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.
Ideally, all of your school’s “official” social media accounts run directly through your Marketing Communications Office and are managed by your in-house staff. However, it may seem that your school’s social media “cat” is already out of the bag, with members of every club, team, and student group at your school launching its own Facebook group or Twitter account.Login to see the full article
A primary operational issue that private school Business Offices face is whether to outsource payroll processing rather than handling this task in-house. As a practical matter, either approach can work effectively—depending on the skills, experience, and financial and staffing resources within the Business Office. ISM recommends outsourcing only for tax information advantages. Consider these issues when making the payroll outsourcing decision for your school.Login to see the full article
The phrase “best practices” has been in widespread use for some time. In private-independent schools, the phrase at times means that Trustees or senior administrators intend to turn to a meaningful and pertinent data array—such as those compiled and maintained by the best accreditation associations. School leaders often use that array as a framework, to develop benchmarks against which to measure their school as it moves to first strengthen, mission-delivery excellence and, then, its position in the marketplace.Login to see the full article
Every private-independent school must recognize that some students—and faculty, staff, parents, and other constituents—may be gay, lesbian, bisexual, or transgender (LGBT). Many students question their sexual orientation as they struggle to find their identity. This brings pressures to schools to examine their policies and practices. Be prepared to respond to harassment incidents within your community—regardless of whether these incidents involve children or adults.Login to see the full article
In previous issues of Ideas & Perspectives, we have examined the Spheres of Influence that impact enrollment demand at your school, including market position, school culture, and constituent relationships.Login to see the full article
ISM Stability Marker No. 2—the second-ranked indicator for long-term private-school sustainability, according to ISM data—is an item focused on the existence and systematic use of a strategic plan and strategic financial plan that meets ISM criteria.Login to see the full article
Every school must be able to answer this question: How do we assure that we have a great faculty to deliver the mission with excellence, and ultimately increase student performance, satisfaction, and enthusiasm? While the answer, “with an effective teacher evaluation process,” is a common response, a significant problem arises—teacher evaluation processes are completely ineffective. Large-scale research has found schools do not accurately discriminate between effective and ineffective teachers,1 nor do they drive professional development or improve student outcomes.2 In our travels, ISM Consultants have found few schools that serve as exemplars in this area. Your school likely struggles to establish an effective, consistent, and culture-enriching evaluation process.Login to see the full article
The School Head is served a subpoena—a local attorney requests the personnel file of his client, your school’s former Admission Director. Her ex-husband has custody of their children and is gathering information for a child support hearing. What do you do now?Login to see the full article
As President of the Board, you have accepted leadership of the Trustees charged with preserving the school’s essential purposes and outcomes for future generations of students and families. What exactly comprises those “essential purposes and outcomes?” How, exactly, should those relate to the founding group’s seminal formulations? How do changing societal conditions and circumstances play into and perhaps transform those seminal formulations?Login to see the full article
ISM has studied the interrelationships among executive leadership, well-being, and school performance. In the previous three articles in this series, we have confirmed: ISM’s existing measure of executive leadership and the Head’s level of flourishing correlate with key school performance variables (school stability, financial strength, enrollment demand, and faculty culture); that neither the School Head’s experience in the field of education nor cumulative experience as School Head is related to the key school performance variables. There is no evidence a school improves with the Head's experience.The Head’s current length of tenure, however, was correlated with the school’s financial strength; enrollment demand is related to the strength of leadership and well-being of the School Head; and, the School Head’s level of professional support and well-being significantly influences the faculty culture—a central construct that enhances the student experience and the enrollment management process.Login to see the full article