St. Mark's School of Texas 
The information on this page was last updated 6/4/2022. If you see errors or omissions, please email: [email protected]
Summary
St. Mark's School of Texas is a nonsectarian, college-preparatory, independent day school for boys in grades one through twelve. The School's charter states that it is "designed to afford its students well-rounded physical, intellectual, moral, and religious training and instruction." The School is intended to be a diverse community of teachers and students who share a love of learning and who strive for high achievement in whatever they undertake.
Contact information
Mailing address:
St. Mark's School of Texas
10600 Preston Road
Dallas, TX 75230
Website: smtexas.org
Phone: 214-346-8000
Email: [email protected]
Organization details
EIN: 750827460
CEO/President: David W. Dini
Chairman:
Board size: 51
Founder: M.B. and Ada Terrill
Ruling year: 1952
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
The St. Mark's approach to Character and Leadership Education is integrated in programs and curriculum across the school. We understand a boy's growth toward leadership as a process that begins with positively engaging a community, grows into skillfully serving that community, and matures into leading the efforts of community members toward shared goals. To strengthen the character and leadership habits of our students, we introduce them to concepts and skills that we expect the boys to master in developmentally appropriate ways. We introduce, teach, and review these concepts according to a designed curricular sequence, so our students learn and practice skills that will help them thrive in boyhood and serve them well as men.
Mission statement
Statement of faith
Donor confidence score
Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: K-12 Schools/Academies
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 900 of 1034 | 40 of 40 |
| Fund acquisition rating | | 742 of 1036 | 33 of 40 |
| Resource allocation rating | | 849 of 1036 | 35 of 40 |
| Asset utilization rating | | 685 of 1034 | 32 of 40 |
Financial ratios
| Funding ratios | Sector median | 2021 | 2020 | 2019 | 2018 | 2017 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 13% | 34% | 34% | 16% | 15% | 7% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 3% | 4% | 4% | 5% | 4% | 4% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 13% | 11% | 12% | 31% | 28% | 48% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 3% | 3% | 5% | 5% | 5% | 5% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 87% | 89% | 88% | 69% | 72% | 52% |
| Operating ratios | Sector median | 2021 | 2020 | 2019 | 2018 | 2017 |
Program expense ratio Program expense ratio = Program services / Total expenses | 82% | 75% | 64% | 77% | 62% | 66% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 108% | 82% | 89% | 88% | 64% |
Program output ratio Program output ratio = Program services / Total revenue | 77% | 80% | 52% | 68% | 55% | 42% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | -8% | 18% | 11% | 12% | 36% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 4% | -1% | 3% | 2% | 2% | 8% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 15% | 22% | 31% | 18% | 33% | 28% |
| Investing ratios | Sector median | 2021 | 2020 | 2019 | 2018 | 2017 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.42 | 0.14 | 0.14 | 0.14 | 0.14 | 0.14 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 3.12 | 1.52 | 1.57 | 1.63 | 1.54 | 1.45 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.49 | 0.21 | 0.21 | 0.23 | 0.22 | 0.20 |
| Liquidity ratios | Sector median | 2021 | 2020 | 2019 | 2018 | 2017 |
Current ratio Current ratio = Total current assets / Total current liabilities | 3.11 | 6.76 | 5.71 | 5.73 | 7.51 | 8.56 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.32 | 0.15 | 0.18 | 0.17 | 0.13 | 0.12 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 4.40 | 48.60 | 46.41 | 44.01 | 47.13 | 53.37 |
| Solvency ratios | Sector median | 2021 | 2020 | 2019 | 2018 | 2017 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 40% | 11% | 12% | 12% | 10% | 10% |
Debt ratio Debt ratio = Debt / Total assets | 14% | 1% | 1% | 1% | 1% | 2% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 160% | 646% | 647% | 638% | 629% | 658% |
Financials
| Balance sheet | |||||
| Assets | 2021 | 2020 | 2019 | 2018 | 2017 |
| Cash | $38,274,746 | $32,229,061 | $27,885,728 | $40,474,318 | $42,569,917 |
| Receivables, inventories, prepaids | $22,286,768 | $26,373,781 | $22,409,963 | $16,147,970 | $19,660,283 |
| Short-term investments | $141,645,634 | $116,440,309 | $113,132,136 | $108,588,239 | $106,485,208 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $202,207,148 | $175,043,151 | $163,427,827 | $165,210,527 | $168,715,408 |
| Long-term investments | $26,951,049 | $18,408,310 | $23,538,192 | $23,791,327 | $22,556,074 |
| Fixed assets | $76,997,109 | $80,746,389 | $78,382,716 | $64,976,821 | $51,797,199 |
| Other long-term assets | $1,483,648 | $1,167,673 | $1,201,395 | $1,067,741 | $980,731 |
| Total long-term assets | $105,431,806 | $100,322,372 | $103,122,303 | $89,835,889 | $75,334,004 |
| Total assets | $307,638,954 | $275,365,523 | $266,550,130 | $255,046,416 | $244,049,412 |
| Liabilities | 2021 | 2020 | 2019 | 2018 | 2017 |
| Payables and accrued expenses | $3,835,988 | $5,386,998 | $4,180,193 | $6,476,637 | $4,029,309 |
| Other current liabilities | $26,060,215 | $25,270,224 | $24,362,557 | $15,525,083 | $15,686,396 |
