, c d p s d j 1, 2018 mpms - carneysandoe.com · mpms.org. overview marin primary & middle...

Marin PriMary & Middle SchoollarkSPur, california

director of develoPMentPoSition Start date: on or before July 1, 2018

mpms.org

overview

Marin Primary & Middle School, a coeducational, nondenominational, independent school for students in grades preschool through eight, seeks a Director of Development effective July 1, 2018, at the latest. Located on five acres in Larkspur, California, a picturesque town in Marin County just north of San Francisco, the school is an innovative learning community where integrated, experiential projects complement a strong core curriculum. Since its founding in 1975, the school has continued to grow steadily, driven by its commitment to the academic and social-emotional development of each child.

School hiStory

Marin Primary & Middle School (MP&MS) was founded in 1975 as Marin Primary, an independent preschool in a Corte Madera church basement. Five years later, the school moved to the present location in the former Larkspur Corte Madera Public School. Each year, the school added a grade until the program encompassed preschool through middle school. In 1994, the school changed its name to Marin Primary & Middle School to reflect the addition of fifth through eighth grades.

The vision and core values of founders Roberta and Jim Heath and the founding head of school, David Heath (no relation), have remained central to MP&MS over the years. At the heart of its mission lies a deep respect for the developmental stages of childhood and early adolescence, recognizing the many ways in which children learn. The school’s integrated curriculum provides opportunities for children to explore their passions in many different areas and attracts dedicated teachers with a deep understanding of children and learning.

During the 25 years of David Heath’s leadership, the school developed robust specialist classes in the performing/visual arts and physical education, and added a unique projects lab. Murray Lopdell-Lawrence, the second head of school, 2002-2005, enhanced the school’s curriculum, pedagogy, professional development, and organizational policies. Julie Elam joined MP&MS as the third head of school in July 2006,

1The Search Group | Carney, Sandoe & Associates [email protected] | www.carneysandoe.com

Vision

Marin Primary & Middle School creates a learning community that values innovation and creativity, a place that develops ethical and compassionate individuals who are prepared for the challenges and opportunities they will face as citizens in a globally connected and unpredictable world.

Mission Statement

At Marin Primary & Middle School we make education meaningful, while encouraging pride in self, respect for others, and enthusiasm for learning.

We treasure childhood. We honor and enjoy children’s natural curiosity, competence, and exuberance.

We teach to reach children.Using teams of teachers and educational methods tailored to how children learn best, we connect with our students, build trusting relationships, and make learning relevant, memorable, and fun.

We teach children to reach. Asking not “how smart is the child” but “how is the child smart,” we guide our students to see their full potential, and we equip them to pursue it with passion and purpose.

We inspire children to make a difference. We value academic excellence, personal integrity, and community action and encourage our students to become informed, engaged, and ethical global citizens.


leading the community through a period of growth and stability, including the creation of a campus master plan under the leadership of architect Peter Pfau and master plan Chair, Eliot Holtzman. After Elam retired in 2017, Andrew Slater was instated as the fourth head of school, marking the current new chapter for MP&MS.

The school received its first accreditation from the Western Association of Schools and Colleges (WASC) in 1995, and its first accreditation from the California Association of Independent Schools (CAIS) in 1999. In 2013, the school received the maximum six-year term of accreditation from WASC and CAIS and in October 2016 was granted a one-year extension to that term (in 2014 CAIS changed their cycle for the status of accreditation from six years to seven years, and last year invited schools that had received a “clear” six-year term of accreditation in 2013 to start the seven-year cycle).

the School

Today, enrollment is at 375 students, 15% of whom identify as students of color. Sixteen percent of the students receive tuition assistance. The student-teacher ratio is 7:1. Two full-time classroom teachers lead core curricular areas in preschool through fifth grades. There is a departmentalized program in sixth through eighth grades. In addition, the school offers specialist classes that enrich students’ academic and creative learning experiences. Thirty-seven percent of the faculty hold advanced degrees. Sixteen percent of the faculty identify as teachers of color.

