Oak Hall School Position Profile

POSITION PROFILE

Head of School Oak Hall School • Gainesville, Florida

2017–18 School Year oakhall.org

schoolstrat.com

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Application Deadline July 15, 2016

Appointment Date November 2016

Applications are requested by July 15, 2016 to ensure full consideration. Serious candidates are strongly encouraged to submit their materials well in advance of this deadline. The school desires to appoint the next Head of School by November 2016,

Position start Date July 1, 2017

with a starting date of July 1, 2017.

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

Search Consultants

information provided.

School Strategies and Solutions Ted Lingenheld and Bob Hallett

School Strategies and Solutions, consultants to the search, invites candidates and nominations for Head of School at this highly respected North Central Florida day school of nearly 800 students in grades Pre-School to Grade 12. A member of NAIS and fully accredited by FCIS, the school sits in close proximity to the state’s preeminent university, The University of Florida. This leadership opportunity will ideally attract a leader who respects the school of today and will energetically craft and execute an exciting new vision to continue and extend the upward trajectory of Oak Hall School.

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Consultants’ Notes Listening and Learning Visit to Oak Hall SchooL From February 15-17, 2016, consultants Bob Hallett and Ted Lingenheld met with students, faculty, administrators, parents, alumni and Board members at the School. Our objectives included listening carefully to what stakeholders described as the strengths, values and needs of Oak Hall, and the characteristics and qualities they seek in the next Head of School. In these notes we share our impressions of the School, the many stakeholders we met, and the common themes we detected.

Elsewhere in this Position Profile prospective candidates will learn more about the School and the Head of School position.

This is an attractive, welcoming and beautifully-landscaped school on a rectangular 43-acre campus just west of I-75 and the city of Gainesville, the center of which is dominated by the spread of the University of Florida. The contiguous Lower School/Early Childhood buildings are about 150 yards from the Middle and Upper School buildings. In between and along the school driveway sits the Administration building. Around a large oval driveway both the Gym and Cofrin Theater and Arts Center join the MS and US. In our meetings with over 40 teachers, parents, and administrators, and over 30 MS and US students, we witnessed a palpable tone of affection and support for the School and what it means to this community. The students take pride in one another’s accomplishments. They appreciate that forgotten items are invariably returned, and that a spirit of family and integrity is a hallmark of their school. The faculty is a healthy mix of experience (about one -third of the teachers have been at OHS for a decade or longer) and youth (one third have taught six years or less).

The current Head will retire in 2017 after 24 years at Oak Hall. This community appreciates and values his important contributions to the qualitative and quantitative growth of the School. In our many conversations teachers, staff and parents made clear their gratitude to, and fondness for the retiring head, while adding their aspirations for a successor who will continue to build and strengthen OHS. We did not hear any indications of complacency or satisfaction with the status quo. The next head will find impressive programs in many key areas, while having opportunities to address others that will benefit from new vision and energy. S/he will also find an enthusiastic, diligent and strategically focused Board that is eager to work with the new head in implementing the Master Facilities Plan and Strategic Financial Plan that will carry Oak Hall toward the community’s aspirations.

We see there is much work ahead that will require particular attention to: endowment growth; increased capital funding; finding and retaining exceptional teachers; developing the leadership team; and expanding the admissions funnel to ensure quality and greater diversity within the student body. As Oak Hall approaches its 50th anniversary in four years, this community is eager to invest and collaborate in taking the school to the next level of excellence.

Bob Hallett and Ted Lingenheld School Strategies and Solutions 1

Mission Overview Oak Hall School Mission Statement “Preparing students for ethical leadership in a diverse and global society.”

“We believe in the power of

The Oak Hall School Motto “Scholarship, Leadership, Service”

a liberal arts education to transform lives, to develop unique talents, to enhance self-esteem, to build character, and to inspire a life-long love of learning.”

Statement of Philosophy Guided by the ideals of “Scholarship, Leadership, and Service,” Oak Hall School serves a diverse group of students, grades preK-12, who can benefit from a challenging college preparatory program. We are committed to the liberal arts tradition, which sees education as the worthy pursuit of a lifetime, an end in itself as well as a means toward personal and social growth.

