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21st Century Governance 21st Century Governance 21st Century Governance 21st Century Governance 21st Century Governance 21st Century Governance 21st Century Governance 21st Century Governance 21st Century Governance 21st Century Governance

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  17. 21 st Century Governance So what are you supposed to do to manage all of this? Three Key Facets Of Leadership and Governance

  18. • Fiduciary – oversight and policy; stewardship of assets; Can we afford it? Does the budget balance? • Strategic – prospective and reactive; strategic indicators or balanced score cards; What are the opportunities? • Generative – Framing questions; shifting the cognitive paradigm; direct answers not available; meaning matters; What bigger purpose is this serving?

  19. Generatve How do we ensure our long-term sustainability? What does the future hold for our school? Strategic Fiduciary What’s next? Where do What’s happening now? we go from here? Are we keeping afloat? Are there hidden risks? Sweet Spot

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  43. The Fiduciary Challenge – Problems are meant to be spotted and the key question is: What’s going wrong?

  44. Traditional Fiduciary Tasks ✓ Monitor and strengthen programs and services. ✓ Ensure adequate financial resources. ✓ Protect assets and provide financial oversight.

  45. Proactive Fiduciary Tasks ✓ Looking beyond the numbers ✓ Asking “who?” or “what” not “how many?” ✓ Determining the impact of financial decisions on school culture and sustainability ✓ Thinking about the future not just the present.

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  49. DECLINING ADMISSIONS FUNNEL RATES (APPLICATION/ACCEPTANCE/ENROLMENT) 3 2.2 2 Application Acceptance 1.5 1.5 1.5 Enrolment 1 1 1 2007 (DAY) 2012 2018 15 10 4 3 3 1.9 1 1 1 BOARDING BOARDING BOARDING

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  51. STAFFING LEVELS PTR Class Size Admin Instructional Support (IS) 16 153 15 15 9.0 9.0 8.3 66 53 45 33 26 2007 2012 2018

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  63. Where do we go from here? Generative Challenge

  64. The Generative Challenge – Problems are meant to be framed so as to ask: What is the key question to ensure the future health and sustainability of the school?

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  68. GROWING PRICE POINT GAP (DAY SCHOOLS) Adjusted Actual $26,083.00 • Tuition 2007- 18: • 59% $20,000.00 $19,910.00 increase $18,204.00 $16,440.00 • CPI 2007-18 • 21.1% increase • 2017 - 2018: • Tuition +6% • CPI +1.9% $0.00 2007 2012 2018

  69. GROWING PRICE POINT GAP (BOARDING) Adjusted Actual $58,763.00 • Tuition 2007- 18: $48,800.00 • 68% increase $42,493.04 $38,852.55 • CPI 2007-18 $35,087.00 • 21.1% increase • 2017 - 2018: • Tuition +5% • CPI +1.9% $0.00 2007 2012 2018

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  76. PERCENTAGE OF STUDENTS ON FINANCIAL AID Day Boarding 34.4% 3440% 33% 33% 26% 22% 17% 2007 2012 2018

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  79. OPERATING COSTS/STUDENT (DAY) Tuition Operating $27,720.00 $26,083.00 $20,188.00 $20,000.00 $18,733.00 $16,440.00 2007 2012 2018

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  81. SALARY COSTS AS A PERCENTAGE OF OPERATING 66% 56% 54% • Salary increases • Workload decreases • Increase in: • Administration • Instructional support 2007 2007 2012 2018

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  83. ANNUAL GIVING/STUDENT HARD INCOME AS PERCENTAGE Adjusted Actual OF REVENUE $1,698.00 $1,644.00 82% $1,370.00 $1,357.00 $1,237.00 78% 75% $0.00 2007 2012 2018 2007 2012 2018

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  93. The Strategic Challenge – Successful schools construct their own future: What’s the plan?

  94. What is the key to developing and implementing a strategic approach to the future of the school? Stable and effective Executive Leadership Stability in your Executive Leadership team is a key to school sustainability.

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  96. 12 10 2002 8 2009 6 2017 4 2 0 CEO Tenure 21st Century Governance

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