Learn practical strategies to handle emerging trends and leadership challenges in private schools.
No matter if you’re a School Head, Admission Director, Development Director, Board member, or any other private school administrator—Ideas & Perspectives, ISM’s premier private school publication, has strategic solutions for the pervasive problems you face.
- Tuition not keeping pace with your expenses? In I&P, explore how to use strategic financial planning to create your budget and appropriately adjust your tuition.
- Enrollment dropping off? Discover how to implement the right admission and enrollment management strategies that engage your community—and fill your classrooms.
- Trouble retaining teachers? Learn how you can best support your teachers using ISM’s Comprehensive Faculty Development framework. Your faculty members will become more enthusiastic about their roles—which ultimately improves student outcomes.
- Fundraising campaigns not as successful as you’d hoped? Implement ISM’s practical advice and guidance to build a thriving annual fund, construct an effective capital campaign, and secure major donors—no matter your community size or location.
- Not sure how to provide professional development—for you and your staff? Learn ways to develop and fund a successful professional development strategy. You can improve teacher-centered satisfaction and growth, which in turn strengthens student-centered learning.
- Problematic schedule? You can master the challenges of scheduling with the help of ISM’s practical advice, based on our experience with hundreds of schools and our time-tested theories.
- And so much more.
I&P has shared targeted research, up-to-date insight, and sound theory with school leaders since 1975. More than 8,500 private school decision-makers find the answers to their schools’ administrative and governance matters in our advisory letter. We give you the strategic answers you need.
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See the articles from our latest issue of Ideas & Perspectives.
Parents seek convenient services that maximize their time and minimize their stress. For many, providing transportation is the most inconvenient aspect of life in a private-independent day school. If your school provides transportation options, you, as Marketing Director, have a marketing opportunity.Login to see the full article
This is the first article in a series that presents an overview of the International Model Schools Project, a summary of its major findings, and a discussion of its most significant organizational implications. These implications—which focus on how faculty culture affects student performance—have been refined, through school-by-school interaction, over the five-year period (1995-2000) since the end of the study.Login to see the full article
The first article in this three-part series explained the considerable organizational psychological risk of linking faculty compensation with performance, especially if approached with traditional “merit pay” assumptions and practices. The second article introduced ISM’s unconventional approach for those schools that proceed anyway, and was offered as a means of balancing the competing goals of “enhancing the faculty culture” and acknowledging and rewarding individual performance excellence with money. This issue of I&P presents a Compensation-Performance Scattergram for completing the process. ISM emphasizes, however, that the organizational risks of linking compensation to performance are substantial.Login to see the full article
As described in the first article in this three-part series, ISM’s experience and research suggest considerable organizational psychological risk attendant to linking faculty compensation with performance, especially if approached with traditional “merit pay” assumptions and practices. Nevertheless, some Boards of Trustees and/or administrative/faculty traditions have forged such linkages, and will continue to do so. Others without these traditions will wish to experiment with the establishment of a compensation-performance linkage.Login to see the full article
In order for you, as Admission Director, to do the best professional job you can in this technological age, you need (and today’s parents expect you to have) “tools” that ensure quality service. It is important that your admission software enables you to perform efficiently and reliably. A good software package will streamline your inquiry-to-enrollment process, will facilitate re-enrollment, and can provide a database that is beneficial to the entire school. Ideally, it will be “user-friendly” and will serve your specific admission needs.Login to see the full article
When parents enroll their children in your school, they want outstanding programs delivered by exceptional teachers. As each family’s experience with the school grows, the faculty – especially the ones who have taught their children – are closely identified with the school’s successes.Login to see the full article
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