Position Profile: Head of School at The Cambridge School of Weston

PO S I TI O N PRO F I L E

HEAD OF SCHOOL

THE CAMBRIDGE SCHOOL OF WESTON • WESTON, MA

2019–20 SCHOOL YEAR

schoolstrat.com

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APPLICATION DEADLINE JUNE 15, 2018

School Strategies and Solutions, consultants to the search, invites candidates and nominations for Head of School at The Cambridge School of Weston (CSW), located in Weston, MA,

APPOINTMENT DATE OCTOBER 15, 2018

twelve miles west of downtown Boston. The school was founded in 1886 and has long been a national leader in progressive education.

The coeducational day and boarding enrollment in grades 9–12 is 330 for the 2017–2018 school year. Jane Moulding, current head of school,

POSITION START DATE JULY 1, 2019

will complete her final year of distinguished leadership in June of 2019, after a tenure of seventeen years.

This leadership position will attract a leader who respects the school

SEARCH CONSULTANTS School Strategies and Solutions

of today and sees the tremendous potential in its unique program and community. This is an extraordinary opportunity for a leader to leverage the school’s exceptional character and strengths, execute the recently approved strategic plan, and continue to advance the mission

Ted Lingenheld

and impact of the school.

tedling@schoolstrat.com 919-264-8636

Applications are requested by June 15, 2018 to ensure full consideration. Highly interested candidates are strongly encouraged

Bob Hallett

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

bobhallett@schoolstrat.com

desires to appoint the next Head of School by October 15, 2018, with

207-522-0190

a starting date of July 1, 2019.

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

CONSULTANTS’ NOTES

FOLLOWING OUR LISTENING AND LEARNING VISIT TO THE CAMBRIDGE SCHOOL OF WESTON ON FEBRUARY 1 AND 2 “The progressive school teaches [children] to think for [themselves] instead of passively accepting stereotyped ideas.

It always keeps in mind the fact that each child is different from every other, and that what makes an educated person useful in his [or her] particular way of life, what makes him [or her] interesting, what makes him [or her] an individual, is not his [or her] resemblances to other people but his [or her] differences.”

- John R. French, Head of The Cambridge School of Weston, 1931 The above quotation can be found within Individuals and

Faculty are subject matter experts with a deep commitment to their

Community, The Cambridge School: The First Hundred Years

students. They are an exceptionally student-focused team that

by George St. John, Jr. What is striking about this statement by

nourishes​and challenges student intellectual capabilities,​while

the first head of school, leading what was arguably at the time

supporting and guiding their social and emotional development.

an uncommon endeavor, is that the tenets and philosophy expressed in the quotation continue to guide the work of the

In recent years the school has made significant capital

school today. We encountered a community deeply committed

improvement to the campus in the amount of $27,000,000,

to developing each student’s passion, while encouraging them

building The Garthwaite Center for Science and Art, The Warren

to encounter new areas for intellectual and cultural exploration.

House dormitory and most recently the Health & Fitness Center.

The sheer magnitude of course offerings within CSW’s pioneering module system is a testament to the opportunities students

We were struck by the energy and thoughtfulness of all of the

have to delve deeply into a wide variety of academic, art and

students with whom we had contact. Poised and self-confident,

athletic disciplines. This is a school where creative thinking and

they contributed to and led conversations with ease. It was

the willingness to take risks are essential to the curriculum,

clear they have learned to listen to each other. Every voice was

as is the focus on meaningful project-based learning that

respected, and the insights offered into the life of the school

immerses students in collaboration and problem-solving. These

confirmed their loyalty to CSW. Comments about the program

touchstones of a CSW education are as prominent today as when

were candid and well-informed. Students and adults note the

John French charted the school’s future.

challenging balance of simultaneously maintaining excellence in the arts and in ‘traditional’ academics.

At CSW, participatory democracy is the norm. Here, students find their voices and use them in powerful and meaningful

Student comments about faculty reflected that authentic

ways. At Town Meeting, which traces its roots to 1939, all

relationships extend well beyond simply addressing adults,

views are welcome, and it is here that many school policies are

indeed everyone in the community, by their first names. What a

developed and refined. While the process of reaching consensus

great place to discover who you are!

can be difficult, the community is unwilling to alter this central organizing principle for the sake of expediency. Town Meeting is

CSW practices its mission and embraces it daily, perhaps as

complemented twice a week by school assemblies, led by elected

no other school we have encountered in our search work. We

student leaders. More than just a place for announcements,

believe this to be a dynamic opportunity for an educator willing

assembly welcomes featured speakers, student musical and

to continue to pioneer educational innovation and to be a

movement performances and expressions of concern on any

thought leader among progressive educators. CSW desires to

number of current topics.

build upon its proud history while charting a course that will lead to equity, inclusion and a just world.