We believe in the power of a liberal arts education to transform lives, to develop unique talents, to enhance self-esteem, to build character, and to inspire a life-long love of learning. We seek to nurture in young people the qualities of intelligence, wisdom, and moral commitment, and to foster in them an impassioned curiosity about the world around them as well as the imagination to seek new solutions to problems.

Perhaps most important in furthering our mission is maintaining a familylike environment that is physically safe and emotionally supportive, where intelligence and compassion are highly valued, and where close relationships between students and teachers are encouraged. Oak Hall School also seeks to provide many opportunities for our young people to develop in areas beyond acquiring essential academic skills. Our relatively small size, coupled with an array of extracurricular options, makes it possible for each one of our students to play a leadership role in the rich daily life of our community.

Oak Hall School blends environment with academic, athletic, artistic, and service opportunities, thus providing students with the motivation to achieve academic excellence, to become leaders within their community, and to develop a strong sense of personal and social responsibility.

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Core Values Scholarship We believe in the liberal arts tradition. We work to develop young people who are active learners, independent thinkers, and well prepared for the next educational step as well as life in a global society.

Character We believe in a caring school community, supported by a comprehensive approach to helping students develop into respectful and responsible people who make choices based on universally accepted values.

Leadership We provide experiences and foster skills in leadership so our students can become effective citizens as they participate actively in our society.

Community We place great importance on maintaining close relationships, physical and emotional safety, and the belief that connectedness is the key to a healthy life.

Service We believe that learning to serve others is a critical component of a well-rounded education and gives meaning to the concept of the public purpose of private schools. This value includes the notion of stewardship and social responsibility.

Balance We value our commitment to the whole child. We nurture the mind, the body, and the spirit through a balanced array of offerings and activities in academics, the arts, athletics, and service learning. * *From the opening pages of the Faculty Handbook

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History and Governance In the fall of 1970, a group of 20 parents, eager for

contiguous for-profit elementary school, was acquired

a richer educational experience for their children began

through the generous donation of one benefactor. This

Oak Hall Private School at Highlands Presbyterian Church.

strategic merger helped ensure a steady source of

During those early and what must have been heady years,

enrollment at Oak Hall School.

the school put down roots that have sustained the school ever since. One might say that school spirit was a corner

As recently as 2005, the school continued its capital

stone, as evinced by the early adoption of the Eagle as

improvements with the addition of up to date middle

school mascot and the selection of burgundy and gold as

school science labs, the Cofrin Arts Center and in

the school colors.

2007 the Early Childhood Learning Center, named in honor of Patti Shively, a major school benefactor. Most

The faculty and administration were imaginative and did a lot with scarce resources. As an example, facilities were leased for some athletic programs including bowling and swimming. Cheerleading was a popular activity when the school was in its infancy and offered only flag football. The current program and facilities belie these humble beginnings.

Other programs gained traction. Among them was the Indo-American Club, started by students enrolled in Spanish and Latin American history. This early spark presaged the current emphasis on global education, marking the school as a pioneer in this regard. Today the school features a robust exchange program that includes students from China.

To provide the quality program the school enjoys today, numerous capital improvements have taken place. In 1972, the first classrooms were built on the original 33 acres.

Additional improvements were: The Cofrin Theater in 1978 along with other facilities added in 1988, 1990, and 1993.

A computer lab was completed in 1996 and the Middle School was completed in 1999.

November 26, 2001 marked a milestone for Oak Hall School. Martha Manson Academy, a geographically 4

recently the Dr. Mohammed Faisal Family Media Center

was completed in 2012. A School Master Plan, recently

Board, one must first be a member of the Corporation. This

approved by the Board, awaits funding and execution.

means that a gift of at least $1,000 or donation of goods of equivalent or greater value must be made to the school

While the history seems weighted toward the school’s

within the previous five-year period. This is a throwback to

growth and expansion, running concurrently is a deep

the school’s early days when funds were hard to come by.

respect for academic excellence, pride of one’s place and

The majority of current members are current parents and

high standards of ethical behavior.

alumni. They are passionate about Oak Hall School and are enthusiastic about becoming a high functioning and

The school’s Board of Directors currently has 16 members

strategic asset for the benefit of the school.

and plans to add two more this year. It operates under the authority of the School’s original Articles of Incorporation.

