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Greenhill School
60 Years of Excellence | Strategic Plan
Greenhill School | 60 Years of Excellence 1
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Greenhill School | 60 Years of Excellence
Greenhill School
60 Years of Excellence | Strategic Plan
Today, Greenhill School is a strong and vibrant institution that excels in its mission and is justly
recognized as a leader among independent schools, in Dallas and beyond.
As we continue to strive for excellence, the Board of Trustees, administration and faculty have
worked together to identify specific courses of action and prioritize needs for Greenhill School
over the next few years.
Three areas of concentration were identified for the Strategic Plan:
• Dedication to Excellence in Program and People
Greenhill School
Mission Statement |
Greenhill School is a diverse
community of learners that strives
for excellence; values individuality;
fosters a passion for learning;
promotes the balanced development
of mind, body and character;
encourages service; and instills a
respect for others.
• Focus on Financial Sustainability
• Stewardship of the Campus Master Plan
We invite all members of the Greenhill community to review the work of the Strategic
Planning Committee in hopes that we will all work together to implement these important
next steps for Greenhill School.
Greenhill School | 60 Years of Excellence 3
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Greenhill School | 60 Years of Excellence
Dear Greenhill Community,
It is with great pride that we share with you the culmination of two years of work done by the
Board of Trustees, faculty and administration in this new Strategic Plan. The comprehensive
process, led by dedicated Board member Larry Lebowitz, produced the final plan which was
approved in November 2009 and focuses on four specific areas: Academic Program, Faculty,
Financial Sustainability and the Campus Master Plan.
Scott A. Griggs
Head of School |
As with any successful planning process, we began with a review and reaffirmation of our
Mission. In this school year, which saw the passing of our Founder, Bernard Fulton, the School
remains committed to his vision of an outstanding co-educational, non-denominational school.
Providing appropriate rigor and challenge in all disciplines while instilling a passion for lifelong learning to maximize each individual’s potential is essential to delivering a high-quality
education and, as a result, is the driving force behind this plan.
While reaffirming Greenhill’s tradition of educational excellence, we must also continuously
look forward to enhance and develop programs to best prepare our students for college and
beyond. By all measures, our students will be competing and living in an increasingly diverse,
global community. Preparing students to appreciate, respect and understand such a community
is essential if we are to develop future citizens and leaders of the world.
In order to meet these educational challenges, we must maintain an exceptional faculty that
is highly qualified, constantly growing and willing to engage in the full life of the School.
Supporting such a faculty is critical if we are going to attract and retain the very best. As we
desire to provide the best educational experience possible for our students, a review and update
of the Campus Master Plan has identified specific facility priorities and other possibilities.
Finally, with the recent economic downturn fresh in our minds, Greenhill must seek to reach
the goals of the accompanying plan in a fiscally responsible manner as we ensure the financial
sustainability of our future.
Michael J. Halloran
Chair, Board of Trustees |
As we prepare to implement this ambitious plan, we know that the key to Greenhill’s success has
always been its people – faculty, students, alumni, parents, grandparents and friends – working
together as one community. We are excited about the outcome of the strategic planning process
and are delighted to share the results with you. With continued persistence and optimism,
together we will continue to make great strides toward achieving Greenhill’s goals for the future.
Sincerely,
Scott A. Griggs
Head of School
Greenhill School | 60 Years of Excellence Michael J. Halloran
Chair, Board of Trustees
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Introduction
|
As Greenhill School celebrates the 60th anniversary of its founding in 1950, we are reminded
of how far we have come. Today, Greenhill School is a strong and vibrant institution that
excels at its mission and is justly recognized as a leader among independent schools, in Dallas
We know that we
cannot be content
with our past
accomplishments and
that we must continue
to grow and evolve
to meet the dynamic
needs of our students
and the greater
community.
and beyond. Over the years, Trustees, administration, faculty, parents and alumni have all
contributed their stewardship, which has been and remains an important component of the
School’s success.
At the same time, we know that we cannot be content with our accomplishments and that
we must continue to grow and evolve to meet the dynamic needs of our students and the
greater community. We aspire to provide the best experience possible for current and future
students so they are prepared for success in college and beyond. As we continue to strive for
excellence, the Board of Trustees, administration and faculty have worked together to identify
specific courses of action and prioritize needs for the School over the next few years.
