Profile for Candidates - Manlius Pebble Hill School

Position Opening
Beginning: Summer 2012
Head of School
Manlius Pebble Hill School
Manlius Pebble Hill School
At A Glance
School website: www.mph.net
Grades: Pre-K - Grade 12
Enrollment: over 500 students
Lower School (Pre K – 5 th )
Middle School (6 th – 8 th )
Upper School (9 th – 12 th )
Faculty/Staff: 100
Student/Teacher Ratio: 8:1
2011-2012 Tuition (exclusive of
fees):
Pre-K $13,550
Grade 5 $15,385
Grade 9 $16,912
Grade 12 $18,321
Consistently high number of
National Merit and National
Achievement Scholars
2010-2011 budget: $8,688,749
Facility: 26-acre campus; 11
buildings
Accreditations/Memberships:
Middle States Association of
Colleges and Schools
New York State Association of
Independent Schools
New York State Board of Regents
National Association of
Independent Schools
National Association of College
Admission Counselors
The College Board
National Association for Gifted
Children
The Board of Trustees of Manlius Pebble Hill School
(MPH) seeks a Head of School to begin employment July
1, 2012. In embarking on this process, the School builds
upon the substantial legacy of the former Head of School,
confirms its commitment to forward-thinking academic
excellence and the “life of the mind,” and affirms the core
strengths and values reflected in its mission and proud
traditions.
THE SCHOOL: AN OVERVIEW
Manlius Pebble Hill School is located on a 26-acre campus
in DeWitt, an eastern residential suburb of Syracuse, New
York. With roots stretching back 142 years, MPH is
Central New York’s oldest private educational institution
and the area’s only Pre-K - Grade 12 independent school.
MPH serves its more than 500 students with an education
characterized by an exceptional faculty, small classes,
hands-on experiential learning, and extraordinary
opportunities in independent study, the arts, athletics,
extracurricular organizations, and community service. The
curriculum is demanding and stimulating, and teachers
have the flexibility to adapt their curricula in response to
students’ desires to explore certain material more deeply.
MPH considers education not solely the accumulation of
information, but, also, the process of learning to think
critically and to assess the ethical implications of decisions.
MPH emphasizes self-confidence, taking risks, and
accepting challenges in the learning process. The School
encourages students to discover their own talents and
passions and to build upon their own strengths and
abilities. MPH is intent upon graduating students who
flourish as productive and contributing members of
society.

HISTORY
Manlius Pebble Hill School's history dates back to the founding of The Manlius School
(originally named St. John's School) in 1869 and Pebble Hill School in 1927. Both of these
precursor institutions were founded by educational visionaries. The Manlius School evolved
from a school with strong ties to the Episcopal Church into a military academy, and Pebble Hill
was founded as a secular, all-boys school designed to “train minds and bodies for the future.”
Forty years ago, there was a growing decline in the popularity of military schools such as The
Manlius School, and, concurrently, The Manlius School’s large campus was becoming
increasingly expensive to maintain. At the same time, Pebble Hill, a country day school, was
finding that its campus did not provide adequate space for its growing enrollment. It was said at
the time that “Manlius had no choice and Pebble Hill took a chance” when the two schools
merged in 1970 to form Manlius Pebble Hill School, an institution that today reflects the
histories, strengths, and traditions of both of its proud predecessor institutions.
Many of Manlius Pebble Hill’s continuing traditions, including Red & White Day and the
opening day Handshake Ceremony, began at its predecessor schools. Perhaps the most important
legacy of those schools is the commitment to academic excellence. While The Manlius School
was recognized as one of the top military academies in the country, serving at one time as a
feeder school for West Point, Pebble Hill graduates went on to attend some of the best colleges
and universities in the country.