Bob Hallett and Ted Lingenheld – School Strategies and Solutions 1

MISSION AND VALUES The Cambridge School of Weston is a progressive coeducational high school where confident, creative students actively engage in challenging, studentoriented, justice-oriented learning. We look to our founding principles to guide the work we do, and as a progressive school we are always striving to improve and adapt them to fit our ever-evolving community and world.

MISSION STATEMENT The Cambridge School of Weston’s mission is to provide

Diversity

a progressive education that emphasizes deep learning,

We know that the extraordinary education we offer is

meaningful relationships and a dynamic program that

possible only because of the varied ethnicities, races,

inspires students to discover who they are and what

socioeconomic classes, religions, family structures, sexual

their contribution is to their school, their community

orientations, physical abilities, gender identities, learning

and the world.

styles and other identities that make up our community.

VALUES STATEMENT

Equity

CSW’s core values guide the way we interact with each

We purposefully engage in equitable practices, working to

other, and with the community at large. They have been

provide opportunity for individual and shared success.

designed through a highly collaborative and iterative process, and are deliberately aspirational in nature.

Inclusion We value each voice in our community - listening,

As a community, we value:

understanding, challenging and engaging each other as we work together to shape every aspect of the

Student-centered teaching and learning

CSW experience.

We recognize the potential of every human being, and are committed to helping each student cultivate their unique

Empathy

interests and passions.

We are invested in each other’s well-being and social and academic growth.

Progressive education We believe that students learn best through active

Global engagement

engagement and a process-oriented approach that

We believe in the power of the CSW community to help

emphasizes multiple perspectives, wrestling with

create a more just and sustainable world.

complexity, and creative problem-solving.

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HISTORY AND GOVERNANCE For over 130 years, The Cambridge School of Weston has been a leader in progressive education. Initially founded as a school for girls by Arthur Gilman and others who desired a school in “the spirit of the ‘new’ education,” CSW started small but thought big. Even in its infancy, one can see the first seeds of what was to become a progressive idea.

In 1929, the school made the decision to sell its property in

STRATEGIC PLANNING

Cambridge, taking out a $30,000 mortgage for the school’s

CSW is currently implementing its three-year strategic

current location in Weston. The newly appointed head was John

plan with goals in the areas of school sustainability and

French. He “saw the whole person - interacting with others,

the learning experience.

feeling, doing, caring - and he planned school life accordingly.”

Review the entire plan framework and goals.

In 1930 the school became coeducational. The academic

THE BOARD OF TRUSTEES

model was fashioned after the Dalton Plan which featured

The board holds the mission in trust, sets appropriate

classes meeting for a three week span. There was “no

policy in the school’s fiduciary matters and understands

honor roll, no prizes, no grades - a steady effort to avoid

its strategic role. The board also has the sole

competition as an incentive.” There was a heavy emphasis

responsibility to engage a head of school to whom all

placed on self-evaluation.

day-to-day operations are entrusted. Faculty and student representatives are full voting members of the board.

French’s tenet was, “the central consideration of the development of the individual, strong enough and competent enough to stand alone when conscience demanded, but ever ready to work with others on a common goal.” He posed this question, as fresh today as when first spoken: “How does a school cultivate in young people a spirit and habit of unselfish devotion to their fellow creatures on this planet?”

It is clear that French set the tone characterized by human respect, intellectual standards, open-mindedness and freedom. He set three goals for students: understand and support democracy; set personal goals; and follow one’s convictions. This philosophy continues in the school of today.

Learn more about our history.

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ACADEMIC PROGRAM OVERVIEW CURRICULUM The Cambridge School of Weston offers an innovative,

throughout the project and write a statement that reflects

dynamic and vigorous college preparatory academic

on their own personal and intellectual growth. This year-

program that fosters critical thought, hands-on

long independently-driven project involves long-term

experiential learning and deep academic inquiry. Students

planning and academic research with the support of their

choose from more than 300 courses through its unique

Capstone advisor and culminates with a presentation to

Module System; no two student schedules are alike.

their peers and members of the Capstone Committee.

