Hollis and Brookline
Hollis is a town in Hillsborough County, New Hampshire, United States. The population was 7,684 at the 2010 census. The town center village is listed on the National Register of Historic Places as Hollis Village Historic District. The town was incorporated in the province of New Hampshire on April 3, 1746 as Holles but later was switched to Hollis, which is another story altogether.
The Town of Brookline is located in Hillsborough County, New Hampshire with a population of 5011 as of 2011. First a part of Dunstable, Massachusetts, then settled as West Hollis, the town was granted in 1769 as Raby. Governor John Wentworth named it after his cousin, the 4th Earl of Strafford and Baron of Raby Castle. The town was renamed in 1798 at the suggestion of a leading citizen who was originally from Brookline, Massachusetts.
Today, the towns of Hollis and Brookline have a thriving equestrian community, with much of the landscape encompassing gently rolling pastures, apple orchards, and picturesque local farms and farmhouses. The towns also serve as bedroom communities for the Boston area as well as major New Hampshire cities.
SAU 41 serves three school districts:
- Brookline, a PreK-6 elementary district consisting of the Richard Maghakian Memorial School (Grades PreK-3) and the Captain Samuel Douglass Academy (Grades 4-6)
- Hollis, a grade PreK-6 elementary district consisting of the Hollis Primary School (Grade PreK-3) and the Hollis Upper Elementary School (Grade 4-6)
- Hollis Brookline Cooperative School District serving grades 7-12 in two buildings, the Hollis Brookline Middle School (Grades 7-8) and the Hollis Brookline High School (Grades 9-12).
The SAU41 Strategic Plan is used to guide us in the planning, implementation, and evaluation of the Mission, Goals, and Objectives approved by the SAU Governing Board. Articulation of curriculum, instruction, assessment strategies, and actions related to each of these areas have been outlined in the plan, and the Leadership Team is responsible for providing the “deliverables” outlined as a means of informing the Boards of progress in each area. In addition, the Strategic Plan provides direction to the Leadership Team as it relates to evaluation of technology and infrastructure, building maintenance, and future planning. The strategic plan is, therefore, used as the starting point for our annual budget discussions.
As Superintendent, I asked the administration to construct a budget that allowed us to continue to meet the goals and objectives outlined in our Strategic Plan in a financially responsible manner. One area of continued focus for the administration and our Boards is to review our operational procedures to determine how best to deliver services to all students. We have examined our staffing levels, special education services, as well as our standards and curriculum. In each area, we have aligned our budget priorities to meet the goals and objectives outlined in our Strategic Plan. Two areas we continue to focus on are our 21st Century Learning goals and the continued maintenance of our facilities and grounds.
Assistant Superintendent, Gina Bergskaug, has focused her efforts on our 21st Century Learning goals. Science, Technology, Engineering, Reading, the Arts, and Mathematics (STREAM) have been a priority for the SAU. At our elementary level, we continue to focus our efforts on the enhancement of our science curriculum while providing opportunities for acceleration in math. Our “Maker Space” rooms have provided our youngest learners with engaging hands-on opportunities. In Brookline, Mr. Dobe, Mr. Molinari, and their staff continue the implementation of our new enVisions math program. We will be providing the Board and the communities with regular updates regarding progress on these important areas. At the Cooperative level, we have adjusted our curriculum to provide an accelerated opportunity in Biology at ninth grade. These budget(s) also include funding for the continued expansion of elementary science while integrating tech-rich experiences in writing and physics for our high school students. These opportunities, combined with the new high school science lab funded last year, will allow our students to continue to expand their academic horizons. As stated, another area of focus is maintaining and, when possible, upgrading our physical plants. Last year, we seal coated our high school and middle school parking lots and completed tile replacement in both Brookline schools as outlined in our Capital Improvements Plan. The front entryway at RMMS has been upgraded (thank you to all our wonderful volunteers), the HBMS has upgraded its security system (grant funded), and HPS has replaced exit ramps and stairways this summer. The kindergarten classrooms in Hollis had new sinks installed, HUES installed air conditioning and new carpet in the music area, and the bridge to the SAU field was replaced. We increased our wireless access points across the SAU, purchased mobile computer labs, and our “learning commons” is fully implemented at HBHS. Thank you to everyone who was involved in making these projects a reality. Our fiscal year 2018 budget(s) contain the funding to expand the “learning commons” approach to HBMS; seal coat the parking lots at RMMS and CSDA, as well as to move forward with energy efficiencies in our Hollis Schools.