Building on its core strengths of respecting childhood and honoring the pace of learning for each child, the school’s 2015-2020 strategic plan calls on the school to:

• focus on enhancing the academic program with advanced curriculum, technology, and an


expanded middle school to prepare students to excel in high school and beyond;• continue to transform the campus to support the evolving program with inspiring, flexible, and

innovative learning facilities; and • solidify the financial sustainability by growing enrollment and reducing the school’s dependence

on tuition while attracting and retaining teachers who exemplify the school’s commitment to excellence.

finance and develoPMent

The school’s annual operating budget for 2017-2018 is $10 million; its debt stands at $2.4 million. The school’s endowment is currently $113,000. The annual giving and capital giving totals for 2016-2017 were $560,000 and $243,000 respectively. In 2015-2016, the school raised $1.4 million for the construction of the new science center. Parent participation in giving for 2016-2017 was 94%.

This academic year, the school awarded $1,135,000 (11% of total revenue) of financial aid to 16% of the students.

acadeMicS

MP&MS believes childhood is a time to be treasured and that children respond best to kindness, encouragement, and mutual respect. The school also recognizes that relationships, relevance, and high standards are critical to successful education. The academic and social program challenges students to develop a lifelong passion for learning that includes equal measures of wonder and


rigorous inquiry.

The curriculum is built around teams of teachers. The school believes in an integrated and interactive approach to education, inside the classroom and beyond. The faculty identifies and cultivates the varied ways in which children learn. Using best practices in education, the teachers encourage and guide children to trust their natural desire to question and explore. The goal is to create dynamic and collaborative environments in which all students can excel in the acquisition of both social and academic knowledge. The teaching model also facilitates a natural differentiation for individual learners. Students work in small groups or one-on-one with a teacher. Collaboration is key, and children spend much of their time learning by doing.

The preschool offers a developmental, play-based program. Guided by supportive teams of teachers, children explore and discover, learning through play, building self-confidence, gaining independence, and developing critical social skills through their interactions with teachers and other children.

The primary school encompasses junior kindergarten through fourth grade. Its mission is to engage children academically in an environment that embraces childhood and the journey of learning. The school’s approach provides students with opportunities to bring their own learning styles to the classroom, learning through multiple modes, and applying their knowledge across many subject areas.

The focus of the middle school is to understand, support and educate enthusiastic learners as they transition from childhood to adolescence. Students are asked to think deeply and reflectively about facts, ideas, and experiences in an increasingly diverse society. A key goal is to mentor students as they grow to be confident, curious scholars and generous, compassionate global citizens.


artS and athleticS

Marin Primary & Middle School places great emphasis on creativity and fine arts. The school’s core curriculum purposely allows students to enjoy a balance between academic rigor and creative and imaginative learning, with full-time teachers dedicated to enriching the students’ understanding of drama, music, and fine arts.

The physical education curriculum provides a variety of age-appropriate activities that encourage physical fitness, teamwork, and fun. Students in junior kindergarten through eighth grade participate in physical education classes four times a week. The goal is to develop a lifelong love of physical activity. The middle school physical education program also entails learning the rules and structures of many team sports, and participating in cooperative activities and games.

School life

Marin Primary & Middle School is a welcoming community lauded for its commitment to developing respect for, and appreciation of, individual differences in a multicultural world. From preschool through middle school, the culture is intentionally inclusive. It honors and welcomes the diverse opinions, experiences, and backgrounds that enrich school culture and allow students to engage one another with compassion and conviction. A main goal is helping students learn to become informed, engaged, and ethical global citizens.

Community service in the primary school combines the principles of experiential learning, the development of an understanding of others beyond the self, and the importance of service. In the middle


school, each student is required to fulfill a specific number of community-service hours. School-related service includes peer tutoring, student council, or volunteering in either the preschool or after-school program. Over the years, non-school related service has included participation in an environmental project, a local food bank, a clothing drive, animal rescue support, and other similar activities.