Process
|
The process began with a retreat of the Board of Trustees and Administrative Team in
February 2008. Shortly thereafter, we asked for the completion of a survey by students,
faculty, alumni and parents. The survey was the same one completed in the 2001–2002
strategic planning process, which enabled a multi-year comparison of results. While the results
in 2001–2002 were commendable, we were pleased to find that the most recent survey results
indicated an even higher level of satisfaction and degree of excellence in virtually every
category. A summary of these results appears on the School’s web site at www.greenhill.org.
Building on the work done in our comprehensive Strategic Plan of 2002, issues were identified
that resulted in working groups of Board, administration and faculty focusing on three major
areas of concentration:
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• Dedication to Excellence in Program and People
• Focus on Financial Sustainability
• Stewardship of the Campus Master Plan
Greenhill School | 60 Years of Excellence
Current Environment
|
As demographics change in the Dallas metropolitan area, Greenhill must continue to attract
an applicant pool that will excel in academics, arts and athletics while furthering the mission
of the School. It is essential that we maintain our tradition of educational excellence as we
continually strengthen our program, which both educates the whole child and maximizes the
potential of each individual. This approach is increasingly important as our students face a
hyper-selective college admissions landscape. While college admission is a goal, success at
both college and beyond is the ultimate measure of the quality of the Greenhill experience.
Helping students find their place and purpose in a globally connected world as positive,
productive citizens will be essential for long-term success and happiness.
For students to realize these goals they must be taught and nurtured by the highest quality
faculty. Continuing to attract, reward and retain a talented and diverse faculty is an essential
priority for the School. Similarly, teachers and students require the best possible facilities for
teaching and learning. Building on the success of the last Strategic Plan, we must continue to
provide and care for our facilities to ensure that we have the spaces needed not only for today,
but for the future as well.
Finally, we must continue to be fiscally responsible in realizing all of our stated goals. We
have made great progress in recent years, but financial pressures will increase in the years
ahead. Growth of our endowment will help to ensure a stable, secure future for generations of
students to come.
Greenhill School | 60 Years of Excellence 7
Goals and Objectives
|
I. Dedication to Excellence in Program and People
It is essential
that we maintain
our tradition of
educational excellence
as we continually
strengthen our
program, which both
educates the whole
child and maximizes
the potential of each
individual.
Program
The overarching goal of the Strategic Plan as it applies to Program is to find ways to better
prepare our students to thrive in a rapidly changing world. As we work to enhance our
program, the focus will be on three major areas: maximizing the potential of our students in
looking to their future; fostering the growth of a more sophisticated global understanding; and
developing more engaged and responsible citizens.
In maximizing the potential of our students, Greenhill will:
• Strengthen our academic program through the implementation of current research in cognition and learning theory.
• Re-examine our assessment practices to gain greater insight into students’ progress.
• Foster more passionate interest in science and provide opportunities to pursue higher-level scientific study.
• Provide ample opportunities for students to pursue individual excellence within the
context of a balanced program.
• Delineate essential skills and attitudes regarding technology, media and information
fluency and integrate them through the program.
In fostering the growth of a more sophisticated global understanding, Greenhill will:
• Re-examine our foreign language program, including: goals for the program;
which languages are offered; and when they are introduced.
• Establish our own working definitions and objectives for Multicultural Education
and Global Education.
• Develop meaningful relationships with appropriate institutions (educational and otherwise) to allow opportunities for increased global travel and student exchanges.
In developing more engaged and responsible citizens, Greenhill will:
• Establish both curricular and operational standards we will follow as a Green community.
• Re-emphasize our commitment to character education and personal responsibility.
• Re-emphasize our commitment to service.
• Foster in students a stronger sense of ethics.
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Greenhill School | 60 Years of Excellence
Greenhill School | 60 Years of Excellence 9
Faculty
Recruiting, retaining, rewarding and supporting a faculty that is of the highest quality and
committed to living the School’s mission is essential to enhancing the quality of the Greenhill
experience. Similarly, a faculty that is representative of Greenhill’s diverse community is a
critical component of a broad and rich educational experience. In order to provide the best
faculty for our students, the School will prioritize excellence and diversity (in all of their
breadth) in all hiring decisions.