Students are required to complete 3 to 4 years of coursework in English, math, science, history and foreign language. In addition, significant coursework is required in art and physical education, as is the completion of at least one cross-departmental/integrated course. Options for off-campus and independent study are also available.

Explore the Curriculum

MODULE SYSTEM

“I love the Mod Plan because it’s fast-paced and it allows me to study a broad range of subjects throughout the year. The amount of choice the system provides is incredible and the longer class times give me the opportunity to really delve into the subject matter.”

- CSW graduate

CSW’s distinctive Module System, aka the Mod System, has been a cornerstone of CSW’s academic approach since 1973. Throughout the year, students engage in two

COLLEGE COUNSELING

to four classes each mod, allowing for more extended

Nearly all of CSW’s graduates enroll in a four-year college.

class hours and more intensive study in each subject

The placement program’s emphasis is on the ‘right fit’ for

area. Typically students work daily between 8:30 and 3:00.

each student. An experienced college counseling team

Some classes are two blocks long each day. For most

works with students in their junior and senior years, and

students, the program extends to a 4th D block which

has traction and respect among colleges as the following

includes dance, theater, music, club activities, physical fitness and team athletics.

information on the school’s website will illustrate.

Explore the Mod system

Matriculation covers a wide range of US and international

Sample Course of the Mod: Algebra 2

liberal arts colleges, as well as engineering programs and highly respected art and music institutions.

THE CAPSTONE PROJECT All seniors are required to complete a Capstone Project that demonstrates the interdisciplinary, critical and creative thinking skills they have learned at CSW. As part of the project, students are required to keep a journal 4

Explore CSW’s College Profile.

View the College Acceptance List.

FACULTY

SOCIAL JUSTICE AT CSW CSW is committed to helping students discover who they are and the impact they can make in their communities and in the world. The school aims to create compelling, meaningful learning opportunities for students that will enable them

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to be empathetic, informed citizens with an understanding of equity and justice,

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CSW students take at least 12 courses in four years that address social justice

Full time faculty (Above 70% is considered FTE)

Faculty are dorm parents

19 years

Median years teaching experience

80%

Faculty with advanced degrees

and a desire to be agents for positive change.

issues. These courses explore historical and contemporary issues from the perspective of non-western cultures or historically oppressed groups, examine ideas of privilege and power, and challenge systems of oppression. In addition to taking courses, students and adults explore social justice concepts in assemblies, through symposiums and workshops on Social Justice Day and other program days.

Students are also expected to complete 15 hours per year of community service, adding perspective and experiential learning to their understanding of equity and justice. With the shift to a six mod schedule, CSW is putting institutional emphasis on the connection between Equity and Inclusion work with Human Development.

All students will learn the skills related to Equity and Inclusion in their time at CSW and the school will be able to ensure every student gains access to the skills necessary to be true agents of change in the world, helping to fulfill the CSW creed of ‘Truth and Gentle Deeds.’

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ACADEMIC PROGRAM OVERVIEW THE ARTS CSW’s challenging academic program is fully integrated with an arts program of exceptional depth. The school’s commitment to the arts stems from the belief that creativity and the willingness to take risks is central to a meaningful education.

Coursework in the arts, both visual and performing, carries as much weight, vigor, and discipline as traditional academic subjects.

LEARN MORE ABOUT THE ARTS Dance Music Theater Visual Arts Dance Highlights Evening of the Arts Fashion Show

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“There is a place for art in everyone’s life, regardless of their ambitions or self-perception.

We look for something positive in every artistic attempt and encourage our students to build on that subtle, but very real, touch of genius.”

- Faculty Member

HEALTH, WELLNESS, AND ATHLETICS The CSW campus has a new, impressively-designed and well-equipped Health and Fitness Center, known locally as “The Fit.” Its name speaks to the importance of the wellness of the whole person in CSW’s philosophy. The Fit offers attractive amenities for interscholastic and intramural sports, yoga, strength training and conditioning, dance, martial arts, jogging/walking on an indoor track, an athletic trainer facility and a student lounge. CSW couples its vibrant athletic program with other programs such as a range of one-day active excursions and a wilderness program. The facility offers both structured and unstructured opportunities for students and staff for exercise, meditation and competition.

Take a virtual tour of “The Fit.”

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ACADEMIC PROGRAM OVERVIEW

LIBRARY AND TECHNOLOGY The library catalog of 20,000 volumes and more than 80 periodical subscriptions, as well as links to other online resources and subscriptions, is available online 24-7.

