“The Next Normal: How K–12 Independent Schools Can Survive and Thrive in a New Landscape”
Enrollment Management Association (EMA) report, 2020–
Ari Betof, Organizational Sustainability Consulting
Derrick Gay, Derrick Gay LLC
Heather Hoerle, EMA
Colby Morgan, EMA
Kristen Power, EMA
Ann Snyder, Council for Advancement and Support of Education
Chad Tew, LearnCollab
Laura Tierney, The Social Institute
Black Swan and Thin Ice: How Colleges & Independent Schools Can Survive the COVID-19 Pandemic
Read the article from Independent Thinking from the May 2020 Issue
Intro: Why has the COVID-19 pandemic put such a spotlight on organizational stewardship? At all but a handful of the most well-resourced independent schools, trustees and leadership teams find themselves flying a plane headed for a mountain. Their only options are to dramatically alter course before it is too late or realize a crash is inevitable and soften the landing as much as possible. No board of trustees wants to acknowledge that their school may not (or will not) survive, especially when other schools will break out of the clouds and soar. True stewardship involves leaning into the uncomfortable universe of possible, and impossible, futures for the school both as an
educational community and a nonprofit organization.
Leading the Light: A Study of Financial and Organizational Sustainability of Friends Schools
Citation: Betof, Ari M, “Leading the light: A study of financial and organizational sustainability of friends schools” (2011). Dissertations available from ProQuest. AAI3475824. https://repository.upenn.edu/dissertations/AAI3475824
As a leader, what can you do when economic turmoil threatens an organization that you have been entrusted to steward? How do you ensure that an organization with deep roots and clear purpose endures during prosperous and challenging times? How can an organization continue to live its mission while operating in an environment that threatens its traditional fiscal paradigm? This dissertation examines how heads of independent schools think about, plan for, and adapt to the challenges and opportunities of financial and organizational sustainability during a period of severe economic instability. The research cohort includes 14 well-established, organizationally mature Friends schools. An exploratory mixed-methods study, this work draws upon focus groups consisting of the heads of school as practitioner—experts and upon quantitative data about their schools. To survive and thrive in the 21st century and beyond, Friends schools must honestly and openly confront the brutal facts (Collins, 2001) of their organizational realities. These brutal facts stem from each school’s identity as a nonprofit institution, independent school, and Quaker-based organization. An underlying challenge is to cultivate adequate organizational capacity and agility in a manner consistent with Quaker values and Quaker-based decision making practices. The evolving missions of the cohort schools have produced challenges, threats, and opportunities for sustainability. Tension exists within the cohort schools between offering a premium service at a premium price and being rooted in values embracing simplicity and eschewing luxury. The Friends school brand is a shared strength, but the schools do not fully leverage this brand. These challenges are compounded by varied ideas of what it means to be a Friends school and differing views about wealth and its role in Friends schools. Adequate organizational capacity enables a school to fulfill its social mission and provide the best possible education for its students. By leveraging data to inform mission-driven decision-making and drawing upon Quaker practices of seeking clearness, schools can better confront the brutal facts of stewardship and sustainability that will help them thrive over the next 5, 25, and 100 years.
See presentations and other media from Ari Betof.