Latin School of Chicago

Hogan (right) worked closely with Marshall B. Front, chair of the board of trustees, on ambitious plans for Latin. From 1994-95 the school saw a 51 percent increase in applications. In 1998, enrollment was at more than 1,000 for the first time. in the summer of 2001 when the Eleanor Women's Foundation announced that it would be closing the Eleanor Club, the last of a half dozen residences for single working women set up by philanthropist Ina Law Robertson starting in 1898. For more than a decade, Latin had been challenged by space constraints, and the school had long had an interest in the property, which was the upper school's immediate neighbor to the east. Every so often, the headmaster or a representative from the board of trustees would approach the Eleanor Foundation and gently inquire whether it was interested in selling. Until now, the answer had always been no. "It was a big moment," said Shelley Greenwood, assistant head of school for advancement. "We all were keenly aware of how landlocked the school was." The board had considered other properties over the years, but nothing ever seemed exactly right, and periodically the potential of having to move the entire school out of the neighborhood was raised. The purchase of the Eleanor Club finally provided an opportunity for the school not only to overcome its immediate space challenges, but also to realize its vision for creating an urban campus with separate lower, middle and upper school buildings and 110 L AT I N M AGAZINE providing students with an exceptional and innovative educational experience into the 21st century. With the realization that the community could support a major fundraising effort and needing to finance a new building, Hogan and the board announced its $50 million Campaign for Latin School in 2003 – at the time the largest campaign any independent school in the Midwest had ever undertaken. In addition to helping to fund the new middle school building, this campaign added $7 million to the endowment and ultimately supported a state-of-the-art upper school science center and countless other improvements that have made Latin the school that it is today. In addition to these two major capital campaigns, the school made immense strides in professionalizing its fundraising. The endowment increased from just over $3 million to more than $12 million by the time Hogan retired in 2004. Annual giving increased from $552,000 to $1.8 million. The Scholarship Dinner in its current format was added to the calendar in 1992, and the 1888 Society was established in 2001 as Latin's planned giving program. The school has continued with an ambitious development program since, and in 2013 the endowment totaled $33.3 million and annual giving $3 million. Although often referred to as a "bricks and mortar" head of school, Hogan also had success with other priorities of the 1993 long-range plan. Soon after arriving, he hired Greenwood as the new director of admissions. "Frank wanted a bigger high school," said Greenwood. "He felt that the school had not done what it could in terms of recruitment and that there were talented students all over Chicago who could do well at Latin." Greenwood was hired to broaden the admissions radius – to go out into the Chicago community and talk with schools and families about everything that Latin had to offer. "There were certainly people who had no idea about what the school was, and sometimes administrators just laughed and said: 'Our parents would never be able to

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