Board of Directors’ membership

An interesting Bylaw feature is that, to be a member of the

oakhall.org/BOD

“The Cycle” commissioned in 1984 by benefactor Dr. David Cofrin, is the centerpiece of the fountain and a feature on the beautiful campus.

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Academic Program Overview Oak Hall School’s graduates’ enrollments at selective public and private colleges and universities in Florida and around the country speak to the strength and quality of the faculty and the talents of the school’s diverse student body. Oak Hall offers a rigorous program that seeks to develop student talents to their fullest. At the link below, note the extensive offerings in the arts: fine arts, performing arts and music; and in electives such as robotics.

Faculty

Curriculum guides Upper School

47

24

Full time faculty

15 years

Median of full time total teaching experience

90%

US faculty have advanced degrees and teach 17 AP courses in six disciplines

15/71

Faculty coach at least one sport (Stipends are paid for coaching responsibilities)

$41,100

Current year median faculty base salary

$34,400–$64,300 Salary range for full time teachers

35 Lower 16 Middle 23 Upper

Faculty count by Division (Full and Part-time)

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Median years of full time teachers’ service at Oak Hall

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Median years of full time teachers’ total years of teaching service 6

|

Middle School

|

Lower School

Community Service • All seniors are required to complete a two-week off-campus Senior Project with either a vocational or a community service focus and to complete 10 hours of approved community service for each year of Upper School enrollment.

The Arts Oak Hall School offers an exceptionally rich and diverse program in the arts for students at all grade levels. The links below explain and showcase why there is such a strong balance between academics, the arts and athletics at OHS. The school’s Taiko Group, Tsabasa, was featured at the 2014 NAIS Annual Convention in Orlando.

Visual Arts | Music | Drama | Cofrin Arts Center and Gallery Arts Conservatory Program This program, which ties together and maximizes synergies among all of the arts disciplines, is a truly unique value proposition for Oak Hall School (the recent production of The Sound of Music is an excellent example).

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Academic Program Overview Athletics • Oak Hall has a strong and vibrant athletic program from grade 6 to grade 12. 75% of the students in the Middle

Members recently donated $85,000 to areas of need in the athletic program.

and Upper Schools play at least one sport, and many participate in multiple sports. In recent years, Cross-

• The Campus Master Plan, for which capital fundraising is

Country and Boys’ Lacrosse, which currently ranks

quietly underway, envisions the addition of two soccer/

among the top 15 teams in Florida, have been the most

lacrosse fields, a second gymnasium, a new tennis

celebrated sports for their accomplishments.

center, and an outdoor aquatic center.

• Oak Hall offers 14 sports and fields 44 teams at the Middle School/Freshman/JV and Varsity levels.

• The latter will be of value, not only to the school-wide physical education and upper grades athletic program, but also to the success of the Summer Camp program

• The Athletic Boosters Club offers parents opportunities to volunteer their time in support of the program.

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that now enrolls 2000 students each summer in 130 different camp programs.

Technology • The expanding iPad program now extends from grade

Oak Hall School holds memberships in

four to grade nine.

National Association of Independent Schools, Southern • The Director of Technology Integration is available to teachers for guidance in applying technology to their classroom work. A full staff within the IT department supports the school’s infrastructure.

• More information is found at oakhall.org/technology

Association of Independent Schools, Florida Council of Independent Schools, The College Board, Cum Laude Society, National Association for College Admission Counseling and Southern Association for College Admission Counseling

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College Counseling and Placement A glance at the College Profile should be sufficient to

The school also achieved a greater than 90% acceptance

understand why the college counseling program is well

rate at the increasingly competitive University of Florida,

regarded in this academic community of high parent

with one-third of the class attending either UF or

expectations. The school is in the process of recruiting a

another Florida public university or private college. Five

new Head of College Counseling from a very deep and

graduates decided to begin their college careers at Santa

talented candidate pool, to build on the success of the

Fe College in Gainesville, the top-ranked community

current counselor who is relocating for family reasons

college in the nation according to the Aspen Institute’s

to his hometown of Savannah, Georgia at the end of this

2015 rankings.

academic year.

