As schools face the continued implications of the Coronavirus, there are some operational elements for the Board and School Head to consider.

It’s a stressful time for everyone. As families face the unknown impact of the Coronavirus, there is much that your school can do to help alleviate concerns. Use the following strategies to communicate effectively with your families and keep your bonds strong.

Worries about the novel Coronavirus, coupled with the downturn of the markets, has raised questions in many Development Offices. Leaders want to respond sensitively to people’s concerns, while continuing to work to fulfill fundraising goals.

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.

Regardless of the reasons why a family falls behind on payments, tuition discussion can be uncomfortable for all parties. Fortunately, there are ways that your school can navigate these topics while protecting its interests.

A well-thought out and data-driven annual giving program is the foundation for your school’s culture of giving. Building an exciting and inspiring annual giving program can be overwhelming. Where do you start?

In the five years that ISM has seen schools implement continuous enrollment, there has been only positive feedback and not a single negative outcome. Schools report positive results on enrollment and retention.

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.

See how Stratford Hall created a unified plan for success to improve recruitment, retention, and fundraising efforts.

When you call a meeting, everyone in the room spends time they could use to work on other responsibilities. How do you ensure that time is well-spent?