The School will enhance our performance assessment and management system for all
employees, while reconfirming the importance of preserving the current atmosphere of
collegiality, teamwork and collaboration. An effective system will increase the communication
concerning the philosophy behind the evaluation process and the details of its execution in
an effort to clarify the process. Acknowledging positive work performance and addressing
underperformance is critical to maintaining a high quality faculty. Therefore, an effective
evaluation process will both aid in professional development and provide accountability,
while maintaining the spirit of constructive criticism, positive feedback and acknowledgement
of achievement.
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Greenhill School | 60 Years of Excellence
In its recruitment of faculty, Greenhill will:
• Continue to commit appropriate resources, time, creativity and personnel to the process of
proactively defining ourselves in the local, national and international communities.
• Maintain the pursuit of excellent faculty who represent both local and global communities
as well as our varied constituencies.
• Strive to create and/or maintain faculty diversity within all of our sub-communities
(teams/divisions/departments/administration).
• Continue to highlight and promote our unique, comfortable, collegial, communal and
personal environment and make it a centerpiece of our recruiting practices.
In its attention to retention of faculty, Greenhill will:
• Regularly survey faculty and staff to determine preferences for our benefits package.
• Maintain faculty salaries in an appropriate competitive relationship with peer schools.
• Continue our strong commitment to professional development through the allotment of
time and support.
• Ensure that our working environment is one that is welcoming, respectful and professional
and one in which every member of the community is committed to excellence.
In its attempts to reward excellence in its faculty, Greenhill will:
Recruiting, retaining,
rewarding and
supporting a faculty
that is of the highest
quality and committed
to living the School’s
mission is essential to
enhancing the quality
of the Greenhill
experience.
• Explore ways to further acknowledge and reward outstanding teachers.
• Explore avenues for public recognition (both internal and external) of faculty
achievements, including recognition in publications such as The Evergreen or The Hill.
• Celebrate the individual expertise of faculty by providing more professional development
opportunities on campus (such as workshops, presentations, etc.) for faculty to share their
interests and passions within departments and/or divisions.
Through a review of our current evaluation and assessment system, Greenhill will:
• Enhance our evaluation program for better effectiveness and efficiency.
• Communicate expectations of growth and improvement and proactively address those who
do not consistently meet performance objectives.
• Consider issues of quantitative vs. qualitative measures in the evaluation process.
Greenhill School | 60 Years of Excellence 11
II. Focus on Financial Stability
The Focus on Financial Sustainability section of the Strategic Plan considers how best to
provide resources to support the overall goals of the Plan. While looking forward, this Plan
also reaffirms priorities from the 2002 Strategic Plan including balanced annual and multi-year
We must continue to
be fiscally responsible
in realizing all of our
stated goals. Increased
contributions to
endowments will
help to realize the
goals relating to
need-blind admissions,
competitive faculty
salaries, affordable
tuition levels and
campus sustainability.
budgets and adherence to prudent financial policies in the areas of faculty salaries, financial
aid, annual endowment draw and maintenance and operational reserves.
Critical to maintaining sustainability and thriving in the 21st century, the School will actively
recruit, retain and graduate talented and motivated students who will pursue and celebrate
academic excellence while contributing to the School’s unique culture and mission. Access
and affordability are a primary concern as we seek to enroll a socio-economically diverse
student body. The current economic and demographic climate at the time of this report
makes it especially challenging to maintain the culture and mission of Greenhill School,
since the growing challenge of affordability (particularly for Middle Class and Upper Middle
Class families) has been identified as a threat to the long-term sustainability of the School.
Notwithstanding this challenge, the School reaffirms its commitment to meet 100% of
demonstrated need so as to remain fully need-blind in admission, thereby ensuring our ability
to attract the highest quality students.
In establishing the annual operating budget and multi-year forecast, we strive to keep tuition
levels as low as possible while meeting key objectives for faculty compensation and benefits,
financial aid, and operational and capital needs. Currently, tuition and fees account for
approximately 89% of total revenue, and faculty salaries and benefits represent 68% of total
expenses. Additionally, over the past ten years the School has reduced its annual endowment
draw from 5.5% to our current level of 4.3%, with plans to reach 4.0% in the next few years.
