Phillips Academy
The award was presented at the Annual Dinner in Montreal, Canada. Susan Stott from Phillips Academy had the honor of introducing the recipient:
"Before coming to Phillips Academy, Neil received a bachelor's degree in English literature from the University of Rochester and then entered the Peace Corps and served in Nigeria. When he returned from the Peace Corps, Neil attended Cornell University and received a master's degree in higher education administration. From Cornell Neil went to work at Michigan State University and while there obtained a Ph.D. in Higher Education Administration. Neil went on to Brooklyn College at the City University of New York, where he held several positions, including Director of Finance and Planning, before going on to become Treasurer and Director of Administration at the Brookings Institution.
Since Neil arrived at Phillips Academy in the fall of 1986, managing the school has grown more complex and Neil's understanding of, and ability to respond to, the needs of the school has more than kept pace.
Because this is a Business Officer's group, I hope you will be interested in some statistics on changes during Neil's tenure:
Endowment has grown from less than $150 million to more than $500 million.
The operating budget has grown from $20 million to more than $68 million.
Boarding tuition has increased from $9700 to $30,100.
However, at the same time tuition income has decreased from 55 percent of operating revenue to 43 percent.
Endowment income now provides 35% of operating revenue, up from 30% in 1986.
Financial aid has increased from less than 23 percent of tuition to just under 30%.
In 1986 almost no money was included in the operating budget for facilities renewal and we hadn't yet thought about technology renewal. In 2004 the operating budget includes almost $9 million for renewal of facilities and $1.5 million for renewal of technology.
These statistics are more than just numbers and financial accomplishment. They reflect institutional values. It matters how our schools spend their money.
In the mid 1990's Neil met the challenge of explaining to the Trustees and other constituencies the importance of funding facilities renewal in the operating budget. No sooner had agreement been reached on facilities than he had to develop a working model for funding renewal of technology on an ongoing basis. Fortunately, the extraordinary growth of the endowment during the 1990's enabled the academy to address these needs without cutting back on academic and residential program.
Neil guided the academy's work to offer four debt issues between 1989 and 2004. The proceeds, along with budgeted renewal funding and new capital gifts has enabled significant investment in the renovation of the physical plant, neglected during the 1970's energy crisis and the years of double digit inflation in the early 1980's. The list of facilities includes the main administration and theater building, the Abbot campus, the heating plant and its related infrastructure, the chapel and many dorms where new faculty apartments have been added to reduce the student to faculty ratio. The gem of the academy's new construction during the past 18 years, the new Gelb Science Center, just opened this past January.
Neil led the academy through the ups and downs of many challenging decisions, from the debate over divestment in South Africa to the debate over the Abbot campus. Although Phillips Academy and Abbot Academy merged in 1973, no permanent use for the Abbot campus had been identified when Neil arrived in 1986. Neil led the development and consideration of several different schemes, including a conference center and rezoning for rental apartments. Ultimately, with a major gift from a Trustee in memory of his wife, an Abbot alum, the three main Abbot buildings were renovated for academy use as faculty apartments, offices and a child care center.
Neil worked with the Trustees to develop and implement the concept of financial equilibrium. The academy moved from a simple financial model in VisiCalc on an apple computer (remember those?) to a complex model that is now the basis for projecting the academy's options into the future and making hard choices about the use of limited resources.
Neil provided support and leadership to all three strategic planning processes, in 1993, 1996 and 2003. The results of each strategic plan have helped guide the academy in its decision making. He has worked effectively with two heads of school. The continuity of leadership which Neil has supported during his years at Phillips Academy, on the Board of Trustees, the Dean's Council and among his direct subordinates, is a valuable academy asset. The importance of Neil's leadership at Phillips Academy is about far more than the statistics I have just cited.
Michael Williams, the Director of Facilities, speaks for those of us on campus who have worked closely with Neil over many years when he writes: "Neil combines a special set of abilities - intellectual leadership and a deep trust in the abilities of his team. He outlines with clarity the overarching objectives and, with grace, encourages us to achieve these goals...His approach nurtures excellence and a deep sense of personal accomplishment." Neil "combines this leadership style with an enduring love for creating bridges between people. He searches for ways to help each of us see alternative points of view. He can calm a situation quickly, moving the players to constructive dialog and effective resolutions."
Barbara Chase, head of school, writes: "Neil is noted for the breadth and scope of his vision. He understands the fundamental mission of schools as training grounds for the citizens of the future and his work is always tuned to that understanding."
Oscar Tang, Chair of the Trustee Finance Committee, writes: "Neil carries out his responsibilities with great distinction in part because of two important characteristics that permeate his work...by carefully laying out the facts and articulating the situation, he communicates effectively with audiences with a wide range of understanding of a subject, and in the process, helps to build the consensus that is so important in the life of a community like Andover. The second characteristic is that Neil has remained an eager learner. ...he is always open to considering a new approach. "In a similar comment, Jack McCarthy, principal at Price Waterhouse Coopers, said that Neil is intellectually curious and does not stop asking questions until he fully understands the answers. He gets the best out of the people who report to him."
Sandy Urie, past chair of the Trustee Building Committee and current Co-chair of the strategic planning committee, said of Neil it was clear that he viewed his role as not just that of a financial manager, but truly as that of a strategic financial leader well integrated into the leadership structure of the school and as that of a teacher enabling various constituencies to understand both the opportunities and the challenges of running the business side of the school.
Finally, I want to add a comment from Jim Pugh who wrote about Neil's work with ABOPS: "Neil is a thoughtful, big picture guy. He thinks beyond the limited horizon most of us can see....He has a powerful mind and a gentle manner, which will be much missed when he retires. In ABOPS, Neil has pushed and prodded as skillfully as anyone to get this venerable group to look outside itself and provide support to the national sector of independent schools."
Neil, you were my thoughtful and trusted colleague for almost 18 years. I feel most fortunate that I had the privilege of working with you to advance an excellent institution in an environment of intellectual challenge and deep respect for more than half my working life. I am delighted that NBOA has selected you, as the Kenneth A. White Business Officer of the year."