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.
Although most administrators understand the critical role of hiring, they lack formal training in the best ways to interview and evaluate candidates. Schools use various steps in their hiring process but ultimately depend on the interview as the critical step in determining candidate fit.Login to see the full article
As Director of Development, you know your case for giving is a core element of any fundraising campaign, whether it is for annual, capital, or major gifts. The case for giving articulates your values and mission in a form that allows donors and prospects to make a direct, emotional connection with your school.Login to see the full article
Boards and school administrators often inquire about ISM’s growth and evaluation process with the intention of tying it to faculty compensation structures, inspired perhaps by corporate incentive programs or public school systems that link pay raises to student test scores or other metrics.Login to see the full article
ISM’s growth and evaluation framework for School Heads, administrators, and nonteaching staff clarifies that growth itself is not to be evaluated, so employees are free to try new things and take risks without fear of failure. However, not all growth goals are created equal. ISM designed the following rubric to help you and your employees assess and strengthen your own growth goals, and to help your trained growth plan coaches have productive, objective conversations with the employees they’re coaching.Login to see the full article
Any school can face a court situation where its records can be perused and questioned. All student records are crucial assets and proper maintenance of them is essential. As the School Head and the Board Chair, ensure that your school has a policy on records management and retention. Without one, you cannot assure that important documents and materials are in proper order and readily available—for administrative, fiscal, historic, and legal purposes.Login to see the full article
While ISM has advocated advisory programs for years and has written about them extensively, it is fair to ask, “Are they working?” The high frequency rate that we observe schools annually modifying or adding to their advisory program suggests they are not effective, given the amount of angst constantly associated with them.Login to see the full article
Exploring a new high school schedule requires you, the School Head or Division Head, to encourage open-mindedness and flexibility from your faculty.Login to see the full article
As Board President, you are aware that committees are the linchpins for your Board of Trustees. The Board operates effectively when there is a foundation of effective, well-led committees. When Board meetings are well-attended, purposeful, and gratifying, that, too, usually grows out of understanding and implementing the principles of establishing committees the best way.Login to see the full article
Exempli Gratia Academy, ISM’s fictional coed K–12 school, needed to fill a bus driver position. The Business Manager ran an advertisement, conducted interviews, checked previous employment and references, and hired a candidate. A month later, the new driver crashed into a telephone pole and several students on the bus suffered injuries.Login to see the full article
As Development Director, you frequently coordinate special events that raise money for your school. Such events include auctions, trivia or casino nights, book fairs, “fund-a-need” giving days, carnivals, and other community-building experiences. Determining your event’s fundraising purpose can be particularly challenging if there is a lack of clarity about the school’s strategic needs or special interest groups on campus dominate the discussion.Login to see the full article