Over the past several years, Oak Hall has placed high-

For the Class of 2015, two-thirds selected colleges

achieving students at the very top-ranked universities

nationwide, including such highly selective colleges as:

in the U.S. – including Princeton, Harvard, Stanford and

Yale, Columbia, Duke, Washington U @ St. Louis (2), UC

U. of Chicago – and even had one recent valedictorian

Berkeley, USC, UCLA (2), UVA, Boston College, William

accepted into a very exclusive undergraduate program

& Mary (2), Middlebury, Sewanee and Sarah Lawrence.

at Oxford, UK.

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Oak Hall’s students present noteworthy results on the SAT/ACT college entrance tests, and not only take a most challenging Advanced Placement course load, but perform extraordinarily well on those examinations. Over the past four years, 78% of students taking an AP exam scored 3 or higher.

Class of 2015

Class of 2014

560-680

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25%-75% range of SAT Critical Reading

530-690 SAT Math range

25-31

ACT Composite range

NATIONAL MERIT SCHOLARS

2

FINALISTS

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SEMI-FINALISTS

1

2

COMMENDED (HISPANIC) STUDENT

2

OF CLASS RECOGNIZED

NATIONAL MERIT SCHOLARS

15%

FINALISTS

2

SEMI-FINALISTS

0

COMMENDED STUDENTS

3%

28%

MINORITY/INTERNATIONAL

STUDENTS

OF CLASS RECOGNIZED

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Gainesville Gainesville is the county seat and largest city in Alachua County, Florida, and the principal city of the Gainesville, Florida Metropolitan Statistical Area (MSA).

The population of Gainesville in the 2013 US Census was 127,488, a 2.4% growth from 2010. Gainesville is the largest city in the region of North Central Florida.

In addition, it is also a component of the GainesvilleLake City Combined Statistical Area, which had a 2013 population of 337,925.

• The school is a 10-minute drive from downtown Gainesville, a growing and active metropolitan area.

•O rlando International Airport (MCO) is about a 2.25 hour drive from Oak Hall School.

•J acksonville International Airport is under two hours from Gainesville •G ainesville Regional Airport is served by both American and Delta Airlines

Hippodrome State Theatre The Hipp in Gainesville, FL, isn’t just a cool historic building (once a post office and courthouse), it’s a great place to catch independent films and 12 plays.

General City Information City of Gainesville Real Estate (Gainesville) Zillow.com Trulia.com Homes.com University of Florida About Performing Arts UF Art Galleries Tourism Visit Gainesville

Things to do in Gainesville Sunset at Newnan’s Lake

Trip Advisor/Gainesville Kanapaha Botanical Gardens

University of Florida

Millhopper Geological State Park News Gainesville Sun newspaper

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Downtown Gainesville

Head of School Office Admissions and Financial Aid Consultants and other key stakeholders believe that the internal and external marketing programs at Oak Hall require a different approach. A more proactive, focused, self-confident program to promote the values and benefits of an Oak Hall experience, to both current families and the greater Gainesville community, will benefit the school in multiple ways. Efforts to initiate such a program were reported to be in process.

• School-wide enrollment is 784 students, broken out as

• All need-based aid applications and decisions are managed through the Head of School’s office.

follows: LS 380; MS 160; US 244 • Application totals have stayed steady for the past five years, and the quality of applications has remained high.

• For fiscal year 2016, $883,097 in need-based financial aid was budgeted; tuition remission for this year stands at $299,604; total financial aid and tuition remission is $1,182,701.

• The most recent five year average percentage retention rate by division: LS – 81.8%; MS -87.2%; US-90.0%. For FY16, the rates by division were: 88% Lower/92% Middle and 93% Upper. Retention has been trending upward for the past five years.

“Consultants and other key stakeholders believe that the internal and external marketing programs at Oak Hall require a different approach.”

Development Oak Hall School looks at charitable giving through a different lens than most schools. There is an ad hoc quality to giving, appealing to specific interests among parents and other constituents rather than an all out push to maximize unrestricted gifts to fund the gap between tuition income and the school’s total operating expenses. There is an opportunity here for the next Head of School, in concert with the Board of Directors, to review best practices and enhance charitable giving to Oak Hall School.

