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See the articles from our latest issue of Ideas & Perspectives.
Parents, teachers, and administrators alike view the process of textbook distribution as a hassle and an inconvenience. Heads and Business Managers looking for a solution should investigate online textbook stores. While management is still required on the part of the school, school staffs will find their loads lightened at the start of the year, and parents will appreciate the concern for their time and needs.Login to see the full article
Few organizational facts of life remain as unsettled as is the link, if any in your school, between faculty compensation and faculty performance. Nothing approaching a commonly agreed upon process has emerged – and for good reasons. You, as Head of School, may wish to consider 1) the major issues in this organizational conundrum, and 2) a set of suggested steps to establish such a compensation-performance link despite the to-be-discussed risks. The risks and issues will be highlighted in this first article of a three-part series. An approach to establishing a compensation-performance link will be detailed in the second and third articles of the series.Login to see the full article
Previous I&P articles have advanced general principles for the evaluation of non-teaching staff, including support personnel, together with a specific framework for the evaluation of senior administrators, including the Head of School. This article will discuss the evaluation of support personnel within the specific framework titled Strategic Management Evaluation.Login to see the full article
A new trend in the world of school fund raising is online shopping rebate services.1 These Internet companies – such as Schoolpop.com, ShopforSchool.com, YourSchoolShop.com, and for-schools.com – allow your school’s parents and other constituents who shop online to direct a percentage of their purchases (called “rebates”) to your institution. Many private-independent schools have already registered with these companies.Login to see the full article
As the Admission Director, you have watched your school's summer program grow over the last five years. Not only are more of your academic-year students participating, but there are more students from other schools coming as well. The latter are potential students for your school, and you would like them to consider applying. However, you are worried about your school's image. You do not want to appear to "take advantage" of this special situation where the students are daily on your campus. Here are some subtle strategies to better educate these students and their families about your school.Login to see the full article
Planning documents in many – perhaps most – private-independent schools target “diversity” as a major or mid-level objective. However, the goal is often poorly defined and thus virtually unattainable. The first question to ask in this context is: “Which kind of diversity do you mean?” Does the term refer to socioeconomic diversity, to socioethnic diversity, or to both?Login to see the full article
Sponsorships and endorsements are not new in private-independent schools. Local merchants support your school by placing ads in the yearbook, the students’ newspaper, and the program book for your fund raiser. Each year, local businesses sponsor your golf tournament or charity auction. These are “innocent” endeavors with, usually, no strings attached. Funds are raised without tapping parent and alumni checkbooks.Login to see the full article
The trend in the corporate sector is to offer executives and senior managers more options in their benefit plans. Heads, perceiving an inequity between their benefits and those of corporate managers, are asking for more choices as well. According to the results of ISM’s 1999 Head Compensation Survey, a higher salary is not necessarily the item the majority of Heads would change about their compensation. When asked what they felt was missing, if anything, most Heads named specific benefits: e.g., higher retirement contribution, dental insurance, severance pay, financial counseling.Login to see the full article
ISM recently surveyed Heads about their compensation. We randomly selected 398 Heads from our I&P subscribers; 250 responded. (See the chart “About the Respondents” on page 4 for more information on the survey participants.) This article examines Heads’ salaries and implications for the Board; a subsequent article will analyze Heads’ benefits.Login to see the full article