Respect for this environment is also an essential focus. The goal is to help students develop an understanding of their role in securing a safe and sustainable future for the world. A key element of the program is the David R. Heath Outdoor Education Center, the school’s organic learning garden. The parent-led Green Team, which facilitates opportunities for environmental stewardship by coordinating family service learning projects and engaging speakers to share their expertise.

caMPuS

When current Head of School Andrew Slater was visiting the campus during his job interview, he said, “I was struck by how respectfully designed and thoughtfully created the campus is. I remember turning to my student guide and proclaiming, ‘This is what school should look, sound, and feel like!’”

Indeed, the campus is carefully designed for learning and community engagement. At the same time, the school has been steadily improving the facilities over the years. The success of the school’s first major capital campaign led to a transformation of the campus, including renovation of existing buildings, the addition of new playgrounds and outdoor spaces, and a new amphitheater. The campus master plan includes upgrades to improve the accessibility and environmental sustainability of the campus.

Among the outstanding facilities are the Learning Resource Center; a dedicated library space and


music and art studios; and an organic learning garden, the David Heath Outdoor Education Center.

The 2015-2020 strategic plan calls for additional campus improvements:

• Enhanced middle school facilities, including a dedicated science lab (completed in January 2017) adjacent to the outdoor education center to support a lab-based science program, new middle school classrooms, and meeting spaces for students and teachers.

• A new community building, which will serve as a gathering place for the entire school and create space for indoor physical education and enhanced facilities for the performing arts.

• Renovation of “the cage” area in the primary building, Kirby Field, and preschool entry to showcase the school’s comprehensive program and the interconnected web of indoor and outdoor learning spaces with innovative features to enrich hands-on learning.

larkSPur, california

Larkspur, a small city in Marin County, California, founded in 1908, is located just north of San Francisco and east of Mt. Tamalpais. As of the 2010 Census, the city’s population was 11,926, a high percentage of whom hold college degrees.

Larkspur is divided into two distinct areas adjoining Highway 101. Its historic downtown is west of Highway 101, and an old quarry area known as Larkspur Landing is to the east of the highway along the San Francisco Bay shoreline. The downtown Larkspur historic district was listed on the National Register of Historic Places in 1982. This section of town has maintained a small-town feel, and includes the 1930s art deco Lark Theater, the Mission Revival Larkspur City Hall, and the Blue Rock Hotel. On the edge of historic downtown Larkspur are charming neighborhoods and gathering


places.

Larkspur is the location of one of Golden Gate Transit’s ferry terminals for commuter passenger service between Marin County and San Francisco. This portal has a ridership of more than 8,500 per day, on average. There is also a special direct ferry service from the Larkspur Ferry Terminal to AT&T Park for San Francisco Giants games. San Francisco also has an Amtrak train station that connects with coastal communities north and south.

Larkspur and the surrounding area offer numerous opportunities for outdoor activities. Notable places include Muir Woods, China Camp State Park, and the Golden Gate National Recreation Area.

oPPortunitieS and challengeS

The next Director of Development at Marin Primary & Middle School’s first priority will be to quarterback a successful capital campaign that will seek to raise roughly $13 million for two key projects: the construction of two new middle school classrooms, and the construction of a 50,000 square-foot community center/multi-purpose facility that will serve all-school gatherings, drama, music and athletics. The latter facility has been the school’s aspiration for close to a decade, so there is a sense of urgency within the school constituency, led by the Board of Trustees, to make this facility happen in the very near future. This urgency coincides with a subtle shift in the school’s culture, from a more laid-back neighborhood school serving working families, to a constituency with high expectations and standards and a stepped-up philanthropic capacity to help the school realize its dreams.

As an indication of the school’s sense of urgency, Campbell & Company has been officially retained as campaign counsel and will conduct a feasibility study in the course of the winter and spring that

will inform the final campaign goal. To date, MP&MS has yet to receive a seven-figure gift, but the school is confident that the donor pool has several individuals willing and able to step forward and be lead donors in the seven-figures. Needless to say, the next Director of Development should have extensive campaign experience and the ability to steer the Head of School and Board members to make appropriate asks, while also cultivating and soliciting donors on his or her own.

