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Dana Hall Case Study

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Case Study: Dana Hall: Funding a Mission (A)

Henry Durant, founder of Wellesley College in 1870 believed “young girls were ill prepared to take advantage of the academic experiences offered”1. An all-girls preparatory, Dana Hall, was born out of a vision and generosity2.
Dana Hall developmental timeline1: * 1881: Opened under the leadership of the Eastman sisters who retired in 1899. * 1899 -1951: The school was bought and was under the directorship of Helen Temple Cooke; she shaped * Dana Hall into a well-known and widely respected academic institution firmly committed to its mission as a girls’ boarding school. * 1955: Cooke died; However she had owned an association of four schools: Tenarce (Coed K-6), Pine Manor Junior College ( 2 year post-secondary), Dana Hall (Boarding School for girls 10-12 and Dana Junior (Boarders 8-9) * 1971: Dana Hall was restructured and now served both the boarders and day students 9-12
Founded on vision and generosity the school did not seek contributions and by the mid-eighties started having financial difficulties and more or less was just managing its operational budget1. Along with the financial challenges the school had both internal and external challenges: there was the issue of leadership retention: three headmistress in four years which resulted in de-stabilization and created rifts among faculty, administration and the board of trustees1. There was also substantial shrinkage in the applicant pool; the fall enrollment and the strained finances were mainly affected by this. These were just the negative results from the “societal shift” that was taking place.
Elaine Betts, took over leadership in the summer of 1984 and brought with her not only experience but stability and the school was now able to strategize on how to face the changing times1. In 1985, Betts was faced with

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