The fully wireless (and wired) campus provides students and teachers with a limitless environment to connect and share.

Technology is woven into the classroom for project-based, hands-on learning and collaboration. Across disciplines, teachers require students to utilize online tools for research, to blog or journal online, and to engage and exchange in debate on web forums with people from afar. CSW also has computer programming, 3D printers and a new innovation space. Some classrooms are equipped with SMART board technology.

THE PROGRESSIVE EDUCATION LAB In 2011 the school received a prestigious $250,000 Edward E Ford Educational Leadership Award. The grant charge was as follows: “In collaboration with three other independent schools, The Cambridge School of Weston plans to create a visionary teacher education program that places prospective teachers at the heart of their practice.�

The Progressive Education Lab (PEL) initiative remains an essential teacher training program, among the best in the country. Collaborating schools are The Putney School in Vermont, The Crefeld School and The Miquon School both in Philadelphia. These schools are deeply committed to progressive ideals. The program also serves as a vital source of professional development and information sharing as schools that have received EE Ford Educational Leadership grants meet annually at NAIS to share their programs and to offer direction and ideas to The Foundation for further investment.

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STUDENT LIFE

RESIDENTIAL LIFE AT CSW

A dynamic and enticing outline of activities, opportunities

Residential life at CSW provides the opportunity for

and interactions characterizes life at this vibrant and

boarding students to be part of a community within a

exciting school. CSW offers many affinity groups and

community and for day students to engage with a diverse

opportunities for student leadership.

group of students from around the country and globe.

Learn About Student Life

Boarding students have more freedom and autonomy than at most boarding schools, and they understand that

“This is a true community, in every sense of the word. Students, faculty members, and staff all work together. We like to encourage each other.

We offer support and advice to one another, and we work together to make our school and the outside world a better place.�

- Current student

these privileges come with great responsibility. Dorms have leadership positions that are similar to those seen at other boarding schools, but CSW has other leadership opportunities that are unique to its progressive program.

Most notable is the dorm board in each dormitory that is responsible for managing minor dorm discipline. The student voice in this process differentiates CSW and offers personal growth opportunities that both students and adults value.

Watch Residential Life video.

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BOSTON/WESTON Boston is Massachusetts’ capital and largest city.

Founded in 1630, it’s one of the oldest cities in the U.S. The key role it played in the American Revolution is highlighted on the Freedom Trail, a 2.5-mile walking route of historic sites that tells the story of the nation’s founding. One stop, former meeting house Faneuil Hall, is a popular marketplace.

The Boston area’s many colleges and universities make it an international center of higher education, including law, medicine, engineering, and business, and the city is considered to be a world leader in innovation and entrepreneurship, with nearly 2,000 start-ups. Boston’s economic base also includes finance, professional and business services, biotechnology, information technology, and government activities. Households in the city claim the highest average rate of philanthropy in the United States;

BOSTON, MA

687,584 ESTIMATED POPULATION

businesses and institutions rank among the top in the country for environmental sustainability and investment.

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Town_Hall, Weston

General City Information Wikipedia/Boston Facebook/Boston Real Estate (Weston) Zillow.com Trulia.com Homes.com Tourism City of Boston Boston USA Trip Advisor/Boston Boston Logan International Airport (BOS) Things to do in Boston Fenway Park Museum of Fine Arts Downtown Boston

New England Aquarium Theatres and Venues Shopping and Dining Museums and Galleries Walking Tours News Boston Hearald The Boston Globe

Shopping Center, Weston

Fenway Park

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CSW PARENTS’ ASSOCIATION The Parents’ Association (PA) hosts a number of events over the course of the year, including socials, fundraisers and, at the end of each Mod, a coffee reception for families to connect with one another, learn about key adolescent and education-related issues and get to know CSW faculty and staff. The PA also organizes birthday gifts for boarding students, provides appreciation lunches for faculty and staff and much more.

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HEAD OF SCHOOL OFFICE DIRECT REPORTS TO THE HEAD OF SCHOOL • Assistant Head of School

• Dean of Faculty

• Chief Financial Officer

• Academic Dean

• Director of Admission and Financial Aid • Director of Development

• Dean of Equity and Inclusion

FINANCE FY18 TUITION $47,500 Day

• Dean of Student Life • Chief Marketing Officer

• Executive Assistant to the Head of School

$59,400 Boarding

ENDOWMENT

ADMINISTRATION Admissions, Enrollment and Financial Aid The Director of Admissions and Financial Aid reports directly to the Head of

$9,904,008 $3,785,479 Permanently restricted

School. A staff of five reports to the Director.

