Your School Head of 20 years is about to retire and your Search Committee has been unable to find a new Head who “fits” your school’s current strategic goals. You’ve decided to select an Interim Head, a temporary position for the upcoming school year, until a new Head can be found for the following year.
As an experiment, ISM suggests that your Board list the top strategies or actions you would take if you wanted your school to fail utterly. Then put systems and processes into place to avoid these scenarios. The following nine ‘icebergs’ are likely to sink your ship, resulting in insolvency, weakened organizational stability, and increased bureaucracy.
Because the annual fund is broad-based and occurs regularly, it connects your school with the widest possible group of donors in your community and works to instill in them the habit of giving. The annual fund also opens the opportunity to identify individuals who later might become primary supporters of your capital, endowment, and major gift programs.
The leader of the Board and the leader of your school are partners. One cannot function without the understanding, guidance, and respect of the other. It is, in fact, a marriage of sorts. And, like other marriages, it is subject to ups and downs, honeymoons and divorces. Obviously, the welfare of the school is critically dependent on this successful marriage.
The Buildings and Grounds Committee, charged with protecting the school’s campus and equipment, faces a complex situation if the school’s site is leased or rented. Any recommendations involving renovations, refurbishment, or expense must be approved by the property owner, lease committee, or other entity for which the bottom line may well outweigh the school’s best interests.
Page 1 of 18