Today, MPH boasts more than 4,200 alumni. Plaques dedicated to alumni who gave their lives in
World War I, World War II, and the Korean and Vietnam Wars personalize both the
personalities and contributions of its former students. Photographs of the undefeated football
teams of The Manlius School encourage school pride in the athletic tradition. "Headboy” plaques
lining the hallway of the McNeil Science Center, as well as the Pebble Hill and MPH award
plaques in the dining hall, inspire top students to work hard so that their names will also be
recorded in the history of the School.
CAMPUS AND FACILITIES
The campus comprises 26 acres and 11 buildings. The campus configuration has changed
radically over the past 20 years with the addition of new athletic fields and tennis courts; the
extensive renovation of classrooms, dining hall, and the Coville Theater; and new construction of
the McNeil Science and Communications Center, the Mezzalingua Humanities Center, and the
Laurie Mezzalingua ’86 Center for Early Learning.
Planning is currently under way for the School’s next construction project, a new library media
center, to be known as The Bradley McNeil ’93 Learning Commons. Late Head of School Baxter
Ball envisioned the library as the center – the heart – of the MPH campus. He said: “Libraries,
like schools, lend themselves to an intellectualism that I fear new technologies, as essential as
they are to our lives, often fail to promote…. Our new library media center will embrace both the
print and the digital world – for there is a place for both, and they can coexist quite nicely in a
library. Student debate, analysis, research, interactive communication, confrontation, and
socialization will take place in our new library.”
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LOCATION
Manlius Pebble Hill School is located in DeWitt, NY, a suburb of Syracuse. With a metropolitan
area population of 700,000, Syracuse is situated in a beautiful, natural setting of rolling hills, flat
plains, lakes, and streams. The metropolitan area offers the amenities of a major city. It is a
regional hub for renowned educational institutions (10 colleges and universities in the immediate
area and 25 others within a 100-mile radius) and world-class health care services.
Syracuse area residents enjoy four lovely seasons and the spectacular beauty of the Finger Lakes
region, known for its many wineries, excellent cycling, and particularly lovely fall foliage. The
area boasts a superior quality of life that is especially amenable to the needs of families with
children. Onondaga County, where MPH is located, is ranked sixth in the Businessweek.com/
Bloomberg Ratings for “America’s Best Affordable Places,” a ranking based on housing cost,
crime, unemployment, educational attainment, family income, commute time, air quality,
diversity, and share of families with children.
Other rankings regarding this area include:
• One of “America’s Strongest Cities” by The Brookings Institution
• One of the nation’s “Top 20 Green Leaders” in the National Geographic’s Green Guide
• #3 by CNN Money as the “Most Affordable Place to Live”
• #4 on Forbes’ list of “Best Places to Raise a Family”
• #17 on Portfolis.com’s “Fun Index to America’s 100 Biggest Cities” (#2 in New York
State)
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Syracuse, the “Crossroads of New York State,” is located at the center of New York State. This
strategic location has affected the rich history of the city in many ways: it was the birthplace of
the eminent Iroquois League, a conference of six tribes of indigenous people; a central hub of the
Underground Railroad; and a vibrant city on the Erie Canal. Today, Syracuse is literally the
“crossroads” of primary east-west and north-south interstate highways. New York City, Boston,
Buffalo, and Toronto are all within easy driving distance.
STRATEGIC DIRECTION
Manlius Pebble Hill’s Board of Trustees has regularly engaged in strategic thinking and
planning. The School was in the second year of a five-year Strategic Plan when the respected 21-
year Head of School, Baxter Ball, died very unexpectedly in February, 2011. His death was a
shock and great loss for both the School and the Syracuse community.
Led by the Board of Trustees, the entire MPH community is now moving ahead with enthusiasm
as well as an understanding that adjusting to future opportunities and challenges will take
foresight and careful thinking. Undoubtedly, once the new Head of School is appointed, s/he will
join Board members and colleagues in updating strategic thinking plans so that the School moves
ahead in a thoughtful, unified, and positive way.