Development The Director of Development and Alumni/ae Affairs Reports directly to the Head of School. A staff of five reports to the Director.

Finance

CASH & PLEDGES FOR CAPITAL CAMPAIGN $6,999,133 Received

The Chief Financial Officer (CFO) reports directly to the Head of School.

A staff of five in the business office report to the CFO.

$476,798 Outstanding Pledges

Marketing and Communication The Chief Marketing Officer reports directly to the Head of School. The office has a staff of two full time professionals. An updated CSW brand will be launched in September 2018.

ASSETS & EXPENSES $50,250,425 Total Assets

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

$16,321,162 Total operating expenses 13

THE OPPORTUNITY FOR THE NEXT HEAD OF SCHOOL CSW would like to build on its solid foundation and strengths as a progressive school and a leader in equity and inclusion, expand our reputation and impact, and serve a range of students and families who could benefit from a progressive education.

CSW seeks a visionary and collaborative leader who can help the institution evolve and maintain a leadership position in an increasingly competitive environment and complicated economic times.

This leader must communicate in a compelling manner, both internally and externally, and know how to access, inspire and grow critical resources, including top faculty and financial support, to advance the mission of the school.

This individual will be a community builder who can enhance trust and bring school constituencies together through shared goals and purpose to educate students by listening and synthesizing disparate views into a cohesive whole.

In addition, this person will lead the school in thinking about its role in and its interaction with the broader local and global community.

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30% OF ALL STUDENTS

ENROLLED RECEIVE SOME FORM OF FINANCIAL ASSISTANCE

238

Day School Students

94

Boarding Students

1/2

Boarding students are international

$3,085,000

Financial Aid FY18

We recognize the potential of every human being, and are committed to helping each student cultivate their unique interests and passions.

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THE OPPORTUNITY FOR THE NEXT HEAD OF SCHOOL VISION, MISSION AND STRATEGY •C herish the CSW culture and recognize the perspectives and interests of different identity groups that exist in the community •C hampion the evolution of Progressive Education, both within the internal community, and in the broader local and global ecosystems •B e an effective communicator; be approachable; have a welcoming demeanor to inspire community members; support the school’s mission •L ead the school in its thinking about its role in and interaction with the broader local and global community •M ake choices that align with the goals and values of our mission

EXTERNAL RELATIONS AND FUNDRAISING •T ell the story of CSW in an authentic, enthusiastic voice to all the school’s stakeholders and to the broader community • I dentify and cultivate financial resources to enhance all school programs and capital needs; inspire contribution of resources from the wider community •S trengthen relationships between families and CSW and embrace alumni/ae engagement •S peak publicly on behalf of the school and its tenets, promoting thought leadership in progressive education and equity and inclusion

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MANAGEMENT AND OPERATIONS • I dentify and recruit highly talented, student-centered faculty and staff -S ustain a culture where continued professional growth is expected and supported •S trengthen the school’s operational infrastructure to support the school’s mission •E ngage in a “distributive” leadership model, with collaborative thinking and shared decision-making -B uild and listen to a team of program and faculty leaders whose primary interest is the academic, character and emotional development of students - Delegate and monitor through clearly articulated structures and practices; trust and encourage others to excel in their work and efforts on the school’s behalf - Value student and faculty voices through empathetic listening, and encourage a culture that values exploring new ideas and activities •B alance the budget by effective management of financial resources and operations •B e willing to be a full, active member of the community and continue her/his own professional development

DEVELOPMENT DATA

Annual Fund 2016-17 Fiscal Year (Previous Fiscal Year)

Total $904,954 ($781,314); 1,274 donors

Alumni $404,936 (44% of total AF); 756 donors

Current Parents $361,792 (39% of total AF); 200 donors

Alumni Parents $290,447 (31% of total AF); 316 donors

Trustees $131,261 (14% of total AF); 26 donors (100%)

All Other $170,477 (18% of total AF); 90 donors

CAPITAL GIVING $9,100,000 Overall Campaign for CSW: Health and Fitness Center

$1,071,818 2016–17 Gifts for Endowed and Special Funds 17

THE OPPORTUNITY FOR THE NEXT HEAD OF SCHOOL PROGRAM •R efine educational outcomes through improvement and innovation of the school’s classroom and experiential programs. Prepare students for college and also equip them with the broad range of competencies and confidence to be global citizens

shares and voices their expectations and is ready to engage in building consensus. In addition, the Head is expected to act with integrity, taking into account moral/ethical considerations when making decisions.

