I received notice today that our proposal for a fund-raising dinner has been approved by the Board. We can now start planning in earnest. I am praying for God’s blessing in this particular process as the necessary start-up funds will help us move forward. This is exciting.
An animated discussion over coffee led a small group of people interested in the MCS “high school project” to suggest holding a fund-raising dinner to raise some necessary start-up funding.
We are envisioning a professionally catered, semi-formal, banquet-style dinner held in a unique and welcoming location. The event will include dinner, entertainment, a possible testimony, an overview of the high school proposal (including benefits for students and Monroe Christian School as a whole), a summary of the anticipated start-up budget, and a formal appeal for funds.
The audience for this event will be a targeted subset of MCS alumni and donors. The focus will be on those alumni and family members from the founding generation of Monroe Christian School who typically no longer have children or grandchildren enrolled at the school.
I was surprised at how quickly these ideas came together, and encouraged by the interest and excitement that is spreading in the community. I continue to pray for God’s will and success in our efforts to follow God’s whisper for a new school.
Fundraising has been on my mind lately. I first started thinking about the challenge of funding last summer. Now, as we move from the ‘visioning’ stage to the actual ‘planning’ stage for a new high school, the question of start-up funding has been one that I have been thinking about and brainstorming with others. Today, I spent some time reviewing Funding your 1-1 vision, a K-12 Blueprint e-book from techlearning.com. Among the various insights that I gained, one significant take-away focused on a recommended funding distribution for the technology budget.
The 10:5:3:2 rule can be used as a guideline for the equitable distribution of funds across four different technology domains: hardware, professional development, software, and maintenance and support services. According to this rule, for every $10 spent on hardware such as computers, printers, and other equipment (50% of the budget), $5 should be allocated to teacher technology-based professional development to ensure implementation success (25%) , $3 on software (15%), and $2 on maintenance and support services to fund imminent repairs and upgrades (10%).
I like how this distribution acknowledges the need for on-going professional development in support of the technology initiative. Allocating 25% of the budget in support of the teachers and their abiilty to support learning through technology is a wise investment of funds. I can see how this is a critical component of a technology plan.
Every private school begins with a dream. The challenge for the visionaries is to realize the dream.
Marks (2006) highlights the fact that far too many potentially good private schools fail simply on account of a lack of funding. I have not studied private school finance, so his brief article provided a very cursory introduction to private school finance. The “crib sheet” he provided highlighted categories of expenses that need to be considered in the set-up. These included:
- determining school location and facility rental
- necessary building renovations to serve the school population adequately
- budgeting essential building services, such as landscaping or janitorial services, to support the facilities
- insurance costs for running the school
- learning supplies, including computer network, laptops, art supplies, etc.
- library upkeep and subscriptions
- budget line for faculty training and professional development support
In the end, the greatest budgetary expense relates to personnel. One aspect that successful new schools plan on to keep staffing costs low is to require as many employees as possible to have a regular role with students. There are no employees with limited direct contact with the students. The notion is that every adult plays a significant or contributory role to student learning, including those with administrative responsibilities. This is meant to minimize costs for solely non-instructional staff members.
Since the lion’s share of the operating budget is tuition- and donation-based, all new school planning needs to address establishing, developing and maintaining a constituency of families and alumni who remain interested in the school’s mission. New parents need to understand the call to Christian education and believe that a Christian high school is a viable education alternative for their children. Similarly, alumni need to be reminded of this call and their commitment as adults to support Christian education at their local school.
Nevertheless, on the question of funding and budget, when God whispers a dream we need the guts to respond …
He will provide.
Marks, A., (2006, Nov. 5). Building the Next Dalton. Retrieved July 7, 2011 through New York Magazine (online).