| Total current liabilities | $29,896,203 | $30,657,222 | $28,542,750 | $22,001,720 | $19,715,705 |
| Debt | $2,808,356 | $3,047,118 | $3,280,879 | $3,510,537 | $3,734,298 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $2,808,356 | $3,047,118 | $3,280,879 | $3,510,537 | $3,734,298 |
| Total liabilities | $32,704,559 | $33,704,340 | $31,823,629 | $25,512,257 | $23,450,003 |
| Net assets | 2021 | 2020 | 2019 | 2018 | 2017 |
| Without donor restrictions | $103,741,151 | $98,180,924 | $85,527,898 | $62,115,273 | $50,096,123 |
| With donor restrictions | $171,193,244 | $143,480,259 | $149,198,603 | $167,418,886 | $170,503,286 |
| Net assets | $274,934,395 | $241,661,183 | $234,726,501 | $229,534,159 | $220,599,409 |
| Revenues and expenses | |||||
| Revenue | 2021 | 2020 | 2019 | 2018 | 2017 |
| Total contributions | $4,264,314 | $5,532,748 | $12,674,845 | $11,849,243 | $24,895,545 |
| Program service revenue | $28,356,293 | $24,184,803 | $23,177,791 | $22,336,615 | $21,220,107 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $4,017,525 | $4,074,846 | $4,969,020 | $6,837,884 | $5,166,287 |
| Other revenue | $2,892,400 | $11,893,910 | $598,529 | $627,930 | $844,558 |
| Total other revenue | $35,266,218 | $40,153,559 | $28,745,340 | $29,802,429 | $27,230,952 |
| Total revenue | $39,530,532 | $45,686,307 | $41,420,185 | $41,651,672 | $52,126,497 |
| Expenses | 2021 | 2020 | 2019 | 2018 | 2017 |
| Program services | $31,752,076 | $23,889,356 | $28,282,074 | $22,719,704 | $22,128,427 |
| Management and general | $9,362,124 | $11,579,916 | $6,523,315 | $12,000,967 | $9,539,309 |
| Fundraising | $1,434,098 | $1,867,765 | $1,974,304 | $1,743,381 | $1,833,337 |
| Total expenses | $42,548,298 | $37,337,037 | $36,779,693 | $36,464,052 | $33,501,073 |
| Change in net assets | 2021 | 2020 | 2019 | 2018 | 2017 |
| Surplus (deficit) | ($3,017,766) | $8,349,270 | $4,640,492 | $5,187,620 | $18,625,424 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($3,017,766) | $8,349,270 | $4,640,492 | $5,187,620 | $18,625,424 |
Compensation
| Name | Title | Compensation |
| David Dini | Headmaster | $696,144 |
| John Ashton | Associate Headmaster | $416,641 |
| Suzanne Townsend | Chief Financial Officer | $335,929 |
| John S Jolly | Interim Director of Development | $234,178 |
| Mark Webb | Director of Physical Plant | $193,094 |
| Dean Clayman | Head of Middle School | $186,490 |
| James E Windlinger Jr | Controller | $175,969 |
| Collin Igoe | Head of Upper School | $174,472 |
Compensation data as of: 6/30/2021
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 6/4/2022. To update the information below, please email: [email protected]
History
From our founding in 1906 as the Terrill School for Boys, St. Mark's School of Texas and its predecessor schools have always placed value on developing each boy's intellect as well as his character.
Beginning in 2005, St. Mark's launched an initiative to design a character and leadership education curriculum that would teach character and leadership with the same outcome-based intentionality applied to teaching math, history, English, science, and foreign language. In that year, our comprehensive approach to Character and Leadership Education began. We defined leadership as a person's efforts to advance his community no matter his position of authority; we designed a framework, vocabulary, and essential concepts to help our students discover answers to important questions about leadership, manhood, and thriving. By 2010, we developed programming that occurred during the school year, and we created summer institutes for faculty and students. By 2010, we had developed a foundational framework, and strategic goals formed to guide our efforts during the next five years.
From 2010-2015, we continued to develop content, refine the framework, expand the curriculum across grades 1-12, and broaden faculty understanding. Since 2015, the School's Character and Leadership Education efforts have led to the development of an enhanced English 10 class, The Habits of Thriving, which serves as a curricular home for teaching students the basis for Character and Leadership Education at St. Mark's. In addition to English 10, campus-wide integration is taking place across the School.
In the spring of 2018, St. Mark's published the Path to Manhood: Character and Leadership Education Handbook. The Handbook explains concepts, framework, and logic used to inform curricular development. Additionally, the School has developed teaching videos that integrate the concepts and logic of Character and Leadership Education into curriculum, instructional teaching guides that show how to teach literary works through the lens of Character and Leadership Education, and learning outcomes for boys in grades 4, 8, and 12 that inform curriculum design across all three Divisions. In the fall of 2018, the School will launch the Path to Manhood Portfolio project, a digital portfolio for students that will capture each boy's reflections on his path to manhood journey as he grows in his understanding and skills regarding character and leadership.
Planning for the Future:
Looking ahead to the next decade, St. Mark's will continue to develop Character and Leadership Education. In addition to expanding our own curriculum, we will share resources with schools and host professional conferences to increase the reach and impact of this work in schools around the country.