2008

January 2008

Dear Friends,

In this, our 140th year, we are honored and thrilled to present the Brooklyn
Friends School Strategic Plan for the next three to five years. The Plan comes
out of an examination of the School’s mission, values, history, physical plant,
finances and governance; it comes also from an assessment of the School’s
operating environment: both its local setting — a burgeoning, increasingly
affluent downtown Brooklyn and lower Manhattan — and its place in the
larger, extraordinarily diverse and fast-paced world that our children
encounter every day.

Independent schools, like other industries and institutions, have had to

adapt to this environment of accelerating change. As a consequence, this
plan departs from the School’s last strategic plan in some important ways:
first, it maps out planned activities and initiatives over a shorter period
of time, three to five years, as opposed to seven to ten; second, it is designed
to be implemented, with budgets, timelines and personnel to be assigned
for every goal. It mirrors previous planning efforts in other respects.
We reviewed and reaffirmed the school’s mission statement. We also
sought to ensure that all current and future activities reflect the school’s
foundational Quaker testimonies and practice.

The School is well positioned to achieve the goals outlined in the Plan. Our
success, however, ultimately rests on the continued support of our students,
faculty, parents, and alumni/ae. The implementation of the Strategic Plan
will require increased giving and the contribution of expertise in many of
its specific initiatives.

We extend particular thanks to Edes Gilbert, who served as our strategic

planning consultant, for her intelligent and informed guidance throughout
this process. We also acknowledge, with deep gratitude, the members of
the School Committee, all those who served on various strategic planning
committees, and all the parents, alumni/ae, faculty, staff and friends of the
school who commented on earlier drafts of this plan — their insight, perspectives
and unwavering support have made all the difference.

In Friendship,

BENJAMIN WARNKE
Clerk of the School Committee

MICHAEL NILL
Head of School

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introduction

t his new Strategic Plan represents an important and exciting chapter in

the history of Brooklyn Friends School. The underlying vision is for the
School to be a leader in values-based education, with an exemplary
preschool — 12 curriculum capped by an International Baccalaureate
Diploma option and with the financial resources and levels of voluntary giving
to secure its place as the top-tier educational institution we all want for our
students now and in the future.
Work on this Strategic Plan started about a year ago, under the direction
of the School Committee. Inclusion of various constituencies and transparency
of process were the basic principles guiding the project. The School Committee
reviewed and affirmed the School’s Mission Statement. It engaged Edes
Gilbert, a graduate and former School Committee member of Friends
Seminary and for many years the head of the Spence School, to help guide this
work. It devoted substantial portions of its monthly meetings to examining
the mission, condition, and future of the School; and it spent a day-long retreat
further developing its long-term hopes and vision for the School.
School Committee members, with the support of others in the School
community, formed subcommittees to look at various aspects of the School,
including the educational program, school ethos/Quaker life, diversity,
trustees/governance, and all matters having financial implications: tuition,
financial aid, enrollment numbers, facilities, faculty compensation, endowment,
and so on. These subcommittees made substantial use of comparative figures
from twelve New York City preschool – grade 12 schools, which we selected as
our benchmark schools. Subcommittees analyzed the School’s strengths and
weaknesses in their areas of focus and developed short- and long-term goals
and strategies. A draft of a comprehensive plan based on subcommittee
recommendations was shared with various constituencies for their review
and comments. Those discussions led to some modifications of the draft that
are incorporated into this final version of the Plan.
As we embark on this new Strategic Plan, Brooklyn Friends School enjoys
a solid position in the community of independent schools in New York City.
Recent milestones include authorization to provide an International
Baccalaureate Diploma program; record enrollments with demand for
admissions at the divisions exceeding our ability to meet that need; a faculty
that on average has 15 years of teaching experience; and the expansion and
renovation of the facilities, made possible by the completion of a two-phased
capital campaign which raised over $4 million.
A Strategic Plan plays the important function of establishing goals and
priorities to strengthen the institution in the next 3–5 years and beyond.
For Brooklyn Friends, the historic opportunity exists to build on its strengths
and develop in a way that transcends the dreams of the past, while maintaining
the essence of its mission as a Quaker independent school. A number of
factors account for this opportunity and have shaped the priorities embodied
in the Plan:

• There is an increasing need for schools to graduate students who see

economic, social, and environmental issues through an international lens

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 and who have the skills to thrive in a world marked by global competition
and the potential for international cooperation.
• In a world challenged by a lack of integrity in government, business,
education, and athletics, there is a compelling need for education that
embodies Quaker perspectives, so that the next generation of adults will
be leaders in serving others and making the world a better place, with an
understanding that how one uses knowledge is as important as acquiring it.
• With the transformation of downtown Brooklyn, its emergence as a desirable
place to live, and the growing prominence of the borough as a whole, there
is an unprecedented opportunity to increase enrollment through a deliberate
and methodical multi-year plan to add a section of students at each grade
level, starting in year one with the Preschool. This is in addition to the plan
already in progress to increase enrollment in the Upper School, first to an
average of 50, then 60 students per grade. Raising the size of the student
body to 900 within the next ten years will provide students with a larger,
more diverse social network and better meet the increasing demand for
admissions, while at the same time maintaining the intimacy of the School,
which has been one of its hallmarks.
• In an increasingly competitive and demanding market, independent schools
and small colleges will require strong finances to remain viable in the future,
attract and retain superb faculty, and provide facilities that best serve the
needs of the students and the educational program. Strengthening the
School’s financial resources was the focus of much of the discussions. The
methodical increase in enrollment to 900 students over a period of ten years,
a stronger endowment, and higher levels of voluntary giving are the major
ways the Plan proposes to address this issue. The Brooklyn Friends Board
(the School Committee) is poised to take the lead on meeting these and
other challenges.

This is an historic year: we celebrate the 140th anniversary of the School’s

founding and the centennial of the Upper School. It is the perfect occasion to
embark on a Plan that will ensure our continued history of blending change and
tradition as befits an enduring institution with such a vital mission.

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mission
statement
Brooklyn Friends School provides a college preparatory program serving
students from preschool through grade 12. It is committed to educating each
student intellectually, aesthetically, physically and spiritually in a culturally
diverse community. Guided by the Quaker principles of truth, simplicity, and
peaceful resolution of conflict, Brooklyn Friends School offers each student a
challenging education that develops intellectual abilities and ethical and social
values to support a productive life of leadership and service.

core
values
ACADEMIC AND PERSONAL EXCELLENCE
Those who aspire to integrity, embrace challenges, and internalize the goal
of being the best they can be, enable the full development of their minds,
character, and spirit. They build a strong foundation not only for success in
school, but for a rich and rewarding life as well.

COMMUNITY
A community bound and dedicated to the School’s mission provides an
environment of mutual care and teaches its members how to work together
in the common pursuit of learning.

DIVERSITY
A multicultural school community creates an enriched learning environment
through the exploration, understanding, and appreciation of differences.
It prepares students for living in an increasingly diverse and global society.

RESPECT
The dignity of all and a sense of inclusion are fostered by active listening to and
active engagement with others. Respect is most powerful when it characterizes
the relationships and interactions between and among all segments of the
school community: parents, students, teachers, staff, and alumni/ae.

SERVICE
Developing the practice of serving others benefits oneself, the school
community, and the world beyond. Graduates with a lifetime commitment to
making the world a better place fulfill a major aspect of the School’s mission.

SILENCE
Quaker Meeting and other dedicated periods of silence provide precious
opportunities to be in more direct contact with the light within and among
each of us. These are times to reflect on one’s values and aspirations,
community concerns, and matters of deeper import that often are submerged
in the noise of everyday life.

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educational
program
VISION
As a Quaker independent school, Brooklyn Friends regards each child as the
bearer of special gifts and strengths. Its pedagogical approach is to tap into
these gifts, extend the imagination, curiosity, and love of learning so prominent
among students in the early grades and over the years transform these into a
life-long passion for learning. Faculty – student relationships, characterized by
caring and respect, are considered the key to creating a community of engaged
learners. In keeping with its Quaker mission, the School is committed to
ensuring that values and service remain integral to every aspect of the School’s
educational program and an essential component of what the School believes
marks a truly educated person.
Within a liberal arts tradition that embraces the arts and multicultural
and international perspectives, the program seeks to ensure that the School’s
students are competitive with academically ambitious students throughout
the world. In this process, the School will provide increased opportunities for
students to gain recognition for their efforts through local, state, or national
competitions, external performances, and displays of their accomplishments
and creativity.
The School considers the mastery of basic or foundational skills both
educationally valuable in itself and a necessary means to attaining higher-order
thinking skills. It is the School’s goal to ensure that high expectations,
exemplary instruction, and an environment conducive to learning characterize
every classroom, grade level, and division. And finally, the School recognizes
that the success of this vision will depend on the dedication, knowledge, and
effectiveness of faculty committed to ongoing professional growth.