$373,774

$65,000

Total Charitable Giving for FY15

Booster Club Donations

$129,634

$30,000

Total Unrestricted Annual Fund FY15

Parents Association Donations

$58,965

$3,421

Temporarily restricted AF

Club Donations

$86,754 All School Fundraiser (45th Anniversary Gala)

100% Trustee Giving

90% Faculty Giving

Finance Annually, Oak Hall enrolls nearly 800 students. In the current year there are 784 students with a budget plan of 789 for the 2016-17 academic year. Each year attrition is affected by families, principally from the University, who move away due to job opportunities elsewhere. This factor alone makes budgeting a challenge. The Board of Directors has adopted a five year Strategic Financial Plan to assist with forecasting cash flow and developing revenue generation assumptions. The salient numbers in the current academic year are as follows:

$2,380,000

$10,836,772

Secured in 2011-2013

Total all Revenue

Capital Campaign

35%

Average Parent Percentage participation giving to the FY15 Annual Fund (Given the various ways to participate in giving, one suspects that parent participation in total giving is likely far greater than 35%, but there is no metric to test that assumption.)

$56,000

$11,091,632 Total expense (This includes non-

As of March 1, the FY16 Annual

cash depreciation of $621,000

Fund is ahead YTD from last year

below the line.)

$10,270,040

$493,000

Gross Tuition Revenue

Total Endowment as of June

$883,097 Financial Aid

$299,604 Tuition Remission

$9,094,339 Net Tuition

30, 2015, of which $262,000 is restricted

$3,900,000 Debt as of June 30, 2014

$7,193,798 Cash deposits, money market funds & debt reserve fund

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

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

• Assume a significant and continuous role in cultivating/ soliciting/stewarding philanthropic support for the School • Maintain constant, open and effective communication with the Board, staff, students, parents, alumni and community

budgets and a long-term sustainability plan, which includes implementation strategies

• Lead through encouragement and positive reinforcement, and take a collaborative approach to planning and

• Work closely with the enrollment management team; guide and oversee internal and external marketing

problem-solving; act with the authority and decisiveness necessary to move the School forward

efforts; frequently engage with parents and alumni to build and sustain relationships

• Maintain a highly visible and approachable presence on campus and at all school events; be the key spokesperson

• Lead and inspire the faculty and students as the chief academic officer of the school, and continually advance

for the school, and actively seek opportunities to tell the Oak Hall story in the communities the school serves

the quality of the academic program by providing the resources and expectations of professional development

• Ensure that essential relationships with colleges and universities important to student matriculation,

• Develop with the Board of Directors policies and initiatives that support the school’s mission and

professional associations, and accrediting agencies are cultivated

strategic vision

FAST

FACTS 16

• Rahkiah Brown, Administrative Assistant to the Headmaster, has been at the school for 3 years and provides outstanding support with a smile!

• The Head has 14 direct reports, including the

• The Head’s office is located in the two-year-old

typical directors of Advancement, Admissions,

Administration Building, between the Lower

Athletics, CFO, and division heads.

School/Early Childhood Center and the Cofrin

(N.B. Consultants have recommended a

Arts Center.

streamlining of the organizational chart to significantly reduce the number of direct reports.)

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Candidate Qualifications and Experiences

Personal and Leadership Qualities Sought in Candidates • Believes wholly that independent schools should be highly student-centered, and that all discussions of issues should reflect on how they affect students; genuinely demonstrates a sense of joy and wonder in working with students • Shows exceptional and demonstrable strengths in building and nurturing positive and trusting relationships; a true “people person” with the instinctive talent to meet and greet people cordially, and with sincerity; ease in relationships in a highly diverse community • Skillfully articulates a vision and inspires others to assist in achieving that vision • Acts with courage and compassion to make difficult decisions, and the conviction to explain them; a natural inclination toward collaborative decision-making • Possesses unassailable integrity • Asserts clear expectations, holding accountable those charged with responsibilities; shows consistency and fairness; creates and sustains a culture where continued professional growth is expected and demonstrated

