St. Andrew's Head of School Position Profile

PO SI T I O N PRO F I L E

HEAD OF SCHOOL ST. ANDREW’S EPISCOPAL • RIDGELAND, MS

2018–19 SCHOOL YEAR

schoolstrat.com 1

APPLICATION DEADLINE

SCHOOL STRATEGIES AND SOLUTIONS, consultants to the

JUNE 15, 2017

search, invites candidates and nominations for Head of School at St. Andrew’s Episcopal School, located in Ridgeland, MS, which is

APPOINTMENT DATE OCTOBER 2017

POSITION START DATE JULY 1, 2018

SEARCH CONSULTANTS School Strategies and Solutions

proximal to Jackson, MS, the state capital and home of the state’s comprehensive medical research and practice center. Arguably the finest school in the state, current school enrollment stands at 1148, spanning PK3–12. A member of NAIS, NAES and fully accredited

by SAIS, the school has been a beacon for progressive, egalitarian education rooted in its rich Episcopal tradition since its founding in 1947. This leadership opportunity will ideally attract a leader who respects the school of today, will build upon its exceptional strengths and will execute the school’s recently approved strategic plan while shaping a vision to continue the outstanding educational program

Ted Lingenheld

found at the school.

tedling@schoolstrat.com 919-264-8636

Applications are requested by June 15, 2017, to ensure full consideration. Serious candidates are strongly encouraged to submit

Bob Hallett

their materials well in advance of this deadline. The school desires to

bobhallett@schoolstrat.com

appoint the next Head of School by October 2017, with a starting

207-522-0190

date of July 1, 2018.

NOTE: We strongly encourage all interested candidates to visit the school’s website gosaints.org in addition to reviewing the information provided.

CONSULTANTS’ NOTES

LISTENING AND LEARNING VISIT TO ST. ANDREW’S EPISCOPAL “The leadership of the school, both from a governance and strategic standpoint, is to be commended. Board leadership is committed to leading by best practice, and the school’s leadership team and faculty are driven by a sincere desire to fulfill the mission of the school. One board member captured much of the essence of the school in noting that ‘we embrace the view of St. Andrew’s as a resource to the greater Jackson community, and we continue to look for ways to serve the community, the state, the world.’ St. Andrew’s is to be commended for being an exemplary model of the very best in independent education.”

- Jack Hall, SAIS accreditation team chair, 2017

WE CONCUR EMPHATICALLY with the chair’s

keeping with Episcopal school educational practices.

comments above. Rarely in our consulting travels do

St. Andrew’s parents are aspirational for their children

we work with a school that is so impressive. By any

and know their children will graduate from the school

standard measures, St. Andrew’s Episcopal School

with options to compete for admission to the nation’s most

would, if exported anywhere else in the country, still be

selective colleges and honors colleges at Mississippi’s

considered exceptional.

state universities. The college placement record at St. Andrew’s is extremely impressive for its diverse and

The school is an academic leader in every sense of the

national representation; in the Class of 2016, graduates

word. There are no great schools without great faculties.

attend 46 colleges in 26 states.

The teachers and senior administrators with whom we met to discuss the search were highly insightful and clearly

The Lower and Pre-Schools are on their own campus in

committed to St. Andrew’s and their students.

the thriving artistic and historic district of Fondren, about 10 minutes from the larger Upper/Middle campus in

Seven students in grades 10–12 achieved perfect scores

Ridgeland, a northern suburb of Jackson. The results of

of 36 on the ACT while the senior class of over ninety

the Forward Saints capital campaign are evident when

students attained a 30 average, the third time in the past

one visits each campus. The new Early Childhood Center,

four years! In benchmarking its measures of academic

Discovery Center, makerspace, science lab, renovated

strength to 50 of the largest day schools in the US, using

library and expansive, multi-level playground are state-

the data from INDEX, St. Andrew’s is in the top tier on

of-the-art. On the northern campus, the Science Center,

Advanced Placement results, SAT subject area tests, SAT

Center for Performing Arts and soon-to-be-completed

V/M/C scores and ACT scores. Not only is it the top

new Athletic and Recreation Center (ARC) compare to

academic school in Mississippi by a large margin, but it is

those found at top independent schools and colleges.

also one of the top academic schools in the Southeast. The

On the future facilities agenda for the U/M campus are

faculty deserves the credit for challenging the most gifted

a new Chapel, a Learning Commons, an expanded

students and meeting the needs of all of their students.

