trustees eletter vol15 no7 FApolicy

Board Policy on Financial Aid

Vol. 15 No. 7

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.

trustees eletter vol15 no7 creatingstrategy

Five Steps to Creating Your Board’s Strategic History

Vol. 15 No. 7

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.

trustees eletter vol15 no6 counsel

How to Counsel Out the Ineffective Trustee

Vol. 15 No. 6

Although it is unfortunate, Board leaders often find themselves dealing with one or more Trustees who have become ineffective in their Board roles. While various issues can lead to this ineffectiveness—burnout, disinterest, overextension, etc.—any Trustee who is not meeting expectations poses a threat to the Board’s morale as well as overall success.

trustees eletter vol15 no6 safety

Indicators of School Crime and Safety

Vol. 15 No. 6

Creating a “safe haven” for the students at your school is a major Board concern, and making sure all necessary protocols and policies for school safety are in place is a must.

With this in mind, consider the report, Indicators of School Crime and Safety: 2015, released by the National Center for Education Statistics (NCES) and the Bureau of Justice Statistics in May 2016.

trustees eletter vol15 no5 subjective

Foster Board Objectivity—Avoid Subjectivity

Vol. 15 No. 5

Trustees are human beings, and from a strategic viewpoint, human nature can impede or disrupt a Board’s key functions. One term that captures much of this problematic dimension of human nature is subjectivity.

For Board members, subjectivity may lead to an overlying personalized way of seeing organizational purpose, envisioning the school’s future, and determining planning priorities. Subjectivity can easily undermine the strategic thinking needed to preserve school mission, ensure organizational stability, and lead a school into the future. Increases in tension or anxiety on the Board may contribute to increased subjectivity.

trustees eletter vol15 no5 charterschool

Yet More Growth in the Charter School Population

Vol. 15 No. 5

The National Alliance for Public Charter Schools supports and lobbies for charter schools at the state and federal levels. The organization’s latest annual report indicates that more than three million students now attend public charter schools. That’s nearly three times the student population of a decade ago. There are now more than 6,900 charter schools in the United States. Clearly there has been demonstrated growth in that sector.

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