GOALS

Global Citizenship

• Promote students’ understanding of economic, social, and environmental

problems and issues through an international lens.
• Draw out the connections between global and Quaker perspectives.
• Use the external assessments administered by the International
Baccalaureate (IB) Diploma Program to ensure our students are competitive
with achieving students throughout the world.
• Determine how the School can best prepare students to graduate with facility
in reading, writing, and speaking a second language, introduce and integrate
second language study in the earlier grades to help achieve that end, and
examine what second languages the School should offer.
• Capitalize on our status as an IB school to encourage more student exchange
programs, as well as explore how to make it possible and economically
feasible for individual students from abroad to spend a semester or year
at the School and for our students to spend a semester or year abroad.
• Promote communication and joint projects with students and others in other
countries through the use of the internet.

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International Baccalaureate (IB) Program

• Successfully implement the IB Diploma Program for the first junior and
senior participants (2007 – 2009).
• Review and modify, as necessary, scope and sequence in Preschool – Grade 10
to embrace the IB learner profile and ensure that our students are prepared
in each of the major disciplines to participate successfully in the IB Diploma
Program should they choose to do so.
• Investigate the advisability of adopting the IB Middle Years Program and
the IB Primary Years Program.
• Explore the advisability of eventually having all juniors and seniors participate
in the IB Program.

Professional Development

• Commit more funds for professional development, with the goal of moving
each division to the next level of excellence, ensuring the use of best practices
and multi-sensory approaches in the classroom, and furthering overall
instructional effectiveness through course and degree work, summer
seminars, grants, fellowships, and visits to other New York City schools.
• Broaden the professional outreach of the faculty, among members of the
School community and among Quaker and Preschool – 12 educators,
by creating an in-house faculty journal, and encouraging them to conduct
workshops for each other, write for professional journals, sit on professional
boards, and present at academic conferences and workshops.
• Explore opportunities for teacher and administrator exchanges within the
country and abroad.
• Invite nationally and internationally recognized educators and specialists to
the School to engage in meaningful dialogue with the faculty.

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“…the School is committed to ensuring that
values and service remain integral to every
aspect of the School’s educational program…”
The School’s Quaker Mission

• Continue efforts to recruit Quaker faculty and educate the community

about Quakerism and the Quaker dimension of the School, maintaining
the centrality of silence, Quaker Meeting, values, and the commitment to
serving and making the world a better place.
• Explore the advisability of undertaking a self-study of the Quaker dimension
of the School to identify areas for improvement.

Technology

• Prepare students to use technology in a manner that is safe, ethical, and

educationally productive.
• Explore how best to provide students with the greatest accessibility to
technology at the point of learning. In keeping with this goal, the School
will investigate the advisability of a student laptop program.
• Provide faculty with the training, assistance, and technological resources to
enable them to further the learning of their students through successful
integration of technology into the curriculum.

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community
VISION
Students, faculty, administration, parents, and alumni/ae of Brooklyn Friends
School form a vibrant community that enables its members to thrive. The
community reflects what the School is and its vision for the future. Its diverse
composition and the opportunities for people to work together in multiple ways
across differences is a compelling aspect of life at Brooklyn Friends School. As
we look to the future, it is important that we enhance and celebrate the School
community by fostering the diversity we value so highly; recruiting, retaining,
developing and celebrating our faculty; strengthening our governance to meet
the challenges of the next five years and beyond; reinforcing our relationship
with the Quaker community; and broadening and deepening our relationships
with the larger community of Brooklyn and downtown Manhattan.

GOALS

Consistent with the School’s ongoing examination of issues of diversity, we

will work to strengthen the racial and ethnic diversity of our students, faculty,
administration, and School Committee, increase the socio-economic diversity
of our student body, and continue efforts to foster dialogue that recognizes
differences and affirms commonalities.
• The School Committee and administration, drawing on other resources
as needed, will create a strategic plan to address these issues, with a
completion date of no later than the Spring of 2009. The plan will aim to
clarify what BFS means by diversity, what purposes we want it to serve,
where we want to be in 3–5 years and what action steps we need to take to
achieve our goals.

Strengthen BFS’s ability to recruit and retain excellent faculty and enhance
their commitment to the School’s mission and connection with the community.
• In order to recruit and retain a high quality and diverse faculty, who are
at the heart of a Brooklyn Friends education, the compensation package
must be the best that is possible. Significant efforts must be directed to
overcoming financial and other constraints to make this possible.
(See Financial Resources.)
• Opportunities for professional development continue to be offered with
increased financial support. (See Educational Program.)