Dining Commons, a 5th Grade Loft, and teaching and accessibility improvements to facilities including a state-of-

Our initial visit with the Trustee Executive Committee

the-art makerspace.

clearly reflected the school’s diversity. Among the five members of the committee are three Trustees of color,

Everywhere one looks at St. Andrew’s there is evidence of

two are alumni and all are or have been parents at

this unique and extraordinary independent school:

St. Andrew’s. Founded in 1947, St. Andrew’s has embraced diversity, tolerance, and different faiths in

• one of only 22 Malone Online Network schools; one 1

MISSION, MOTTO AND VALUES Consultants’ Notes con’t of only 49 Malone Scholar schools that have received a $2 million endowment for need-based financial aid

MISSION STATEMENT “To nurture a diverse community in the Episcopal tradition, fostering spiritual growth, moral responsibility, academic excellence, and artistic and athletic pursuits, while preparing

• a multiple-year E.E. Ford Foundation grantee

for a life of service to our community and the world.”

• the first and only Global Studies Program in the state

MOTTO

with partner schools in nine countries that regularly send/receive student groups • winner of the MHSAA All-Sports award annually for the past 17 years • 39 of 47 Mississippi AP state scholars • six Presidential Scholar graduates in 8 years • 50% of all students who took 327 AP exams last year were named AP Scholars, with 8 National AP Scholars We are honored to have the opportunity to represent a truly distinctive school of excellence in guiding this search for the Board of Trustees. St. Andrew’s is a marquee independent school and demands in its next Head a leader to whom the Trustees can entrust the responsibility of sustaining and adding value to the exceptional school they love and serve.

Inveniemus Viam Aut Faciemus.

The motto, adopted by a vote of the student body in 1979, is rendered in translation as “We will find a way, or we will make one.”

VALUE STATEMENTS At St. Andrew’s Episcopal School, as an independent school and a community of growth and personal responsibility, we believe in the following: • A lifelong dedication to learning • Truth, honesty, and integrity • The dignity of every human being • The pursuit of excellence in all our endeavors • The talents and strengths of every individual • Stewardship of the resources of our school,

We look forward to working with candidates who believe that their experiences, vision, personal qualities, and leadership skills will be a close match for a school of this caliber.

community, and world • Service to others And we believe that we are called, with God’s help, to love our neighbors as ourselves and to seek justice and

Bob Hallett and Ted Lingenheld School Strategies and Solutions

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peace in our world.

“

”

WE WILL FIND A WAY, OR

WE WILL MAKE ONE Inveniemus Viam Aut Faciemus

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HISTORY AND GOVERNANCE ST. ANDREW’S EPISCOPAL SCHOOL was founded in

In the fall of 1985, the Upper School moved to the

1947 and remains anchored in the Episcopal tradition.

new North Campus, and the Middle School and the

Consistent with that tradition, the school is inclusive and

school’s administrative offices followed in 1994.

supportive of the beliefs of others. St. Andrew’s is a welcoming community of students, parents, and teachers of

Throughout its 70-year history, St. Andrew’s

many faiths, cultures, races, and economic backgrounds.

has taken risks while upholding a standard of academic excellence and creating a

From its earliest days, St. Andrew’s emphasized the need

nurturing environment open to students of every

to pay individual attention to each student to discover and

background. The steadfast adherence of St.

develop his or her unique talents and gifts. Adele Franks,

Andrew’s to its founding principles and the most

the school’s energetic, creative founding Headmistress,

rigorous quality in all academic and athletic

developed a challenging curriculum that included foreign

endeavors has made it a truly stellar school.

languages, art studies, and character-building programs.