THE MISSION
For a single statement that expresses the essence of the School, the mission statement, recently
reaffirmed by the Board, guides decisions on educational philosophy, strategic priorities, and
day-to-day challenges:
PROGRAM
Manlius Pebble Hill School is an independent, nonsectarian, coeducational,
college preparatory school dedicated to the pursuit of academic excellence in
a diverse setting. Our Prekindergarten through Grade 12 curriculum
challenges students to become inquisitive and independent learners. We
provide opportunities for intellectual and creative exploration within a
caring and trusting environment. Manlius Pebble Hill fosters self-confidence,
respect, integrity, and strength of character in our students to help them
become responsible citizens in the local and global community.
Decades of experience and research at MPH have solidified the belief that high expectations and
genuine respect for individual ability produce graduates ready and eager to face the challenges of
college and life beyond. The goal is to maintain an academic environment that challenges
students to achieve their best and, at the same time, creates a love of learning that lasts a lifetime.
In the Lower School (Pre-K to Grade 5), the academic environment is non-competitive. Young
learners thrive in the MPH atmosphere as they advance in reading, writing, speaking,
mathematics, science, social studies, as well as art, dance, music, world languages, technology,
and personal fitness. Small classes and emphasis on individual attention give teachers the ability
to teach and challenge each child at his or her own level.
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Much of the learning in the Middle School (Grades 6 to 8) is experiential and activity-based so
students gain confidence as well as academic and social skills. In addition to the core curriculum,
interdisciplinary study, field trips, special speakers, wilderness excursions, social activities, and
theater trips are common.
The rigor of the Upper School (Grades 9 to 12) is grounded in dialogue, research, curiosity, and
creativity. Students pursue excellence through extensive Advanced Placement offerings,
challenging electives, and real-world experience that includes internships and community service
opportunities, as well as national and international travel.
The Manlius Pebble Hill academic program is characteristic of the finest independent schools. It
features, for example:
• Small classes - average class size is 13.
• World languages offered include Chinese, Latin, French (beginning in Pre-K) and
Spanish (beginning in Kindergarten).
• Upper School independent study opportunities are available in all disciplines.
• MPH conducts no mandatory state testing.
In its most recent accreditation by the Middle States Association of Colleges and Schools, the
School was commended as an “intellectual community marked by diversity, empowerment and
trust,” and as having a “school climate that encourages innovation and experimentation.” “Your
mission,” the report reads, “is reflected in what you do. It is talk that is walked.”
STUDENTS
Manlius Pebble Hill School serves students with average to very superior ability with the goal of
developing active, independent learners who will be equipped with the necessary knowledge and
skills to be proficient and productive in the 21 st century. The total 2010-11 enrollment was 556:
Lower School–183; Middle School–125; and Upper School–235.
MPH students represent a wide variety of cultural, socioeconomic, ethnic, and religious
backgrounds. Minority enrollment (African American, Middle Eastern, Multicultural, Native
America, Asian, Latino/Hispanic) is 30 percent. There is a “living” Diversity Statement, the
tenets of which adhere to the Principle of Good Practice for Equity and Justice as developed by
the National Association of Independent Schools (NAIS).
While most of the students live within a 15-mile radius, others travel a considerable distance to
attend MPH, often from the many small college towns that surround Syracuse. They represent 35
different school districts, 6 counties, and 8 foreign countries. A number of indicators confirm the
academic distinction of MPH students as they leave to attend some of the most competitive and
well-regarded colleges and universities in the country:
• Consistently high percentage of National Merit and National Achievement Scholars
• MPH students score in the top 92 nd percentile nationally on the SATs
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• Average SAT scores for the class of 2011: Critical Reading–611; Math–602;
Writing–608
• More than 85 percent of students enroll in the 16 Advanced Placement (AP) courses
MPH offers, with most earning college credit for scores that are consistently among the
highest in Central New York.
More than 50 percent of MPH students receive some form of tuition assistance. Last year,
$813,000 in merit scholarships and $1 million in need-based financial grants was awarded. The
Oneida Nation provides full scholarships for its Native American students who qualify for
admission to MPH. At present, there are 28 Oneida students enrolled.
