ISM has long held that private-independent schools should strive to cover 100% of operations expenses with hard income (defined as all revenue sources other than fundraising). Whether your school is nearing this benchmark or hovering below it, student withdrawals after their families have already signed enrollment contracts can threaten your ability to balance the budget.

A stagnant school is a failing school. In contrast, a healthy school has a growth mindset. A flourishing school is one that is always evolving — adapting to new students, addressing new challenges, building the faculty culture, updating facilities, improving efficiency in operations, and more.

In August 2024, the Regents of the University of Texas System adopted a new policy banning its 14 universities and hospitals from addressing current political issues. “Institutions should not, in their official capacity, issue or express positions on issues of the day, however appealing they may be to some members of the university community,” reads the statement. (This does not apply to individual faculty, staff, or students.

Private schools are not exempt from environmental laws and regulations such as the Clean Air Act, the Clean Water Act, and the Resource Conservation and Recovery Act. Pollution-related lawsuits filed against educational institutions are common. For example, Yale University had to pay $348,000 to settle allegations by the Environmental Protection Agency that it risked the safety of faculty, students, and nearby residents through the improper storage of hazardous materials in unsafe containers. Stanford University paid nearly $1 million to settle similar allegations.

Originally published November 10, 1975

The leader of the Board of Trustees and the leader of the school are partners. One cannot function without the understanding, guidance, and respect of the other. It is, in fact, a marriage. And like other marriages, it is subject to ups and downs, honeymoons and divorces. Obviously, if two fine and able people are involved, then the welfare of the school is critically dependent on a “successful marriage.”

ISM often finds that private-independent schools underfund professional development, unaware of its importance and thus downplaying it in their budgets. Your Board and senior leaders must allocate enough funding to professional development for all school employees. The difference could be a vibrant school culture instead of a school where staff and faculty are simply going through the motions.

Your school may look to recruit an attorney for Board membership. During Board meetings, a lawyer can answer common legal questions and offer insight and cautionary advice on potential problems. This individual can also serve as your school’s official legal counsel—but that is often an unwise decision.

In 2020, ISM published a series of articles suggesting that the merging of independent schools was likely in many marketplaces. As the COVID pandemic has receded, this is no longer likely—it is reality.