In 1955, Mrs. Franks initiated the first scholarship program at St. Andrew’s.

In September of 1966, a new St. Andrew’s campus, described as an “architectural and educational wonderland,” opened on Old Canton Road. As private academies sprang up across the state and public schools fought integration, St. Andrew’s earned a reputation as a champion of equality. It was an unpopular stance for the times; St. Andrew’s took dramatic risks in admitting pupils of color during this racially charged, often violent era in Mississippi history.

During this period St. Andrew’s further cemented its commitment to diversity. While most private academies joined the Mississippi Private Schools Association, St. Andrew’s chose membership in the Mississippi High School Activities Association (MHSAA), which is composed primarily of public schools.

As St. Andrew’s academic reputation grew, enrollment increased. In 1976, St. Andrew’s acquired an option on 75 acres of open, rolling meadowland in south Madison County.

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STRATEGIC PLANNING

THE BOARD OF TRUSTEES

Inspired by an extensive Strategic Planning process, the

The activities and property of the Corporation (School)

following Objectives are outlined in greater detail within the

are managed by a Board of Trustees of twenty-three (23)

Strategic Plan, adopted in 2016. (Note: the entire strategic

members consisting of twenty (20) elected members together

plan will be made available to candidates selected as

with three (3) ex-officio members who shall be the Chair and

semi-finalists.) The topic headings addressed include: Pursue

Chair-Elect of the St. Andrew’s Parents’ Association and the

Educational Excellence; Grow and Stabilize Enrollment;

Dean of St. Andrew’s Cathedral, Jackson, Mississippi.

Strengthen Financial Position; Nurture a Diverse and Supportive Community; Fulfill our Public Purpose.

The Chair appoints, as permanent committees, the Executive Committee, Nominating Committee, Finance Committee, Audit Committee, and Facilities Committee. The business of the School is addressed at regularly scheduled board meetings, outlined in the school’s By-laws.

The Board understands the division of responsibility between the Administration and the Board. It is a clear line between operation/execution and policy/fiduciary responsibility. The Board serves as a model for good governance practices within the independent school community.

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ACADEMIC PROGRAM OVERVIEW CURRICULUM GUIDES

to define a set of expectations, behaviors, and goals

St. Andrew’s takes justifiable pride in its history of providing

for all adults engaged in the life of students. Below is

a challenging and stimulating academic experience and

a sample of personal and professional characteristics

program whose prominence has long been recognized

outlined in the document: honest; empathetic; flexible;

among leading independent schools in the South.

pursues lifelong learning; commitment to students and

View St. Andrew’s Curriculum Guides

their growth; embraces the school’s mission; exhibits

SCHOOL PROFILE

effective teaching; and a knowledge of the differences among children. Additionally, there is an expectation

St. Andrew’s Episcopal School has an extraordinary

that faculty understand, respect and support the school’s

record of college placement, both within and outside of

core principles including both its Episcopal identity as

the state of Mississippi, which reflects the quality of the

expressed through weekly chapel service as well as the

student body, faculty, and college counseling program.

Episcopal tradition that values and welcomes persons

The School Profile illuminates curricular offerings,

of every faith. The faculty embodies the principles of the

and SAT/ACT data, as well as matriculation of recent

school for the sake of nurturing each student within a

graduates to universities and colleges.

diverse student body.

Download School Profile

HONOR CODE

SERVICE LEARNING St. Andrew’s was the first school in Mississippi to require

Established in 1979, the Honor Code is an important

service learning as a graduation requirement. Many

and revered tradition at St. Andrew’s and is respected

students exceed the number of required hours and

by all. The code serves as the anchor of student life

continue to serve, inspired by the personal fulfillment that

and is deeply embedded in the life of the school. It is

comes from helping others.

enforced and administered by students who take pride in their leadership and responsibility to maintain it as the

The St. Andrew’s Global Studies Program offers students many

essential pillar of school culture.

opportunities to serve in developing countries. St. Andrew’s

HARKNESS INSTRUCTION Candidates will be familiar with the Harkness Table and

also offers its facilities, including the McRae Science Center, for use in summer camps, lecture series, and other programs benefitting teachers and students from outside the school.

the teaching methods associated with it. St. Andrew’s engages in this educational paradigm in both English and

In fulfilling its public purpose, St. Andrew’s recently hosted

history classes. Plans to increase the number of Harkness

a professional development program run by Phillips Exeter

classrooms are under active consideration.