Maintain efforts to strengthen the student body by:

• Continuing to increase the retention rate of students moving from grades 8 to 9.
• Continuing to ensure that the School’s students are competitive in their
efforts and achievements with academically ambitious students everywhere.
• Continuing to enroll students who will contribute to the community through
community service, social activism, the arts, and athletics and actively
support the Mission and values of the School.
• Increasing enrollment to a total of 900 qualified students within the next
ten years.

Strengthen the integration of alumni/ae into the community by:

• Enhancing communication to alumni/ae about BFS and raising parent,
faculty, and student awareness of and interest in the alumni/ae community.

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• Increasing opportunities for alumni/ae participation in the school via
speaking engagements, guest teaching, internships and other mentoring
programs, and community service projects.

Strengthen and clarify the policies and procedures of the School Committee by:
• Assessing its structure and procedures regularly to ensure effective
governance and communication.
• Assuming the responsibilities for the implementation and oversight of
the goals of this Plan.

Strengthen relationships with the various communities of Brooklyn, and

especially downtown Brooklyn, taking advantage of the growth and development
in these areas by articulating and promoting the School’s unique qualities.
As a Quaker independent school that has served these communities since
1867, Brooklyn Friends has particular values and perspectives that will enhance
potential partnerships and lead to new opportunities. This work will be
accomplished by:
• Deepening our relationships with Brooklyn institutions—academic,
government, arts, and business—forming mutually beneficial alliances and
playing a role in the transformation of downtown Brooklyn.
• Working with the Brooklyn Monthly Meeting to foster a strong relationship
of mutual care.
• Implementing a summer educational and cultural enrichment program,
modeled after Horizons National, for children of low-income families
in Brooklyn.

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 financial resources
VISION
Over the past five years Brooklyn Friends School has achieved a level of
financial stability that positions it well for the immediate future. It has
substantial cash reserves, effective financial systems, and experienced and able
financial stewardship. The School’s recent financial successes come largely
from robust enrollments and strong fiscal management of annual operations.
A recent, successful capital campaign has resulted in significant improvement
to the School’s facilities.
On the other hand, the School has neither the endowment nor the history
of strong annual giving that allows it to fulfill the dreams the community has
for it or even comfortably weather a succession of leaner years. In addition,
current fiscal strengths of the School are due in part to the absence of any debt
and to compensation levels that rank below the median for New York City
independent schools. The increasing need to be competitive in hiring and
retaining the best faculty possible, as well as the need to take on debt in
financing additional facilities, will necessarily change the fiscal picture.
Clearly, then, the School’s main priority over the next three to five years
must be to achieve substantial progress towards long-term financial stability
and growth. Tuition, compensation, financial aid, voluntary giving, and
endowment are all interrelated. A growth in expenses to meet the needs and
dreams of the School community must be balanced by a growth in revenue.
Recognizing the limits of reliance on tuition revenue, the School plans
to strengthen its finances over the next few years primarily through a
methodical increase in enrollment, as well as increases in voluntary giving
and the endowment.

GOALS

• Emphasize and strengthen the role of the School Committee in assessing

and garnering the financial resources required for the success of the
School’s mission and goals. The Committee will be active and visible leaders
in cultivation, solicitation, and giving. It will also work with the Trustees of
the New York Quarterly Meeting to develop a governance and corporate
structure that provides clear lines of accountability and responsibility.
• Increase salaries over the next 3–5 years to the 50th percentile of our NYC
PK – 12 benchmark schools to ensure that the School hires and retains the
best possible faculty and administrators.

“The School’s recent financial successes come

largely from robust enrollments and strong fiscal
management of annual operations.”

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• Maintain competitive benefits, with consideration to an employee survey and
additional benefits not currently offered, such as housing loans, emergency
funds, and staff-paid dental plan.
• Increase the amount of money available for staff workshops and coursework
to the recommended rate of 1.5% of the operating budget in order to ensure
their ongoing professional growth.
• Keep tuition increases within or below the Independent School Management
recommendation of the inflation rate plus 2%.
• Increase financial assistance 0.5% per year from the current 13% to 15%
percent of the budget to make Brooklyn Friends more accessible to those
who cannot fund the entire tuition, including the School’s middle class
families. In addition, the School will explore ways to help students in need
participate in exchange programs or programs that involve study elsewhere
for a semester.
• Increase annual contributions to the Brooklyn Friends Fund by 25% within
the next 5 years.
• Increase to 85% the annual participation rate of parents in the Brooklyn
Friends Fund in the next 3–5 years.
• Triple the current endowment within the next 5 years or sooner.
• Cultivate alumni/ae and students so that a stronger sense of the importance
of giving back to the School emerges among the School’s graduates to ensure
that future generations of students will enjoy the same benefits from a
Brooklyn Friends education as they have. Strengthen efforts to bring
alumni/ae participation in annual giving to the 15-20% level as is common in
other independent schools and increase their participation in capital and
endowment giving as well.
• Plan and implement a comprehensive capital campaign to help meet the
school’s initiatives and goals laid out in this Strategic Plan.

