arts. 4. Renovate the Alf Museum Hall of Life and add space for museum functions. 5. Build a Science, Math and Tech Center and remodel existing science facilities. OBJECTIVE SIX
Ensure that the school has appropriate levels of operating resources and reserves.

Implementation Steps: 1. Continue to fund programs to increase demand, including marketing, outreach and admission eorts. 2. Expand non-tuition sources of nancial aid. 3. Increase levels of non-tuition revenue, including auxiliary program contributions, investment performance, and endowment takeout. 4. Constrain the rate of growth of the cost structure through prioritization and innovation. 5. Ensure that the annual operating budgets provide contribution to the unrestricted operating reserves. OBJECTIVE SEVEN
Through the Fullling Our Promise campaign, develop the philanthropic resources necessary to complete identied projects of the Campus Master Plan, to double the current endowment, and to sustain the operating budget through unrestricted gift revenue.

Implementation Steps: 1. Secure sucient leadership gifts to double the endowment from approximately $17 million (June 2006) to over $30 million by campaign end. 2. Double the funds restricted to nancial aid endowment. 3. Triple the funds restricted to campus enhancement and beautication endowment. 4. Secure sucient campaign gifts to complete campus master plan projects. 5. Increase unrestricted support by 5% or more annually through rened annual fund cultivation and solicitation practices. 6. Double the number of planned giving donors recognized in the Thompson & Vivian Webb Society. 7. Increase volunteer leadership in the areas of alumni and parent relations and fundraising.

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DESCRIPTION of the PLANNING PROCESS

The foundation for this planning process was laid at the Board of Trustees retreat in October 2006. Working from the results of constituent research conducted by Crane MetaMarketing, the Board identied ve core values of The Webb Schools: honor, academic distinction, boarding life, single-sex education in a coed community and the Alf Museum. The strategic thinking of the Board and the senior sta was further guided by the WASC visiting committee report and recommendations, the schools action plan developed as part of the WASC re-accreditation process, the Campus Master Plan, and the emerging case for support of a comprehensive capital and endowment campaign. The Strategic Planning Committee was constituted in the spring of 2006 and held its rst meeting on June 6, 2006. Mr. Jim McManus was retained as Webbs planning consultant and facilitator. In October 2006, the Board of Trustees held a second strategic planning retreat facilitated by Mr. McManus and attended by members of the senior administrative sta. Throughout the fall of 2006, similar strategic brainstorming sessions were held with faculty and sta, students, parents, and alumni. The input of each of theses groups was forwarded to the Strategic Planning Committee, and a process of drafting, sharing, and revising major goals and objectives continued through November. After a comment period during which all focus group participants had the opportunity to raise questions and oer further suggestions, a draft was developed in December 2006 by Head of Schools Susan Nelson with help from the senior sta. A nal comment period followed, and the Head of Schools submitted the nal draft to the Board of Trustees for approval in June 2007.

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STRATEGIC PLANNING COMMITTEE

Robert Adler (ex-ocio) Susan Nelson Co-Chair Karen Rosenthal Co-Chair Jim McManus Facilitator Catherine Cripe Juli James Sadie Kingsbury Steve Lesse 76 Don Lofgren Julie Losi 85 David Oxtoby Janet Peddy Steve Powell 85 Susan Sasaki Taylor Stockdale Javier Valera Renee Ying

PLANNING PARTICIPANTS
BOARD OF TRUSTEES Robert Adler Larry Ashton 70 Richard Clarke 63 Gary Dicovitsky Dodd Fischer 61 Wayne (Skip) Hanson 59 Christian Holmes 64 Dana Su Lee 84 Claire Mc Cloud Christina Mercer 84 Mc Ginley David Myles 80 Mickey Novak 70 David Oxtoby Paul Reitler 54 Karen Rosenthal Susan Sasaki John Sutro 53 Marc Wilson 70 Peter Ziegler 63 ALUMNI Bryan Bennett 76 Ruchika Chandiok 97 Ken Colborn 47 Jenna Gambaro 95 Jose Govea 74 Jim Hall 59 John Hamilton 84 Julie Henriksen 86 Janel Henriksen Hastings 87 Carl Lachman 86 Steve Lesse 76 Julie Losi 85 Coleen Martinez 86 Dwight Morgan 65 Alex Rapoport 97 TEACHERS AND STAFF Will Allan 94 Donald Ball Peter Bartlett Diana Baruni Melanie Bauman Brian Borowka Jessica Buchsbaum Brian Caldwell Don Carter Tim Coates Jim Dahler Ann DeBoe Cynthia Garcia-Dehbozorgi Rick Duque Gay Ede Dave Fawcett 61 David Fitzgerald Harold Goldston Anne Graybeal

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Bill Harris Ron Hastings Je Hengesbach Juli James Melissa Johnson Sadie Kingsbury Esther Koppel Michael Kozden Gail Lewis Amy Likover Don Lofgren Marjorie Ludwig Bob Mackenzie Blair Maris Leo Marshall Stevie Marshall Hector Martinez Wendy Maxon Lauren McAllister Amy McCauley Christina Meier Heather Moat Betsy Mork Mark Nelson Brian Ogden Nicole Ogden Chris Paragamian Janet Peddy Brett Potash Priya Prasad Dan Pride Ken Rosenfeld

Nikki Schnupp-Harris Steve Sittig Sherrie Staveley Brooke Stevens Taylor Stockdale Javier Valera Will Walker Andrew Watkins Diane Wilsdon Steve Wishek Joe Woodward

PARENTS Susan Axline Janis Bride Susan Cave Nympha Grubbs George and Pat Huber Namwoo Kim Sandy Patel Ana Romero Mary Schuck Linda Turczan Cindy Ugolick Estela Valera Sheana Wijeyeratne

STUDENTS Michael Bashoura 08 Christian Blount 08 Archana Chandrashekar 07 Howard Chu 07 Francisca Escobar 07 Elisa Gores 07 Jennifer Hawkins 07 Mary Kim 08 Andrew Kunce 08 Emily Nelson 08 Christopher Sazo 10 Nevada Smith 07

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