trustees eletter vol16 no3 missionlook

Does Your Mission Statement Need Another Look?

Vol. 16 No. 3

As changes occur, a private school often “slides” from the original intent of its mission statement. When was the last time your Board reviewed your school's mission to ensure that it is still going in the right direction?

trustees eletter vol16 no3 contract

Key Elements of a School Head Contract

Vol. 16 No. 3

The School Head is the sole employee of the Board. A reasonable contractual agreement encourages moderation, compromise, and perspective for this professional relationship. Far from denying mutual trust, a contract confirms it.

trustees eletter vol16 no2 onlinecourses

Online Courses: How Do You Compete?

Vol. 16 No. 2

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.

trustees eletter vol16 no2 respect

Respectful and Constructive Board/School Head Relationships

Vol. 16 No. 2

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.

trustees eletter vol16 no1 powerbase

Recognize the Power Bases at Your School

Vol. 16 No. 1

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.

trustees eletter vol16 no1 marketingmeetin

Use Meeting Summaries to ‘Market’ Your Board

Vol. 16 No. 1

Your Board must “market” itself to your school’s constituents. One way to do this is to develop a system of reporting to parents and to the faculty and staff after each Board meeting.

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