Academy in collaboration with Jackson Public Schools and Midtown Public Charter School. “This is part of a larger

CHARACTERISTICS OF EXCELLENCE

orientation that St. Andrew’s has as a private school with

In 2013, the school developed a plan for faculty and

a public purpose,” said Dr. Chris Harth, who also leads

staff titled: Characteristics of Excellence. Its purpose was

the Institute for Learning, Teaching, and Engagement.

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FACULTY

THE ARTS At all grade levels St. Andrew’s offers a rich and full program of opportunities in

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the arts. One needs only to take the school tour to see student art in all divisions displayed proudly in hallways, on ceilings, in courtyards and gardens, and in

Full time faculty

17 years

Median years teaching experience 12 with an average of 17

murals, photographs, sculptures, paintings and other media.

The North Campus’s Faulkner Studios for Art and Music offer Middle and Upper School students airy, well equipped spaces flooded with natural light for painting, drawing, sculpting, and ceramics. Open studio space allows serious art students and

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faculty members to work on long-term projects in various media.

Faculty with advanced degrees

$48,670

Median salary

The Center for Performing Arts (CPA) on the North Campus is an outstanding facility for musicals, plays, concerts, and assemblies. Both the Faulkner Studios for Art and Music and the CPA were established through private donations from a school community dedicated to supporting the arts.

LEARN MORE ABOUT THE ARTS Visual & Graphic Arts | Performing Arts | Art Shows

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ACADEMIC PROGRAM OVERVIEW ATHLETICS • St. Andrew’s offers 40 team participation programs in interscholastic and intramural sports to students from grades 7–12. 78% of students in grades 7–12 voluntarily participate in team sports.

• Pre-K and Kindergarten students participate in a fitness program called Stretch n Grow, which promotes wellness and exercise specifically for young children.

The curriculum also incorporates topics including nutrition, muscle groups, balance, agility, coordination, and self-esteem.

• The St. Andrew’s physical education curriculum is based on the principles of wellness. Students attend physical education classes twice a week.

Students learn to respect, support, and encourage one another regardless of their individual athletic abilities.

• The St. Andrew’s Middle School fitness program promotes wellness, individual accountability, and group cohesion through age-appropriate activities. The fitness program includes the Presidential Fitness Test, which is designed to measure the basic fitness level of each student.

• Among the school‘s athletic laurels has been the steady recognition (17 years in a row and 22/24 across two divisions) of the Clarion-Ledger’s MHSAA All Sports Award.

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TECHNOLOGY • Students progress from basic computer use to introductory web research to independent nine-week projects. Students learn digital safety as well as the skills required to be good citizens. • Students in grades 5-8 are introduced to the Microsoft Office Suite (including Word processing, spreadsheets, and presentation tools) and continue their touch-typing skill development. Students enhance their ability to use the worldwide web for research, especially in evaluating a source for its validity. Most skills are developed using project-based learning. • The school is one of 22 schools that are part of the Malone Schools online network. This is a synchronous online learning program that permits students from participating schools to take courses which are generally not available to their school in real time with students from schools around the country. This is a premier program that continues to expand.

Participating schools meet annually at Stanford University to compare student experiences and to hone this increasingly robust academic experience.

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JACKSON/RIDGELAND 2010 CENSUS

540,000 POPULATION OF THE FIVE-COUNTY JACKSON METROPOLITAN AREA

JACKSON IS THE STATE CAPITAL and is the seat of Hinds County, Mississippi. Located in central MS where Interstates 20 and 55 intersect, Jackson is midway between New Orleans to the south, and Memphis to the north. Both are accessible in three hours by either driving, or via Amtrak, which provides daily service to both cities and beyond Memphis to St. Louis and Chicago. Delta, American and United Airlines, which offer daily direct flights to Atlanta, Charlotte, Chicago, Dallas, Houston, and Washington, DC serve Jackson-Medgar Evers International Airport. It is known as “the crossroads of the South.”

