The Nirvana School Archives - Barbara Barron

The Board of Trustees at The Nirvana School

Barbara Barron — Mon, 08 Aug 2022 13:38:54 +0000

by Barbara Barron | Posted August 24th, 2022 | Subscribe to this newsletter

Back in May of ’22, I shared my mythical school with you: The Nirvana School.

(If May was too nutty, I invite you to read it now.)

If you did, you’ll remember that the purpose of the Nirvana School was to answer the question, “What would it look like if everything worked exactly as we hoped?” At the Nirvana School, the advancement team functions cohesively to attract, retain, and steward the great volunteerism and philanthropy of right-fit families. At the Nirvana School, teachers understand the valuable role they play and collaborate enthusiastically with the advancement team to tell compelling stories of life in their classrooms and on their stages and playing fields. Families at the Nirvana School feel welcomed and seen from the start of their journey so they engage right away, in only appropriate and helpful ways, and tell all their friends how much they love the school. The school raises significant dollars from meaningful gifts from every family (regardless of what dollar amount that is for each), which results in top-notch facilities and highly respected programs because everyone–everyone–is informed and involved. Stewardship is a top priority. Therefore, all donors see and feel the value and impact of their gifts. Everyone counts. The sense of community is like none other.

As anyone reading this knows, what it would take to make my mystical school a reality is … a lot! Not the least of which is a Board of Trustees fully committed to these ideals and these excellent practices.

In fact, without the Board fully on board, if you will, it simply can’t happen.

A Little Background…

A few years ago, as I was leaving a Director position at a school, I was asked to use my final board report to share my thoughts about where the school was and what was or could be ahead of them. It was a rare moment I have come to love as a consultant: I got to speak the truth. I started with the standard stuff, of course. I highlighted the growth and improvements we’d made together. I thanked them for their work and for the opportunity to serve. I even urged them to set as a KPI for the Head that she continue to engage in professional development and that they remain focused on building out the major gifts program we had started.

But then, at the end, I offered them a challenge.

The Challenge

I said that if they really wanted to, they had an opportunity to create a culture where people would be clamoring to serve on this Board. In this aspirational but possible, improved version of the school, trustees who were fortunate enough to be selected would serve with passion, generosity, and tirelessness. These trustees would tell anyone and everyone who asked that serving on this school’s board was the hardest and most rewarding work they’d ever done.

Many of those listening smiled like they thought I might be joking. But a few looked deadly serious. This would mean a paradigm shift and they sensed it.

“Paradigm shift” may be too tame a phrase. This “shift” would be seismic in most schools. But as hard as it might be to accomplish, assuming you were really interested in beginning to move your school in this direction, what would it really take?

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Here’s What it Takes

First, like with most important decisions, it begins with intention. And then some language to codify those intentions. We know that it is the Board of an independent school that is charged with holding the mission of the school. But interestingly, rare is the school whose Board creates and lives by a mission for itself. Let’s do that. Let’s have the trustees work with a creative, strategic consultant to develop a mission statement to inform and guide their work.

Next, we recruit prospective trustees who want to own that mission. Let’s get the people with the skills and experience we need — but without personal agendas. Let’s be transparent about what we need and not waste anyone’s time if they are not up for the job. Remember, this is going to be the hardest and yet most rewarding volunteer work of their lives. We need to be honest about that from the start.

Prospective trustees are told at the first interview that they will need to make the school, during their term of service, their highest priority of time and treasure. That means other worthy organizations they care deeply about will need to fall back in line. For now. They need to be the first to support every fundraising activity from the Annual Fund to a capital campaign. They need to make plans to leave a gift in their estate.

Don’t Stop There

We double down. Job descriptions and individual “portfolios” of projects are created for each trustee so they know what they are working on and why. Everyone makes and keeps the commitment to attend all meetings – that’s right, all meetings, folks – and engage fully in committee work. Professional development is a mainstay. Training about how to have exceptional cultivation conversations, how to ask for significant gifts, and how to add value to the school’s stellar stewardship program are perennial offerings.

In our Nirvana Board, the advancement team and Head of School have a bevy of eager, willing, and highly skilled advocates to help open doors and introduce, and host coffees or lunches to create the environment to get to know new families and then seek their support. Because each trustee has made the school their number one priority, they can easily and gracefully ask others to join them. They are able to stand in that beautiful place of high integrity because they are walking the talk.

And when their term is up, they remain involved as emeritus trustees, available (when asked!) for counsel and connections, supporting the school in an ongoing way. They proudly sport their school wear around town, display school stickers on their cars, and showcase their token recognition of service gift in their homes or offices. And since they are members of the school’s legacy society, they come to school events and are remembered fondly, always.

What do you think? Want to work there? Go there? Serve there? Give there? I do!

If you are interested in beginning to build a bridge from where you are to this fine land, give me a call. I’d love to brainstorm with you!

As always, thanks for all you’re doing.

Barbara Barron

barbara@barbarabarron.com // @BBAdvancement

About the Author

My name is Barbara Barron, and I’m writing this blog to share advice on a profession that I adore.