Among the School’s dynamic curricular offerings is its Chinese language program, begun four
years ago. The strength of that program has earned MPH federal grants of $60,000 in each of the
last two years to take students to China to participate in a summer language immersion program.
Funded by the U.S. State Department, the National Student Language Initiative for Youth
program is so intensive that, in six weeks, students receive the equivalent of a full year of
Mandarin study in a typical American high school.
Model United Nations students have traveled across North America, turning in stellar debate
performances at major MUN conferences from Montreal to Berkeley. Students routinely bring
home Best Delegation trophies as well as committee and individual delegate awards.
MPH focuses on providing a welcoming environment in its extracurricular activities. Students
are encouraged to stretch their boundaries, and, perhaps, to take a risk at joining in on new
experiences. At least 15 varsity sports and more than 30 performing arts groups are offered.
Close to 90 percent of Middle and Upper School students participate in extracurricular team
sports in addition to the performing arts. It is often said at MPH that “our athletes are our
performing artists.”
Manlius Pebble Hill’s strong performing arts program, respected throughout Central New York,
has much to recommend it – a faculty of professionals accomplished in their respective fields;
innumerable opportunities for students to perform and engage in juried competitions; the area’s
only school-based Suzuki Talent Education Program; and exposure to guest artists through oncampus
workshops and local performances.
A recent commendation of which the students are especially proud is the first-place award
received by the student newspaper, The Rolling Stone, in the 2011 American Scholastic Press
Association competition.
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PARENTS
Parents play an important role in school life. Their participation in school events helps to instill
in their children a sense of continuity between home and school and to create an atmosphere
conducive to fostering close, interpersonal relationships. An active Parents’ Association builds
and supports a sense of community, organizes and promotes school fundraisers, and provides
parent education opportunities.
The sudden death of the former Head of School and the resultant transitional activity has
revealed a shared desire to strengthen this important aspect of community. Ensuring that there
are clear, established lines of communication; promoting transparency; and engaging in ongoing,
meaningful dialogue with parents will be an important part of the new Head of School’s job.
While parents of MPH students come from all walks of life and work in numerous occupations,
there are a great many physicians, attorneys, and business owners, as well as college professors
and other educators who choose to send their children to the School.
FACULTY AND ADMINISTRATION
The School enjoys a mixture of long-term teachers and those who have more recently entered the
profession. MPH teachers are considered and respected as true academic specialists in their
disciplines. The small average class size of 13 and the student-to-faculty ratio of 8 to 1 enhance
the quality of teaching and the learning environment.
There are 57 faculty at MPH, all of whom hold undergraduate degrees. More than 63 percent of
the faculty members hold masters degrees. Two members of the faculty hold J.D.s and one has a
Ph.D. Several teachers are currently working on doctorates. The average tenure among faculty
members is 13 years.
The School supports the pursuit of advanced degrees and professional development activities to
keep the faculty up-to-date with current issues, educational practices, and research on how
children learn, as well as with developments in the specific disciplines in which they teach. The
School brings in speakers during faculty in-service days and is committed to facilitating faculty
participation in webinars, workshops, and conferences, including those of the New York State
Association of Independent Schools and the National Association of Independent Schools.
The new Head of School will be called upon to reassess the professional development program,
assure equitable distribution of resources, and further encourage a culture of continuing
education and growth.
Following the unexpected death of the former Head of School, the Board of Trustees appointed
Tracy Frank, the Chief Financial Officer, as Interim Head of School. Other senior administrators
include: Upper/Middle/Lower School division heads; a dean of students; an associate business
manager; and the directors of the School’s health services, admissions, communications, college
counseling, development, special events, athletics, community programs, and alumni relations.
Another eight people serve as support staff.