To date, the School has been successful in meeting all stated goals and benchmarks consistent
with our mission while balancing these priorities. A major effort must be made to ensure we
continue to meet these goals while relieving pressure on our operating budget and providing
for long-term financial security. Increased contributions to endowments will help to realize the
goals relating to need-blind admissions, competitive faculty salaries, affordable tuition levels
and campus sustainability.
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Greenhill School | 60 Years of Excellence
In an effort to maintain financial sustainability, Greenhill will:
• Continue to evaluate appropriate staffing and enrollment levels across all divisions
and departments.
• Assess and evaluate outreach and marketing efforts to further develop a highly qualified applicant pool across all grade levels.
• Continue to evaluate all financial aspects of the School to identify ways to further ensure financial sustainability, including evaluating current financial policies, operating practices and organizational capacity.
• Grow our endowment by raising new endowment contributions and/or further reducing
the annual endowment draw.
• Regularly evaluate the appropriate timing, size and composition of a capital campaign to meet facilities needs identified in the Campus Master Plan Update, and endowment needs identified in this Strategic Plan.
• Continue to develop the alumni body as a critical constituency to enhance the financial Growth of our
endowment will help
to ensure a stable,
secure future for
generations of
students to come.
sustainability of the School.
Greenhill 2010 – 2011 Budget | $29.5 million
Revenues |
nnn
nnn
nnn
nnn
89%
$26.4 million
3%
$.9 million
6%
2%
$1.6 million
$.6 million
Tuition & Fees
Annual Giving
Endowment
Other
Expenses |
nnn
nnn
nnn
nnn
nnn
68%
$19.9 million
10%
$3.0 million
13%
5%
4%
Greenhill School | 60 Years of Excellence $3.9 million
$1.4 million
$1.3 million
Salaries & Benefits
Plant
Financial Aid
Academic
Administrative
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Greenhill School | 60 Years of Excellence
III. Stewardship of the Campus Master Plan
Facilities
The goal of the stewardship of the Campus Master Plan is to provide facilities that meet the
quality, expectations and needs of our Program. In 2002, Greenhill completed a Campus
Master Plan to guide future development. Since then, the School has successfully developed
several educational facilities: a new Lower School to support Pre-Kindergarten through
Fourth Grade, an addition to the Upper School, a new Campus Store, and improvements
to the Cafeteria.
A Campus Master Plan Update was completed in 2009 to consider future facilities
improvements for our campus. The results of this update remain largely consistent with facility
goals established in 2002 and have been modified to reflect current and anticipated future
needs of the School.
While the Campus Master Plan Update provides an overall direction for future development,
it cannot anticipate all future needs in detail. The Campus Master Plan Update is a working
We must continue to
provide and care for
our campus to ensure
that we have the
facilities needed not
only for today, but for
the future as well.
document that guides campus development and decision-making. Active stewardship of
the Plan by administering, monitoring and interpreting it frequently over time to meet our
changing needs will be essential.
Greenhill School | 60 Years of Excellence 15
Priorities and Other Possibilities identified during the Campus Master Plan Update
are listed below. While these proposed new or improved spaces have been identified and
detailed according to current and/or anticipated programmatic needs, the ultimate
prioritization of facilities projects and the resulting capital campaign initiatives will rest
with the Board of Trustees.
The 2009 Campus
Master Plan Update
provides us with
facilities that meet the
quality, expectations
and needs of our
Program.
Priorities
While no time frames have been established for construction, the following Priorities have been
identified in the 2009 Campus Master Plan Update and are noted below in alphabetical order:
Athletic Fields and Facilities
• Create Athletic Fields and Facilities on the Southeast Corner of the Campus
The undeveloped land on the southeast corner of the campus has long been viewed as an proposed development on the southeast corner also includes additional parking and an opportunity for the school. In addition to providing two soccer size replacement fields, the events pavilion for concessions, storage and restrooms. These proposed facilities will allow this area of the campus to operate independently.
• Establish a New Athletic/Physical Education Practice Field
Additional space is needed for athletic practices and physical education on the west side
courts will meet both objectives and relieve some pressure on existing athletic fields.
of campus. The creation of a proposed new field on the open area just west of the tennis Dining
• Expand and Improve Food Service and Dining Space
Proposed improvements to the dining area include adding a serving line and expanding times. Expanding the seating area will allow more students to be served per lunch period, the seating area. The additional serving line will improve traffic flow and decrease wait increasing flexibility in scheduling class and other activities and allow for varied seating arrangements.