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facilities
VISION
The School’s facilities should serve the educational program well, enhance the
quality of life of students, faculty, and others, and strive for an aesthetic of
elegant simplicity. In addition, the architecture, systems, and practices should
be environmentally friendly to the extent feasible and economically prudent so
that the School can model for its students wise stewardship of the earth.
The renovations and expansion of facilities over the last several years have
been major steps towards meeting these goals. The present facilities, however,
do not meet all the needs of our educational program. For example, there is a
need for additional gym space, music room, conference rooms and offices, and
a black box theater. Although the facility at 55 Willoughby is serving the School
well and was absolutely essential to meet the needs of the Upper School, it is
rental space and will in time need to be replaced.
The School’s facilities must thus be expanded to meet these needs, as
well as accommodate an enrollment that is projected to reach 900 students
within the next ten years. This need comes at a fortunate time for the School,
since the growth and transformation of downtown Brooklyn offers significant
opportunities to acquire and develop suitable space. Funding for expansion and
other facility needs will come from a combination of financing, depreciation,
and capital campaign contributions.

GOALS

• Acquire, build, and design at least a 50,000 square foot addition to the
facilities. Preference is for contiguous space, so that once again the entire
school can be housed in one location. Alternatively, in the absence of
available contiguous space, the School would acquire nearby space and
design it to house the Preschool and Lower School. Under this latter plan,
375 Pearl would house the Middle School and Upper School.
• Refurbish 375 Pearl on a floor by floor basis, including installing better
lighting, raising the ceilings, standardizing the flooring, and adding and
improving storage, with the emphasis on the classrooms.
• Upgrade the infrastructure of 375 Pearl as needed to maintain the building
and the safety of the community.
• Develop a consistent palette and furniture and equipment style within
each facility.
• Consider environmental implications of School practices and any changes
to the facilities, determining, for example, possibilities for “green” lighting
and energy use, insulation, mechanical equipment, resource utilization,
temperature control, and data processing.

