Greenhill School

60 Years of Excellence | Strategic Plan

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2 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 Greenhill School
recognized as a leader among independent schools, in Dallas and beyond. Mission Statement |
Greenhill School is a diverse
As we continue to strive for excellence, the Board of Trustees, administration and faculty have community of learners that strives
worked together to identify specific courses of action and prioritize needs for Greenhill School for excellence; values individuality;
over the next few years. fosters a passion for learning;
promotes the balanced development
Three areas of concentration were identified for the Strategic Plan: of mind, body and character;
encourages service; and instills a
• Dedication to Excellence in Program and People
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.

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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, Scott A. Griggs
Financial Sustainability and the Campus Master Plan.
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 life-
long 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.
Michael J. Halloran
In order to meet these educational challenges, we must maintain an exceptional faculty that Chair, Board of Trustees |
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.

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 Michael J. Halloran

Head of School 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
and beyond. Over the years, Trustees, administration, faculty, parents and alumni have all
We know that we contributed their stewardship, which has been and remains an important component of the
cannot be content School’s success.

with our past 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
accomplishments and greater community. We aspire to provide the best experience possible for current and future
that we must continue 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
to grow and evolve specific courses of action and prioritize needs for the School over the next few years.

to meet the dynamic

needs of our students
Process |
and the greater The process began with a retreat of the Board of Trustees and Administrative Team in
community. 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:

• Dedication to Excellence in Program and People

• Focus on Financial Sustainability

• Stewardship of the Campus Master Plan

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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.

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 Goals and Objectives |
I. Dedication to Excellence in Program and People

Program
It is essential 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
that we maintain 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
our tradition of
developing more engaged and responsible citizens.
educational excellence
In maximizing the potential of our students, Greenhill will:
as we continually • Strengthen our academic program through the implementation of current research in
strengthen our cognition and learning theory.

• Re-examine our assessment practices to gain greater insight into students’ progress.
program, which both
• Foster more passionate interest in science and provide opportunities to pursue higher-level
educates the whole scientific study.

• Provide ample opportunities for students to pursue individual excellence within the
child and maximizes
context of a balanced program.
the potential of each • Delineate essential skills and attitudes regarding technology, media and information
fluency and integrate them through the program.
individual.
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 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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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
Recruiting, retaining,
(teams/divisions/departments/administration). rewarding and
• Continue to highlight and promote our unique, comfortable, collegial, communal and
personal environment and make it a centerpiece of our recruiting practices. supporting a faculty
that is of the highest
In its attention to retention of faculty, Greenhill will:

• Regularly survey faculty and staff to determine preferences for our benefits package.
quality and committed
• Maintain faculty salaries in an appropriate competitive relationship with peer schools. to living the School’s
• Continue our strong commitment to professional development through the allotment of mission is essential to
time and support.

• Ensure that our working environment is one that is welcoming, respectful and professional
enhancing the quality
and one in which every member of the community is committed to excellence.
of the Greenhill
In its attempts to reward excellence in its faculty, Greenhill will: 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.

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 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
budgets and adherence to prudent financial policies in the areas of faculty salaries, financial
We must continue to aid, annual endowment draw and maintenance and operational reserves.
be fiscally responsible
Critical to maintaining sustainability and thriving in the 21st century, the School will actively
in realizing all of our 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
stated goals. Increased and affordability are a primary concern as we seek to enroll a socio-economically diverse

contributions to 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,
endowments will 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.
help to realize the 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
goals relating to to attract the highest quality students.
need-blind admissions,
In establishing the annual operating budget and multi-year forecast, we strive to keep tuition
competitive faculty 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
salaries, affordable approximately 89% of total revenue, and faculty salaries and benefits represent 68% of total

tuition levels and 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.
campus sustainability. 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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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
Growth of our
financial sustainability, including evaluating current financial policies, operating practices endowment will help
and organizational capacity.

• Grow our endowment by raising new endowment contributions and/or further reducing to ensure a stable,
the annual endowment draw.
secure future for
• 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 generations of
needs identified in this Strategic Plan.
students to come.
• Continue to develop the alumni body as a critical constituency to enhance the financial
sustainability of the School.

Greenhill 2010 – 2011 Budget | $29.5 million

Revenues |
nnn 89% $26.4 million Tuition & Fees
nnn 6% $1.6 million Annual Giving
nnn 3% $.9 million Endowment
nnn 2% $.6 million Other

Expenses |
nnn 68% $19.9 million Salaries & Benefits
nnn 13% $3.9 million Plant
nnn 10% $3.0 million Financial Aid
nnn 5% $1.4 million Academic
nnn 4% $1.3 million Administrative

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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
We must continue to
Fourth Grade, an addition to the Upper School, a new Campus Store, and improvements provide and care for
to the Cafeteria.
our campus to ensure
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
that we have the
goals established in 2002 and have been modified to reflect current and anticipated future facilities needed not
needs of the School.
only for today, but for
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 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.

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 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 Priorities

Master Plan Update 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:
provides us with
Athletic Fields and Facilities
facilities that meet the • 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
quality, expectations
opportunity for the school. In addition to providing two soccer size replacement fields, the
and needs of our proposed development on the southeast corner also includes additional parking and an
events pavilion for concessions, storage and restrooms. These proposed facilities will allow
Program. 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
of campus. The creation of a proposed new field on the open area just west of the tennis
courts will meet both objectives and relieve some pressure on existing athletic fields.