Warm winters and housing costs well below the national average attract families that are relocating to Jackson.

Mississippi10Governor’s Mansion

City of Ridgeland

General City Information Wikipedia/Jackson Facebook/Jackson Real Estate (Jackson) Zillow.com Trulia.com Homes.com Tourism Visit Jackson City with Soul Trip Advisor/Jackson Jackson-Medgar Evans International Airport Things to do in Jackson Mississippi Museum of Art Mississippi Children’s Museum Find It In Fondren Eat Jackson Downtown Jackson

Lefleur Museum District Concerts Shows Mississippi Symphony Orchestra International Ballet Competition Outdoor Water Activities News Jackson Clarion-Ledger

Mississippi Symphony Orchestra

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ST. ANDREW’S PARENTS’ ASSOCIATION (SAPA) RELATIONSHIPS AMONG PARENTS, students, and

By sharing their time and talents, parents find their

faculty are strengthened by parent participation in the

sense of community. In addition to the friendships

various volunteer opportunities offered throughout the

gained, volunteering makes a world of difference in the

year by SAPA. It is a very well run and highly integrated

intellectual, physical, and spiritual lives of the school

organization that fosters a stronger sense of community. It

community as parents seek to serve the greater community.

can be a real source of strength for the new HOS and will assist with integration into the community.

LEARN MORE ABOUT OUR EVENTS Events such as Arts-on-the-Green, Farm-to-Table and Starry

Arts-on-the-Green

|

Farm-to-Table

Night are worthy of special mention.They are the major fundraiser events for SAPA, but also are unique and

LEARN MORE ABOUT OUR PARENTS

spectacular. The organization has two seats on the Board

SAPA

of Trustees. It is integral to the functioning of the school and the connected SA community.

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|

Starry Night

HEAD OF SCHOOL OFFICE HEAD OF SCHOOL, DIRECT REPORTS • ASSOCIATE HEAD AND CHIEF FINANCIAL OFFICER • PROVOST oversees the entire academic program • TWO CHAPLAINS with one overseeing Service Learning & Diversity Initiatives • DIRECTOR OF INSTITUTIONAL ADVANCEMENT

33% OF ALL STUDENTS

ENROLLED RECEIVE SOME FORM OF FINANCIAL ASSISTANCE

• DIVISION HEADS FOR LOWER/MIDDLE/UPPER SCHOOLS • DIRECTOR OF ADMISSIONS AND ENROLLMENT MANAGEMENT • DIRECTOR OF ATHLETICS

ADMISSIONS, ENROLLMENT AND FINANCIAL AID • The Admissions Office is organized with a director of enrollment management,

52%

48%

Female/Male enrollment

assistant director of admissions, admissions associate, and receptionist.

• Opening day enrollment in 2016 was 1148. The largest classes are currently in the upper school, where total enrollment is 352. Middle School enrolls 290, Lower School 313, and Pre-School 193. The most recent yield on admission offers was 78.6%.

• The grade levels representing the largest ports of enrollment are at grades PK3, PK4, K, 5, and 9. Attrition for the past cycle was about 5.5%, a very low percentage highlighted by the SAIS accreditation team. The reasons cited by most families who did not re-enroll were moves and finances.

• A committee that includes the Head of School, CFO, and Director of Admissions makes financial aid decisions. Total need-based financial aid awarded for 2016-17 was approximately $1.95 million, with the average award slightly more than $8,600. When Honor Scholarships, Faculty Subsidy, and Large-Family Discount are added to the need-based total, the total of tuition assistance for the current year is $2,656,556. Financial aid is awarded to students at every grade level, increasing as children advance in the school.

