Keeping up with technology has become a chief concern for many schools, often representing a major portion of their budgets each year. Private-independent schools, competing with public and charter schools that typically have greater available funding, find this particularly troublesome.
When new Trustees come to the Board, part of their orientation process must be to understand the special relationship the Board has with the Head.
The people who contribute the most to the smoothness with which any organization functions are those to whom others turn for leadership and advice. By dint of their experience, talent, support, aggressiveness, or thoughtfulness, they inevitably develop a power base that impacts the school’s operation.
Your Board holds the responsibility for developing your school’s financial aid policy. The Board should write a strong statement that sets fundamental policy, based on your school’s particular mission and budget guidelines, as well as careful calculations of per-pupil cost, retained earnings, and incremental costs.
Over the years, ISM’s Institutional Assessment visits (now called Strategic Performance Analyses) have uncovered a disconcertingly broad range in the completeness of the organizational history provided by school documents and individuals’ memories. Your school’s “strategic history” provides both constraints and opportunities for its strategic future.
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