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GOVERNANCE
The MPH Board takes its governance responsibilities seriously, including strategic planning and
fundraising. Especially during this time of unanticipated change, the Board is involved in helping
to plan the School’s future direction and other important transition activities, while leaving the
administration of daily activity to the Interim Head of School.
There is a self-perpetuating, 23-member Board of Trustees. In addition, the Parents’ and Alumni
Associations each appoint an additional voting member to the Board. Ordinarily, the MPH
Board meets nine times per year to consider and act upon the recommendations of its nine
committees:
• Executive
• Committee on Trustees
• Development
• Finance
• Plant
• Marketing
• Green Committee
• Planned Giving and Major Gifts
• Capital Campaign
In the Strategic Plan currently in place, Roadmap to 2014, the Board focused on eight priority areas,
which are also relevant to the desired characteristics sought in the next Head of School:
Development, Plant, Community, Faculty, Alumni, Finances, Education, and Marketing. The new
Head’s fresh perspective will be integral to formulating strategic direction and plans.
FINANCES
The operating budget for the 2011-2012 school year is $8,688,749, including planned maintenance,
capital improvements, debt repayment, and depreciation. Five-year budget projections are
maintained with monitoring of annual expenditures for resource and debt management of $120,000.
The Finance Committee of the Board reviews an annual full-opinion audit.
Tuition and fee revenues fund approximately 84 percent of the School’s annual operating budget.
The School raises 5.3 percent of its budget in fundraising, and the balance in Community Programs
revenue, including New York State (NYS) reimbursement for mandated services, nurse salary
reimbursement, and NYS school lunch program. Tuition (exclusive of fees) for 2011-2012 ranges
from $13,550 for Pre-K to $18,321 for Grade 12.
The current market value of the endowment is over $4.8 million. The current appraised value of the
School’s assets is $18 million, including cash, investments, receivables, land, buildings, and
equipment. Debt in the form of an unrecorded mortgage loan, vehicle loans, and lines of credit is
only $330,000.
The School’s endowment nearly doubled in May of 2010 when it received a $2 million endowment
grant from the Colorado-based Malone Family Foundation. MPH is the first and only school in New
York State to receive a grant from the foundation, whose mission is to improve access to quality
education for gifted students lacking financial resources. The Malone Family Foundation, which
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awards grants to no more than three schools in any given year, selects recipients “on the basis of
their academic caliber; the quality of their staff; excellent accommodations for gifted and talented
students; strong AP and enrichment programs; attention to the individual student’s needs, interests,
and talents; financial strength and stability; a commitment to financial aid; and an economically,
culturally, ethnically, and socially diverse population.”
Manlius Pebble Hill’s Malone scholarships fund tuition, books, and related expenses for highly
capable 7 th –12 th grade students (in the top five percent of their class) with demonstrated financial
need. For the 2011-2012 academic year, Malone merit scholarships will total $56,000 and are in
addition to the $783,000 being awarded through the School’s longstanding Crosby merit scholarship
program.
MPH raises just over $250,000 each year from its annual giving program, which includes full Board
of Trustees support, solid parent participation rate (80 percent, five-year average), and a strong
social media outreach program.
The School is in the midst of a $6 million capital campaign. Launched in 2006, it has raised just
under $4.3 million in pledges toward this goal. The objectives of the campaign were to build the
Laurie Mezzalingua ’86 Center for Early Learning (opened in 2006), add $ 2 million to the School’s
endowment, and construct the Bradley McNeil ’93 Learning Commons.
MPH hopes to break ground on "The Commons" once it has secured approximately $700,000 in
additional pledges. Current solicitation efforts are underway, and building plans are on track to be
“shovel-ready” when the financial goal is met.
Enhancement of the annual and alumni giving programs as well as leadership of the ongoing Capital
Campaign will be among the responsibilities of the new Head of School.
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FUTURE LEADERSHIP OF THE SCHOOL
For more than 20 years, Baxter F. Ball led Manlius Pebble Hill School through one of its most
successful eras, more than doubling the size of its student body, substantially increasing the School’s
endowment, and adding three new buildings, with a fourth multi-purpose building being planned.