15.1%

African-American

9.4%

Multi-racial

7.2%

Asian-American

2%

Hispanic

31.5%

Alpha Omegas (students in 12th grade who began in the pre-school represent 31.5% of the Class of 2017)

20.6%

Of all students are of the Episcopal faith 13

INSTITUTIONAL ADVANCEMENT THE ADVANCEMENT TEAM includes the Director, Associate Director (Capital Campaign), Director of Annual Giving, Director of Alumni, and Director of Communications (Social Media/website/video) and parent/booster club liaison.

ANNUAL GIVING AND CAPITAL GIVING The school has a comprehensive Annual Giving program,

fundraising campaign), St. Andrew’s began planning

soliciting gifts from all constituents. The following data

for the next capital improvements. Visioning sessions

reflect recent participation by constituents. Despite the

began in December of 2013 with students, faculty,

large on-going capital campaign that started in 2015,

alumni, parents, and donors. Priorities were identified,

Annual Fund Giving has remained strong with 2016-2017

and meetings were then held with a master architect for

expected to far surpass prior year giving during the first

plans and donors in the form of a feasibility study. By

year of the capital campaign.

April 2015, St. Andrew’s Episcopal School had secured $6.2MM in gifts and pledges and had officially launched

Only two years after opening the McRae Science Center

the most exciting and ambitious campaign in the school’s

and Faulkner Studios for Art and Music (a $5.3MM

68-year history.

2014–15 Annual Fund

2015–16 Annual Fund

2016–17 Annual Fund

Trustees Alumni/ae Parents Grandparents Faculty/staff

100% 13% 59% 24% 97%

Trustees Alumni/ae Parents Grandparents Faculty/staff

100% 15% 61% 21% 82%

Trustees Alumni/ae Parents Grandparents Faculty/staff

% % % % %

Total Dollars

$619,000

Total Dollars

$530,000*

YTD Pledges

$540,000

*Initial year of Capital Campaign

FORWARD SAINTS Forward Saints is funding an ambitious vision, allowing

needs of all students and faculty, as well as the

St. Andrew’s to dramatically increase and enhance its

larger community.

educational space, and to create the facilities needed for the school’s students, faculty, curricula, and programs

Forward Saints has allowed St. Andrew’s to open doors

to flourish. Forward Saints is the first campaign in the

to a new early childhood center and state-of-the-art

history of the school that encompasses the current needs

athletic and recreation center within ten months of each

and future potential of pre-K through the 12th grade, both

other. These two projects, which also include a new lower

the North and South Campuses, and the comprehensive

school discovery center and significant renovations to

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the existing gym, make up phase one of

FINANCE

the campaign which requires $12.5MM in fundraising and $10MM in financing.

2016 AUDIT

OPERATING BUDGET

$7,179,500

$18,786,938

Other phases of the campaign include a 5th-grade loft, expanded dining commons, a new learning commons for student support, and a new Episcopal Chapel on the north campus. Forward Saints includes

Endowment

Total income

$4,702,173

$18,345,905

Endowment Permanently restricted

Total expense

an estimated $34MM in projects.

$44,486,017 The following data were mined from the 2016 Audit. Exceptions are Endowment and Cash/Pledges for Capital Campaign, which are current as of 3/31.

The Board of Trustees has adopted a ten-year Strategic Enrollment Plan to assist

Total Assets

$24,461,017 Total operating revenue (includes $4,944,957 in total giving)

Expenses

$1,597,962

revenue generation assumptions. The plan

Depreciation; $22,300,000 accumulated depreciation

large classes, which will affect total school size. The school’s new Early Childhood Center located on the South Campus is expected to generate more upper-level students over time to balance the expected near-term loss.

$434,715 Gifts for $875,748 increase in cash position

$20,629,896

with forecasting cash flow and developing takes into account the graduation of some

$441,033 Operating Surplus

$9,316,350 Promises to give through 2022; nets to $8,083,644

$5,000,000 LOC with $0 balance

FINANCIAL AID

12.8% OF BUDGET ($2,422,212)

$14,000,000 The trustees closely monitor the school’s fiscal situation and are keenly aware of the need to increase annual giving and the

LOC (non-revolving for construction costs); $10,000,000 revolving with a balance of $6,846,000

school’s endowment. This will be a major focus for the new Head of School to assist trustees in ramping up charitable giving.