Dining
• Expand and Improve Food Service and Dining Space
Proposed improvements to the dining area include adding a serving line and expanding
the seating area. The additional serving line will improve traffic flow and decrease wait
times. Expanding the seating area will allow more students to be served per lunch period,
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
proposed performing arts center. In addition, parking is expected to be provided close to
the proposed new playing fields on the southeast corner.

A proposed new road connecting the north and south sides of the campus is envisioned
as part of the proposed performing arts center. This new road could allow traffic to
navigate through the campus without having to exit onto public streets.

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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.

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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 The goals and
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
objectives outlined
as the leading co-educational independent school in the Dallas area. The next steps include
seek to respond to
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 the ever-changing
important next steps for Greenhill School.
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 Scott A. Griggs
Chair, Board of Trustees Head of School

Larry Lebowitz David Braemer

Chair, Strategic Planning Committee Head of Upper School

Rick Andrew Mark Crotty

Chair, Finance/Endowment Director of Curricular Programs, PK–12

Karla Barber Julie Diaz

Chair, Program Chief Advancement Officer

Pam Pluss ’81 Melissa Orth

Chair, Faculty Chief Financial Officer

Zach Luterman ’90 Tom Perryman ’81

Chair, Facilities Assistant Head of School

Sandy Beckert
Assistant Chair/Secretary, Board of Trustees

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Program Working Group | Faculty/Staff Finance/Endowment
Kevin Foley Working Group |
Karla Barber, Chair
Warren Frerichs
David Braemer
Nora Garcia Rick Andrew, Chair
Mark Crotty
Pam Giraudon Julie Diaz
Dick Hall Melissa Orth
Board Members
Adam Holt
Baxter Brinkmann
Andy Mercurio Board Members
This plan seeks to
Ron Calhoun
Lesley Rucker Ellenore Baker
Rusty Jaggers
Michael Simpson Gilian Baron
further develop the
Courtney Katzenstein
Deborah Winfield Sandy Beckert
Pierce Marshall ’86
Linda Woolley Peter Brodsky
academic program
Ruthie Shor
Wendy Stanley
Michael Davis ’84 and experience for all
David Haemisegger
Waverly Ware Wilson ’86
Facilities Working Group | Will Rose ’85 students, which will
Kathleen Wu
Faculty/Staff Zach Luterman ’90, Chair
Lisa Burton Melissa Orth further distinguish
Faculty/Staff
Rachael Brodie
Karen Bradberry Board Members
Janet Cashen ’71 Greenhill as the
Becky Daniels
Trey Colvin Nancy Carlson
Scott Cotton Michael Glazer
Brian Donnell leading co-educational
Barbara Gelsomino
Corbin Doyle Don Henley
Karen Dzialowski Veronica Lewis
Valerie Gillespie ’98 independent school in
Michael Legacy
Kate Maddy Sandra Moon
Susan Palmer Guillermo Perales
Tracey Pugh the Dallas area.
Katie Robbins
Linda White Alan Perkins
Beth Wing
Trevor Worcester Amanda Ryan

Faculty/Staff
Faculty Working Group | Mary Aidala
Roger Charlebois ’71
Pam Pluss ’81, Chair
Rodney Dobbs
Tom Perryman ’81
Laura Flanagan
Claudia Loewenstein
Board Members
Curt Lowry
Barry Barnett
Michael Manes
Curtis Holmes
Jack Oros
Ann Frances Jury
Michelle Smith
Peter Kraus
Bruce Thompson
Brenda Lauderback
Peggy Turlington ’75
Carol Levy
Pat Smith
Arlene Steinfield
Moyez Thanawalla
Vicki Truitt

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 Greenhill School
2009 – 2010 Board of Trustees |
Lifetime Trustees Trustees
Debbie Andres*
Milton P. Levy, Jr.
Helping students Daniel T. Phillips
Richard G. Andrew*
Ellenore Baker
find their place and Officers
Karla R. Barber*
Barry Barnett
Michael J. Halloran*
purpose in a globally Chair
John Baxter Brinkmann*
Peter S. Brodsky*
connected world as Sandra J. Beckert*
Nancy P. Carlson
Gail Griswold
Assistant Chair/Secretary
positive, productive David J. Haemisegger
Donald H. Henley
Gilian Lempel Baron*
citizens will be Finance Chair
Thomas Curtis Holmes, Jr.*
Oscar A. Joyner ’93
essential for long-term Former Board Chairs
Ann Frances Jury*
Peter Andrew Kraus*
Electing To Serve Ex-Officio
success and happiness. Laurence H. Lebowitz*
Sally R. Estes Carol Levy
Former Chair, Trustee since 1976 Veronica Lewis
Zeck Lieberman, M.D.
Irwin Grossman Zachary B. Luterman ’90*
Former Chair, Trustee since 1973 Margot McGuire
Sandra Kim Moon
Rusty Jaggers Milton Packer, M.D.
Former Chair, Trustee since 1994 Guillermo Perales
Alan Jay Perkins
David L. Johnson ’67 Pam Beck Pluss ’81*
Former Chair, Trustee since 1987 William E. Rose ’85*
Steven Rudner
H. Ronald Nash Amanda Sutton Ryan
Former Chair, Trustee since 1987 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 23
Greenhill School |
4141 Spring Valley Road
Addison, Texas 75001
www.greenhill.org