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See the articles from our latest issue of Ideas & Perspectives.
The Head’s Role in Clarifying Your Business Manager’s Responsibilities for the Trustees
Volume 45 No. 6 // May 11, 2020
The School Head and Business Manager relationship is critical for the school’s effective operation. The connection with the Board can complicate this relationship because the Business Manager’s role is vital for an effective Board. The Business Manager’s job is complex. It includes: strategic planning, budgeting, cash management, accounting, collections, human resources, technology oversight, facilities management, food service, transportation, risk management, and vendor management.
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Faculty Evaluation: Essential Expectations
Volume 45 No. 5 // April 20, 2020
In ISM’s approach to Comprehensive Faculty Development, evaluation and growth are treated as two distinct processes. We base faculty evaluation solely on a set of Essential Expectations that constitute critical areas of performance. These expectations go beyond teaching and pedagogy to include behaviors expected of a model employee, colleague, and professional.
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Improve Retention With a Focus on New Family Onboarding
Volume 45 No. 5 // April 20, 2020
As new students and families begin school each fall, you, the Admission Director, may be tempted to turn your attention to filling remaining empty seats or recruiting for next year. However, as outlined in Stability Marker No. 6 of the ISM Stability Markers®,1 retention is just as vital as recruitment—if not more so—to help you achieve enrollment demand in excess of supply. It stands to reason, then, that you must heighten your focus on ensuring your new students and parents experience a seamless transition throughout their first weeks and months in your school community.
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Comprehensive Faculty Development: Why the Separation of Evaluation From Growth Is Essential
Volume 45 No. 5 // April 20, 2020
As stated in the first article in this series, “Comprehensive Faculty Development: An Overview,”* evaluation and growth have traditionally been conflated. When asked for the “why” behind faculty evaluation, the first response is often “to drive growth” or “to improve performance,” even though administrators readily acknowledge that it seldom does either. The most common challenges cited to explain this ineffectiveness include:
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Support and Recognition for the Departing School Head
Volume 45 No. 5 // April 20, 2020
For a private-independent school involved in a change of school leadership, a tremendous amount of time and energy is expended searching for and selecting the new School Head. However, the Board must not overlook its responsibilities to the outgoing administration. Once a departure decision has been made, it is essential that the school maintain existing lines of authority to continue its progress. In addition, a lame-duck administrator is in a difficult position—the outgoing Head needs high-level of support from the Board.
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Student Suicide: Plan for Prevention and Intervention
Volume 45 No. 4 // March 23, 2020
Of all the sudden and sobering issues you may face as the School Head, the death of a student by suicide is among the most devastating. Everyone in the school community would rather assume that “it can’t happen here,” but the harsh reality is that a student suicide can occur in any school.
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Hiring Outside Contractors for Your Summer Program
Volume 45 No. 4 // March 23, 2020
As School Head, you know the key to a successful summer program is first to determine the desired benefits to the school. (These may include, for example, increasing nontuition revenue, attracting outside students to the campus, providing employment for teachers, and expanding your mission beyond the school year’s confines.) Then design programs that meet these goals. The initial decision is one of management. Should you offer school programs only, offer programs run by outside contractors (and, in essence, lease your facilities to them), or combine these two elements? What are the pros and cons of working with contractors?
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Job Descriptions: Do’s and Don’ts for Getting the Best Candidates
Volume 45 No. 4 // March 23, 2020
Crafting a compelling job description is an essential aspect of attracting qualified candidates to your school. It’s the first impression for a potential new hire. Standing out to the vast crowd of candidates has never been more critical or challenging. Think of the job description as a primary marketing tool in the job seeker market. The primary goals of the job description are to:
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Your School Head-Replacement Cash Reserve
Volume 45 No. 3 // March 2, 2020
As Board President or Finance Committee Chair, you are cognizant that your School Head will not hold that position forever. You may know the schedule for your current Head’s departure—as with a scheduled retirement—or you may simply be aware that the turnover frequency for the position averages ...
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Faculty Compensation: Create a Compensation Philosophy
Volume 45 No. 3 // March 2, 2020
Like most School Heads, you have no doubt struggled at times to create a compensation structure that works effectively. The desire to pay teachers fairly for the professional services they provide has, for you and your peers, mostly remained a top-of-the-mind idea—rarely more than that. Data continues to suggest that teacher salaries lag those of similarly educated professionals. The Economic Policy Institute reports that teachers earn 19% less than other professionals similarly educated.
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