I’ve been working in the field of Independent School Advancement for over 20 years. In that time, I’ve had the pleasure of creating and implementing successful fundraising plans and programs for so many incredible schools. I’ve had the privilege of seeing real growth at The Carey School, Marin Primary & Middle School, Woodside Priory, Crystal Springs, Presidio Knolls, Sage Ridge, and San Diego French American, and others. (Maybe we’ve met!)

Nothing makes me happier than seeing a struggling school start to thrive. My hope is that you’re here to make a positive change as well. I hope my advice can be a part of that change.

Shoot me an e-mail if you want to swap tips, or share your voice here.

Let’s do this, together.

Welcome to the Nirvana School

Barbara Barron — Sun, 08 May 2022 19:16:32 +0000

by Barbara Barron | Posted May 25th, 2022 | Subscribe to this newsletter

I am an advancement consultant. I work exclusively with independent schools on all matters regarding and pertaining to advancement. And yet I work with very few “Directors of Advancement”. How is that? Am I out of step (or ahead of the curve)?

In our little world of independent schools, there are far more Directors of Development, Directors of Admission (or Enrollment Management), and Directors of Communication than Directors of Advancement. Those that do have the title of Director of Advancement either work at schools that are tiny, with one brave soul managing all three functions, or at schools that have giant programs, dozens on the team, and are highly resourced.

For the rest of us, and since most independent schools are small or midsize, the Director of Advancement title is a bit of a misnomer. Let’s face it, they are Directors of Development, with a different title.

Why does this matter? Because words matter.

As does the scope of this individual’s influence. Real “Directors of Advancement” have responsibility and influence over the full arc of experiences a family has when joining and becoming an engaged member of our community. What families learn during inquiry bears out in the admission and orientation phase, and is lived every day through their time as members of our community. There’s no discordant tone. No weird or awkward “hand-off” between those friendly people who interviewed and welcomed them back in the spring, and the stranger, with an office in a basement somewhere, who writes them a letter in the fall and asks for money.

How bizarre is that!?

If we recognize that that is wrong, then what does “right” look like? In other words, how can we change the way we do business? How might we break down the age-old silos between admission and development (and often communication, too) that keep separate these vital programs that function so much better and more collaboratively when they are pulled together? How can we build a true advancement program at our schools? And what difference might it make?

Welcome to the Nirvana School. Nirvana is my own personal imaginary independent school. At Nirvana, the advancement program thinks as a team. They do what it takes to support one another and create a high standard and strong work ethic. The atmosphere is collaborative and fun, sure — but these people are all deeply committed to maintaining a high-functioning team. They know that true success lies in finding, attracting, retaining, and stewarding right-fit students and their families. It’s job one.

What does that look like and what are the results? Families are engaged immediately, and therefore make the school a priority with their time, talent, and treasure. They are full-throated, positive ambassadors for the school out in the world. The students thrive at Nirvana and continue on to do good things in the world. They remember and speak about their time at their alma mater with passion and, because they saw regular examples of what it means to be a loyal alum, they will find ways to stay involved and support the school financially throughout their careers. They may even send their own children to the school. Eventually, they leave a legacy and are remembered with affection.

Do you like my Nirvana School? I thought you might. (Just wait til you hear how its Board functions!)

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But how about some brass tacks, Barbara?

Fair. Let’s start with expectations, set by the Board and the Head of School.

Those expectations are backed by a budget that makes magnificent work possible. They hire a dedicated team, led by an inspiring and experienced Director. They are seen by the faculty and staff as valuable assets, whose work results in terrific kids to teach, helpful and generous parents, and a culture of philanthropy that allows the school to thrive. This results in excellent, up-to-date facilities and teachers who are paid what they’re worth. (Well, almost. We can never really pay teachers what they’re worth. But I did name this school Nirvana, right?!)

What else?!

The entire advancement team helps out at admission and development events. That’s everything from open houses and tours to fundraising and community gatherings and alumni reunions. From the perspective of our families, there is no distinction between those who raise money and those who manage enrollment. We insiders know that – in reality – those discrete functions are separate and done with professionalism and confidentiality. But what our community experiences is that anyone and everyone in the advancement office knows them by name and can help answer a question or solve a problem. Everyone in the advancement office is visible, known, and trusted.

What other good does this bring to our schools? The natural (and sadly, common) frustrations and traffic jams in activities, messages, and events are eased or even, dare I say it? eliminated. A true team effort means a shared calendar and the reduction of moments when there is either too much or too little going on or being asked of our families. High-level, through-line messages are determined during the summer and then delivered throughout the year, all of which reinforce important on-mission themes that build retention and commitment.

The community reports back that they feel well informed, and that they learn about key dates and deadlines in timely ways. Regular stories are shared about how the philanthropy generated by the community is put to beneficial use. Families read and watch, with pride, the powerful impact of their support.

It may be Nirvana in this article. But most of the changes I suggest here are doable. Yes, you will need support from above, a commitment to build this over time, and the patience of those around you while you do. And you’ll need to hire the best people. But to borrow from the terrific movie “A Field of Dreams”, “if you build it, they will come.” You can create something with lasting value for your school and its bright future that functions far better. And working there is a whole lot more fulfilling. So, there’s that.

My inbox is open. Let me know what you think.

Be well,