Parking
• Address Campus Parking and Traffic Issues
The Campus Master Plan Update provides many additional parking spaces north of the the proposed new playing fields on the southeast corner.
A proposed new road connecting the north and south sides of the campus is envisioned navigate through the campus without having to exit onto public streets.
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proposed performing arts center. In addition, parking is expected to be provided close to as part of the proposed performing arts center. This new road could allow traffic to Greenhill School | 60 Years of Excellence
Performing Arts and Assembly Space
• Create a Performing Arts and Assembly Space
on the Northeast Corner of the Campus – Phase 1
Providing excellent performance venues for the arts was a goal of the 2002 Campus
Master Plan and remains a high priority in the 2009 Campus Master Plan Update.
Performance space is inadequate in all divisions and does not reflect the care and attention
devoted to the productions themselves. In addition, there is no current space on campus,
outside of the gymnasium, where an entire division can meet as a community to listen
to speakers or attend performances. The first phase of a proposed performing arts center
includes a 600-seat Music Hall, a 200-seat Black Box Theater, a Dance Hall that could also
be used for band and choir rehearsal, an expanded “back of house” and associated support
spaces. In some cases, these proposed spaces replace inadequate spaces currently housed
in the Fine Arts Building and, in the case of the Black Box, the Zale-Fields Theater. Space
made available in existing facilities by this new construction will be repurposed to
satisfy other needs.
Science
• Explore the possibility for New Science Spaces –
Research Labs and a Lab/Lecture Space
A proposed new science space, possibly in the form of two small research labs and a
lab/lecture hall, could be located as part of an addition to the current Black Box Theater,
or the existing science building. The small labs could be used to support research and
independent study, while the multi-disciplinary lab/lecture hall could be used for large
group instruction, science demonstrations, and visiting lecturers.
Other Possibilities
To ensure that future campus development has been thoughtfully considered, the planning
process mandated a comprehensive review of the improvements the School can currently
envision and made provisions to accommodate those improvements over time. Beyond these
identified Priorities, the Campus Master Plan Update also contains other possibilities that will
be reviewed in the future.
Greenhill School | 60 Years of Excellence 17
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Greenhill School | 60 Years of Excellence
Conclusion
|
This Strategic Plan seeks to build upon the constructive change accomplished through the
previous comprehensive plan developed in 2002. The goals and objectives outlined seek to
respond to the ever-changing needs of our student body, faculty and community. Evolution
and change have been hallmarks of Greenhill’s 60-year history as the School has created a
culture of excellence and enhanced its national reputation. This plan seeks to further develop
the academic program and experience for all students, which will further distinguish Greenhill
as the leading co-educational independent school in the Dallas area. The next steps include
the development of a schedule and specific actions that will be measurable and timely, and
we look forward to working with all members of our community to help implement these
important next steps for Greenhill School.
Greenhill School | 60 Years of Excellence The goals and
objectives outlined
seek to respond to
the ever-changing
needs of our student
body, faculty and
community.We look
forward to working
with all members of
our community to
help implement these
important next steps
for Greenhill School.