Additionally, the new Director of Development will oversee the Annual Fund, an area of growth at the school and an appeal that runs only during the month of October. In those 31 days of the 2017 Annual Fund appeal, the school raised $700,000 in gifts and pledges and had 94% parent participation, exceeding its goal of $600,000. As well, the Parent Association holds an annual auction/gala that nets another $150,000 or so, and the Director of Development needs to coordinate volunteers in that effort to ensure that individuals are being approached for the right thing at the correct time. The school’s Development Committee, composed of Board members, Annual Fund chairs, and Auction/Gala chairs, provides the structural glue for these fundraising efforts. A separate and full-fledged Campaign Committee will be formed to oversee the campaign.

The Director of Development will report to Head of School, Andrew Slater, and oversee the development staff. Helping to further define development staff roles and interactions with donors, volunteers, and other school offices will be an important task as well. Thus, the successful candidate should possess an understanding of what a fully-functioning development office looks like, one that can transcend the imperative of the campaign and help create a culture of philanthropy that will serve the school for years to come. Towards that end, the Director of Development should understand the need for constant education surrounding philanthropy at an independent school.

This is a time of transition for MP&MS: a new Head of School; a Board of Trustees willing and ready to lead by example; and a shifting parent constituency that demands greater levels of excellence across the school’s programs. This scenario gives a dedicated Director of Development great raw materials with which to work for a school that is on a distinct upward trajectory.


[email protected] | www.carneysandoe.com 10The Search Group | Carney, Sandoe & Associates [email protected] | www.carneysandoe.com

reSPonSibilitieS of the director of develoPMent

• Engage the Head of School and Board of Trustees in fundraising goals and initiatives, with an emphasis on the pending capital campaign;

• Serve as key staff liaison to the Development and Capital Campaign committees of the Board;• Work closely with Campbell & Company to develop prospect lists, conduct research, and

determine individual strategies;• Increase Annual Fund giving by instilling best practices and more targeted ratings; • Oversee the Parent Association’s annual auction/gala activities;• Hire, evaluate, and mentor members of the development team;• Work closely with the Admission Office to ensure consistent and timely messaging;• Ensure that all gifts are acknowledged in a timely and accurate manner, and that stewardship of

donors becomes a high-touch priority; • Lead other development activities, initiatives, and special events, including alumni relations and

events, the annual Welcome Picnic, Grandparents and Special Friends Day, and more;• Be an articulate and visible spokesperson of MP&MS’s mission and programs; • Enhance the school environment by serving as an active community member; • Serve on the Leadership Team of the school;• Be a natural team builder.

deSired exPerience and QualitieS

• B.A. degree (advanced degree preferred); • 7-10 years of leadership fundraising experience, including campaign planning and management, ideally

in an independent school, college, or university; • Track record of cohesively integrating the full range of development programs;• Demonstrated evidence of ability to raise six- and seven-figure gifts; • Strong understanding of the dynamics of the Bay Area, and MP&MS’s niche within it;• Experience in creating departmental budgets and in supervising development and constituent relations

administration; • Confidence, patience, and a sense of humor that complements MP&MS’s culture and mission; • Authenticity and humility;• Ability to be an effective storyteller who can articulate the case for support of MP&MS;• Excellent analytic skills;• Belief in the value of strong collaboration and teamwork;• Excellent communication skills, both oral and written; • Mastery of relational databases.


to aPPly

Interested and qualified candidates should submit electronically in one email and as separate documents (preferably PDFs) the following materials:

• A cover letter expressing their interest in this particular position• A current résumé• A list of five professional references with name, phone number, and email address of each (References

will not be contacted without the candidate’s permission) to:

John ClarkPractice Group Leader, Development and Finance [email protected]

Lisa ParsonsSenior [email protected]

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