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 Milestones in the History
of Brooklyn Friends School
1867 “Friends School at Brooklyn” is founded by the
Religious Society of Friends as an elementary pro-
gram in the basement of the Schermerhorn Street
Meeting House. Mary Haviland is the first princi-
pal and teacher, and there are 17 students — 9 girls
and 8 boys. Tuition is $12 per quarter for “class-
room instruction, stationery and fuel.”
1885 The School catalogue calls attention to the educa-
tional tenets at Friends: “The process of self-devel-
opment in every child should be encouraged to the
fullest extent. Children should be led to make their
own investigations, draw their own inferences, and
find enjoyment in being industrious, systematic,
upright, kind, and helpful.”
1902 A two-story school building is constructed next to
the Meeting House, and a kindergarten program is
added. Schoolwide enrollment is 137.
1907 The upper school division opens with 21 students.
“It is our aim to shape the course of study so that
our graduates may enter whatever colleges they
will; to make the methods of instruction such that
good habits of thought and study will be formed;
and to gradually increase responsibility and the
measure of self government so that the students
may be prepared to meet the new conditions and
withstand the new temptations in college or in
business.”
1920 Enrollment rises to 348. A new three-story build-
ing, named for Quaker philanthropist Phoebe
Anna Thorne, opens. The building has a basement
and a rooftop play area and is equipped with
chemistry and physics laboratories.
1923 The School purchases a six-acre athletic field at
Avenue M and McDonald Avenue, to be known as
Friends School Field, to meet the needs of a bur-
geoning athletic program.
1931 The varsity football team completes an undefeated,
untied and unscored-on season, going 6-0 and
ending with a 61-0 victory against Adelphi.
1937 Construction of the Friends School Field House
is completed. The building is designed by BFS
parent Lorimer Rich, architect of the Tomb of the
Unknowns in Washington, D.C.
1942 Brooklyn Friends celebrates its 75th anniversary
at the Hotel Towers in Brooklyn, followed by
the publication of Edgerton Grant North’s book,
Seventy-Five Years of Brooklyn Friends.
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1948 The school buildings and Meeting House are
threatened with demolition to make way for a new
city jail. Fortunately, a coalition of civic and reli-
gious organizations persuades the mayor and bor-
ough president to build the jail one block away on
Atlantic Avenue.
1957 The Middle States Association encourages BFS “to
give careful study to a program of acquiring a new
physical plant on a more desirable site.” More than
300 students are enrolled — 27 in the senior class
and 45 in the junior class.
1967 While celebrating the School’s 100th anniversary,
Principal William Meeneghan writes in the year-
book: “Today’s world is beset by a litany of prob-
lems –nuclear weapons, the emergence of new
nations, the problem of hunger, and educational
deprivation.” He urges graduates to “take steps to
seek responsible solutions, for this is your heritage.”
1973 Friends Field is sold to the New York City Parks
Department, and the School conducts its first capi-
tal campaign to finance the move to 375 Pearl
Street, a seven-story building constructed in 1928
for Brooklyn Law School.
1983 Close Harmony, a film about BFS fourth and fifth
grade students and their intergenerational chorus
with members of a neighborhood senior citizens’
center, wins the Academy Award for Best Short
Subject Documentary.
1985 The Preschool program begins with two teachers
and 12 three and four year-olds.
1992 The School marks its 125th anniversary with year-
long celebrations and programs with nationally
renowned educators Peggy McIntosh, David
Mallery, Paula Lawrence Wehmiller, and Anderson
J. Franklin.
2003 The boys varsity basketball team wins the New
York state championship.
2005 Schoolwide enrollment tops 600 for the third year
in a row, and the new home of the Upper School
opens at 55 Willoughby Street.
2007 As it celebrates the centennial of the upper school,
BFS begins to offer the International Baccalaureate
Diploma Program for juniors and seniors.
2008 The BFS School Committee engages the entire
School community in its work to produce a
Strategic Plan to guide the School in the next three
to five years.
 Brooklyn Friends School acknowledges with sincere appreciation the
many individuals who led and served on committees and those who made
valuable contributions to the strategic planning process:

Strategic Plan Additional Faculty and Staff Additional Parents,

Steering Committee Sue Aaronson Alumni/ae, and Friends
Cynthia Cohen Margaret Bary Kenneth Adams ’78
Peter Laughter ’89 Sharon Carter Jennifer Blum
Diane Mackie Jacqueline Condie Nicholas Boulukos
Michael Nill Jeffrey Cox David Bernstein ’55
Alice Pope Karen Edelman Richard Cutler ’62
Karen Robinson-Cloete Jonathan Edmonds Rachel Fishman ’86
Ninon Rogers David Gardella Mechele Plotkin Flaum ’68
Benjamin Warnke Jennifer Knies Allison Sargent-Franco
Karen Luks Thomas Franco
2006–2008 Vladimir Malukoff Stephen Friedman ’55
School Committee Joan Martin Koon Wah Gee ’88
Conway Boyce Rachel Mazor Edith Gelfand ’60
Anita Bushell Jane Morrissey Seamus Henchy
Cynthia Cohen Mike Pellechio Elizabeth Houley
Verina Crawford Marie-Christine Perry Elise Kaufman
Trefor Davies Susan Price ’86 Thomas Klitgaard
Maura Eden Joan Rappaport Robert MacCrate ’39
Fern Finkel Gentile Kerri Richardson John Major
Darrick Hamilton ’89 Sara Soll Michael Rosen
Lara Holliday Tony Soll Charles Rosenthal ’53
William Kuntz Fanny Sosenke Frances Trainer Salant ’37
Samuel Laufer Orinthia Swindell Paul Segal ’62
Peter Laughter ’89 Gil Zalman Toukie A. Smith
Hildemarie Ladouceur Roxanne Zazzaro Shelley Ullman
Martin Norregaard Catherine Stamm Woolston ’80
BROOKLYN
Alice Pope
FRIENDS SCHOOL Karen Robinson-Cloete
375 Pearl Street Ninon Rogers
Brooklyn, NY 11201 Cindy Rose-Kadet
Phone: 718-852-1029 Lisa Sack
Fax: 718-643-4868 Whitney Thompson ’90
info@brooklynfriends.org Joseph Sweeney
www.brooklynfriends.org Benjamin Warnke
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