A DMISSIONS, ALUMNI AND DEVEL O PMEN T

The Admissions Office is staffed with four professionals who are responsible for enrolling approximately 40+ new students each year. Like so many boarding schools, Oldfields is highly tuition-dependent, and the Head of School plays an active role in the admissions process. The School currently has two international students and has had several students from a number of countries pre-pandemic. The Admissions Office is currently working to regrow this enrollment by 25–40 students annually. There is an International Student Advisor to provide additional support for these students along with their advisor. Oldfi elds currently enrolls 35% students of color. Domestic students currently come from 16 states, with 40% of all students receiving need-based financial aid. The financial aid budget this year totals $1.7 million. The next Head of School will work with the Oldfields community to fully articulate the School’s program and differentiate the Oldfields promise. The Head of School will work with the admissions team to develop a comprehensive enrollment management program to cultivate a robust enrollment of mission-appropriate young women.

The Admissions Office is staffed with four professionals who are responsible for enrolling approximately 40+ new students each year. Like so many boarding schools, Oldfields is highly tuition-dependent, and the Head of School plays an active role in the admissions process. The School currently has two international students and has had several students from a number of countries pre-pandemic. The Admissions Office is currently working to regrow this enrollment by 25–40 students annually. There is an International Student Advisor to provide additional support for these students along with their advisor. Oldfi elds currently enrolls 35% students of color. Domestic students currently come from 16 states, with 40% of all students receiving need-based financial aid. The financial aid budget this year totals $1.7 million. The next Head of School will work with the Oldfields community to fully articulate the School’s program and differentiate the Oldfields promise. The Head of School will work with the admissions team to develop a comprehensive enrollment management program to cultivate a robust enrollment of mission-appropriate young women.

Oldfields School’s Annual Fund raises approximately $600,000. Annual giving participation for trustees and faculty/staff is 100%, parents 44%, and alumni 8%. The last capital campaign was completed in 2017, the Spirit Campaign, and raised $12 million for capital improvements, preserving and updating the historic campus, debt reduction, and building the endowment. The next Head of School, in collaboration with the development office and the board, will want to actively engage with alumni and parents to dramatically enhance philanthropic support for the School over the next decade.

Oldfields School’s Annual Fund raises approximately $600,000. Annual giving participation for trustees and faculty/staff is 100%, parents 44%, and alumni 8%. The last capital campaign was completed in 2017, the Spirit Campaign, and raised $12 million for capital improvements, preserving and updating the historic campus, debt reduction, and building the endowment. The next Head of School, in collaboration with the development office and the board, will want to actively engage with alumni and parents to dramatically enhance philanthropic support for the School over the next decade.

Oldfields School’s Annual Fund raises approximately $600,000. Annual giving participation for trustees and faculty/staff is 100%, parents 44%, and alumni 8%. The last capital campaign was completed in 2017, the Spirit Campaign, and raised $12 million for capital improvements, preserving and updating the historic campus, debt reduction, and building the endowment. The next Head of School, in collaboration with the development office and the board, will want to actively engage with alumni

25% students of color

25% students of color

40+

Working to grow enrollment by students annually

$7 Endowment million

$7 Endowment million

25% students of color

35%

40% of students receive needbased financial aid

40% of students receive needbased financial aid

$7 Endowment million

40% of students receive need-

L E A DERSHIP, GOVERNANCE AND OPE RA T IO N S

LEADERSHIP, GOVERNANCE, AND OPERATIONS

The Board of Trustees is comprised of 18 individuals, who are incredibly supportive of the Head of School and fiercely loyal to Oldfields School. They are organized into nine com mittees: Admissions, Governance, Finance, Development and Alumni Relations, Head’s Support, Buildings and Grounds, Diversity, Equity, Inclusion, Justice, and Belonging (DEIJB), Student Life and Risk Management. The Board meets three times a year. The Head of School and Chair of the Board speak weekly by phone, enjoying a strong partnership.

The Head of School is supported in the day-to-day operations by a 11-member administrative team that includes Assistant Head of School, Director of Finance and Business Operations, Dean of Admission, Dean of Academics, Dean of Students, Dean of Community Life, Director of Development, Director of Marketing and Communications, Director of Athletics, Director of Riding, and Director of Health Services. Over the last few years there has been turnover in the administration, and the next Head will want to take a closer look at the organizational structure, roles, and responsibilities of this group. Fostering a culture of distributed decision-making, teamwork, respect, and responsibility aligned with the mission, philosophy, and values as the foundation for leadership will build trust for the administration and enhance its effectiveness.

The School has an operating budget of $7.8 million and has outsourced its food-service operations. The School needs to increase enrollment to 150 students to sustain a balanced budget. The next Head will need to make balancing the budget a priority during the School's regrowth period.

Oldfields School is accredited by the Association of Independent Maryland Schools (AIMS) and Middle States Association of Colleges and Secondary Schools. Last accredited in 2021, the School filed its AIMS 10-Year Accreditation Action Plan on February 28, 2022.