NOTE: Copies of the operating budget, balance sheet, enrollment history and salary summary will be sent to candidates invited to first round interviews.

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THE HEAD OF SCHOOL POSITION AND ITS PRIMARY RESPONSIBILITIES PROFILE OF LEADERSHIP, MANAGEMENT AND ADVANCEMENT RESPONSIBILITIES • Coordinate and oversee the overall operations of the school program, human resources, and facilities • Oversee the financial affairs of the School and work closely with the Board in developing annual balanced budgets and a long-term sustainability plan, which includes implementation strategies • Assume a prominent role in cultivating/soliciting/ stewarding philanthropic support for the School, especially as it relates to the Forward Saints capital campaign in progress • Work closely with the enrollment management team; guide and oversee internal and external marketing efforts; frequently engage with parents and alumni to build and sustain relationships • Lead and inspire the faculty and students as the chief academic officer of the School, and continually advance the quality of the academic program by providing the resources and expectations of professional development

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• Develop with the Board of Trustees policies and initiatives that support the school’s mission and strategic vision • Maintain constant, open and effective communication with the Board, staff, students, parents, alumni and community • Lead the School as a team builder with a collaborative approach to planning and problemsolving; act with the authority and decisiveness necessary to move the School forward • Be highly visible and approachable on campus and at all school events; be the key spokesperson for the school, and actively seek opportunities to tell the St. Andrew’s story in the communities the school serves • Ensure essential relationships with colleges and universities important to student matriculation, professional associations, and accrediting agencies

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CANDIDATE QUALIFICATIONS AND EXPERIENCES PERSONAL AND LEADERSHIP QUALITIES SOUGHT IN CANDIDATES As one finds in most head of school searches, constituents have particular hopes and dreams for what the next head will bring to support their “weighted” perception of what the school needs. There was strong consensus among stakeholders that the next leader should have personal attributes that will further strengthen the rich legacy of the school.

EDUCATOR • A servant-leader who puts the children first in all things and strives for the education of the whole child; a true teacher with a natural connection to students who possesses empathy, compassion, respect for different learning styles and high standards • Supportive of teachers who were hired to use a different teaching approach (not the “traditional classroom”); someone who stands his/her ground

humility, and a high moral standing; is ethical, fair, measured in decisions, and has a good sense of humor; can mediate and resolve conflicts • Someone who understands how to manage the internal/external balance required of a Head of School • A person who can articulate the school’s vision so that others will embrace it • Is a highly effective delegator who monitors most

and is willing to do things knowing there will be

essential details through the eyes of staff and follows

repercussions; a good listener, able to build a team

through in supervising school initiatives

of academic leaders whose primary interest is the emotional development of students; able to sustain a culture where continued professional growth is expected and demonstrated • Can state with clarity, “This is how we are going to embody being about the whole child.”

• Has a proven ability to identify and recruit highly talented, student-centered faculty and staff LEADER • An approachable, authentic, genuine leader who

• Will champion all the school’s programs, including athletics and the arts • Models the use of technologies in personal and professional life, while encouraging continued resource allocation to remain current in the applications of learning technologies in a 21st Century school RESPECTS DIVERSITY, TRADITIONS AND CULTURE • A willingness to capitalize on diversity efforts at SAES, to expand horizons and continue reaching

trusts others to excel in their work and efforts on

new heights rather than resting on school’s long

the school’s behalf

history of diversity

• Personable, comfortable with all groups, open,

• One who embraces the School’s strongly held belief

a listener and effective public speaker who can

in the Episcopal tradition, which honors and respects

articulate messages in times of crisis, supportive

other faith traditions found within the community while

of the whole community

also honoring the school’s Episcopal identity

• Possesses unassailable integrity, trust, strength,

• Understands the distinctive qualities/traditions of southern culture

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PUBLIC FACE OF THE SCHOOL The Head of School must have a strong community presence, be deeply engaged in fundraising and alumni development, possess an eagerness to seek additional fiscal resources to enhance all school programs, and be an articulate salesperson, able to tell the story of SAES in an authentic and enthusiastic voice.