who can build fulfilling lives and livelihoods in any path they ultimately choose to pursue

In sum, we expect the new head of school to embody our motto of “truth and gentle deeds,” a phrase that

•D eepen all efforts to promote equity and justice,

the education as well as the character of its students. We

so each individual has the best chance for success

look for a leader who can take these ideals and adapt them

•P romote the school as a place of inclusion by having a finely-tuned understanding of and affinity for actualizing true equity and justice within the school’s practices and systems •H ave a grounding in and understanding of neurodiversity •E xamine the balance of intensity and autonomy in the academic program, including learning delivery methods •C ultivate partnerships to enhance school programs

PERSONAL QUALITIES In addition, there are personal qualities that would be important at CSW. CSW is an intensely student-centric and relationship-driven school. The Head of School must bring to the position palpable talents in establishing and sustaining relationships with all members of the CSW community. Greeting all students and faculty by their first names is a desirable goal for the HOS. It is important that the HOS embraces joining a community that freely 18

encompasses our mission as an institution that cares about

defined as developing equitable policies and practices

to the work we will do in the future.

QUALIFICATION CRITERIA AND PREFERENCES

PROFESSIONAL BACKGROUND AND EXPERIENCES SOUGHT IN CANDIDATES • A minimum of a master’s degree in an academic subject area or in educational leadership • A minimum of five years of recent leadership

• An understanding of progressive education and demonstrated experience in equity and inclusion work • Experience and current awareness of

experience as a school head, assistant head, division

admissions, branding and marketing to

head or the equivalent

create a school-wide proactive, team-

• Direct experience partnering with a Board of Trustees to develop and execute mutually understood policy initiatives

oriented enrollment management culture • Experience in and a passion for nurturing and advancing the residential life community of students

• A past leadership role in strategic planning and vision-setting

and faculty • Experience and comfort with public speaking to

• Personal or professional experience in fundraising

diverse audiences

and development activities to advance a mission

CSW welcomes applications for this position from individuals who identify with groups that have historically been underrepresented in independent school leadership positions. Alternative commensurate experiences to the designated degrees and educational leadership criteria will be considered. Inquiries from higher education, business or non-profit leaders are welcome.

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IMMEDIATE CHALLENGES/GOALS CSW recognizes there are always evolving challenges for any school. Currently, CSW seeks to complete its strategic plan, with an emphasis on: • increasing endowment • investing in faculty through salaries and professional development • furthering inclusion and equity goals • building out the technology infrastructure to support administrative decision-making and instructional goals

SOME SPECIFIC GOALS INCLUDE: • Achieve annual balanced budget through management of financial operations • Develop and present a clear identity and compelling value proposition to prospective families for day and boarding admissions through best practice enrollment management procedures • Take a proactive leadership role in friend-raising and fundraising in partnership with the board by building upon and improving outreach efforts to parents, alumni and prior donors and installing strong development office leadership • Partner with the faculty in implementing proposed schedule and program changes.

• Improve equity in teaching loads and responsibilities with the assistance of academic department heads • Hold CSW academics to a consistently high standard without APs and honors

THE SEARCH PROCESS A complete application will include the following information for the Search Committee: 1. Cover letter expressing interest in this position and explaining why the candidate believes his/

JUN

15

IMPORTANT

DATES

her qualifications and commitment to progressive educational ideals match those sought by The Cambridge School of Weston as presented in this Position Profile 2. Current resume (include email address)

JUNE 15, 2018 Application Deadline

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 The application process includes the following steps: 1. Send your materials as a single document BY EMAIL

FIRST ROUND INTERVIEWS • First Round Interviews in Weston will begin in late July/early August • Finalist visits will begin after Labor Day when school resumes

ONLY attached as a single PDF document to both

OCTOBER 15, 2018

Ted Lingenheld and Bob Hallett

Target Date for Appointment of Head

(see addresses below) 2. When adding subsequent materials to your file, such as reference letters, please email them to the same two addresses

JULY 1, 2019 Position Start Date

3. Your application will be acknowledged to your email address 4. School Strategies and Solutions will notify you of 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

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

Bob Hallett

tedling@schoolstrat.com

bobhallett@schoolstrat.com

919-264-8636

207-522-0190 21