fied kids all through the summer months.”
FROM PAGE 13
BERKSHIRE WALDORF HIGH SCHOOL Outgrowing its cramped quarters in downtown Stockbridge, the school has purchased for renovation and preservation the historic Old Town Hall on the Village Green — a $6.25 million project. At least $4.7 million has been raised so far and a new campaign to close the gap is being launched. Currently serving 45 students with an average class size of 11, the school is expected to be in its new home in September 2025. “We are meeting our revenue goals with respect to our operating costs,” said Patrick White, the chief financial officer. “I’ve been struck by the outpouring of support, financial and otherwise, from the community of parents, friends and alumni, as well as from the people of Stockbridge,” said White, also a member of the Select Board. A record number of applications for this time of year have come in for next fall’s ninth grade, according to Stephen Sagarin, the executive director and faculty chair. “Fundraising has increased significantly in the past few years,” he noted. “This is partly due to having families that recognize our need
independent high school founded in 1932 now has 102 enrolled students — including about 30 from the Berkshires. But last month, the board of trustees voted to shut it down after commencement this May because of persistent financial red ink. An outpouring of donor support yielded $4.1 million in pledges, with an additional $1 million pledged by the end of 2025 or in early 2026, meeting the $5 million target set by the trustees. In a new vote, they approved a reprieve through the 2025-26 school year. In all, 645 donations came from parents, alumni and friends. The largest gifts came from former students: $2 million from an anonymous donor in two phases, a $500,000 gift and a $150,000 donation. Head of School Andy Vadnais acknowledged that “sometimes it takes a near-death experience to awaken folks. The fundraising absolutely contributes to our bottom line.” Future enrollment trends are hard to predict, he said. “Most small tuition-driven schools like Darrow have moved to rolling admissions, which means the admissions cycle never ends. We will be admitting quali-
while enrollment is lower and partly, I believe, because ‘a rising tide floats all boats.’ ” Overall, annual fundraising covers about 10 percent of the school’s operating costs, Sagarin said. MONTESSORI SCHOOL OF THE BERKSHIRES Currently serving 124 pre-K through eighth grade students, Meagan Ledendecker, the co-founder and director of education, reports that enrollment is growing. “Our Toddler and Children’s House classrooms continue to be full, allowing us to maintain a rolling waiting pool,” she said. “Post-pandemic, we are rebuild-
ing our elementary and adolescent programs, and are seeing a steady increase in inquiries and enrollment in those two programs.” On average, philanthropy contributes about 10 percent of the operating budget. After hiring a dedicated director of advancement last year, Ledendecker noted, “we have seen growth in fundraising in both participation and giving levels.” “Maintaining a healthy bottom line is always a challenge for small independent schools,” Ledendecker said. “We are always appreciative of how alumni, parents and friends are involved in ensuring the school’s financial stability.”
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