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.
You, as Business Manager of your PK–12 school, are in the initial stages of putting together the first draft of your operating budget for the coming year, which will be Year Three of your current strategic financial plan. Line 1A of your strategic financial spreadsheet (not shown in this article)&nb...Login to see the full article
Strategic diversity, equity, inclusion, justice, and belonging (DEIJB) objectives are as iterative as they are systemic. A school’s DEIJB initiatives evolve with the political times and with the school community ethos.Login to see the full article
A significant aspect of an effective Board is the ability to have robust and substantial conversations that lead to wise decisions. Many Boards use a process called Executive Session to safeguard the confidentiality of a Board discussion.Login to see the full article
Early in the pandemic, the ISM consulting team asked a critical question: Will the pandemic be an event to simply endure, or will it forever change the marketplace for private schools? It is now clear the pandemic is a disruptor, and school leaders, executives, and Trustees must be prepared for significant changes.Login to see the full article
The traditional classroom is a single teacher, occupying a third of the physical space at the front of a classroom at a “board” (i.e., chalk, dry-erase, electronic) while delivering the curriculum to a “small classroom” of students. Observations and interviews with students across the nation confirm that this method still predominantly describes most classrooms in middle and upper schools.Login to see the full article
As a Division Head, you understand trust is a critical component of effective working relationships. In fact, trusting relationships in schools have been shown to increase faculty cooperation, enhance school climate, and improve student outcomes.Login to see the full article
As Board Chair, you understand that, because your school is funded primarily through tuition, enrollment is among the most essential factors in determining your institution’s financial strength and stability. You also are aware that a strategic Board’s primary purpose is to make decisions today that will ensure the viability of the school for the next generation of students.Login to see the full article
As Development Director, you know private schools thrive on the relationships built among teachers, students, parents, administrators, and alumni. Those relationships determine the success of the student experience and the faculty culture, provide confidence in the school’s value for parents, and ke...Login to see the full article
Your efforts to improve diversity, equity, inclusion, justice, and belonging (DEIJB) will be successful if you start and end with oversight of the Board. There is no better stakeholder in a school with which to begin this process because effective DEIJB policy and practice are predicated on transparency and accountability from leadership.Login to see the full article
The relationship between the School Head and the Board of Trustees is critical to a private school’s health. Key components to assure effective Board-Head relationships are annual performance goals and the Board’s written evaluation of the Head’s performance.Login to see the full article