When a private-independent school’s demographic changes dramatically, whether suddenly (by natural disaster, pandemic, precipitous deterioration in the national or regional economy, or other), or gradually over a period of years, the school’s leadership may need to examine the school’s marketplace stance and consider a shift. Such a shift might imply, specifically, that leaders of secular “Best-Product” or “Best-Process” schools weigh the pros and cons of shifting to the low-cost model traditionally occupied by many, but not all, Christian, and by some, but not all, Montessori schools. ISM labels this the “Price-Value” market niche.
Mergers: Scandalous Nonsense or Strategic Alliance?
Just say the word “merger” in a room of School Heads and a cacophony of competing beliefs fills the room like some odious vapor. However, there is mounting, research-based evidence to suggest that mergers in the nonprofit sector create more robust, impactful, and efficient mission-driven organizations. ISM’s experience is that nonprofit Boards and Heads have difficulty discussing mergers because the strategy is frequently associated with leadership failure, financial distress, and operational chaos. Add to those fears professional and volunteer leaders’ investment of time, talent, and treasure, and strategic thinking all too often takes a backseat to immoderate organizational goals that never materialize. It has been said that passion blinds. Perhaps it’s time for some private schools to consider the strategic advantages of a merger.
Support and Recognition for the Departing School Head
For a private-independent school involved in a change of school leadership, a tremendous amount of time and energy is expended searching for and selecting the new School Head. However, the Board must not overlook its responsibilities to the outgoing administration. Once a departure decision has been made, it is essential that the school maintain existing lines of authority to continue its progress. In addition, a lame-duck administrator is in a difficult position—the outgoing Head needs high-level of support from the Board.
The De Facto Mission Statement
We’ve highlighted how vital your school’s mission statement is to the culture and decision-making processes in your school.
But there’s also another mission statement—the de facto mission statement. The de facto mission comprises well-understood—but rarely codified or written—sets of principles or practices observed throughout the school. If the de facto mission statement exists, it’s often because the institutional mission statement may have become a poor match with actual practice.
Plan and Prepare: How the Board and School Head Should Respond to the Coronavirus
As schools face the continued implications of the Coronavirus, there are some operational elements for the Board and School Head to consider.
Board Recruitment: Avoiding Related Parties
Excellent Board recruitment is the responsibility of the Committee on Trustees. You, as the Chair of this committee, should make certain you’re familiar with IRS guidelines, critical to empaneling Board members. As a 501(c)(3), your private-independent school is considered a public charity by the IRS and exempted from paying federal taxes. With this benefit, the IRS has placed Board membership requirements that are critical to understand.
Defining Trustee Due Diligence: A Checklist
Charge your Committee on Trustees with the review and revision of this Due Diligence Checklist for approval by the full Board. The checklist, as amended to suit your Board, can become a living document to help maintain your Board’s strategic function and achievement of strategic goals.
Just What Are the Board’s Major Responsibilities?
No matter how conscientious and well-intentioned, Trustees (and the Board as a whole) must continually guard against involvement in day-to-day school management. When the Board allows its responsibilities to cross over into the school’s operating plane, it creates a major obstacle to building and upholding a healthy, harmonious Board-Head relationship.
Recruiting Board Members? Don’t Overlook Experienced Trustees
As Chair of the Committee on Trustees, you have worked with your fellow Board members to complete the Board’s profile, identifying the skills and experience needed to bring the next stage of the school’s strategic plan to fruition. Now it’s time to determine who can best fill those roles.
Schools often focus on cultivating new Trustees. It’s essential to keep reaching out and bringing a fresh perspective to the Board.
Stages of Board Development: Where Is Your Board?
ISM thinks in terms of four stages of Board development: (1) undifferentiated; (2) emerging; (3) strategic; and (4) bureaucratic. Note these are not listed in ascending order of excellence, but in a commonly found chronological order of development. It is, in fact, the third stage—the strategic Board—that is taught and promoted by ISM. As Board President or Committee on Trustees (COT) Chair, review the lists following of some characteristics typical of each stage, and consider your own Board’s positioning within this framework.