The ISM Stability Markers® have been used by private-independent schools since the 1990s. Most longtime readers of Ideas & Perspectives have established an annual or semi-annual discipline of Stability Marker self-scoring, and then forcibly addressing any organizational or financial weaknesses highlighted by their self-score outcomes. This has, in turn, enabled schools to sustain institutional strength in the face of the ebb and flow of their schools’ enrollment demand levels, and of the inevitable fluctuations in the national and regional economies. Not all Stability Marker veterans are equally savvy in using their own self-scores. A healthy perspective on these data arrays helps you, as Board Chair or School Head, to make wise decisions in response to your regular Stability Marker self-scoring exercise. Following is a list designed to assist you in making those decisions
The Five Key Responsibilities of the Board President
The President of a private-independent school Board might best be described as filling a service role. There is some power, to be sure, but it is unlike that wielded by presidents of other organizations or by Presidents or Board Chairs of companies. The power of the Board President is developed largely through influence, respect, and committee appointments.
Why You Should Support Your School’s Summer Program
A good deal of research has been done in recent years concerning summer learning and the value of summer programs. It’s clear that extending academic programs through the summer months provides many advantages for continuity in student achievement.
The ISM Circle: Creating Your School’s Ideal Administrative Structure
The Circle graphically links private-independent school structure to private-independent school function, allowing Leadership Teams to evaluate their current management structure, for its goodness-of-fit, to their school’s current array of functions. This, in turn, allows a more precise approach to strategic planning, from a performance and from a cost-effectiveness standpoint.
Appointing Finance Committee Members and Defining Their Responsibilities
The Finance Committee must bring to its relationship with the Business Manager a perspective that is simultaneously supportive and critical. Ask hard questions. Supply relevant evidence.
Want a Stronger School Culture? Think ‘Professional Development’
ISM often finds that private-independent schools still underfund professional development (PD), perhaps unaware of its importance and thus downplaying it in the budget. As a Trustee, ensure that enough funding is allocated to professional development for all school employees. The difference could be a vibrant school culture, rather than one that’s simply “going through the motions.”
The Hidden Organizational Pitfalls of a Head Search
The intangible, indirect “costs” of a Head search may be the most difficult to estimate because they do not fall into personnel costs or time. They may involve many people’s responses to the need for and the process of a search.
How Should the Board Share Information With the School’s Families?
Maintaining appropriate communication with parents, faculty, and the Leadership Team can help ease the pressure on Trustees to share what has occurred during a meeting. When constituents know that they will be provided with reliable, relevant information on a consistent basis, they are less likely to probe the Trustees one-on-one.