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Strategic Planning Steering Committee |
Michael J. Halloran
Chair, Board of Trustees
Scott A. Griggs
Head of School
Larry Lebowitz
Chair, Strategic Planning Committee
David Braemer
Head of Upper School
Rick Andrew
Chair, Finance/Endowment
Mark Crotty
Director of Curricular Programs, PK–12
Karla Barber
Chair, Program
Julie Diaz
Chief Advancement Officer
Pam Pluss ’81
Chair, Faculty
Melissa Orth
Chief Financial Officer
Zach Luterman ’90
Chair, Facilities
Tom Perryman ’81
Assistant Head of School
Sandy Beckert
Assistant Chair/Secretary, Board of Trustees
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Greenhill School | 60 Years of Excellence
Program Working Group |
Karla Barber, Chair
David Braemer
Mark Crotty
Board Members
Baxter Brinkmann
Ron Calhoun
Rusty Jaggers
Courtney Katzenstein
Pierce Marshall ’86
Ruthie Shor
Wendy Stanley
Waverly Ware Wilson ’86
Faculty/Staff
Lisa Burton
Rachael Brodie
Karen Bradberry
Trey Colvin
Scott Cotton
Corbin Doyle
Karen Dzialowski
Kate Maddy
Susan Palmer
Linda White
Trevor Worcester
Faculty Working Group |
Pam Pluss ’81, Chair
Tom Perryman ’81
Board Members
Barry Barnett
Curtis Holmes
Ann Frances Jury
Peter Kraus
Brenda Lauderback
Carol Levy
Pat Smith
Arlene Steinfield
Moyez Thanawalla
Vicki Truitt
Faculty/Staff
Kevin Foley
Warren Frerichs
Nora Garcia
Pam Giraudon
Dick Hall
Adam Holt
Andy Mercurio
Lesley Rucker
Michael Simpson
Deborah Winfield
Linda Woolley
Facilities Working Group |
Zach Luterman ’90, Chair
Melissa Orth
Board Members
Nancy Carlson
Michael Glazer
Don Henley
Veronica Lewis
Sandra Moon
Guillermo Perales
Alan Perkins
Amanda Ryan
Finance/Endowment
Working Group |
Rick Andrew, Chair
Julie Diaz
Melissa Orth
Board Members
Ellenore Baker
Gilian Baron
Sandy Beckert
Peter Brodsky
Michael Davis ’84
David Haemisegger
Will Rose ’85
Kathleen Wu
Faculty/Staff
Janet Cashen ’71
Becky Daniels
Brian Donnell
Barbara Gelsomino
Valerie Gillespie ’98
Michael Legacy
Tracey Pugh
Katie Robbins
Beth Wing
This plan seeks to
further develop the
academic program
and experience for all
students, which will
further distinguish
Greenhill as the
leading co-educational
independent school in
the Dallas area.
Faculty/Staff
Mary Aidala
Roger Charlebois ’71
Rodney Dobbs
Laura Flanagan
Claudia Loewenstein
Curt Lowry
Michael Manes
Jack Oros
Michelle Smith
Bruce Thompson
Peggy Turlington ’75
Greenhill School | 60 Years of Excellence 21
Greenhill School
2009 – 2010 Board of Trustees |
Lifetime Trustees
Helping students
find their place and
purpose in a globally
connected world as
positive, productive
citizens will be
essential for long-term
success and happiness.
Milton P. Levy, Jr.
Daniel T. Phillips
Officers
Michael J. Halloran*
Chair
Sandra J. Beckert*
Assistant Chair/Secretary
Gilian Lempel Baron*
Finance Chair
Former Board Chairs
Electing To Serve Ex-Officio
Sally R. Estes
Former Chair, Trustee since 1976
Irwin Grossman
Former Chair, Trustee since 1973
Rusty Jaggers
Former Chair, Trustee since 1994
David L. Johnson ’67
Former Chair, Trustee since 1987
H. Ronald Nash
Former Chair, Trustee since 1987
Trustees
Debbie Andres*
Richard G. Andrew*
Ellenore Baker
Karla R. Barber*
Barry Barnett
John Baxter Brinkmann*
Peter S. Brodsky*
Nancy P. Carlson
Gail Griswold
David J. Haemisegger
Donald H. Henley
Thomas Curtis Holmes, Jr.*
Oscar A. Joyner ’93
Ann Frances Jury*
Peter Andrew Kraus*
Laurence H. Lebowitz*
Carol Levy
Veronica Lewis
Zeck Lieberman, M.D.
Zachary B. Luterman ’90*
Margot McGuire
Sandra Kim Moon
Milton Packer, M.D.
Guillermo Perales
Alan Jay Perkins
Pam Beck Pluss ’81*
William E. Rose ’85*
Steven Rudner
Amanda Sutton Ryan
Molly Fulton Seeligson ’60
Bruce Sostek
Patricia A. Smith
Wendy H. Stanley
Arlene Switzer Steinfield
Moyez S. Thanawalla
Mike Weinberg ’82
Waverly Ware Wilson ’86*
Kathleen J. Wu*
Scott A. Griggs* Head of School
* Denotes Executive Committee
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Greenhill School | 60 Years of Excellence
Greenhill School | 60 Years of Excellence 23
Greenhill School |
4141 Spring Valley Road
Addison, Texas 75001
www.greenhill.org