On a regular basis, Gina and I have made time to visit our buildings and teachers’ classrooms. We find this to be the most rewarding part of our positions. On these numerous occasions, we have been impressed with the instructional practices of our staff. The children are engaged in their education while having positive experiences with their peers. This was demonstrated on a rainy, cold October day as our third graders from both communities spent time learning about physics from our high school students during “Trebuchet Day”. A wonderful learning experience was had by everyone involved. Gina and I have also attended a wide variety of school events such as plays, whole school gatherings, athletic contests, induction ceremonies, and a host of other activities which have allowed us the opportunity to get to know our staff, our students, their parents, as well as many members of our community.
Much of our time has been focused on the development of the SAU and individual school district budgets, participating in and supporting bargaining contracts being negotiated, preparing for school board meetings, and ensuring that all schools have the appropriate level of qualified staff to deliver the high level of instruction expected by our communities.
The support that the individual school boards have provided me has been greatly appreciated. I have grown in my understanding of what makes the communities of Hollis and Brookline unique. The frequent communication I have shared with community members, school board members, budget committee representatives, students, families, and our professional staff has allowed me to focus my efforts on our strategic objectives. I am confident that, while working with these committed and dedicated individuals that serve on our Boards, the SAU 41 will continue to be one of the premier school districts in New Hampshire.
The leadership of the SAU realizes that the taxpayers of Brookline and Hollis make a dedicated, faithful effort, financially and otherwise, to support and maintain our schools. The citizens of Hollis and Brookline have reason to be proud of their schools. As your Superintendent, I am grateful for the support I have received from both communities. I look forward to working with all groups as we continue to strive to make SAU 41 an outstanding place for students.
Mission & Vision Statement
The mission of SAU 41 is to ensure a strong, supportive learning environment focused on academic excellence.
The vision of SAU 41 is to help students acquire the knowledge and life skills for academic, social, and emotional success.
SAU 41 Strategic Plan
Given the tremendous amount of input received, the Steering Committee feels that the mission, vision, goals, and strategies that make up the Strategic Plan reflect the educational priorities of Hollis and Brookline’s elected officials, School Board members, parents, staff, and students. At each stage of the Plan’s development, the Steering Committee repeatedly reached out to the public to be sure that what the communities wanted is embodied in the Strategic Plan seen in the following pages. The Steering Committee is appreciative of leadership of the New England School Development Council in working with us in this process.
Read the 2012-2017 Strategic Plan.
Strategic Plan Deliverables Status
|Strategy 4.1||323.8 KB||2013-06-14 21:57:17|
|Strategy 2.6||1.27 MB||2013-06-14 21:57:50|
|Strategy 2.5||598.99 KB||2013-06-14 21:58:07|
|Strategy 1.2 B||744.59 KB||2013-06-14 21:56:27|
|Strategy 1.2 A and 4.4 revised||5.71 MB||2013-06-20 17:53:53|
|Strategy 1.2 A and 4.4||5.29 MB||2013-06-14 21:58:13|
|Strategy 1.1 C||2.02 MB||2013-06-18 13:32:59|
|Strategy 1.1 A and 1.1 B||1.19 MB||2013-06-14 21:57:06|
|2014-06-25-Strategic Plan Deliverable-Progress Matrix||915.08 KB||2014-06-25 12:25:45|
|2013-2014 Strategic Plan – SMART Goals Year Two Deliverables||124.63 KB||2013-12-12 16:25:00|
|2013-06-17-Strategic Plan Deliverable-Progress Matrix||109.4 KB||2013-06-14 21:48:04|
SAU 41 Building Leadership Team 5 Year Plan
Read about the SAU 41 Building Leadership Team 5 Year Plan for the district.