Less visible, but perhaps more notable, Mr. Ball oversaw an expansion in the breadth and depth of
the MPH curriculum, solidifying the School as an institution dedicated to the “life of the mind” and
devoted to allowing students to take risks in order to find their own talents and passions.
After Mr. Ball’s passing, the Board appointed Tracy Frank, the Chief Financial Officer, to be the
Interim Head of School and retained Dr. Richard K. Jung of Education Access Strategies, LLC to
guide the School through an analytical transition process and to coordinate a national search. The
Board has established a Search Committee selected from its current members. Two advisory
committees (one consisting of faculty and staff; the other of parents, alumni, and community
members) are assisting the Search Committee.
In the history of the School, this current time will be remembered as a critical pivot point – a period
of focused introspection, frank assessment, and enthusiastic planning. Board, faculty, administrators,
students, parents, alumni, and friends have united in an expansive and thoughtful collaboration to
clarify transitional steps and to identify those priorities that will guide the School through the
transition and search periods.
Several forums and moderated discussions have been held, generating a candid and thorough
assessment of the School’s strengths, opportunities, weaknesses, and vulnerabilities, as well as a
general profile of what is needed in the next Head of School. The following pages summarize these
characterizations, illustrated with participants’ quoted remarks.
STRENGTHS OF THE SCHOOL
Profound sense of community and genuine commitment to its mission: The culture of
empowerment for both students and faculty is what distinguishes MPH.…The acceptance of
intellectual curiosity and the sense of community are what make MPH.…MPH. The small size of the
School permits relationships between faculty and students that are characterized by trust, respect,
and caring. It’s cool to be smart here.
A faculty dedicated to bringing out the best in their students: We have a diverse, dedicated
faculty. It’s not a cookie-cutter faculty…. We foster creativity and critical thinking. There is a shared
commitment to academics…. Even the coaches here buy into the academic priority…. Small class
size means almost every student develops a close relationship with at least one teacher, probably
many…. Students tend to view faculty members not just as teachers, but also as mentors with a sense
of shared ownership in students’ success.
Strong liberal arts curriculum and arts program: Keep the liberal arts core. My priority is that
my child graduate articulate, well-read, critical, and versatile…. MPH’s strength has long-term
been its outstanding performing arts.... The Arts – performing and visual – are closely tied to
MPH’s image.
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A talented and dedicated Board of Trustees: The Board takes its fiduciary and strategic thinking
responsibilities seriously….It has a history of working well with and being supportive of the Head of
School. The Board has actively led and supported the School’s recent capital campaign and annual
giving efforts.
CHALLENGES/OPPORTUNITIES FOR THE SCHOOL
Despite its many strengths, Manlius Pebble Hill faces challenges and opportunities.
Establishing a sustainable financial future: The economy at large presents an enormous problem.
It has hurt everyone…Biggest problem: finances… Ensure that we are financially stable in the
future.
“Right Sizing” the School: We’ve grappled with our size. What size enrollment can we sustain in
Central New York now?.... Ideally, we will be able to “right size” based on mission rather than by
financial constraints…. We need to look at not only the correct size for the school, but at the correct
size for each grade level.
Continuing to improve the physical plant: Facilities should reflect and advance our mission and
goals.... Some first impressions of our facilities might be driving away our enrollment…. We have
insufficient community and performing arts space…. We need to address the limitations of our
athletic facilities.
A strong, but not fully utilized parent body and alumni: We have a very talented parent body
with largely untapped potential…. Connecting with a diverse alumni base is challenging,
particularly when you are dealing with alumni of three Schools that offered quite different
experiences, and when many alumni are not staying in the area.