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•S eeks and promotes a climate that welcomes diversity in all forms within a school community •W elcomes, encourages and acts on feedback from others; a listener who inspires others to participate in discussing issues •M odels the use of technologies in personal and professional life; will persuasively lead the school’s staff to create a vibrant and aspirational technology climate at Oak Hall • I dentifies and recruits highly talented, student-centered faculty and staff •C ommunicates clearly and effectively both orally and in writing •D eals fairly and firmly with challenging student and personnel situations •P ossesses a good sense of humor and does not take him/herself too seriously • I s highly self-aware; confident; humble; not boastful or arrogant

Professional Background and Experiences Sought in Candidates • A minimum of five years of recent leadership

a balance sheet, current compensation and benefits

experience, ideally in a PK-12 school, is preferred; school

models, and peer school benchmarking; increase

head, assistant head, division head, or equivalent

non-tuition revenue and endowment through auxiliary

• Has a minimum of a master’s degree in an academic subject area or educational administration/supervision • Experience and current awareness of admissions and marketing to create a school-wide proactive, teamoriented enrollment management culture • Ideally, has been involved in strategic planning and vision setting; and in the stewardship, cultivation, and generation of non-tuition revenue and capital funding • Demonstrates a deep understanding of effective fiscal management in an independent school, including but

programs, the annual fund and capital giving • I deally, have direct experience working with and guiding a governing board that wishes to see itself and be regarded by others as a high-functioning, strategic governance body •A ppreciation for and active support of the fine and performing arts, and athletic programs •A pplications from candidates whose leadership experience has primarily been in higher education are welcome

not limited to: setting an annual budget, understanding

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Challenges facing the Next Head of School • Unify Oak Hall School with a clearly defined mission, aligning the school’s three divisions into a unified whole • Support the Board in, and take a proactive leadership role in fundraising for both operations and capital

•P romote actively the school’s highly impressive academic successes and teaching environment to attract and retain dynamic faculty •E xamine whether the school’s current salary structure,

advancement; emphasize effective stewardship and

allocations of resources, and commitments to future

donor identification and cultivation; build upon and

expenditures are in line with its identity, mission,

improve current outreach efforts to alumni and dormant

and values.

prior donors • Lead conversations about these issues identified by the Oak Hall faculty: developing vertical curricula; promoting a culture of innovation and creativity, and providing guidance and support for new faculty.

• Lead and educate the Board as they seek to become more strategic in their policies; support the Board of Directors with By-Law Revisions; guide the school in updating its Strategic Vision • Assess enrollment management practices with an eye to having a more uniform set of policies and practices; improve student retention school-wide, especially in the lower grades; develop a comprehensive marketing strategy and clear identity for Oak Hall School • Fortify and accelerate the school’s initiatives to improve student, faculty and administrative diversity • Assess the extent to which, and how technology is integrated into the classroom and make recommendations for seamless integration and capital improvements to ensure robust systems, academically and administratively • Increase non-tuition revenue and endowment through auxiliary programs, the annual fund, and capital giving; address what some see is an excess of ad hoc fundraising

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•E valuate and, if necessary, restructure the school’s administrative, organizational chart to reduce the number of direct reports to the Head of School eview and enhance performance review systems and •R develop clearly defined expectations for accountability among all personnel

The Search Process A complete application will include the following

Nominations for this position and questions from

information for the Search Committee:

candidates should be directed to BOTH:

1. Cover letter expressing interest in this position

and explaining why the candidate believes his/her qualifications match those sought by Oak Hall School 2. Current resume (include email address)

Ted Lingenheld

Bob Hallett

tedling@schoolstrat.com

bobhallett@schoolstrat.com

919-264-8636 207-522-0190

3. L ist 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 philosophy or

IMPORTANT

personal statement

DATES

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 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 two addresses.

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

JULY 15, 2016 Application Deadline FIRST ROUND INTERVIEWS Begin in July for early applicants with strong qualifications

4) School Strategies and Solutions will notify you of your status after your materials are complete and have been reviewed by the Search Committee.

NOVEMBER 1, 2016 Target Date for Appointment of Head

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

JULY 1, 2017 Position Start Date

Oak Hall School is an Equal Opportunity Employer.

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