Whether you own the school or govern it, you keep it, and our central team runs everything behind it, from enrollment and academics to staffing, finance, and facilities, under an agreement you control.
The same central team behind two Florida schools, working for yours under a management agreement. Every part of a school, built and run with the head of school and the faculty, in service of the school's mission, vision, and values.
Curriculum selection, program design, and the standards students are held to, built with the head of school and the faculty rather than handed to them.
Self-studies, site visits, state reporting, and the standards work that keeps a school in good standing with its accreditors.
Brand, website, advertising, inquiry follow-up, tours, and re-enrollment, run by our in-house enrollment team.
Performing and visual arts, culinary, agriculture, STEM labs, and the signature programs that give a school a reason to be chosen.
An athletic program from the first team to competition-grade facilities: coaches, leagues, schedules, and the spaces to play in.
When the school has something to build, our campus development team carries it from site and design through construction and opening day.
Devices for every student, classroom technology, the student information and learning platforms behind them, and the training to use them well.
Maintenance, food service, transportation, and the vendor relationships behind them.
Annual budgets, tuition and fee structures, monthly reporting to the board, audits, and the financing plan for capital projects.
Recruiting, hosting, and supporting international students, and the compliance and homestay work that comes with them.
Recruiting, hiring, compensation, and benefits, and developing and keeping the head of school, the leadership team, and the teachers families come back for.
Learning support, intervention, and gifted programs designed for the students the school actually has, with the specialists and the structure to run them.
Your board sets the strategy.
Our central team runs it.
A management engagement runs in a set order, and the board sees every step of it. Nothing starts before the agreement is signed, and nothing in the agreement is a surprise.
A call, then a visit with the board chair and the head of school. What the school needs, what the board wants to keep exactly as it is, and whether we’re the right fit. Nothing about that conversation is shared beyond the people in it.
We spend time on campus and in the numbers: enrollment and the inquiry pipeline, the budget, staffing, facilities, accreditation standing, and the program. Then we tell the board plainly where the school is strong and where it’s exposed.
A written plan with targets for enrollment, finances, staffing, and program, built with the head of school and sequenced over the first year and the three after it. The board sees the plan before it sees an agreement.
It spells out what we do, what it costs, how we report, and how it ends if either side wants it to. The board approves the agreement and its cost before anything starts, and its counsel is welcome at every step.
Our enrollment team rebuilds the admissions operation first, because that’s where the pressure usually is. The central team steps in behind the head of school on finance, staffing, and compliance. Staff and families hear about the change from the school, in the order the board chooses.
Enrollment, finances, staffing, and accreditation, reported to the board every quarter against the plan, with the head of school in the room. The board keeps governance and the mission. We carry the work and answer for it.
BeforeIn 2018, one of the schools we serve had room to grow.
0 students enrolled by 2024. Full.To keep upFive additional classrooms have already been added to support demand.
Next250 more student stations through a 25,000 square foot campus expansion now in pre-construction.
It runs the business side of an independent school on behalf of its owner or its board: admissions and enrollment marketing, budgeting and finance, hiring and benefits, accreditation and state reporting, facilities and vendors. An owner keeps the school. A board keeps governance and the mission. The head of school keeps the school. The management company carries the operations and reports on them.
No. The board keeps governance. A management agreement sets out what we do, what it costs, how we report, and how it ends if either side wants it to.
That is usually where we start. Our enrollment team rebuilds the brand, the website, the advertising, and the admissions operation. Each campus we serve now sees more than 500 qualified inquiries a year.
Yes. Self-studies, site visits, standards work, and state reporting.
A management fee set out in the agreement and scaled to the school, structured as a percentage of tuition revenue or a fixed annual fee. We put the number in writing before anyone signs anything.
The agreement has a term and a way out for either side. A school should stay because the arrangement works, not because it is stuck.
“The point of a school isn’t to fill a child with answers. It’s to make them hungry for questions.”
Robert A. Flanders, Founder1950-2002Owners, boards, and heads of independent schools that want to keep their school and hand off the operations.