DESIRED CHARACTERISTICS OF THE NEW HEAD OF SCHOOL
Responding to conversation that this new era calls for a more proactive and sustainable approach,
albeit one that is firmly grounded in the many strengths of the past, one faculty member observed
that “we really have room for a reflective practitioner as our new leader.” The following
characteristics, illustrated with quotations from interviewees, were most often noted as the qualities
desired in the next head of school.
An advocate for advancing the “life of the mind” in its students and faculty: S/he must be
appreciative of the School that MPH has become over its 140-year history and excited about guiding
it into the future and [toward] even greater achievement…. This individual must know independent
education inside-out and keep abreast of innovations and best practices in education, new
applications of technology, and new programs that maximize learning and prepare graduates for
success in college and beyond.
A leader with integrity, vision, and follow-through: It is important that students view their Head
of School as an individual with integrity, balance, courage, and kindness…. The Head of School
must maintain an open-door policy for all constituents – and must maintain their confidence and
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trust by handling those discussions with discretion and confidentiality…. Must be visible and
accessible both on campus and in the community…. S/he is the "face" of the School, its chief
spokesperson, and marketer.
A collaborative, empowering, decisive leader who is consistent and visible: S/he must visit
classrooms, get to know students in all divisions, and be available to them. The School requires a
Head whose decision-making is guided by clearly defined policies, who is collaborative, but at the
same time decisive and demanding of accountability.... S/he must have the ability to both delegate
wisely and inspire the best in administrators, faculty, and staff…. Must have balance, consistency,
humanistic but rational decision-making…. S/he must acknowledge what people do well and provide
the constructive feedback to help them further their effectiveness.
Strong financial and management experience: S/he must be adept at fundraising, and proficient in
managing budgets, resources, and [human resource management]. S/he must be an excellent
manager – responsive, objective, and fair…. We need a Head with financial acumen.
A leader who appreciates our strengths and wants to advance us into the future: Someone who
models health and wellness and is committed to it … S/he should be well known and respected in the
independent school world.
Strong personal skills: The ability to connect with and engender the trust of all MPH
constituencies, local leaders, community groups, and the media is essential…. The new Head should
be personable, approachable, outgoing, and energetic…. The head must have the strong sense of self
that inspires the confidence of others.... S/he must be skilled at communicating, willing and able to
partner with the governing board, experienced in maintaining an inclusive community, and able to
reassure anxious parents.
APPLICATION
Manlius Pebble Hill School seeks a Head of School with the above characteristics and, preferably,
with an advanced degree, as well as relevant independent school or other significant leadership
experience. Salary and benefits for this leadership position are commensurate with experience and
background and are competitive with those of comparable institutions.
A candidate interested in this position should submit electronically: (1) a cover letter explaining why
s/he is interested in and qualified for the headship at Manlius Pebble Hill School; (2) a current
resume, including phone number, email and SKYPE address, if possible; (3) a personal statement of
educational philosophy; and (4) the names, email addresses, and telephone numbers of five
references. These materials should be sent to:
Dr. Richard K. Jung
Education Access Strategies, LLC
dick@accesseduc.com
Office: 301-654-9732
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Files will be reviewed as received. Preference will be given to candidates who present their
application materials by September 15, 2011, with the deadline for application materials of October
15, 2011. Semi-finalists’ and finalists’ visits will be scheduled for fall of the 2011-2012 school year.
The School anticipates making an appointment in November/December 2011, although position
responsibilities need not begin until July 2012.
Manlius Pebble Hill’s Non-Discrimination Policy
Manlius Pebble Hill has a long-standing commitment to the principles of equal employment
opportunity. In keeping with this commitment, we will continue recruitment, employment,
compensation, terms, conditions, and privileges of employment of qualified persons without regard
to gender, race, sex, religion, national origin, disability, veteran status, sexual orientation, or any
other category protected by applicable federal, state, or local law. Individuals shall be judged solely
on their job-related aptitude, training, skills, and performance.
This policy also prohibits employees from harassing any other employees for any reason including,
but not limited to, race, religion, sex, national origin, age, or disabled status.
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