PROFESSIONAL BACKGROUND AND EXPERIENCES SOUGHT IN CANDIDATES • Ideally should have Pre-K–12 leadership experience

• Ideally, have had direct experience working with

as a school head, assistant head, division head or

and guiding a Board of Trustees that understands its

the equivalent; curriculum fluency at all grade and

strategic role and wishes to have a partner who can

developmental levels

execute policy directives created in a collaborative

• A minimum of a master’s degree in an academic subject area or educational administration/supervision • Experience and current awareness of admissions, branding, and marketing to create

environment of mutual trust and agreed-upon goals • Leadership and teaching experience in an independent school strongly preferred • Applications from candidates whose leadership

a school-wide proactive, team-oriented enrollment

experience has primarily been in higher education

management culture

are welcome; non-traditional candidates are also

• Ideally, has been involved in strategic planning and vision setting as well as the stewardship, cultivation, and generation of non-tuition revenue and capital funding • Demonstrates a deep understanding of effective fiscal

encouraged to apply • A history of working in or attending an Episcopal school will be most welcome • Experience in a school that has successfully developed and implemented strategies to provide

management of an independent school, including but

learning facilitation methods so that all students can

not limited to setting an annual budget, understanding

be successful

a balance sheet, current compensation, benefits models, and peer school benchmarking

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CANDIDATE QUALIFICATIONS AND EXPERIENCES CHALLENGES FACING THE NEXT HEAD OF SCHOOL • Support the Board and take in a proactive leadership

administrative organizational chart to streamline the

capital campaign; emphasize effective stewardship

number of direct reports to the Head of School and

and donor identification and cultivation; build upon

ensure effective follow-through in all areas

and improve current outreach efforts to alumni and dormant prior donors • Assess enrollment management practices to ensure

• Continue the effort that St. Andrew’s will be as strong in the arts and athletics as it so clearly is in the academic area. St. Andrew’s desires to further

adequate staffing for a more creative, aggressive

distinguish itself by having all three areas at the

and strategic marketing and branding approach that

same level of excellence.

presents a clear identity and compelling case to the feeder community • Oversee curriculum scope and sequence to ensure that all academic subject areas are achieving the same standards of excellence • Integrate the school’s four divisions and separate campuses into a unified whole, both in academic matters and collegiality

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• Review and, if necessary, restructure the school’s

role in fundraising, especially in the Forward Saints

• Continue the focus on teaching loads and responsibilities • Monitor the ongoing work and success of the learning facilitation initiative and provide the resources necessary for its success

THE SEARCH PROCESS A complete application will include the following

IMPORTANT

information for the Search Committee: 1. Cover letter expressing interest in this position and explaining why the candidate believes his/her

JUN

15

DATES

qualifications match those sought by St. Andrew’s Episcopal School as presented in this Position Profile 2. Current resume (include email address) 3. List of at least five references with current phone numbers and email addresses. References should encompass the present position and most recent previous position.

4. Statement of educational or leadership philosophy

JUNE 15, 2017 Application Deadline

FIRST ROUND INTERVIEWS First Round Interviews will begin in late June for early applicants with strong qualifications.

The application process includes the following steps: 1. Send your materials as a single document BY EMAIL ONLY attached as a PDF document to both Ted

OCTOBER 15, 2017 Target Date for Appointment of Head

Lingenheld and Bob Hallett (see addresses below).

2. When adding subsequent materials to your file, such as reference letters, please email them to the same

JULY 1, 2018 Position Start Date

two addresses.

3. Your application will be acknowledged to your email address.

4. School Strategies and Solutions will notify you of

Nominations for this position and questions from candidates should be directed to BOTH:

your status after your materials are complete and have been reviewed by the Search Committee.

5. Questions not answered above should be directed to either the email addresses or phone numbers shown.

Ted Lingenheld

Bob Hallett

tedling@schoolstrat.com

bobhallett@schoolstrat.com

919-264-8636

207-522-0190

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