Learn practical strategies to handle emerging trends and leadership challenges in private schools.
No matter if you’re a School Head, Admission Director, Development Director, Board member, or any other private school administrator—Ideas & Perspectives, ISM’s premier private school publication, has strategic solutions for the pervasive problems you face.
- Tuition not keeping pace with your expenses? In I&P, explore how to use strategic financial planning to create your budget and appropriately adjust your tuition.
- Enrollment dropping off? Discover how to implement the right admission and enrollment management strategies that engage your community—and fill your classrooms.
- Trouble retaining teachers? Learn how you can best support your teachers using ISM’s Comprehensive Faculty Development framework. Your faculty members will become more enthusiastic about their roles—which ultimately improves student outcomes.
- Fundraising campaigns not as successful as you’d hoped? Implement ISM’s practical advice and guidance to build a thriving annual fund, construct an effective capital campaign, and secure major donors—no matter your community size or location.
- Not sure how to provide professional development—for you and your staff? Learn ways to develop and fund a successful professional development strategy. You can improve teacher-centered satisfaction and growth, which in turn strengthens student-centered learning.
- Problematic schedule? You can master the challenges of scheduling with the help of ISM’s practical advice, based on our experience with hundreds of schools and our time-tested theories.
- And so much more.
I&P has shared targeted research, up-to-date insight, and sound theory with school leaders since 1975. More than 8,500 private school decision-makers find the answers to their schools’ administrative and governance matters in our advisory letter. We give you the strategic answers you need.
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See the articles from our latest issue of Ideas & Perspectives.
Through their gifts, donors have demonstrated their commitment to your school, its mission, and its plans. Now, in the fifth stage of the Donor Cycle,1 recognize these supporters, appreciating and honoring their generosity in ways that ensure they feel reaffirmed and validated about their choice.Login to see the full article
ISM’s Advancement Model illustrates the key relationships existing among your school’s advancement efforts—admission and enrollment management, development, and marketing communications.1 With a common focus on your students and mission, your advancement efforts must share a strong message inviting families to enroll and re-enroll, and inspires them to make philanthropic gifts. The model provides a framework for planning, implementing, and evaluating your advancement program.Login to see the full article
As Admission Director, one of your various tasks is to develop and maintain productive relationships with the schools that traditionally send students to you each year—your feeder schools. These schools can provide a steady, typically dependable, source of new students. But, beyond that, there are other advantages to having a portion of each year’s new students come from familiar programs.Login to see the full article
As independent schools jockey for a position in a competitive marketplace, there are at least three strong forces pushing them to change:Login to see the full article
If your school ends at the lower or middle division level, it’s a feeder school. You send your “graduates” to the next level of precollege education, in effect “feeding” those institutions. Your assistance with placing the students has strong implications for school image, reputation, and bonding.Login to see the full article
Schools that suffer the withdrawal of their Student and Exchange Visitor Program (SEVP) certification lose the ability and authority to enroll any international students. And the nonimmigrant students falling out of status must depart from the U.S. and may further jeopardize any future opportunities to study here in the United States. So, the stakes are high.Login to see the full article
Many private-independent school leaders—often members of the Board of Trustees—develop a measure of tunnel vision regarding their school’s tuition level. And given the emphasis on price in market economies, this can be justified as an understandable fixation—even an obligatory one.Login to see the full article
Solicitation is a process, not just an event. It’s an invitation to a prospect to invest in your school—and to feel excited about supporting an area resonating with him or her. Whether the process involves one meeting or several, a single solicitor or a team, the way that invitation is ext...Login to see the full article
Most Boards and School Heads understand the power of a well-crafted, emotionally evocative mission statement as the foundation of a compelling case for enrollment and giving. Most also know the mission statement should distinguish the school in a marketplace replete with schools of all types. However, many mission statements fail to capture a school’s essence or provide any clear distinction from other schools. Your mission statement may not be definitive enough to provide guidance to the Board, administration, or faculty in their pursuit of programmatic excellence. It may be an assertion that better describes the school 20 or even 50 years ago. It may not answer the essential question, “Why does our school exist?”Login to see the full article
The ISM Stability Markers have been used by private-independent schools since the 1990s. Most longtime readers of Ideas & Perspectives have established an annual or semi-annual discipline of Stability Marker self-scoring, and then forcibly addressing any organizational or financial weaknes...Login to see the full article