The Master's School Head of School Opportunity Profile

Expectations
Successful leadership in any educational institution is judged by how well its leader meets the expectations of
its Board, meets the needs of its students, and responds to the input of its faculty, administration, parents, and
other constituent groups. In this case, these goals can be described as capitalizing on The Master’s School’s
strengths while implementing changes to overcome financial and enrollment challenges.
The administration and Board developed a Strategic Plan in 2020 that will be further refined in collaboration
with the new Head of School. This three-year plan includes the following objectives:
• Enrollment – Increased enrollment is the key to the success of fulfilling the mission of the school.
All of us as part of The Master’s School family play a role as ambassadors for the school. The
Admissions Department has taken steps to improve the enrollment process and will continue to work
at increasing the enrollment of the school.
• Finance and Marketing – Create a responsible financial plan that provides full funding for the
school with no operating deficits, while wisely stewarding the resources of the school and school
community. Like most private schools, The Master’s School cannot operate on tuition revenues alone,
so increased financial giving is a must. The fact that we do not have a large endowment to rely on
requires financial giving on the part of our families to allow the school to operate as we all know and love.
• Faculty – Recruit, retain and develop a first-rate professional faculty capable of mentoring, teaching,
and leading our students.
• Teaching and Learning – Establish an academic culture that prepares students to apply a biblical
framework to their academic studies, so they are able to thoughtfully address the important issues
found in their future studies and vocations.
• Student Activities – Expand our student activities to enhance the school experience for students.
• Facilities – A continued vision on expansion and maintenance of our facilities.
What does success look like? It seems reasonable to expect that in the next five years, The Master’s
School could be back at an enrollment of at least 300 from the current ~ 200. The middle and upper school
will be strong, and overall communication will be optimized with an excellent, inspired, best in class faculty
and staff. An ever-improving and thriving arts, music and athletic program is desired. Ideally, the next Head
of School will build upon TMS’ external partnerships and donors to significantly expand the ability to offer
scholarships to mission fit families. We easily imagine the next Head of School helping TMS to be the best
it can be for the maximum Kingdom impact in the Farmington Valley and beyond, and that he or she and
their family flourishes at TMS for many, many years to come.